MANAGEMENT of PARK AND RECREATION AGENCIES
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Transcript MANAGEMENT of PARK AND RECREATION AGENCIES
MANAGEMENT of PARK AND
RECREATION AGENCIES
Key Ingredients for
Successful Management
Innovation
Interpersonal Skills
Willingness to Adapt management style
Successful Managers are:
Well integrated
social
communicative
well rounded
Practical and Organized
possess common sense
have a plan
are prepared
Role of Managers
Leader
Communicator
Cares for and develops employees
Change Agent
Uses all forms well
Coach/Mentor
Tranforms others by example to reach goals
Has sound strategy for change – is flexible/promotes flexibility
Power Broker
Power to broker deals, power to exercise needed authority
5 Core qualities of managers
Ethics and Values
Groups and Group Processes
Need to be able to articulate the level of service quality
Alliances and Partnerships
Able to gain consensus via group decision making
Service Matters
Follows a model code of ethics
Widens spectrum and increases allies
Positive and Productive Work Climate
Several approaches (power/trust/etc.) find one that works
Specific Managerial Competencies
Understand Recreation Behavior
Understand $$$$$
Recognize effective ways to deal with
people
Strategic planner of resources
Deliverer of quality programs
CEO competencies (version 2)
Business skills
Communications and Marketing Skills
Visionary
Political acumen
Leader, Decision Maker, resolver of conflicts
Planning and Evaluation
Accountable to public
Leadership and Management
Effective public speaker – can work with media
Community Relations
Financial, technology, human resources
Understand law and legislative process – play the political game
Professional Practice
Technically proficient
Managerial Competencies
according to CAPRA
Accreditation Standards
Is Management a Science
or Art ??
ART
requires judgment
sensitivity
intuition
imagination
dealing with irrational elements
“does it feel right”
SCIENCE
based on theories developed over decades
social psychology
economics
business administration
holds that whenever possible,
management decisions should be based
on principles verified through research
SCIENCE (continued)
Decisions tend to be
rational
objective
analytical
systems oriented
Time Line of Management
Theory
SCIENTIFIC MANAGEMENT
1890-1935
Frederick Taylor’s Machine Model
involved time and motion studies
focus on productivity
the one best way to complete the task
piecemeal
CLASSICAL MANAGEMENT
THEORY
1930-1955
also called the Human Relations
Movement. More concerned about the
individual
Tenets of Hierarchy
scalar principle (unbroken chain of command)
unity of command (one superior)
span of control (limited # of subordinates)
Hierarchy illustrated in
organizational charts
An organizational chart is a chart which represents
the structure of an organization in terms of rank. The
chart usually shows the managers and key players who
make up an organization. The chart also shows
relationships between staff in the organization which can
be:
Line - direct relationship between superior and subordinate.
Lateral - relationship between different departments on the
same hierarchical level.
Staff - relationship between a managerial assistant and other
areas. The assistant will be able to offer advice to a line
manager. However, they have no authority over the line
manager actions.
Functional - relationships between specialist positions and
other areas. The specialist will normally have authority to insist
that a line manager implements any of their instructions
Hawthorne Studies (E. Mayo)
improvements in morale were due to
improved social conditions
Henri Fayol, 1930
Known as the father of Classical
Management
ELEMENTS:
Planning,
Organizing,
Coordinating,
Controlling
Max Weber
Bureaucratic Model
a rational structure for large organizations
gives necessary order, but virtually all
decisions are made at the top
many decisions are political rather than
technical
Parks and Recreation and
Classical Theory
Luther Gulick
applied classical theory to parks and
recreation
particularly Fayol’s approach, expanded to
POSDCORB
still a popular approach today
helps to understand manager’s responsibilities:
planning, organizing, supervising, directing, controlling,
operating, research and budgeting
BEHAVIORISM 19551980’s
Organizational theorists applied
Maslow’s needs to the workplace
Herzberg
Motivation - Hygiene Theory
job enrichment needed for motivation
happiness due to job content
McGregor
Theory X and Y
workers will respond as treated (need control)
MANAGEMENT BY
OBJECTIVES
Proactive, results oriented style
Effective only if employees trust
management
MBO illustrates the 2 directions modern
management is heading.... focusing in part on
a systems (objectives) approach and
simultaneously on an employee participation
(setting their own goals) tack.
PARTICIPATIVE/TEAM
MANAGEMENT
Theory Z, a hybrid based on Japanese
Management Style
TQM total quality management
initially derived from Z but greatly expanded
One minute manager
Benchmarking (from in Search of
Excellence)
MBWA Management by Walking Around
Buzzwords of Today
TEAMS
PARTICIPATORY MANAGEMENT
EMPOWERMENT
INTREPRENEURISM
RIGHTSIZING
PRODUCTS WITHOUT COMPANIES
VALUE ADDED
OUTCOME BASED MANAGEMENT
RESOURCE BASED VIEW
Core competencies
Tangible and intangible resources
Agency Resources
Tangible
Labor
Capital
Equipment
Time
Information
In-Tangible
Goodwill
Reputation
Also labor/people
Issues
Doing more/less with less ??
Increase revenue generation
Improve accountability
efficiency of operations
Measurable outcomes/benefits
Address duality of mission (social service vs. pay
as you go private service)
Changing Demand
Transfer to the private sector