A Study of Shelters for Street Children from an Organizational ...

4.3.1 Structure and physical location of shelters
The managers held to two different views but did not commit themselves to any of the
perceptions rather carried on with their obligations regardless of the location of the
shelters. Like we observed above, the managers felt that shelters could be located
anywhere as long as, children were able to access easily and the location did not
complicate or hider delivery of services to children.
4.3.2 Shelter's Objectives
Managers were devoted to achieve the objectives of shelters and in their view, shelters
staff contributed significantly. In this regard, they endeavoured to keep the morale high
by improving wherever possible the working environment and conditions of service.
They argued that shelters should enhance service delivery and in the process facilitate
shelters organization to attain the objectives. Providing services to meet children's
basic needs and implementation of intervention and reintegration programs posed
constant challenges and the managers grappled to meet the challenges.
4.3.3 Management Styles and Administration
Shelter managers did not worry themselves about ascribing to a particular style of
management. They took consideration of what works for shelters and in particular
delivery of services to children. Shelters management structures reflect loosely
coordinated structures (Hasenfeld (1983:150-151). However, management structures
of each shelter, together with the personality of the individual manager and the
leadership style, impacted differently on staff performance in each shelter. For
example, in shelter B the process of management had no separation of managerial
oversight and operational functions of the manager. The manager involved the staff in
the process of decision-making and valued the input of personnel in shaping the
shelter's image. The manager felt that working closely with the shelter staff would
provide a good working environment thereby motivating staff morale and performance.
Armstrong (1991:27, 144) made the same observation that staffs are motivated when
they are involved in decision-making process. Managerial structures in shelters A and
C reflected both the human relations model and decision making perspectives in
management as stated by Hasenfeld (1983: 23-29) which confirms our earlier
observation that shelters did not adhere to a single style of management. The
managers employed any style they considered practicable in the shelters.
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