These skills are interdisciplinary, interrelated and are indispensable in social work. While these skills are too many to be expounded on in this relatively limited discourse, some of these skills are divulged upon.
Successful social work requires that employees or stakeholders understand both an organisation’s internal and external environment. To understand the internal organisational environment well, it is needful that the analyst understands the organisational theory that a self-care organisation subscribes to. It will help at this juncture to understand whether an organisation assumes a bureaucratic, feminist, democratic or transformational form of leadership and practices in management. The import of this is that the analyst will be able to understand the organisation well, appreciate the wholeness and uniqueness of the self-care organisation, appreciate the self-care’s organisational behavior and realise to a fuller extent, the change that is taking place in the organisation. Again, understanding the theory that a self-care organisation has subscribed will help the analyst understand the complexity of organisational hierarchy and management. This will help the analyst appreciate interrelated organisational facets which need coordination, synchronising or major changes. At this point, courses in business studies, management, sociology or social sciences may suffice (Beddoe & Maidment, 2009, 43 & Weinberg, 2014, 66).
Zubrzycki and McArthur (2004, 44) are of the opinion that the analyst must also have a critical perspective to analyse an organisation’s effectiveness in social work. For an analyst to make an extensive grouping of informed critiques of organisational management and organisation, he must be well informed on critical theory perspectives. This calls for understanding of management and organisational processes. Since the