Leadership and Management

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 Organization Private/Non-Profit Organization Commercial/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, YWCA

Economic Organizations—Spas, Resorts, Health Clubs, Bowling Centers

Religious Organizations—Church Camps, Church Recreation

Governmental Organizations—Local, State and Federal Parks

Social 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-MAKING INFLUENCING

Available Resources

Human Resources Financial Resources Physical 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 abilities Different physical characteristics Different interests and aptitudes Different 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 Decisions Organizing Decisions Directing Decisions Controlling Decisions

Planning Defined

A systematic process of reaching a desired state by establishing goals and formulating strategies to achieve them Operational Planning Strategic Planning

Planning Decisions

Anticipates the future, sets goals and objectives and identifies the actions necessary for the organization to attain these goals and objectives

Determining where you want to go and how and when you’re going to get there

It involves specifying a target, a path or route to be followed and a time schedule for achieving that target

Planning Decisions, continued

SETTING GOALS DETERMINING PATHS SCHEDULING

Effective 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 efficiently

Stated 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 departments Determining the number and type of management

levels The issue of accountability The issue of scope of responsibility

Organizing Decisions, continued

Organizing decisions affecting the assignment of resources include: Job Descriptions Budgets

Organizing Decisions, continued

DETERMINING STRUCTURE AND DESIGN

ALLOCATING 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 objectives

Can 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: Recruiting Selecting Hiring Wages and Salaries Training and Development Health and Retirement Benefits

Directing Decisions, continued

LEADERSHIP STYLES COMMUNICATION MOTIVATION AND INCENTIVES COACHING 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 necessary

Making sure what you want to happen does indeed happen!

Controlling Decisions, continued

Effective managers control without being oppressive

Effective 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 DECISIONS

The 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 FEEDBACK EVALUATION AND ADJUSTMENT CORRECTIVE DISCIPLINE PERFORMANCE APPRAISAL

Managerial Skills Mix

Human Skills Conceptual Skills Technical Skills

It 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 organization

Involves 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 group

Further 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:

FUNCTIONS Decision-Making Influence

SKILLS Human Conceptual Technical

Management Is:, continued

RESOURCES Human Financial Physical Informational

DECISION-MAKING Planning Organizing Directing Controlling

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