Management Process
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Transcript of Management Process
REC 375: Leadership and Management of Parks and
Recreation Services
Jim Herstine, Ph.D., CPRP, CPSIAssistant Professor
Parks and Recreation Management
UNC-Wilmington
Management and the Management Process
REC 375—Leadership and Management of Parks and Recreation Services
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
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
What do we mean by a “Leisure Service Organization?”
Public Organization Private/Membership OrganizationPrivate/Non-Profit OrganizationCommercial/Entrepreneurial
Goals of Leisure Service Organizations will vary
accordingly to meet the needs, desires and expectations of the organization’s constituents and
customers
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
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?
Defining Management
Working with and through individuals, groups, and other resources to accomplish organizational goals and objectives
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
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
Managerial Functions
The essence of management and managerial work is to make decisions and see that they are carried out!!!!
DECISION-MAKINGINFLUENCING
Available Resources
Human ResourcesFinancial ResourcesPhysical Resources Informational Resources
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
In accomplishing his/her duties, a manager performs four (4) basic tasks—makes 4 types of decisions
about the organizational resources
Types of Decisions
Planning DecisionsOrganizing DecisionsDirecting DecisionsControlling Decisions
Planning Defined
A systematic process of reaching a desired state by establishing goals and formulating strategies to achieve them
Operational PlanningStrategic Planning
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
Planning Decisions, continued
SETTING GOALSDETERMINING PATHSSCHEDULINGEffective managers set clear-cut plans, realistic time schedules and allow for contingencies
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
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
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
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
Organizing Decisions, continued
Organizing decisions affecting the assignment of resources include:
Job DescriptionsBudgets
Organizing Decisions, continued
DETERMINING STRUCTURE AND DESIGNALLOCATING RESOURCES
Directing Defined
The process of directing and motivating all involved parties to help achieve the organization’s goals effectively and efficiently
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
Directing Decisions, continued
Directing/Staffing/Motivating/Leading decisions include:
RecruitingSelectingHiringWages and SalariesTraining and DevelopmentHealth and Retirement Benefits
Directing Decisions, continued
LEADERSHIP STYLESCOMMUNICATIONMOTIVATION AND INCENTIVESCOACHING AND COUNSELING
Controlling Defined
The process of monitoring activities to ensure they are being accomplished as planned and of correcting any significant deviations
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!
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
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!
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!!!!!
Controlling Decisions, continued
MONITORING AND FEEDBACKEVALUATION AND ADJUSTMENTCORRECTIVE DISCIPLINEPERFORMANCE APPRAISAL
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
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
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
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
Technical Skills
Ability to use knowledge, methods, techniques and equipment necessary for the performance of specific tasks acquired from experience, education and training
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
Quote From John D. Rockefeller
“I will pay more for the ability to deal with people than any other ability under the sun”!!!!!
Managerial Skills Mix Matrix
Management Is:
FUNCTIONSDecision-MakingInfluence
SKILLSHumanConceptualTechnical
Management Is:, continued
RESOURCESHumanFinancialPhysicalInformational
DECISION-MAKINGPlanningOrganizingDirectingControlling
The Management Process
Inputs Throughputs OutputsResources Decision-making GoalsHuman Planning ProfitsFinancial Organizing EfficiencyPhysical Directing Satisfied
Clients
Informational Controlling Products/
Service
Managerial Skills Mix Exercise
Management Decision-Making Exercise