ng social skills, interacting with the task and socio-cultural environment surrounding the organisation, interacting with technology and setting basic knowledge in Information and Technology (IT) as one of the prerequisites for meriting a job, embracing technological changes, adopting strong personnel performance management strategies, using sustainable talent management to build intra-organisational cohesion, embracing sound leadership and management strategies and keeping abreast with knowledge acquired from tertiary level of schooling and seeking to apply these in social work (DiPadova & Faerman, 1998, pp 470-1).
Just as Handley (2011, 31-2) observes, technology is an essential part of organisational practice and life. This is because, through IT communication and information flow, are stored and retrieved more efficiently and readily. Technology also allows for faster transportation of organisational values. According to Little (1995, p. 78), embracing technology in organisational practice comes with manifold values. Technology for instance decouples organisational functions and processes and makes organisations work more efficiently, faster and accurately. This helps organisations save a lot of capital and resources. For instance, the advent of computers and telephones, facsimile and air mails have overruled the need for messengers and stores (Jackson & Donovan, 1999, p. 280).
One of the risks in using technologies in our organisational practice is that it emasculates man’s importance as technological devices perform man’s roles. This has served as a harbinger for job losses and unemployment. This may prove as a major setback for an organisation engaged in social work, yet it cannot employ a considerable number of locals from the marginalised community because of technological advancement. Secondly, human error can be replicated throughout the rest of organisational departments and functions when not detected in time and thereby affecting the outcome of