SOCIAL WELFARE ADMINISTRATION :- Social Welfare Administration is the process of efficiently providing resources

and services to meet the needs of the individuals, families, groups and communities to facilitate social relationship and
adjustment necessary to social functioning. Social welfare administration has twin concepts of social welfare and
administration embedded in it. Thus it requires an understanding of welfare and its origins as well as administration as a tool
for achieving welfare. Administration as a part of governance is as old as society itself. People in a society have inherently
tried to take care of destitute and underprivileged individuals either because of benevolence or because of religious and
customary obligations. As governance systems evolved, with the changing political and social
systems, there was an effort to institutionalize welfare.

Definition :- In its narrowest sense, social welfare includes those nonprofit functions of society, public or voluntary, which
are clearly aimed at alleviating distress and poverty or at ameliorating the conditions of the casualties of society. Social
welfare administration refers to the process of applying professional competence to implementing certain programme of
social welfare through social agencies in fulfillment objects and policy of the agency The concept of welfare while it is
important in ancient times, the emergence of modern nation states saw welfare undergoing change. This change was clearly
associated with the notion of democracy. Further the importance given to individual rights and concepts of liberty, equality
and freedom influenced the nature of the treatment meted out to people. CHARACTERSTIC OF SOCIAL WELFARE :Serve community interests - derived from community need assessment, service design to satisfy such needs;
Value-based - e.g. human rights, citizen responsibility, social justice, prosperity, stability, equity,....etc.;
Non-market activities - not directly capital generating, not subject to purely market mechanism/ dynamics (i.e. demand and
supply), depends on donation, subsidy, fee charging; [but more recent theories suggest that welfare can also be operated in
a mixed market mode]
Accessible to all - citizen right, efficient service delivery system, equal opportunity;
Accountable to public - effective public and social administration, professional code of practice;
It is a dynamic process that circles around social problems and ways in which society responds to these
problems. Social problems affect individualsand the society at large. Social problems come from unfulfilled
individual needs. Individuals have a variety of needs, some more basic like food, clothes and shelter,
somemore sophisticated like dignity and status, some are intangible like love and affection. These needs are usually met
by the individuals themselves or their family or the society in which they live. But when these needs are
unfulfilled theylead to social problems. Some of the social problems present in our society are poverty, inadequate housing,
unemployment, loneliness and crime. The whole body of remedial and ameliorative services for the weaker sections of our
society are covered by social welfare. These include curative andpreventive services. Social welfare contributes to change and
adjustment of social institutions to the creation of the required infrastructure of community services andcan enable people to
accept and provide social change for overall development. Social welfare can be defined as: the organized system of social
welfare Institutions designed to aid disadvantaged individuals and groups to attain satisfying standards of life
and health. It aims at personal an social relationship which permits individuals to develop their full capacities and
the promotion of their well-being in harmony with the needs of the community

MANAGEMENT PROCESS :- Management process is a process

of planning and controlling the organizing and leading execution of any type of activity, such as: a project (project
management process) or a process (process management process, sometimes referred to as the process performance
measurement and management system).
The essential elements/components of Management Process are four.
Planning, Organising, Directing and Controlling.
We may add some more elements in the management process. Such elements are:Motivating, Co-coordinating, Staffing and Communicating.
Planning: Planning is the primary function of management. It involves determination of a course of action to achieve desired
results/objectives. Planning is the starting point of management process and all other functions of management are related to
and dependent on planning function. Planning is the key to success, stability and prosperity in business
Organising: Organising is next to planning. It means to bring the resources (men, materials, machines, etc.) together and use
them properly for achieving the objectives. Organisation is a process as well as it is a structure. Organising means arranging
ways and means for the execution of a business plan. It provides suitable administrative structure and facilitates execution of
proposed plan
Staffing: Staffing refers to manpower required for the execution of a business plan. Staffing, as managerial function, involves
recruitment, selection, appraisal, remuneration and development of managerial personnel. The need of staffing arises in the
initial period and also from time to time for replacement and also along with the expansion and diversification of business
activities
Directing (Leading): Directing as a managerial function, deals with guiding and instructing people to do the work in the right
manner. Directing/leading is the responsibility of managers at all levels. They have to work as leaders of their subordinates.
Clear plans and sound organisation set the stage but it requires a manager to direct and lead his men for achieving the
objectives.
Coordinating: Effective coordination and also integration of activities of different departments are essential for orderly working
of an Organisation. This suggests the importance of coordinating as management function. A manager must coordinate the
work for which he is accountable. Co-ordination is rightly treated as the essence of management. It may be treated as an
independent function or as a part of organisms function.
Motivating: Motivating is one managerial function in which a manager motivates his men to give their best to the
Organisation. It means to encourage people to take more interest and initiative in the work assigned. Organisations prosper
when the employees are motivated through special efforts including provision of facilities and incentives.

Communicating: Communication (written or oral) is necessary for the exchange of facts, opinions, ideas and information
between individuals and departments. In an organisation, communication is useful for giving information, guidance and
instructions. Managers should be good communicators. They have to use major portion of their time on communication in
order to direct, motivate and co-ordinate activities of their subordinates. People think and act collectively through
communication. According to Louis Allen, "Communication involves a systematic and continuing process of telling, listening
and understanding".

NEED FOR ORGANISATION :- If the work health and safety (WHS) laws apply to your organisation it must ensure, so far
as is reasonably practicable, the health and safety of all of its workers, including volunteers. This means that the organisation
must provide the same protections to its volunteer workers as it does to its paid workers. The protection covers the physical
safety and mental health of all workers, including volunteers.
Other factors that will be taken into account in determining what the organisation is required to do to protect its workers,
including volunteers, are:
the type of business or undertaking it is, the type of work that the organisation carries out, the nature of the risks associated
with that work and the likelihood of injury or illness occurring, what can be done to eliminate or minimise those risks, and, the
location or environment where the work is carried out.
The primary duty of an organisation includes ensuring, so far as is reasonably practicable:
the provision and maintenance of a work environment without risks to health and safety, the provision and maintenance of
safe plant and structures and safe systems of work, the safe use, handling and storage of plant, structures and substances,
the provision of adequate facilities for the welfare at work of workers, including volunteers, for example toliets, first aid
facilities, and, the provision of information, training and instruction or supervision that is necessary to protect all persons from
risks to their health and safety arising from their work.

MEANING AND DEFINATION OF ORGANISATION :- Organisation is the foundation upon which the whole structure of
management is built. Organisation is related with developing a frame work where the total work is divided into manageable
components in order to facilitate the achievement of objectives or goals. Thus, organisation is the structure or mechanism
(machinery) that enables living things to work together. In a static sense, an organisation is a structure or machinery manned
by group of individuals who are working together towards a common goal. Alike 'management', the term 'organisation' has
also been used in a number of ways. broadly speaking, the term 'organisation' is used in four different senses: as a process,
as a structure of relationship, as a group of persons and as a system.
According to keith Davis, "Organisation may be defined as a group of individuals, large of small, that is cooperating under the
direction of executive leadership in accomplishment of certain common object."
According to Chester I. Barnard, "Organisation is a system of co-operative activities of two or more persons."

According to Louis A. Allen, "Organisation is the process of identifying and grouping the work to be performed, defining and
delegating responsibility and authority, and establishing relationship for the purpose of enabling people to work most
effectively together in accomplishing objectives."
According to Mooney and Railey, "Organisation is the form of every human association for the attainment of a common
purpose."

The main characteristics or Features of organisation are as follows:

Outlining the Objectives: Born with the enterprise are its long-life objectives of profitable manufacturing and selling its
products. Other objectives must be established by the administration from time to time to aid and support this main objective.
Identifying and Enumerating the Activities: After the objective is selected, the management has to identify total task
involved and its break-up closely related component activities that are to be performed by and individual or division or a
department.
Assigning the Duties: When activities have been grouped according to similarities and common purposes, they should be
organized by a particular department. Within the department, the functional duties should be allotted to particular individuals.
Defining and Granting the Authority: The authority and responsibility should be well defined and should correspond to
each other. A close relationship between authority and responsibility should be established.
Creating Authority Relationship: After assigning the duties and delegations of authority, the establishment of relationship is
done. It involves deciding who will act under whom, who will be his subordinates, what will be his span of control and what
will be his status in the organisation. Besides these formal relationships, some informal organizations should also be
developed.

ROLE OF VOIUNTARY ORGANISATION :- Opportunity for face-to-face interaction provided by participation in voluntary
organizations notonly teaches essential civics skills, such as trust, compromise and reciprocity, but also bindssociety together
by creating bridges between diverse groups (de Tocqueville, as summarized
by Newton, 1997). These bridges are viewed as difficult to create because they necessitate peoplegoing outside their social
circles (Wuthnow, 2002).Leonard and Onyx (2003) explore the role of strong and weak ties in the context of
voluntaryorganizations. Their qualitative study was conducted in three different communities in NewSouth Wales with
respondents who had some association with community or voluntaryorganizations. The conventional wisdom is that strong
ties are associated with bonding and weak ties are associated with bridging, but Leonard and Onyxs findings do not support
this networks will link if they can work through a trusted intermediary. Bridging using loose ties isonly possible when the
linking person is a professional who is trusted because his/her status provides legitimacy and credibility, and he/she has
demonstrated commitment. Newton (1997) suggests that the impact of voluntary organizations on social capital
depends onthe type of organization. For example, highly formalized bureaucratic organizations may haveless impact
because there is not much involvement of members in the daily activities. Insteadmembers pay a fee to access services or
benefits or maintain a symbolic attachment to theorganization because of its support of a particular social cause. This
research highlights the roleof face-to-face organizational involvement in the development of trust.There is also a question of
the relative importance of voluntary organizations compared to other societal structures promoting social capital. Marsden

and Campbell (1983) found that emotionalintensity is a better indicator of tie strength than duration and frequency of contact.
Thus, when considering the importance of voluntary organizations as the glue that holds society together, it may be that
participation in school, family work and community may have stronger internaleffects because they take up more time and
involve stronger emotional commitment (Newton,1997).Onyx and Bullen (2000) would agree that voluntary organizations do
not have a monopoly onthe development of social capital. Their research indicates that social capital can be
producedanywhere there are dense lateral networks involving voluntary engagement, trust and
mutual benefit. While voluntary organizations are important so are informal networking among friendsand neighbours, the
workplace and the educational system.

EURCTIONS/FUNCTION OF SOCIAL WELFARE :- In welfare economics, a social welfare function is a function that
ranks social states (alternative complete descriptions of the society) as less desirable, more desirable, or indifferent for every
possible pair of social states. Inputs of the function include any variables considered to affect the economic welfare of a
society.[1] In using welfare measures of persons in the society as inputs, the social welfare function is individualistic in form.
One use of a social welfare function is to representprospective patterns of collective choice as to alternative social states.
The social welfare function is analogous to the consumer theory of indifference-curve/budget constraint equilibrium for an
individual, except that the social welfare function is a mapping of individual preferences or judgments of everyone in the
society as to collective choices, which apply to all, whatever individual preferences are for (variable) constraints on factors of
production. One point of a social welfare function is to determine how close the analogy is to an ordinal utility function for an
individual with at least minimal restrictions suggested by welfare economics, including constraints on the amount of factors of
production. There are two major distinct but related types of social welfare functions. A BergsonSamuelson social welfare
function considers welfare for a given set of individual preferences or welfare rankings. An Arrow social welfare function
considers welfare across different possible sets of individual preferences or welfare rankings and seemingly reasonable
axioms that constrain the function.

ESHTABLISHMENT AND REGISTRATION OF ORGANISATION :- In India non profit / public charitable organisations
can be registered as trusts, societies, or a private limited non profit company, under section-25 companies. Non-profit
organisations in India (a) exist independently of the state; (b) are self-governed by a board of trustees or managing
committee/ governing council, comprising individuals who generally serve in a fiduciary capacity; (c) produce benefits for
others, generally outside the membership of the organisation; and (d), are non-profit-making, in as much as they are
prohibited from distributing a monetary residual to their own members.
Section 2(15) of the Income Tax Act which is applicable uniformly throughout the Republic of India defines charitable
purpose to include relief of the poor, education, medical relief and the advancement of any other object of general public
utility. A purpose that relates exclusively to religious teaching or worship is not considered as charitable. Thus, in
ascertaining whether a purpose is public or private, one has to see if the class to be benefited, or from which the
beneficiaries are to be selected, constitute a substantial body of the public. A public charitable purpose has to benefit a
sufficiently large section of the public as distinguished from specified individuals. Organisations which lack the public element
such as trusts for the benefit of workmen or employees of a company, however numerous have not been held to be
charitable. As long as the beneficiaries of the organisation comprise an uncertain and fluctuating body of the public
answering a particular description, the fact that the beneficiaries may belong to a certain religious faith, or a sect of persons
of a certain religious persuasion, would not affect the organisations public character.

GOOLS OF NGOS :- A non-governmental organization (NGO) is the term commonly used for anorganization that
is neither a part of a government nor a conventional for-profitbusiness. Usually set up by ordinary citizens, NGOs may
be funded by governments, foundations, businesses, or private persons. Some avoid formal funding altogether and are
run primarily by volunteers. NGOs are highly diverse groups of organizations engaged in a wide range of activities, and
take different forms in different parts of the world. Some may have charitable status, while others may be registered for
tax exemption based on recognition of social purposes. Others may be fronts for political, religious or other interest
groups.The number of NGOs in the United States is estimated at 1.5 million.[1] Russia has 277,000 NGOs.[2] India is
estimated to have had around 2 million NGOs in 2009, just over one NGO per 600 Indians, and many times the
number of primary schools and primary health centres in India. NGOs are difficult to define, and the term 'NGO' is
rarely used consistently. As a result, there are many different classifications in use. The most common focus is on
'orientation' and 'level of operation'. An NGO's orientation refers to the type of activities it takes on. These activities
might include human rights, environmental, or development work. An NGO's level of operation indicates the scale at
which an organization works, such as local, regional, national or international.

REGISTRATION OF SOCIETY :- The Indian Societies Registration Act of 1860 was enacted under the British
Raj in India. It provided for the registration of literary, scientific and charitable societies. Under the act, societies might be
formed by a memorandum of association by any seven people associated for any literary, scientific, or charitable purpose.
The memorandum of association had to be filed with the Registrar of Societies. The memorandum has to contain the name
of the society, its objects and the names, addresses, and occupations of the governing body members by whatever name
called duly signed for consent by all the members forming the society. A copy of the rules and regulations of the society has
to be filed with the memorandum of association.

LEGAL STATUS :- An Individual's status is a legal position held in regard to the rest of the community and not by an act
of law or by the consensual acts of the parties, and it is in rem, i.e. these conditions must be recognised by the world. It is the
qualities of universality and permanence that distinguish status from consensual relationships such
as employment and agency. Hence, a person's status and its attributes are set by the law of the domicile if born in a common
law state, or by the law of nationality if born in a civil law state and this status and its attendant capacities should be
recognised wherever the person may later travel. In early laws, an outlaw was a person who, by judicial process, was
deprived of all normal rights as a human being unless and until a court reversed itself through an affirmative act of inlawry.
This was a form of civil death. Similarly, aslave was a chattel or possession, and had no legal personality except that, in the
U.S., some of the Free States did allow limited legal personality. Legal personality could be surrendered voluntarily by
becoming a monk or by travelling, e.g. the first provisions of the French Civil Code deny civil rights to foreigners. As an
aspect of the social contract between a state and the citizens who owe it allegiance, most developed legal systems contain
positive provisions defining each individual's legal identity and its attributes. All matters of social rank or caste are examples
of personal status, the modern extremes of which would be nobility and the 200 million dalits, the untouchables of India. With
some exceptions, it is universally accepted that marriage bonds lawfully entered into under the laws of any country,[1]which
changes the status of a person from "independent", "single" or "unmarried" to "a married person", will be recognized as such
by all other countries in the world, and the partners to the marriage assume the status of husband and wife. That status goes
with the people no matter where in the world the spouses may find themselves (except where local public policy is invoked).
However, though they are recognized as husband and wife, pursuant to a marriage anywhere in the world, the mutual rights
and duties owed by the spouses are determined by the law or custom of the country in which they find themselves.

Under normal circumstances, marriage exists until either one of the parties dies or until it is ended by legal process through
nullity or divorce. The circumstances in which that status is to be brought to an end is of sufficient interest to the State that it
usually regulates the circumstances in which the family relationship may be terminated. On the death of a spouse, the
survivor's personal status changes to "widow" or "widower", and on the termination of the marriage, both of their status
changes to "divorcee".

TYPES OF LEGISLATION :- Bill or Measure- General legislation is designated by "H.R." in the House of
Representatives and "S." in the Senate. Public bills deal with general matters and, if signed, become public laws. Private bills
deal with individual matters, such as a person's claim against the government, and become private laws if signed.
Joint Resolution- This is a resolution of both Chambers, generally used for limited matters, such as commemorative
holidays. Designated as H.J.Res. in the House and S.J.Res. in the Senate, joint resolutions are signed by the President and
have the force of law. Joint resolutions also are used to propose an amendment to the Constitution. In this case, they must
be agreed to by a two-thirds majority in each Chamber and by three-fourths of the states. The President does NOT sign this
type of joint resolution.
Concurrent Resolution- This is a resolution dealing with internal matters of both Chambers, designated as H.Con.Res. in
the House and S.Con.Res. in the Senate. A concurrent resolution must be passed by both Chambers, but is NOT signed into
law by the President and does not have the force of law. The congressional budget resolution is an example of a concurrent
resolution.
Resolution- Also known as a "simple resolution", this housekeeping measure is considered by and affects only one
Chamber. Designated as H.Res. in the House and S.Res. in the Senate, simple resolutions are not signed by the President
and do not become law. A rule for debate of a bill in the House is a simple resolution that must be approved by the House
before debate can begin on the bill itself.
REGISTRATION PROCEDURES :1. Any person desiring to import or manufacture any insecticide may apply to the Registration Committee
for the registration of such insecticide and there shall be separate application for each such insecticide.

PROVIDED that any person engaged in the business of import or manufacture of any insecticide
immediately before the commencement of this section shall make an application to the Registration
Committee within a period of [seventeen months] from the date of such commencement for the registration
of any insecticide which he has been mporting or manufacturing before that date:

[PROVIDED FURTHER that where any person referred to in the preceding proviso fails to make an
application under that proviso within the period specified therein, he may make such application at any time
thereafter on payment of a penalty of one hundred rupees for every month or part thereof after the expiry of
such period for the registration of each such insecticide.]
2.

Every application under sub-section (1) shall be made in such form and contain such particulars as may

be prescribed.
3.

On receipt of any such application the registration of an insecticide, the Committee may, after such
inquiry as it deems fit and after satisfying itself that the insecticide to which the application relates
conforms to the claims made by the importer or by the manufacturer, as the case may be, as regards [on
such conditions as may be specified by it] and on payment of such fee as may be prescribed, the
insecticide, allot a registration number thereto and issue a certificate of registration in token thereof
within a period of twelve months from the date of receipt of the application.
PROVIDED that the Committee may, if it is unable within the said period to arrive at a decision on the
basis of the materials placed before it, extend the period by a further period not exceeding six months.
PROVIDED FURTHER that if the Committee is of opinion that the precaution claimed by the application
as being sufficient to ensure safety to human beings or animal are not such as can be easily observed
or that notwithstanding the observance of such precautions the use of the insecticides involves serious
risk to human beings or animals, it may refuse to register the insecticide.

ORGANISATION BUDGET :- A budget is the financial description of an action plan outlining how you will use
your money, based on knowledge and assumptions against which you will measure your actual performance. It is
important to be honest about what you can manage in income and expenditure, so that you develop a realistic
budget that helps you weather the unexpected throughout the year. In addition to helping you to measure your
organisation's financial performance, budget management can: stimulate your planning, helping you to coordinate
and control the use of your resources, encourage realism so that plans are achievable within available resources,
help improve the quality of plans, as staff are helped to focus on and discuss service priorities, improve clarity of
vision and staff motivation.
Budget management involves two processes: preparation and control. These should not be seen as separate
processes, as one informs the other. Your organisation should regard budget preparation as the joint responsibility of
finance and non-finance staff. Each group brings their own areas of knowledge and expertise which contribute to
creating realistic and informed budgets. The trustees will need to have a say in budget planning as they have the
legal responsibility for approving the annual budget.
DEFINATION OF BUDGET :- A budget is a quantitative expression of a plan for a defined period of time. It may
include planned sales volumes and revenues, resource quantities, costs and expenses, assets, liabilities and cash
flows. It expresses strategic plans of business units, organizations, activities or events in measurable terms.

OBJECT OF BUDGET :- Object classification is one of several ways to array financial data in budget
presentations. This classification approach emphasizes the objects, rather than the results of government
expenditure. Object classes are used to report obligations
"...according to the nature of the services or articles procured....Obligations are classified by the initial purpose for
which they are incurred, rather than for the end product or service provided."\2
All budget classification schemes--organization, object, function, project/activity, and program--provide information
that is intended to be useful to financial decision-making. Each approach is concerned, to varying degrees, with
control, management, and planning. Historically, object classification is the second most common scheme for
presenting budgetary information, following only organizational classifications, and is largely used for control
purposes.\3

Currently, in the federal budget process, object class data are required for all expenditure accounts, except credit
financing accounts, and are unique in that they are the only budget presentation based solely on obligations, rather
than budget authority or outlays.

SOURCE OF FINANCE :- Sourcing money may be done for a variety of reasons. Traditional areas of need may
be for capital asset acquirement - new machinery or the construction of a new building or depot. The development of
new products can be enormously costly and here again capital may be required. Normally, such developments are
financed internally, whereas capital for the acquisition of machinery may come from external sources. In this day and
age of tight liquidity, many organisations have to look for short term capital in the way of overdraft or loans in order to
provide a cash flow cushion. Interest rates can vary from organisation to organisation and also according to purpose.
Financing is needed to start a business and ramp it up to protability. There are several sources to consider when
looking for start-up nancing. But rst you need to consider how much money you need and when you will need it.
The nancial needs of a business will vary according to the type and size of the business. For example, processing
businesses are usually capital intensive, requiring large amounts of capital. Retail businesses usually require less
capital. Debt and equity are the two major sources of nancing. Government grants to nance certain aspects of a
business may be an option. Also, incentives may be available to locate in certain communities and/or encourage
activities in particular industries.

RECORDS MEANING :- 1.Document that memorializes and provides objective

evidence of activities performed, events occurred, results achieved, or statements made. Records are
created/received by an organization in routine transaction of its business or in pursuance of its legal obligations. A
record may consist of two or more documents.
2.All documented information, regardless of its characteristics, media, physical form, and the manner it is recorded or
stored. Records include accounts, agreements, books, drawings, letters, magnetic/optical disks, memos,
micrographics, etc. Generally speaking, records function as evidence of activities, whereas documents function as
evidence of intentions.

TYPES OF RECORDING :- 1.PROCESS RECORD- Process record is one method by which you can record the
content of an interview. It involves a written record of allcommunication both verbal and nonverbal (based on the
worker's best recollections), and a record of the worker'sfeelings and reflection throughout the interview. Audio or
video recordings can also be used, for the case worker to (a)identify client's feelings during the interview, (b) assess
client's feelings, or (c) present summary comments.
2.PROBLEM ORIENTED RECORD- Problem-oriented record (POR) a method of client case record keeping that
focuses on specific problems Thecomponents of the POR are:
(a)databasewhich contains information required for each client regardless of diagnosis or presenting problems i.e.,
allhistory, physicalfindingsetc;
(b)problem listwhich contains the major problems currentlyneeding attention;
(c)planwhich specifies what is to be done with regard to each problem;
(d)progress notes which document the observations, assessments, future plans,
3.SUMMATIVE RECORD- Summative assessment is a summary of all the formative assessment carried out over a
long period and makesstatements about the client's progress. Effective assessment involves evaluation or decisions
about the client's progressand their gives us the information we need to plan for the next steps. This is called
assessment for learning: it is theformative assessment, based on observations and other forms of evidence, which
informs or guides everyday planning.

AUDIT :- Auditing is a systematic examination of books, accounts, documents and vouchers of a business to
ascertain how far the financial statements present a true and fair view of the concern. It also ensures that the books
of accounts are properly maintained by the concern as required by law. Auditing is defined as a systematic and
independent examination of data, statements, records, operations and performances (financial or otherwise) of an

enterprise for a stated purpose. In any auditing the auditor perceives and recognizes the propositions before him/her
for examination, collects evidence, evaluates the same and on this basis formulates his/her judgment which is
communicated through his/her audit report. Any subject matter may be audited. Audits provide third party assurance
to various stakeholders that the subject matter is free from material misstatement. The term is most frequently
applied to audits of the financial information relating to a legal person. Other areas which are commonly audited
include: internal controls, quality management, project management, water management, and energy conservation.
As a result of an audit, stakeholders may effectively evaluate and improve the effectiveness of risk management,
control, and the governance process over the subject manner.

PROGRAM MANAGEMENT :- Program management or programme management is the process of managing

several related projects, often with the intention of improving an organization's performance. In practice and in its
aims it is often closely related to systems engineering and industrial engineering. The program manager has
oversight of the purpose and status of the projects in a program and can use this oversight to support project-level
activity to ensure the program goals are met by providing a decision-making capacity that cannot be achieved at
project level or by providing the project manager with a program perspective when required, or as a sounding board
for ideas and approaches to solving project issues that have program impacts. In a program there is a need to
identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may
not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these.
The Program manager may be well placed to provide this insight by actively seeking out such information from the
Project Managers although in large and/or complex projects, a specific role may be required. However this insight
arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.
There are two different views of how programs differ from projects. On one view, projects deliver outputs, discrete
parcels or "chunks" of change;[1] programs create outcomes.[2] On this view, a project might deliver a new factory,
hospital or IT system. By combining these projects with other deliverables and changes, their programs might deliver
increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to
improved technology. The other view[3] is that a program is nothing more than either a large project or a set (or
portfolio) of projects. On this second view, the point of having a program is to exploit economies of scale and to
reduce coordination costs and risks. The project manager's job is to ensure that their project succeeds. The program
manager, on the other hand, may not care about individual projects, but is concerned with the aggregate result or
end-state. For example, in a financial institution a program may include one project that is designed to take
advantage of a rising market, and another to protect against the downside of a falling market. These projects are
opposites with respect to their success conditions, but they fit together in the same program.

PUBLIC RELATION :- Public relations (PR) is the practice of managing the spread of information between an
individual or an organization (such as a business, government agency, or a nonprofit organization) and
the public. Public relations may include an organization or individual gaining exposure to their audiences using topics
of public interest and news items that do not require direct payment. [2] This differentiates it from advertising as a form

of marketing communications. The aim of public relations is to inform the public, prospective customers, investors,
partners, employees, and other stakeholders and ultimately persuade them to maintain a certain view about the
organization, its leadership, products, or of political decisions. Public relations professionals typically work for PR
firms, businesses and companies, government, government agencies, and public officials as PIOs,
and nongovernmental organizations and nonprofit organizations. Public relations specialists establish and maintain
relationships with an organization's target audience, the media, and other opinion leaders. Common activities include
designing communications campaigns, writing news releases and other content for news and feature articles,
working with the press, arranging interviews for company spokespeople, writing speeches for company leaders,
acting as organization's spokesperson by speaking in public and public officials, preparing clients for press
conferences, media interviews, and speeches, writing website and social media content, and facilitating
internal/employee communication.[3] Success in the field of public relations requires a deep understanding of the
interests and concerns of each of the client's many publics. The public relations professional must know how to
effectively address those concerns using the most powerful tool of the public relations trade, which is publicity .

SOCIAL WELFARE ADMINISTRATION AT THE CENTRAL LEVEL :- For social welfare three important
dates occur in the evolution of the Ministry of Social Welfare at the Centre. These are 14 June 1964 when the
Department of Social Security was created; 24January 1966 when the Department of Social Security was
redesignated as Department of Social Welfare; and 24 August 1979 when the Department of Social Welfare was
elevated to the status of an independent Ministry. A memorandum was submitted on 12 May 1956 by the Indian
Conference of Social Work (now Indian Council of Social Welfare) to the then Prime Minister, urging the creation of a
Central Ministry of Social Welfare. The Conference felt that the early establishment of a Social Welfare Ministry at the
Centre was very necessary not only to integrate the administration of social welfare in the country, but also to provide
the policy of social development with a driving force which can only be given through a well-formulated philosophy of
social progress The Conference felt that the early establishment of a Social Welfare Ministry at the Centre was very
necessary not only to integrate the administration of social welfare in the country, but also to provide the policy of
social development with a driving force which can only be given through a well-formulated philosophy of social
progress. The Study Team on Social Welfare and Welfare of Backward Classes constituted in 1958 by the
Committee on Plan Projects of the Planning Commission under the chairmanship of Smt. Renuka Ray pointed out
inter-alia that various social welfare subjects are dealt with in different Ministries. The Team was of the view that the
plans and policies of social welfare have not had the advantage of an integrated approach and direction.