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• A szociális életpályamodellel kapcsolatos dilemmák

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  334

  The social sector has been in crisis in many respects because of adverse changes in recent decades. There is a shortage of qualified social workers, high staff turnover, precarious working conditions and a steady decrease in the resources available to the sector. The development of human resources has therefore become an urgent necessity. The social careers model, like career models in other sectors, could contribute to the development of human resources in the social sector and the efficient functioning of social institutions and services. However, dilemmas about the career model have emerged in recent years, dividing the profession significantly. In our study, we set out to explore these dilemmas and, using the focus group interview method, we sought to find out what social professionals think about the career model, which has been taking shape for almost a decade. Would they support the introduction of a career model, and if so, under what conditions, and what tools would they include in the model to improve the efficiency of the sector and the quality of life of social workers. Our research shows that employees in the social sector have highlighted a stable and predictable salary and incentive system guaranteeing existential security as a key element of a modern career model. The guarantee of working conditions has emerged as a new, usually unusual and indicative of fundamental shortcomings element in the career models. However, the majority of respondents expressed reservations about the introduction of a performance appraisal system and the use of performance management in the sector. Only a minority of the focus group argued in favour of career management, an appraisal system that recognises quality work and professional innovation, and a service system that supports human resource development.

• A szociális vezetők értékei: Értékek, jellemzők, tulajdonságok – a szociális szolgáltatásokban dolgozó intézményvezetők választásai alapján

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  402

  Within the framework of educational activities in the Social Services Leadership Knowledge Center of the Semmelweis University, this research is based on our work dealing with the organizational and managerial issues of social services. This study describes how current leaders think about an optimally functioning social system including desired operational frameworks, characteristics, and properties. Based on the value choices and critical remarks made by the heads of social institutions participating in the leadership training, we describe the operating characteristics of the Hungarian social system. We present theoretical frameworks, which support the interpretation of the current situation and future-oriented vision of leaders in the field of social services. With no research and previous data in this field, our study is the first to present shared conceptual and value frameworks for those working as managers in the Hungarian social services. To interpret our results, findings of previous surveys in other service areas might be helpful, which, due to the specifics of the social services sector, represent only a limited opportunity to capture innovation in the field. We also present the characteristics of the “good social leader” using data from free-text questions.

• A vezetői megbízással rendelkező szociális szolgáltatást nyújtó személyek vezetőképzésének koncepciója a Semmelweis Egyetemen

  Zsuzsanna Antal

  Csaba Bálity

  Zoltán Cserháti

  László Galambos

  Vilmos Ivády

  Máté Joób

  Katalin Nistor

  Imre Nyitrai

  Éva Révész

  Views:

  362

  In 2018 as a compulsory element an executive training program was introduced to the social education and training system. Semmelweis University was appointed by the Ministry of Human Capacities to realize and carry out the executive training program consisting of four units, called and later referred as modules.

  This paper aims to introduce the ideas and visions along which the content of the program has been developed to the wider professional audience. To cover all the information and crucial aspects the main stakeholders of the training were asked to present the concepts, content elements and experiences of the four modules, in separate sub-chapters.

• Az egyházi térnyerés dilemmái a szociális ágazatban

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  934

  The ecclesiastical takeover of the public services sector has been particularly strong over the last ten years. This change in the structure of the public sector raises several problems and dilemmas which are rarely discussed (openly) in professional circles. The expansion of churches has not come about organically but is the result of government measures. It is primarily ideological rather than professional factors that are at play, and in many areas, this is leading the care system in a questionable professional direction. This paper discusses the historical background to the emergence of the social care system, the differences in the way the domestic care system is funded depending on the type of provider, the pro-church restructuring of the service sector and the professional and ethical dilemmas of church-based service delivery.

• Együttműködési kapcsolatok és hálózati struktúrák a győri várostérség szociális intézményrendszerében

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  94

  The main objective of the survey is the empirical analysis of the inter-organizational relationships of the social care institutions with social network methods in Győr and the surrounding micro-regions. We measured and described the network structure and pattern of the organizational field, the basic directions and types, forms, frequency, intensity and the quality of inter-organizational cooperation. We are looking for answers to what factors hinder cooperation in this particular organizational milieu? What organizations are the key players of the network? How strong the position and effect of Győr as a regional centre in the cooperation network of the social sector? The network indicators have confirmed that the web of connections in the field of social care system is organized around a core institutional domain with only 5-6 dominant actors. The key players of the system with high network centrality and prestige are the big sized, functionally complex, territorially combined institutions. It has also been shown that, in addition to these central core members, the majority of the analysed organizations have a relation with each other only in a limited number, the network density is low, the centrality index is high, and the geographical distance is decreasing the probability of inter-organizational relations. In the whole network the probability and the number of intra-regional, national or international ties are also limited.