management process
DESCRIPTION
TRANSCRIPT
![Page 1: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/1.jpg)
REC 375: Leadership and Management of Parks and
Recreation Services
Jim Herstine, Ph.D., CPRP, CPSIAssistant Professor
Parks and Recreation Management
UNC-Wilmington
![Page 2: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/2.jpg)
Management and the Management Process
REC 375—Leadership and Management of Parks and Recreation Services
![Page 3: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/3.jpg)
Why is it important to learn and understand leisure service management principles and
practices?1. To get the most out of our time and
performance2. To get the most out of our employees3. To have our organization run
effectively and efficiently4. To compensate for any reduction in
tax support, investments and consumer spending
![Page 4: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/4.jpg)
Why is it important to learn and understand leisure service management principles and
practices?, continued5. To increase our ability to compete
for the remaining tax dollars, investment dollars and consumer dollars
6. To obtain our personal and organizational goals and objectives
![Page 5: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/5.jpg)
What do we mean by a “Leisure Service Organization?”
Public Organization Private/Membership OrganizationPrivate/Non-Profit OrganizationCommercial/Entrepreneurial
![Page 6: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/6.jpg)
Goals of Leisure Service Organizations will vary
accordingly to meet the needs, desires and expectations of the organization’s constituents and
customers
![Page 7: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/7.jpg)
Types of Leisure Service Organizations
Service Organizations—Scouts, YMCA, YWCAEconomic Organizations—Spas, Resorts, Health Clubs, Bowling CentersReligious Organizations—Church Camps, Church RecreationGovernmental Organizations—Local, State and Federal ParksSocial Organizations—Country Clubs, Tennis Associations
![Page 8: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/8.jpg)
Small Group Exercise
Define “Management”Define “Administration”What is the primary purpose/duty of a manager?What is it that successful managers do?What roles do managers play?
![Page 9: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/9.jpg)
Defining Management
Working with and through individuals, groups, and other resources to accomplish organizational goals and objectives
![Page 10: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/10.jpg)
Defining Management, continued
A process of planning, organizing, directing and controlling organizational behaviors to accomplish a mission through division of labor and utilization of resources
![Page 11: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/11.jpg)
Successful Managers Are Able To:
1. Provide direction2. Make and implement decisions3. Identify trends4. Recognize problems5. Utilize opportunities6. Manage and Resolve conflict7. Audit poor performance8. Reward excellent performance9. Lead the organization to its goals
![Page 12: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/12.jpg)
Managerial Functions
The essence of management and managerial work is to make decisions and see that they are carried out!!!!
DECISION-MAKINGINFLUENCING
![Page 13: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/13.jpg)
Available Resources
Human ResourcesFinancial ResourcesPhysical Resources Informational Resources
![Page 14: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/14.jpg)
Available Resources, continued
A manager must use human resources in the best interest of the organization, without creating dissatisfied employees and customers. The achievement of this dual goal is difficult to obtain—why?
Different skills and abilitiesDifferent physical characteristicsDifferent interests and aptitudesDifferent levels of aspiration and motivation
![Page 15: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/15.jpg)
In accomplishing his/her duties, a manager performs four (4) basic tasks—makes 4 types of decisions
about the organizational resources
![Page 16: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/16.jpg)
Types of Decisions
Planning DecisionsOrganizing DecisionsDirecting DecisionsControlling Decisions
![Page 17: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/17.jpg)
Planning Defined
A systematic process of reaching a desired state by establishing goals and formulating strategies to achieve them
Operational PlanningStrategic Planning
![Page 18: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/18.jpg)
Planning Decisions
Anticipates the future, sets goals and objectives and identifies the actions necessary for the organization to attain these goals and objectivesDetermining where you want to go and how and when you’re going to get thereIt involves specifying a target, a path or route to be followed and a time schedule for achieving that target
![Page 19: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/19.jpg)
Planning Decisions, continued
SETTING GOALSDETERMINING PATHSSCHEDULINGEffective managers set clear-cut plans, realistic time schedules and allow for contingencies
![Page 20: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/20.jpg)
Organizing Defined
The process of structuring and coordinating an organization’s resources to carry out the strategies formulated in the planning phase effectively and efficientlyStated simply, determining what needs to be done and who is to do it
![Page 21: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/21.jpg)
Organizing Decisions
Develops a structure of interrelated tasks and allocates resources within this structure which leads to the achievement of the organization’s goals and objectives
![Page 22: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/22.jpg)
Organizing Decisions, continued
Organizing decisions involve two types
Decisions made to set up the structure and design of the organization (Formal Organizational Chart)Decisions made to assign resources
![Page 23: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/23.jpg)
Organizing Decisions, continued
Organizing decisions affecting structure and design include:
Determining the number and type of departmentsDetermining the number and type of management levelsThe issue of accountabilityThe issue of scope of responsibility
![Page 24: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/24.jpg)
Organizing Decisions, continued
Organizing decisions affecting the assignment of resources include:
Job DescriptionsBudgets
![Page 25: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/25.jpg)
Organizing Decisions, continued
DETERMINING STRUCTURE AND DESIGNALLOCATING RESOURCES
![Page 26: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/26.jpg)
Directing Defined
The process of directing and motivating all involved parties to help achieve the organization’s goals effectively and efficiently
![Page 27: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/27.jpg)
Directing Decisions
Provide encouragement and guidance of employee’s efforts toward attaining the organizational goals and objectivesCan also be called “staffing decisions” or “motivating decisions” or “leading decisions”Involve personnel issues or human resource issues
![Page 28: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/28.jpg)
Directing Decisions, continued
Directing/Staffing/Motivating/Leading decisions include:
RecruitingSelectingHiringWages and SalariesTraining and DevelopmentHealth and Retirement Benefits
![Page 29: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/29.jpg)
Directing Decisions, continued
LEADERSHIP STYLESCOMMUNICATIONMOTIVATION AND INCENTIVESCOACHING AND COUNSELING
![Page 30: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/30.jpg)
Controlling Defined
The process of monitoring activities to ensure they are being accomplished as planned and of correcting any significant deviations
![Page 31: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/31.jpg)
Controlling Decisions
Evaluates the performance of an organization and its units to see whether the organization is progressing in the desired direction, and taking corrective action when and where necessaryMaking sure what you want to happen does indeed happen!
![Page 32: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/32.jpg)
Controlling Decisions, continued
Effective managers control without being oppressiveEffective managers instill a spirit of self-control in subordinates so that the burden of preying managerial eyes does not rest heavily on the shoulders of the subordinates
![Page 33: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/33.jpg)
Controlling Decisions, continued
THE QUALITY AND QUANITY OF CONTROLLING DECISIONS DEPENDS A GREAT DEAL ON THE QUALITY OF PREVIOUSLY MADE PLANNING, ORGANIZING AND DIRECTING DECISIONSThe better the planning, organizing and directing, the better will be controlling!
![Page 34: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/34.jpg)
Controlling Decisions, continued
Ineffective managers obtain short-term compliance through control at the expense of long-term commitment, which can only be obtained by planning, organizing and directing!!!!!
![Page 35: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/35.jpg)
Controlling Decisions, continued
MONITORING AND FEEDBACKEVALUATION AND ADJUSTMENTCORRECTIVE DISCIPLINEPERFORMANCE APPRAISAL
![Page 36: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/36.jpg)
Managerial Skills Mix
Human SkillsConceptual SkillsTechnical SkillsIt is generally agreed that there are three primary areas of skills, knowledge and ability that a manager must process in order to successfully carry out the process of management
![Page 37: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/37.jpg)
Human Skills
Ability and judgment in working with and through people, including an understanding of motivation and an application of effective leadership, in order to achieve the organizational goals and objectives
![Page 38: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/38.jpg)
Conceptual Skills
Ability to understand the complexities of the overall organization and where one’s own operation fits into the organizationInvolves an understanding as to the manner in which each of the organization’s components fit together, in order to meet its goals and objectives
![Page 39: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/39.jpg)
Conceptual Skills, continued
Permits the manager to act according to the objectives of the total organization rather than only on the basis of the goals and objectives of one’s own immediate groupFurther implies that the manager has an understanding of how his organization is affected by and relates to broader environmental factors
![Page 40: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/40.jpg)
Technical Skills
Ability to use knowledge, methods, techniques and equipment necessary for the performance of specific tasks acquired from experience, education and training
![Page 41: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/41.jpg)
Managerial Skills Mix, continued
According to a report by the American Management Association, the most important single skill of an executive is his or her ability to get along with people
![Page 42: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/42.jpg)
Quote From John D. Rockefeller
“I will pay more for the ability to deal with people than any other ability under the sun”!!!!!
![Page 43: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/43.jpg)
Managerial Skills Mix Matrix
![Page 44: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/44.jpg)
Management Is:
FUNCTIONSDecision-MakingInfluence
SKILLSHumanConceptualTechnical
![Page 45: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/45.jpg)
Management Is:, continued
RESOURCESHumanFinancialPhysicalInformational
DECISION-MAKINGPlanningOrganizingDirectingControlling
![Page 46: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/46.jpg)
The Management Process
Inputs Throughputs OutputsResources Decision-making GoalsHuman Planning ProfitsFinancial Organizing EfficiencyPhysical Directing Satisfied
Clients
Informational Controlling Products/
Service
![Page 47: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/47.jpg)
Managerial Skills Mix Exercise
![Page 48: Management Process](https://reader033.vdocuments.site/reader033/viewer/2022061300/54c79ec34a795994388b4588/html5/thumbnails/48.jpg)
Management Decision-Making Exercise