Class Direction and Management of Institutions and Social Programs

This CU aims to deepen the theoretical and methodological debate on the fields and functions of intervention related to the management of Social Economy Institutions. Social workers are often in charge of the technical management of these institutions, so it is important to train them to carry out the specialized functions that the position entails, for effective leadership and sustainable planning. It is also the aim of this CU to consolidate knowledge, combine theory with practice, improve actions and working methodologies in a pragmatic and systemic view of intervention areas, to train technical directors/services for good intervention practice. In this sense, it seeks to promote the development of the knowledge needed to carry out management functions in Social Economy Organizations, to enable students to coordinate services effectively, efficiently and sustainably.

Not applicable

I - Portuguese institutions: identification and characterisation - Associativism and representation - Social utility and objectives: between satisfying needs and democratic management - Sustainability II - Direction and management of institutions - Management of services and social responses - Quality and safety - Monitoring and auditing - Human resource management - Team management and leadership - Financial management and sustainability - Social diagnosis, planning and conception of social projects and programmes - Implementation, coordination and evaluation of social projects and programmes - Institutional culture - Institutional ethics - Innovation and marketing - Social responsibility: opportunities and challenges - Openness and involvement with the community III - Management of contradictions - Professional knowledge vs. institutional power - Volunteering vs. professionalism

The UC has a strong focus on the theoretical-methodological and operational dimension, which is why the teacher will present the fundamental concepts of the syllabus, which should be followed up by the students through reading, analysis and interpretation of the texts indicated. This methodology allows for debate and in-depth study of a variety of texts relating to points on the syllabus or others of thematic interest. Students are challenged to take part in guided activities, using different pedagogical techniques such as role-play, group dynamics, and debates through brainstorming, problem-solving, viewing and reflective analysis of videos and films, making them more active and autonomous in their learning.

- Ferreira, S. (2009). A intervenção estratégica do terceiro sector. Revista Critica de Ciências Sociais, n.º 84, 169-193. - Hardina, D., et al. (2007). An empowering approach to managing social service organizations. Springer - Luz, H. (2017). Empoderamento Organizacional e Intervenção Social. In C. Albuquerque e A. Arcoverde (eds.), Serviço Social Contemporâneo-Reflexividade e Estratégia (pp. 91-114). Pactor - Martin, V., & Henderson, E. (2004). Gestão de unidades de saúde e de serviços sociais. Monitor - Reis, F.L. (2020). Manual de Gestão das Organizações Sociais. Teoria e Prática. 2ª edição. Edições Sílabo. - Ruela, A., & Albuquerque, C. (2016). Accountability no terceiro sector em Portugal. Imprensa da Universidade de Coimbra - Sá, P. (2016). A Gestão das Organizações do Terceiro Setor. In F. Almeida (coord.), Introdução à Gestão de Organizações (pp. 633-649). Escolar Editora. - Wearing, M., & Hughes, M. (2013). Organizations and management in social work. Sage.