Town of Cary Parks, Recreation & Cultural Resources Organizational Analysis
Submitted by: Kyle Bacon & Korey Sullivan
Submitted to: Dr. Jason Bocarro
PRT 506 – Organizational Behavior and Leadership
October 13, 2014
INTRODUCTION:
The Town of Cary, located in Wake and Chatham Counties, is a flourishing community
found in the heart of the Triangle area of North Carolina. The Triangle area repeatedly ranks
among the top regions in the country to live and work, find a home, start a business, and to raise
a family or retire (About Cary). “According to IHS Global Insight, the Raleigh-Cary metro area
is expected to be among the fastest-growing economies in the United States” (Serenbetz 11).
The Town of Cary continues to receive recognition as one of the hottest towns in the East and is
currently ranked America’s eighth best city to live according to the 24/7 Wall Street list.
In 2013, the estimated population was 151,088, consisting of roughly 70% White, 13%
Asian, 8% Black, 7% Hispanic and 2% two or more races, with the median age being 36 (United
States). As stated by the Town website, “Caryites are a blessed, hard-working group with one of
the highest median household incomes in the state. And being no further than 20 minutes from
major universities such as Duke, North Carolina State, and the University of North Carolina, it's
no wonder that education is an important part of Cary life” (About Cary). The 2010 Census
identifies 95.1% of the citizens of Cary, who are twenty-five and older, as high school graduates
and 61.5% attaining a bachelor’s degree or higher, emphasizing the importance of education. It is
the Town’s mission to “focus every day on enriching the lives of our citizens by creating an
exceptional environment and providing exemplary services that enable our community to thrive
and prosper”. The Town of Cary Parks, Recreation and Cultural Resources department, one of
the largest departments within the town, has played a large role in the success of this community.
Town of Cary PRCR: Organizational Analysis 2
ORGANIZATIONAL CONTEXT: Cary Parks, Recreation and Cultural Resources
The Town of Cary Parks, Recreation & Cultural Resources Department is a municipal
parks and recreation department that has been nationally accredited since 2002, one of 119
nationally accredited departments. Cary PRCR serves over 150,000 citizens of Cary, NC as well
as a large number of patrons from surrounding communities including Raleigh, Apex,
Morrisville, among others. It is the mission of the Cary Parks, Recreation & Cultural Resources
Department “to serve, educate, and enhance life for the citizens of Cary (Parks, Recreation).
‘Our professional staff plans and provides a variety of enjoyable and cost effective
recreation, sport, environmental, historical, and cultural art programs and services. We acquire,
develop, beautify, conserve, and maintain a system of parks, greenways, and recreation facilities,
which will assure quality leisure opportunities for all Cary residents” (Parks, Recreation). In
order to do so, our department consists of over 70 full time employees and hundreds of part time
staff dedicated to providing the best possible facilities, programs, special events, and customer
service. The Town of Cary Parks, Recreation and Cultural Resources department continues to
show growth and prosperity year after year. Cary PRCR is responsible for recovering a portion,
but not all, of the expenditures accumulated fiscally. This department has proven to be
financially responsible while maintaining high standards of customer service and overall
sustainability of the organization as a whole.
Organizational Structure:
Structure is a blueprint for formally sanctioned expectations and exchanges among
internal players and external constituencies (Bolman & Deal, 2013, p.46). When implementing
an effective structure for any organization, it is necessary for the design to address the proper
allocation of responsibilities across different units as well as clearly defined roles. By doing so,
this allows the efforts of each individual unit to collectively reach a common goal. Currently,
Town of Cary PRCR: Organizational Analysis 3
Cary PRCR utilizes a “divisionalized” form of organizational structure through four separate
divisions including: Athletics, Cultural Resources, Recreation Programs, and Administration. In
a divisionalized form of organization, the bulk of the work is done in quasi-autonomous units
(Bolman and Deal, 2013, p 80). The following is a general breakdown of the purpose and
responsibilities of each division:
Administration Division
The Administration Division of the Cary Parks, Recreation and Cultural Resources
Department is responsible for coordinating the work of all the department’s divisions, which
include Athletics, Cultural Arts, and Recreation Programs. “The primary areas of responsibility
include office management, special projects, parks, greenway and open space planning, capital
projects administration, customer service/staff training, marketing, and supervision of all
divisions” (Parks, Recreation). Collectively, the administration staff acquires and allocates
resources to help make operations possible for all other divisions.
Athletics Division
“The Athletics Division is responsible for planning, implementing, and supervising
diverse youth and adult programs as well as special events” (Parks, Recreation). This division
provides the youth and adults of Cary with competitive recreational opportunities that promote
both fitness and well-being through team and individual league play. The goals of the program
include safety, participation, sportsmanship, and fun.
Specialized athletic facilities for soccer, tennis and baseball generate special events for
the town that “provide a unique and diverse participation opportunity for local, state, and
national competitors” (Parks, Recreation). These events help produce a positive economic
impact for the community and in some cases offer a higher level of competition with
Town of Cary PRCR: Organizational Analysis 4
advancement to other state and national competitions. These events also provide the citizens of
Cary and its surrounding communities opportunities for different spectator sports.
Cultural Arts Division
The Cultural Arts Division oversees the Cary Arts Center, Page-Walker Arts & History
Center, and The Cary, which are responsible for developing and implementing classes, special
events, performances, festivals, and the management of public art. “As a division, the programs
and activities provided encourage participants to discover the wealth of cultural opportunities
available to the citizens of Cary” (Parks, Recreation). This division provides specialized music
and art classes for participants of all ages as well as nationally renowned street festivals,
including Lazy Daze and Spring Daze. The recent opening of The Cary in historic downtown
provide patrons with a place to enjoy movies, comedy specials, and even the opportunity for
different cultural group performances, showcasing the Cary community's talents.
Recreation Programs Division
The Recreation Programs Division is responsible for providing a wide range of program
opportunities for all ages. “Recreational programs, both indoor and outdoor, are offered at Bond
Park, Bond Park Community Center, Herbert C. Young Community Center, Middle Creek
Community Center, and the Cary Senior Center. The Stevens Nature Center provides
environmental education programs in ecology, environmental stewardship, preservation and
nature appreciation” (Parks, Recreation).
Summer and track-out camps are offered year round by recreation staff. The purpose of
these camps is to enhance the quality of life for youth through various leisure activities and
opportunities for personal development. Specific to teenagers, recreation staff also conduct Teen
Scene events, which “provides a number of diverse events, programs, projects and social and
Town of Cary PRCR: Organizational Analysis 5
cultural activities designed for teens to develop leadership, maturity and community
involvement” (Parks, Recreation). Finally, this division provides the citizens of Cary, as well as
nonresidents, the opportunity to rent facilities throughout the town for different group functions,
such as picnics, meetings, and other social occasions.
Organizational Environment:
As a town employee, it is important to realize you will not only be representing the parks,
recreation, and cultural resources department but the Town of Cary as well. Therefore, your role
as an employee of the Town is one to be taken with pride and professionalism. Customer
service, safety, communication, and attention to detail are key components on which our
department places emphasis. From the citizen’s perspective, there is one type of service
expected and that is great service! In order to achieve high levels of customer satisfaction and
quality programming, it starts with “getting the right people on the bus.” Despite the mixture of
diverse staff personalities and various perceived visions for the department and their divisions,
Cary PRCR has succeeded and continues to thrive with the kinds of people they hire by
identifying what they want out of an employee and hiring those who fit the mold.
Organizational Leadership:
Just as in any organization, Cary Parks, Recreation and Cultural Resources depends on
effective leadership to help ensure future success. Five practices of exemplary leadership
include “modeling the way, inspiring a shared vision, challenging the process, enabling others to
act, and encouraging the heart” (Kouzes & Posner, 2012, p. 14). In Cary, our leaders are
department and division directors, who set expectations and allocate responsibilities to the
employees they supervise. Also, the department is fortunate enough to have multiple advisory
boards and committees which exist to provide direction based on the needs of citizens. Together,
Town of Cary PRCR: Organizational Analysis 6
supervisors and board members are able to implement each of the five practices, making Cary
Parks, Recreation and Cultural Resources an inspiring, well-led working environment.
Internally, the department relies on leadership through a vertically coordinated
organizational structure, being that “higher levels coordinate and control the work of
subordinates through authority, rules and policies, and planning and control systems” (Bolman &
Deal, 2013, p. 51). As such, leadership starts at the top with the Director, Doug McRainey.
Being the Director, the rest of the department’s employees rely heavily on Mr. McRainey’s
vision, attitude, and ability to motivate. Hence, one of his most important responsibilities as
director is setting the tone for everyone else within the organization. Reporting directly to Mr.
McRainey are managers responsible for leading each of the department’s divisions, and
leadership responsibilities continue to trickle-down from there. Though supervisors are
responsible for fewer and fewer subordinates as you climb down the organizational ladder, their
ability to lead others is just as important since there are always employees looking to them for
direction.
In addition to internal leaders, the department receives external leadership from various
committees comprised of Cary citizens. Such committees include the Parks and Recreation
Advisory Board, the Athletics Committee, the Cultural Arts Committee, and the Greenways
Committee, among a handful of others. As their names suggest, each committee specializes in
one particular area of departmental programming. With that, a group of citizens on each
committee meets monthly with certain staff to evaluate existing programs and develop ideas for
the future. Committees lead our organization by challenging the norms of the process to which
employees have been accustomed. Being patrons instead of programmers, the unique, outside
perspective that the committees bring to the table helps employees to think like participants.
Town of Cary PRCR: Organizational Analysis 7
Such a mindset helps to expand programming beyond industry norms to try new, innovative
ideas that we may otherwise not have the courage to implement. Along with their insight,
committees provide encouragement for staff through the appreciation they demonstrate for
existing programs and our willingness to consider their recommendations.
Strategic Planning:
In 2012, the department completed a comprehensive Master Plan outlining the future
recreational and cultural needs of the Town over the next 15 years. This plan was established in
response to the evolving community demographics, trends, needs, and interests of citizens, with
a goal of maintaining the Town of Cary as a regional and national leader in parks and recreation.
In addition to the comprehensive master plan, strategic business plans are developed for both the
short term and the long term. Through customer feedback, surveys, SWOT analysis, and Town
meetings, we are able to recognize the different strategic issues facing Cary PRCR and prioritize
them based on community and department needs.
Currently, Cary PRCR is preparing to implement a department re-organization. Given the
size and complexity of the department, it is time to consider if there are more efficient ways to
manage the department’s facilities and programs. The PRCR Department has grown to a system
of 27 parks, 70 miles of greenway, 4 major sports and entertainment venues, and 9 additional
staff facilities including community centers, nature centers, Cary Arts Center, and The Cary.
Each division within Cary PRCR were tasked with generating strategic issues to address in 2014-
2015, with consistent responses in regards to: implementation of department re-organization,
service delivery in underserved geographic areas of Cary, increased communications and
marketing, impacts of local, state, and federal laws as it relates to reduction of part time staff
hours, and future funding for PRCR Capital Projects.
Town of Cary PRCR: Organizational Analysis 8
There is also a business plan addressing the needs of the community and department
within the next five years. Specific strategic issues include: increasing downtown initiatives &
events, renovation of existing facilities, marketing, completion of existing major capital projects,
open space and park acquisition, athletic venue management, and sports management of leagues
based on geography as well as turf fields for increased use. In an effort to provide Cary citizens
with the level of customer service that they expect, there is a need to invest in new and emerging
technologies. Specifically, there is a need to replace the Department’s registration software as
the existing application will no longer be supported by the owner of the software in 2017. Staff
have begun seeking out new applications that will accommodate the current needs of the
department including a more customer-friendly online registration method. Additionally,
technology investments should be made for mobile devices, development of apps, and improved
WiFi connections throughout all town facilities.
Human Resource Processes:
As a part of the Town’s mission statement and statement of values, employees are viewed
as the most important resource. Our department works closely with human resources to attract
and retain the best possible employees and invest in their personal and professional growth.
Primarily, the human resource department aids hiring managers by providing clear and consistent
employee recruitment and selection procedures to follow when filling a vacancy. These
procedures are to be used to fill any full time and part time regular positions. Procedures are
mandated from beginning to end of the hiring process from screening of resumes, to preparing
for interviews, and even making the final employment offer. The guidelines provided are used to
aide in the hiring process in order to prevent a possible discrimination charge or recognize those
in need of reasonable modification. Once an employee is hired, for six months they will be
Town of Cary PRCR: Organizational Analysis 9
considered a probationary employee and will receive a formal job evaluation at three month
intervals. In addition to aiding the hiring process, human resources also provides numerous
customer service, safety, leadership, and efficiency trainings for personal growth and
development as a town employee.
There are a number of ways for employees to receive recognition for outstanding
performance through employee relations programs including: TEAM Player (excellent team
performance/enhancement recognition submitted by employee supervisors), PEER Awards (peer
to peer recognition of outstanding performance/enhancement) and Employee of the Year. The
Town values its employees and attempts to recognize employees for their extra efforts, creative
ideas, and service to the citizens of Cary. The Town of Cary has also established C-PHIT
(Cary's Personal Health Improvement Together) in order to promote physical wellness and
overall personal wellbeing. These are volunteer wellness programs designed to attract staff of all
ages and genders to engage in a culture of health initiative.
Culture and Politics:
The culture of Cary Parks, Recreation and Cultural Resources is one which strives for
extraordinary customer service and is deeply invested in employee satisfaction. In fact, one of
the very first trainings that new employees have to attend with the Town of Cary is “Keys to
Customer Satisfaction.” This course is based on the customer service training that Disney’s “Cast
Members” all take when hired and focuses on customer service on all levels, including face-to-
face, over the phone, and even how to interact with our customers when not on the clock. From
the consumer perspective, customer service is what defines our organization and is something
that upper management takes extreme pride in. In fact, elite customer service is not just
Town of Cary PRCR: Organizational Analysis 10
something that is encouraged, it is expected. Thus, leaders demand more out of their employees
and programs to ensure we always adhere to this standard.
Regarding employee satisfaction, this is an area of great importance in our organization.
Each department has an open-door policy where they encourage employees to communicate
openly about concerns. This helps to give each employee an opportunity to have their voice
heard and lets them know that their opinion matters. In addition to respecting the opinions of
and empowering staff, the department is committed to providing opportunities for coworkers to
bond outside of the workplace. This is accomplished by having annual division retreats, inter-
department lunch outings, and holiday parties. As such, employees typically enjoy working
together and morale remains relatively high, helping to minimize politicking in the workplace
and instead, making it a pleasant place for all.
Measures of Organizational Effectiveness:
Cary Parks, Recreation and Cultural Resources has multiple ways of measuring
organizational effectiveness which include both internal and external measurements. Internally,
employees are evaluated annually using a Managing and Planning Performance System, which is
commonly referred to as “MAPPS.” This tool evaluates employee performance in four key
result areas, or KRAs, on a scale of 0-4, with 0 being below standard and 4 being exemplary.
Also, this tool helps to establish an employee work plan which is used to guide the employee
toward accomplishing new goals and tasks moving forward.
From an external perspective, we collect feedback from patrons to evaluate not just
employees, but programs, facilities, and policies as well. In order to do so, staff distributes
evaluations to participants at the end of each of our programs. These evaluations use the Likert
Scale to collect feedback in each of these criteria areas as well as offer participants a chance to
Town of Cary PRCR: Organizational Analysis 11
provide any additional information they wish. Anytime evaluations are returned, they are added
to our database which allows us to analyze and compare responses. With this, we are able to
better understand how the public views our organization as a whole and make improvements
where needed.
Approaches to Organizational Change:
All departments within the Town of Cary are in the process of being evaluated and
restructured to help increase efficiency in the workplace. This includes everything from the
location of offices to the organizational structure of each department. For Parks, Recreation and
Cultural Resources, this has meant our administrative office being relocated from a convenient
first floor suite in Town Hall to a back corner on the third floor to make our planning department
more accessible to the public. Additionally, the Assistant Town Manager, Mike Bajorek, has
been working with our department’s Director, Doug McRainey, on a complete restructure of
each of our divisions.
Rumors of a structural reorganization began to circulate in early summer 2014 following
the reorganization of other departments, such as the Human Resources Department and others.
Soon after, Mr. McRainey began meeting with Division Managers and other select supervisors in
the department to review new organizational structure models that had been suggested, as well as
to brainstorm other possibilities.
Currently, our department has its four divisions as noted earlier. Within them are
supervisors and their staff in different program areas. The Recreation division, for example, has
Facility Supervisors who oversee facility operations, customer service staff and a Recreation
Program Specialist, in charge of programming activities (see appendix, item A for complete
organizational chart). Some of the new models that were proposed include a complete overhaul
Town of Cary PRCR: Organizational Analysis 12
of the Recreation division. For example, one model would be to take the three current Facility
Supervisors and redefining their job positions. With this, all three would be pulled out of the
community centers and stationed in the admin office. One of them would then be responsible for
overseeing the facility operations and customer service staff at all three facilities, one the
supervisor for all Recreation Program Specialists and the other transitioned into a new role in the
Administration division.
Despite the initial discussions of a restructure over the summer, nothing has yet been
implemented. According to Mr. McRainey, he has taken the feedback of those he consulted with
in our department into consideration. With that, he is set to present his recommendations for
restructuring the department to Mr. Bajorek in the near future. From there, a decision will be
made regarding the direction of our department in order to maximize resource efficiencies.
PERCEIVED PROBLEM AND ANALYSIS I: Communication Difficulties
One challenge we are currently experiencing within our organization is communication,
specifically as it relates to rules and policies. In order for an organization to successfully
accomplish the determined goals and objectives, it is necessary for all rules and policies to be
enforced consistently across the board. At present, certain policies are enforced differently at
some of our facilities and in some instances disregarded altogether. Often times this creates
tension within our organization and can potentially anger the patrons we serve, resulting in
conflict.
As humans, we experience conflict on a daily basis. Conflict is a large part of human
interaction and can take many forms based on the personality, position of power, and even
culture of those involved within the organization. Interestingly enough, “a typical manager
Town of Cary PRCR: Organizational Analysis 13
spends 25-40% of his or her time dealing with workplace conflicts” (Wayne, 2005). This
reduces productivity and can lead to inefficient programming. Effective communication between
employees and managers has a direct correlation with the ability to communicate with the
patrons we serve as well as potential partnerships with other organizations. Inconsistently
enforcing rules and policies throughout facilities and divisions has resulted in an area that Cary
PRCR can improve.
A number of different rules and policies are contradicted every day. For example, the
waitlist policy as it relates to Cary residents and non-residents. The policy states that if a
program is filled prior to the end of the registration period, a waiting list will be established, with
residents having first priority in filling any vacancies that occur, unless otherwise instructed.
However, many employees fail to enforce this policy, whether it is due to a lack of
understanding, oversight, or even a blatant disregard due to disagreement with the policy itself.
Not only does this create inconsistent programming within our department, it can anger patrons
that may become aware of the policy. If a nonresident is placed as the first person on a waitlist
for a program, they can potentially be jumped by a Cary Resident multiple times in an effort to
fill a program. Specifically with summer camps which regularly have large waitlists, a
nonresident can be waitlisted months in advance and jumped by a resident who may have
waitlisted a week before the program. This becomes discouraging to patrons that experience this
firsthand after weeks of waiting and not being contacted, especially when they find out that
someone who was below them in waitlist order was, in fact, contacted for the program.
Other policies that are not followed consistently or create miscommunication
interdepartmentally include: acceptance of volunteer applications, play-up requests for youth
leagues, adult league information, and withdrawals. Often times, volunteer applications or play-
Town of Cary PRCR: Organizational Analysis 14
up requests for youth leagues are submitted to community centers when actually they need to be
submitted directly to administration due to sensitive information. Similarly, adult league
information is only accepted by the administrative office in regards to team registrations.
However, facilities repeatedly take roster information and other documentation that should not
be accepted.
Certain track out camps require a two week withdrawal notice while all other camps and
even other full day camps, only require one week. This creates confusion and frustration for
patrons who may not be aware of the program differences. Along the same lines, some facilities
require doctor’s notes to qualify for medical hardship withdrawals within a week of the program
to avoid a fee, while others simply take the participant’s word for it. The issues described
generate a number of preventable problems with proper communication and enforcement of
policies.
Structural: With any organization, the size and age affect the structural shape and
character. “Problems crop-up if growth or downsizing occurs without fine-tuning roles and
relationships” (Bolman & Deal, 2013, p.60). Being a rather large organization, Cary PRCR is
challenged with adapting to the needs of its consumers. As areas of Cary continue to show
substantial growth, Cary Parks, Recreation and Cultural Resources is tasked with providing a
number of different services equally throughout various facilities within the town, increasing the
opportunity for miscommunications. From a consumer perspective, one would expect to receive
the same knowledge and capabilities from one facility to another. However, this is not always
the case as a patron may attempt to register for a program at the Senior Center or Cary Arts
Center but be turned away and referred to a different facility while being told “we can’t do that
here,” when realistically they can and are supposed to offer this service.
Town of Cary PRCR: Organizational Analysis 15
This reflects poorly on the facility as well as the department and stems from a lack of
clarity and miscommunication of policies between managers and employees. Consistent errors
indicate a need to evaluate current staff capabilities and appropriate use. These difficulties may
be attributed to the complexity of the role itself making it harder to sustain the same focused,
tightly coupled enterprise. “If employees are unclear about what they are supposed to do, they
often tailor their roles to fit personal preferences instead of shaping them to meet system wide
goals” (Bolman & Deal, 2013, p.72). This results in customers leaving a facility feeling
unsatisfied and somewhat neglected. The structures of each facility are called into question as
to whether or not the structure implemented is too loose versus too tight. A structural balance
has not been obtained for all facilities as indicated by the differentiation of policy
implementation. It is the responsibility of those in leadership roles to effectively develop
frontline staff, thus eliminating discrepancies interdepartmentally. Having said that, it is also an
expectation of part time employees to take the necessary initiatives for providing the best
possible customer service once hired.
Human Resources: Communication difficulties can also be attributed to the human
resources frame. As policies are acted upon differently from one facility to another, it is
common for tension to build among divisions interdepartmentally. Conflict is inevitable when
dealing with people. However, it is the responsibility of those in leadership roles to effectively
manage conflict.
To give an idea of the value conflict management has to those who manage, according to
Thomas and Schmidt, “managers rated conflict management to be of equal or somewhat greater
importance than planning, communication, motivation, or decision making” (Morley et al.,
1986). It appears the way issues are handled among staff have a direct effect on the fluidity of
Town of Cary PRCR: Organizational Analysis 16
department communication. Repeated offenses add fuel to the fire as the same issues continue to
persist throughout the department.
With part time staff primarily being the face of many facilities, motivation for these
employees in regards to accomplishing organizational goals becomes increasingly difficult. It is
important to consider whether or not the needs of an employee are being met in relation to what
is being asked of them. For some facilities, the ability to provide a full time customer service
representative is not a reality. Thus, they are forced to hire a part time customer service
representative while rotating full time customer service representatives from other facilities in
their absence, making it increasingly difficult to provide the same level of service.
Political: From a political perspective, the department experiences stresses directly
related to the distribution of power. An overbounded system in place regulates politics with a
firm hand creating difficulty for open forms of communication. “Organizational resources are in
short supply; there is rarely enough to give everyone what they want” (Bolman & Deal, 2013,
p.201). This leads to an inevitable competition for resources and power within the department.
Successful organizations find a way to collectively incorporate all aspects of each unit involved.
With certain facilities already having different views altogether as it relates to departmental
policies, horizontal conflict remains prevalent.
Symbolic: The communication difficulties experienced by the Town of Cary Parks,
Recreation and Cultural Resources provide an accurate representation of the organizational
culture. While a shared vision has been established, many believe they are right in their efforts
to steer divisions. Management of personalities becomes a tedious process when the battle for
one’s perspective to be heard is on display. “The way we do things around here” is continually
Town of Cary PRCR: Organizational Analysis 17
challenged but often overlooked when deciding on implementing new ideas versus the ones that
have always worked.
SOLUTION AND PROGNOSIS I: Clarifying Policies and Consistent Training
Communication could be considered the root of all evil. By redefining when, where, and
how we communicate as an organization, there is potential for reducing numerous issues that
stem from a lack of communication. The management of people, their personalities, and egos
will dictate the future success of this organization. Effective communication is necessary to
fulfill our mission of creating an exceptional environment and providing exemplary service.
While communication difficulties are prevalent among many organizations, the issues Cary
Parks, Recreation and Cultural Resources currently face can be addressed using the four frames
approach.
Structural: A key element in resolving this issue will be finding a balance structurally
that allows all those involved within the organization to thrive and prosper. “Structure needs to
be designed with an eye toward desired ends, the nature of the environment, the talents of the
workforce, and the available resources” (Bolman & Deal, 2013, p.56). As mentioned earlier the
vertical coordination of the department rests on top-down command and control. In order to be
more effective, aspects from lateral coordination could be integrated. By providing meetings or
tasks forces, an opportunity is created to address the issue firsthand and provide a means for
strategic planning to counteract the current fallacies of the organization.
When it comes to following policies many employees may be unclear as to the correct
way to do things. A lack of clarity among employees provides the opportunity for a reiteration
of the current rules and policies and how to go about them when dealing with the public. As it
Town of Cary PRCR: Organizational Analysis 18
pertains to structure, the strategy and goals of the organization will need to be clearly defined
and supported by all the staff members. Open lines of communication could potentially bring
forth issues related to policies, changing them to better suit the needs of both the staff and the
patrons we serve.
If the community you serve is growing, then embrace change. Organizations that adapt
to their surroundings versus attempting to conform their surroundings are better suited for long
term success. Currently, a restructuring initiative is being developed by town facilitators in an
attempt to be proactive and increase overall efficiency. Redefining roles can lead to stability for
an organization as well as a response to major problems or opportunities. This helps ensure that
similar situations are handled in comparable ways.
Human Resources: People are the most important asset to an organization. “People and
organizations need each other. Organizations need ideas, energy, and talent; people need careers,
salaries, and opportunities” (Bolman & Deal, 2013, p.117). Determining the needs and
motivations of the current employees will be the first step from a human resources perspective,
otherwise known as people management. Identifying the needs of employees can be time
consuming but can be cost effective through overall workforce productivity. Employee
investment will take time and resources but a skilled and motivated workforce is a powerful
source of competitive edge.
Designing and implementing guidelines for communication will provide everyone with
the same access to information as well as expectations. All employees, especially those on the
frontlines, need consistent training. A large portion of these issues are due to sheer lack of
preparedness. No one should ever send a patron away when the facility they wandered into
should be able to provide common services. Cohesion among the frontlines is needed to take
Town of Cary PRCR: Organizational Analysis 19
this issue head-on and prove the best quality customer service to Cary citizens. Investing in
employee development brings a sense of pride to the individual, resulting in them wanting to
aspire to meet the needs of the overall goals and objectives set forth by the organization. It will
be the responsibility of the mangers within Cary PRCR to make the goals known and provide
outlet forms of communication for staff of all levels to be heard and shape the organizational
values.
Political: As stated by Bolman and Deal, “the political frame views organizations as
roiling arenas, hosting ongoing contest of individual and group interests” (Bolman & Deal, 2013,
p.188). At every level of the organization there is a struggle for power and a need for resources.
From a political perspective, an emphasis on the development of strategies and tactics can be
exercised rather than conflict resolution. Agenda setting will structurally outline the goals and
objectives of the organization while conveying direction and taking into account the concerns of
major stakeholders. The leadership of facilitators within Cary PRCR will dictate the
achievement of the organization’s vision through recognition of major forces working for and
against the created agenda. As stated by Kotter, “The effective leader creates an ‘agenda for
change’ with two major elements: a vision balancing the long-term interest of key parties, and a
strategy for achieving the vision while recognizing competing internal and external forces”
(Bolman & Deal, 2013, p.209).
Symbolic: From a symbolic perspective, we tend to view our culture as the way things
are and ought to be. However, being open to change and new and innovative ideas could
potentially create new rules and policies that are more effective and reduce communication
inefficiencies. Our organizational culture is what holds us together. Continued emphasis on the
visions and values will better prepare employees when tasked with planning and implementation
Town of Cary PRCR: Organizational Analysis 20
of future programs and events. “Vision turns an organization’s core ideology, or sense of
purpose into an image of the future” (Bolman & Deal, 2013, p.250).
Additionally, providing opportunities for ceremonies will continue to shape
organizational culture through the four major roles of: socialization, stabilization, reassurance,
and the ability to convey messages to external constituencies. Every organization has its
moments of achievement and atonement. Cary PRCR could use this as an opportunity to further
meaning and bind the organization together; ultimately reducing communication difficulties and
neglect of current rules and policies.
PERCEIVED PROBLEM AND ANALYSIS II: Inefficient Programming
Another challenge in our organization deals with the efficiency of programming areas
and divisions of jurisdiction. This is due in large part to the blurred lines of duties between
facilities and positions. Specifically, we have three different community centers and a handful of
other unique facilities which program for a variety of different program areas to meet the
demands of citizens in their immediate vicinity. Therefore, there is quite a bit of overlap in what
we offer for each age, interest, ability, etc. throughout the Town of Cary, and in a sense, we end
up competing against ourselves.
In short, we at the Town of Cary have not been as efficient as we should be when it
comes to programming. As such, problems have come about, which include competing
instructors, undercutting one another's prices, and program duplication. When thinking about
these issues from an organizational manager’s standpoint, it becomes clear that there are factors
from each of the four frames which contribute to the problem.
Town of Cary PRCR: Organizational Analysis 21
Structural: From a structural perspective, the overlap in duties throughout our
department can be attributed to the allocation of responsibilities. As demonstrated by the
organizational chart (see appendix, item A), there is a clearly defined hierarchy of positions.
More specifically, there are job descriptions and expectations for each position, which outline the
specific areas we are responsible for and identify the communities and demographics which we
are expected to serve. The grey area here comes from the fact that we serve such a diverse
population, spread throughout a rather large area in terms of landmass. As a result, recreation
programmers are tasked with satisfying the population in their immediate vicinity, but there is
also a sense of different programmers being responsible for specific demographics, including
age, ability, interest, socioeconomic status, etc. Often-times, problems arise from the un-clarity
of which priority should take precedence in specific situations.
Ultimately, all programmers do have a common goal, which is to satisfy the customers
which we serve. One wouldn't expect such an overlap in programming responsibilities to create
a problem. However, it does because of the many different outlooks amongst our programmers
of how we should be going about fulfilling the desires and demands of our citizens. For
example, some believe in offering programs that have historically worked and others in new,
innovative programs. Some believe in providing the lowest cost to participants, while others
believe in maximizing profit for our department. When focused on unique classes and activities,
everything tends to run fairly smoothly. It is when different programmer responsibilities overlap
that their styles, comforts, preferences, and beliefs lead to inconsistencies and passionate internal
debates. Ultimately, the unique philosophies that each of us possess make it difficult to keep
everything even across the board for our customers.
Town of Cary PRCR: Organizational Analysis 22
Another issue that has arisen as a result of the blurred lines of responsibility in
programming is creating enough space in our facilities for all program areas to exist.
Specifically, our specialized recreation programs tend to get the short end of the stick in a lot of
situations. Since we do not have a specific facility dedicated to specialized recreation and based
on the fact that we want to offer such programs in all areas throughout our community, our staff
member responsible for this program area is tasked with seeking out facility time at all of our
different facilities. However, she is typically not able to do so until each facility programmer has
completed program schedules for themselves. Therefore, specialized recreation is at a rather
large disadvantage because it is essentially getting the leftovers of what is available and rarely
able to pick and choose ideal times and dates that would work best for its patrons. Such
interdependencies leave specialized recreation at the mercy of facility programmers, yet, still
tasked with the same objectives.
Human Resources: Workplace inefficiencies that stem from blurred lines of
responsibility may also be attributed to the human resources frame. As job responsibilities
overlap, so do the motivations of those involved. Some believe strictly in outcomes while others
may believe in competing with external organizations or even simply to satisfy the customer at
any cost. Regardless of the motivator, each of our employees is passionate about what they do
and anytime there is overlap, do whatever they can to see that their beliefs are taken into
consideration. Thus, we see a lot of emotionally charged debates and policies enforced in unique
manners amongst different employees.
Also, a variety of workplace cliques have been informally established. Some are boys
versus girls, some related to tenure, some within divisions, and some just among employees who
have become close in their own time. Regardless of their origin, such cliques have added to the
Town of Cary PRCR: Organizational Analysis 23
emotion and passion when certain issues come up for debate, including those stemming from an
overlap in responsibility. It seems that some problems that should be easy to overcome are
actually escalated by adding more hands in the pot.
Political: The political frame is responsible for amplifying workplace inefficiencies. As
Bolman and Deal reference, the central concepts of the political frame are power, conflict,
competition, and politics (Bolman & Deal, 2013). Cary Parks, Recreation and Cultural
Resources Department is comprised of passionate, proactive professionals and as such, anytime
there is overlap within organizational boundaries, issues are attacked with vigor from all sides.
Each person, with their own beliefs and desire to work their way up the organizational ladder,
brings their own reasoning for why doing things their way is the best fit for our organization, but
oftentimes, this leads to us getting too caught-up on irrelevant details, resulting in inefficient
meetings. Though everyone truly does mean well, this thirst for power that comes out in times
of conflict is an area of concern.
Symbolic: Finally, the inefficiencies that result from blurred lines of responsibility in
our organization are sometimes a result of the historical culture within. One could argue that we
have unintentionally adopted a “resource-driven focus,” where our focus has been on
maintaining past success (Hopkins and Hyde, 2002, p. 4). As such, we do a lot of hiring and
promoting from within the organization, which, as Bolman and Deal reference, “encourages both
management and employees to invest time and resources in upgrading skills” (Bolman & Deal,
2013, p. 144). Yet, a microcosm that has become of this philosophy is the overwhelming
emphasis placed on historical practices of the organization. As such, the outsider’s perspective
on policy and programming is often shrugged-off without giving any real consideration to new
Town of Cary PRCR: Organizational Analysis 24
ideas or methods. This leads to inefficiency because much time is wasted preserving the past
instead of moving toward the future.
SOLUTION AND PROGNOSIS II: Defining Boundaries and Establishing Cohesion
It is undeniable that some time and money inefficiencies have resulted from issues such
as blurred job responsibilities and varying opinions. However, nothing within our organization
is unfixable. The changes that we need to help overcome such hiccups start with the leadership,
from department-wide to specific divisions. Their adopting of positive attitudes and clearer
expectations will set the tone for all of our employees. Also, we as employees have to do our
part to follow such an example and work in harmony to ensure future prosperity of our programs.
Structural: In order for our department to minimize inefficiencies, we do need some
structural changes to come about. Specifically, the unclear roles within our divisions need more
consistently defined responsibilities and expectations. The proposed updated organizational
chart for the recreation division (see appendix, item B) demonstrates how such an increase in
efficiency of responsibility may be achieved. One highlight of this new allocation of duties is
pulling the Recreation Program Specialists out of the community centers and centralizing them at
a neutral site with one common supervisor. In doing so, each program area could be spread
evenly across all areas of Cary while clearly defining the population or activity that each
specialist is responsible for.
Along with clearly defining roles, pulling the Recreation Program Specialists from each
facility will help to alleviate the interdependency issue experienced by the specialized recreation
programmers. With no one accountable for filling a specific facility with their programs,
specialized recreation would be on an even playing field with everyone else, allowing them more
Town of Cary PRCR: Organizational Analysis 25
of an opportunity to offer programs for their participants at dates and times most convenient for
them.
Human Resources: From a human resources standpoint, one of the most proactive steps
our leaders can take to create a more cohesive workplace would be to lead by example.
Ultimately, upper-management are the ones who set the tone for everyone else in the department.
If they take it upon themselves to focus all their efforts on satisfaction, in terms of both the
customer and employee, then this will become contagious and a far greater number of other
employees will want to do whatever it takes to have the same effect on their customers.
Inherently, this would mean we are working more efficiently as an organization in order to do so.
Also, it is important that a greater emphasis be placed on teambuilding to strengthen the
bonds of all employees. This may be accomplished in a variety of ways, such as more frequent
staff outings, trainings in teamwork and conflict management, or even by simply including an
icebreaker at the beginning of meetings to allow for a lighter side of employee functions. Taking
such steps will likely minimize the formation of cliques within our department, or at the very
least, minimize the negative effects that they sometimes bring.
Political: Since there is an underlying sense of power struggle within the organization,
upper-management need to improve their skills as facilitators. It is important that they continue
to give all those with an opinion the opportunity to have their voice heard. However, there is a
need to maintain a sense of order and to squash conflict immediately. For example, ensuring that
everyone has an opportunity to hold the floor at meetings but never dismissing the group until a
conflict is resolved will allow everyone to feel as though they contributed to the issue at hand
while keeping their emotions in check. Perhaps more importantly, there will be a clearer
Town of Cary PRCR: Organizational Analysis 26
directive following meetings, which prevents blurred lines of communication and
responsibilities.
Symbolic: While it is important that Cary Parks, Recreation and Cultural Resources
preserve its successful history and established culture, it is important that we remain open to
new, innovative ideas, which may help us flourish in the future. In other words, we must move
to a “mission-centered focus” (Hyde and Hopkins, 2002, p. 4). Doing so would help employees
in our organization learn to trust one another more with their opinions, whether new or old, since
we would all share the common primary goal of working toward future success. Hence,
significantly less time would be wasted debating the purpose of programs and allocation of job
responsibilities as they are handed-off from one employment generation to the next.
PROSPECTING THE FUTURE:
Cary Parks, Recreation and Cultural Resources is one of the premier municipal recreation
departments in the State of North Carolina. Nonetheless, we experience environmental threats,
just as any other professional organization does. In order to keep such challenges from bringing
us down, it is important that we remain proactive by staying current on market trends and
understanding our direct competition. Doing so will show that one of the biggest threats to our
organization is the cost of our programs compared to our competition. Though we undercut
many private organizations in terms of athletics, fitness, and educational courses to name a few,
we are also more expensive than quite a few others. One example that comes to mind is summer
camps. For one week of teen summer camp in 2014 at Raleigh Parks, Recreation and Cultural
Resources, participants paid $83 per person, whereas we charged $150 for Town residents and
$180 for non-residents in Cary. As such, it is not likely that many non-residents would choose
Town of Cary PRCR: Organizational Analysis 27
our program over Raleigh’s. It is even possible that such a significant cost difference caused
some of our residents to choose Raleigh over Cary as well.
Another major threat to not just Cary, but recreation departments everywhere, is the
increased prevalence of technology in today’s society. Specifically, this trend has put a damper
on the participation rates of youth and teens across the board. Studies show that we live in a
world where 78% of those 12-17 have a cell phone and of those, two in five have a smartphone.
Additionally, 70% of households owning a tablet say their children under 12 are frequent users
(Dolesh, 2013). Therefore, the numbers show that a majority of our most important clientele
have regular access to technology, giving them alternative leisure options, which compete with
the programs we offer.
Despite a few threats, our organization is far from one in danger of going under. In fact,
there are many opportunities for our organization to make a jump to the next level in the near
future thanks to being in one of the fastest growing communities in the state of North Carolina.
For example, US Census data estimates that Cary saw a population growth of 10,000+ from 2010
to 2012 and currently is home to 150,000+ people (U.S Census Bureau, 2014, n.p.). With a rapid
increase in population, so increases the demand for recreational opportunities, specifically those
that are not readily available in the private sector. This is where our resources, such as gyms,
ball fields, rental space, etc. don’t just meet the needs of our citizens, but ensure that they will
keep coming back.
Also, while technology is a threat to our organization, it can also serve as an opportunity
for us to grow. As Dolesh states, smartphone and tablet technology is becoming increasingly
prominent amongst our nation’s youth and teen populations (Dolesh, 2013, n.p.). If we are
strategic in our planning by investing in the proper equipment and hiring the right staff, then we
Town of Cary PRCR: Organizational Analysis 28
have the potential to use such technology to draw-in tech-savvy youth and teens and enhance
their experiences. The North American Association for Environmental Education (NAAEE)
seems to be on the right track by implementing such technologies into their geocaching
programs, which may be a great starting point for Cary as well.
Finally, one other new program that has the opportunity to benefit the Cary Parks,
Recreation and Cultural Resources Department is soccer. This is because we have such a great
increase in the youth and teen population in our area, specifically amongst the Hispanic
population. In fact, population of Hispanic youth has skyrocketed by over 400%, growing from
7,092 in 2000 to 35,999 in 2011 (see appendix, item C). Today, one in every seven children
(15%) in Wake County is Hispanic (YouTHRIVE, 2013) and as data verifies, soccer is especially
popular among this population, which is where we come in. By offering a low-cost,
participation-focused soccer program within our department, we have to opportunity to catch this
increasing trend while it’s on the rise, which can help provide stability in our athletics division
for years to come.
Town of Cary PRCR: Organizational Analysis 29
References
(2014, July 8). Retrieved from United States Census Bureau website: http://quickfacts.census.gov/qfd/states/37000.html
About Cary. (2014). Town of Cary. Retrieved from http://www.townofcary.org/newtocary/About_ Cary.htm
Bolman, L & Deal, T. (2013). Refaming Organizations - 5th Edition. San Francisco: Jossey-Bass.
Demographic Analysis. Cary, NC: Town Of Cary, 2011. Print.
Dolesh, Robert J. (2013, May 1). Really? We Want Kids to Use Technology Now? Parks & Recreation. Retrieved from http://www.parksandrecreation.org/2013/May/Really--We-Want-Kids-to-Use-Technology-Now-/
Hopkins, Karen M., & Hyde, Cheryl. (2002). The Human Service Managerial Dilemma: New Expectations, Chronic Challenges and Old Solutions. Administration in Social Work, 26(3). Retrieved from https://moodle1415courses.wolfware.ncsu.edu/pluginfile.php/154278/course/section/20088/Hopkins%20%20Hyde%20%282002%29%20-%20HSO%20managers%20solutions.pdf
Kouzes, K.P., & Posner, B.Z. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. 5th edition. San Francisco, CA: Jossey-Bass.
United States Department of Commerce: US Census Bureau. (2010). Profile of Cary, North Carolina. American FactFinder. Retrieved from http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk
Parks, Recreation, & Cultural Resources Department Divisions. (2014). Town of Cary. Retrieved http://www.townofcary.org/Departments/Parks__Recreation___Cultural_Resources/Divisions.htm
State of Our Youth: Wake County Secondary Data Report. Wake County, NC: YouTHRIVE, 2013. Print.
United States Department of Commerce: US Census Bureau. (2010). Profile of Cary, North Carolina. American FactFinder. Retrieved from http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk
Working with the Town of Cary. Cary, NC: Town Of Cary, 2013. Print.
Town of Cary PRCR: Organizational Analysis 30
Appendices
Item A – Current Organizational Chart
Town of Cary PRCR: Organizational Analysis 31
Item B – Proposed New Recreation Division Organizational Chart
Town of Cary PRCR: Organizational Analysis 32
Item C – Graph Demonstrating Hispanic Population Growth in Wake County
2000 20110
50,000
100,000
150,000
200,000
250,000
300,000
Population Under 18 in Wake County
Town of Cary PRCR: Organizational Analysis 33