Transcript MANAGEMENT of PARK AND RECREATION AGENCIES

MANAGEMENT of PARK AND
RECREATION AGENCIES
Key Ingredients for
Successful Management
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Innovation
Interpersonal Skills
Willingness to Adapt management style
Successful Managers are:
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Well integrated
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social
communicative
well rounded
Practical and Organized
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possess common sense
have a plan
are prepared
Role of Managers
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Leader
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Communicator
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Cares for and develops employees
Change Agent
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Uses all forms well
Coach/Mentor
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Tranforms others by example to reach goals
Has sound strategy for change – is flexible/promotes flexibility
Power Broker
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Power to broker deals, power to exercise needed authority
5 Core qualities of managers
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Ethics and Values
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Groups and Group Processes
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Need to be able to articulate the level of service quality
Alliances and Partnerships
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Able to gain consensus via group decision making
Service Matters
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Follows a model code of ethics
Widens spectrum and increases allies
Positive and Productive Work Climate
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Several approaches (power/trust/etc.) find one that works
Specific Managerial Competencies
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Understand Recreation Behavior
Understand $$$$$
Recognize effective ways to deal with
people
Strategic planner of resources
Deliverer of quality programs
CEO competencies (version 2)
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Business skills
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Communications and Marketing Skills
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Visionary
Political acumen
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Leader, Decision Maker, resolver of conflicts
Planning and Evaluation
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Accountable to public
Leadership and Management
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Effective public speaker – can work with media
Community Relations
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Financial, technology, human resources
Understand law and legislative process – play the political game
Professional Practice
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Technically proficient
Managerial Competencies
according to CAPRA
Accreditation Standards
Is Management a Science
or Art ??
ART
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requires judgment
sensitivity
intuition
imagination
dealing with irrational elements
“does it feel right”
SCIENCE
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based on theories developed over decades
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social psychology
economics
business administration
holds that whenever possible,
management decisions should be based
on principles verified through research
SCIENCE (continued)
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Decisions tend to be
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rational
objective
analytical
systems oriented
Time Line of Management
Theory
SCIENTIFIC MANAGEMENT
1890-1935
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Frederick Taylor’s Machine Model
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involved time and motion studies
focus on productivity
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the one best way to complete the task
piecemeal
CLASSICAL MANAGEMENT
THEORY
1930-1955
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also called the Human Relations
Movement. More concerned about the
individual
Tenets of Hierarchy
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scalar principle (unbroken chain of command)
unity of command (one superior)
span of control (limited # of subordinates)
Hierarchy illustrated in
organizational charts
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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:
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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)
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improvements in morale were due to
improved social conditions
Henri Fayol, 1930
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Known as the father of Classical
Management
ELEMENTS:
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Planning,
Organizing,
Coordinating,
Controlling
Max Weber
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Bureaucratic Model
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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
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Luther Gulick
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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:
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planning, organizing, supervising, directing, controlling,
operating, research and budgeting
BEHAVIORISM 19551980’s
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Organizational theorists applied
Maslow’s needs to the workplace
Herzberg
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Motivation - Hygiene Theory
job enrichment needed for motivation
 happiness due to job content
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McGregor
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Theory X and Y
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workers will respond as treated (need control)
MANAGEMENT BY
OBJECTIVES
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Proactive, results oriented style
Effective only if employees trust
management
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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
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Theory Z, a hybrid based on Japanese
Management Style
TQM total quality management
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initially derived from Z but greatly expanded
One minute manager
Benchmarking (from in Search of
Excellence)
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MBWA Management by Walking Around
Buzzwords of Today
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TEAMS
PARTICIPATORY MANAGEMENT
EMPOWERMENT
INTREPRENEURISM
RIGHTSIZING
PRODUCTS WITHOUT COMPANIES
VALUE ADDED
OUTCOME BASED MANAGEMENT
RESOURCE BASED VIEW
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Core competencies
Tangible and intangible resources
Agency Resources
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Tangible
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Labor
Capital
Equipment
Time
Information
In-Tangible
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Goodwill
Reputation
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Also labor/people
Issues
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Doing more/less with less ??
Increase revenue generation
Improve accountability
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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