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CH 12 Management
Tzu-Ching Chang Ph.D
Tourism SchoolMing Chung University
20203 Recreation Management
10/02/03 Recreation Management 2
This chapter Dealt with leisure and the needs of people
Focus on the trends in leisure, planning and government
Consideration of the leisure providers, public, voluntary
and commercial
Introduction of the principles and practices of management
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The organization of this chapter The management process
A profit oriented Management functions
and systems Leadership Decision making
Communication Group behavior Managerial coaching,
mentoring Quality management
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Management The act of managing
Used in business, industry, and commerce Other fields: Hospital, School, Recreation
With managers, staff or workers
The reasons To satisfy the consumers
To increase the strength
Requirement of effectiveness and efficiency
Management is a dynamic process, change is necessary
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Management
Different types of information Physical resources planning and management Information technology management Public relations, marketing and consumer service Human resource management Financial management Risk management Event management
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Management in the leisure industry Different type of organization or industry require different types
of management and managers. Three different types of organization in this industry and offers
different programs and services. Private – for-profit sector of business enterprises
The purpose of these enterprises is financial profit Funded by themselves
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Management in the leisure industry Nonprofit sector – encompassing the manage association
concerns with social issue and quality of the life YMCA/YWCA Concerns with health and disabilities Employee welfare Rely on financial donation
Public sector – commonly notes as park and recreation agencies at the local, state, and national levels Focus on the nature resources: protection/conservation Funding from citizen taxes
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Chang factors in park and recreation Four factors that represent changes in park & recreation
service, which can affect management practices Demand: requests for increased service that determine the types
and scope of service delivery Changing population, demographic Be flexibility and be willing to change to new demands
Technology: advances that affect the way an organization maintains information necessary to manager and improve services Computerizing Email, internet, E-ticket
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Chang factors in park and recreation Information: transmissions, messages and channels
that are used to inform clients about the park and recreation services Deliver the information to the public in an efficient way Cost-effective methods
People: the changes in customers, clients, interest groups involved in using park and recreation services Understanding the participants
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The management process P356
Management concerns the work of people, effectiveness
and accountability for end result.
An active human occupation and a process by which
people and organizations achieve results.
Management is concerned with human behavior, behavior
is not constant. So Management situations vary. So Management is concerned with change
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How to define the ‘management’? To manager: to direct, to handle, to influence, to cope with,
…
Diverse meanings and differing interpretations
Drucker (1995) states that management is a ‘multi-purpose
organ that manages a business and mangers workers or
work’.
Depends on a variety of factors: the situation, the
information available, the people involved, the organization,
and the people doing the managing.
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Management
Management is a continuous, interactive, adaptive process
comprised of a set of related tasks, all of which must be
carried out to achieve a desired set of goals and objectives,
however those goals and objectives are established and
specified.
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Robbins and Coulter, 1996 Management is a process of planning, organizing, directing,
and controlling organizational behaviors to accomplish a
mission through division of labor and utilization of
resources.
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Planning Managers try to anticipate
the future, set goals and objectives for the organization’s performance, and identify the actions required to attain these goals and objectives.
Organizing
Managers develop a structure of interrelated tasks and allocate people and resources within this structure, which leads to the achievement of the organization’s goals and objectives.
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Directing The encouragement and
guidance of employees’ efforts toward attaining the organization’s goals and objectives.
Controlling
About evaluating the performance of an organization and its units to see whether the organization is progressing in the desired direction and taking corrective action where necessary.
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The concern of the work of people, effectiveness and
accountability for end results.
Two factors to define the manager’s position: Privilege
Accountability
Great power, great responsibility for an operation
Managers are responsible and accountable for the
success of their organization.
How to define the manager?
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The manager is not just a creator, but also a
planner and forecaster, setting objectives,
motivating, leading, deciding, checking and
monitoring performance.
Managers
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Different levels of managers
First-line or supervisor managers
Middle managers
Top manager
Three basic skills Technical skills – specialized knowledge in the procedures,
operations, expertise, and techniques
Human skills – Working with, understanding, and motivating
employees
Conceptual skills – outline the philosophy, overall mission, goal,
and objective development duties
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The principles of management Beginning of modern management
The ‘scientific’ movement
‘Classical’ management theory
Bureaucracy
The ‘human relations movement’
The ‘behaviorist’ view of management
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The ‘scientific’ movement
Four foundations
A fair day’s work, for a fair day’s pay The scientific selection and training of each
employee to fit the task Bring the science of the work and the workers for the
best results Equal division of work and responsibilities
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‘Classical’ management theoryFive management processes by Fayol (1949)
Planning Organizing Commanding Co-ordinating Controlling
Only focus on the effects of the government and industry Without considering the people including staff, managers,
or participants
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The ‘human relations movement’
Management should concern about employees. Many leisure management should provide a good working
environment, offer good benefits, social benefits and appear to show the concern for their workers at work and away from work.
This movement include motivating and encouraging employees or fellow colleagues to achieve corporate goals.
The need for both staff and customers to develop understandings and communications within and between them.
10/02/03 Recreation Management 23
Management functions & systems P369 Planning
Policies, forecasting, objectives Execution
Systematic implementation of policies, co-ordination Control
Monitoring performance Evaluation
Others Motivation, communication, budgeting, creating and
staff development
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The classical principles
Conceptualizing, having a mission, direction and marketing strategy;
Establishing measurable objectives; Organizing, establishing a structure and system; Recruiting, training and developing staff; Carrying out the plan and obtaining results through people; Assisting subordinates and inspiring and motivating them; Seeking improvements and appraising results
10/02/03 Recreation Management 26
Vision A narrative that describes an image of the organization’s
preferred future It provides a contrast between where the organization currently
is and where the organization wants to go. Represents a statement of the fundamental values for which the
organization stands
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Mission A concise, functional statement relating the purpose or reasons
for its existence Define the direction and purpose of the organization and
purpose of the organization and should be reviewed and updated periodically
Such as What is the organization for? How will the world be different as a result of this business
or agency?
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Goal To carry out the mission of the organization and to reflect
the vision broad and general statement of desired outcome that are
not measurable Can be written for each of functional mission statements
and for each major area in the organization Concerns of each individual
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Objectives
Concrete statement of specific outcomes, which achieve a
goal and also provide measurable components for the
goals
Formed through analysis of the goal statements and
breaking them down into workable parts
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Example Mission – To provide the knowledge about tourism and recreation
planning and development for each student and the training for each
student to become an professional manager in tourism field.
Goal – Increase different types of courses related to recreation and
tourism field to students in dep. Of MCU
Objectives In 2003, the department will open three new course: marking, finance,
risk
In 2003, the department will find five different companies for students to
do the internship
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MacKenzie 3-D Management process “ideas-people-things” model Three skills: conceptual, human and technical
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Human
Technical
Conceptual
Skill neededManagement level
Manager
Administrator
Supervisor
Management Skills
10/02/03 Recreation Management 33
All managers, superiors, and group leaders need all three skills However, they are needed in different quantities, depending on
their level of authority and the tasks. Top managers need more conceptual skills Supervisors need more technical skills All need human skills
10/02/03 Recreation Management 34
Supervisors - technical skills Operating and maintaining the park service Swimming pool clean, park plants, Any equipment or facilities…
Top managers - conceptual skills Consider the markets, the development and planning of facilities Investment of new facilities..
Administers The staff performance, problems, working attitudes The consumers satisfaction, reactions…
Examples
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Management systems
MBO (Management by Objectives)
A process whereby the superior and managers of an organization jointly identify its common goals, define each individual’s major areas of responsibility in terms of the results expected of him and use these measures as guidesuse these measures as guides for operating the unit and assessing the contribution of each of its members.
10/02/03 Recreation Management 36
Management systems
PPBS (Planning-Programming-Budgeting Systems)
PERT (Programmer Evaluation Review Technique) : a
system of planning and control that identifies key activities
needed to accomplish a project successfully.
CPM (Critical Path Method)
TQM (Total Quality Management)
Strategic Management
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CPM (Critical Path Method)
Designed by Depont in 1957
A technique based on a network analysis that highlights the
activities requiring completion in a particular sequence within a
given space of time.
A project management technique
1. Analyzes what activities have the least amount of scheduling flexibility (i.e., are the most mission-critical)
2. Predicts project duration schedule based on the activities that fall along the “critical path.”
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CPM (Critical Path Method) Activities that lie along the critical path cannot be delayed
without delaying the finish time for the entire project. Benefits
Provide the general graphical view of the project Predict the time required to complete the project Show which activities are critical to maintain the schedule
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Examples Course syllabus - CPM (Critical Path Method) Project Proposal - Planning-Programming-Budgeting
Systems
10/02/03 Recreation Management 41
Total Quality Management
An approach to improving the effectiveness and flexibility
of a business as a whole – i.e. a process from top to
bottom, which involves every person in an organization – to
ensure customer satisfaction at every stage.
A focus on customer needs and builds a logical linkage
between these needs and the business objectives.
10/02/03 Recreation Management 42
Total Quality Management
Eight principles Customer-focused organization
Depend on the customers Understand current and feature customer needs Meet customer requirements Exceed customer needs
Leadership Establish the purpose and direction of organization Create and maintain an internal environment for people to get involved
and achieve the objectives
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Total Quality Management Involvement
People at all the levels are essence Full involvement
Process approach A desired result is achieved more efficiently when related
resources and activities are managed as a process System approach to management
Identifying, understanding, and managering a system of interrelated processes
To improve the organization’s effectiveness and efficiency
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Total Quality Management
Continual improvement
Continual improvement should be a permanent objective Factual approach to decision making
Effective decisions and actions are based on the analysis of data and information
Mutually beneficial relationships An organization and its supporters are independent And a mutually beneficial relationship
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Strategic Management
Focus on the strategic orientation of the park and recreation organization leadership, direction and operations
Common principles include: Societal benefits
Ensure a long-term perspective to support a significant benefits of physical resource preservation, economic health of the community and overall individual benefits
Environmental and political factors Improve response to change and challenge resulting from
environmental and political factors
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Strategic Management
Customer focus
Improve customer focus to better define customers and improve understanding of customer expectations
Resource accountability
Use the limited resources to meet priorities and improve responsiveness of the park and recreation organization.
10/02/03 Recreation Management 47
Strategic Management
Evaluation
Evaluate the organization through stakeholder review, expert panel visits,
Establish benchmark targets, case studies, and best practices guidelines
Change capabilities
Develop change capabilities in the management and personnel of the park and recreation organization to adopt to change patterns, emerging technologies and trends
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Leadership Goods leaders can create a vision and define a strategy;
Direction – pointing the way, setting objectives and
eliminating uncertainty;
Support – listening, encouraging, facilitating and involving
in problem-solving and decision making;
Drive – giving motivation, inspiring confidence and building
team cohesion;
Communication and representation – to outside world and
from outside to the team;
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Five practicing characters
Challenging the Process• Searching for opportunities• Experimenting and taking risks
Inspiring a shared vision• Envisioning the future• Enlisting others to act
Enabling others to act• Fostering collaboration• Strengthening others
Modeling the way• Setting the example• Planning small wins
Encouraging the heart• Recognizing individual contributions• Celebrating accomplishments
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Leadership styles
High supportive and
low directive behavior
SUPPORTING
High directiveand
high supportive behavior
COACHING
Low supportive and
low directive behavior
DELEGATING
High directive and
low supportive behavior
DIRECTING
(High)
(High)(Low) DIRECTIVE BEHAVIOR
SUPP
OR
TIVE
BEH
AVI
OR
10/02/03 Recreation Management 51
Communication of leadership
Use of authority by manager
Area of freedom fro subordinates
Management-centered leadership
Subordinate-centered leadership
Manager makes
decision and announces
it
Manager sells
decision
Manager presents ideas and
invites questions
Manager presents tentative decision
subject to change
Manager presents
problem, get suggestions
and make decision
Manager defines
limits; asks group to make a
decision
Manger permits
subordinates to function
within defined limits
A
TELLS
B
SELLS
C D
CONSULTS
E F G
SHARES DELEGATES
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Five ‘C’ Model C1 - Credible character : leaders must have the respect of
those they lead and be perceived as trustworthy and
reliable;
C2 – Compelling vision: followers need to believe in the
leader and in the vision and know that they are doing a
worthwhile job and their efforts are appreciated; these
leaders provide support and extend the horizons of their
followers;
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C3 – Charismatic communicator: charisma is linked to
communication, emplasizing effective speech patterns and
non-verbal actions which heighten a leader’s standing in
the eyes of followers;
C4 – Contagious enthusiasm: leaders excite and inspire
others to go above and beyond the call of duty; they
challenge intellectually and emotionally;
C5 – Culture builder: beliefs, values and attitudes shape
and help interpret the behavior of a group or organization.
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Factors to determine the leadership The manager The subordinates The organization The problem
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Effective leadership skills
Achieving the task
Maintaining the team
Developing the individual
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Decision making process1. Defining the problem
2. Gathering and examining information and identifying possible causes
3. Consulting with people and considering their views
4. Considering choices and alternatives
5. Considering the implications
6. Making the decision and deciding a course of action
7. Communicating the decision
8. Implementing and following the decision
9. Evaluation, feedback and modification
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One-way Communication Quick for the sender Frustrating for the receiver Misunderstanding
A B
Has B picked up the right message?
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Two-way Communication
A B
A is able to answer, respond, reinforce and encourage acceptance.
B asks, clarifies, understands what is being conveyed.
B is more likely then to accept and support.
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The advantages of two-way communication More accurate, particularly in complex situations
Can help sender and the listener to measure their standard
of achievement
Provide better understanding and acceptance
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Communication models and networks Personal communications are one-to-one and face-to-face. Managerial communications have a variety of
communication channels: downwards, upwards, sideways, crossways and informal.
Formal download through hierarchical channels. Closed network systems: chain, Y and wheel Open network systems: circle and web
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The chain:
The straight line, with the manager at the tope
Manager
Staff
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The wheel
large control span, gatekeeping, with the manager at the center
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The web
the manager is central for strategic work, delegates operational functions to groups and is a team member where appropriate
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Group behavior in the leisure management setting Two management
parameters The task: the job that
has to be done and the targets that has to be achieved.
The relationship: the relationship of working people.
Two types of groups Primary: made up of a
relatively small number of people in a common task.
Secondary: made up of a larger number and no one member has a clear picture of all the others.
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Criteria for group competence Contributions made within the group are additive.
The group moves forwards as a unit, is a team-spirited and
there is high involvement.
Decisions are mainly made by consensus.
Commitment to a decision is strong.
The group continually evaluates itself.
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The group is clear about goals.
It generates alternatives ways of thinking about things.
It brings conflict into the open and deals with it.
It deals openly with feelings.
Leadership tends to go to the person most qualified.
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Managerial coaching, mentoring and delegating Coaching
Provide confidence in the job, as individuals and as valuable members of the team
1st task: to ensure that staff know what and how to undertake the work
2nd task: to motivate and instill confidence in staff so that they carry out the work willingly and effectively
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Mentoring A leisure management ‘coach’ can also be a ‘mentor’ Provide a helping hand, inspire mutual trust, loyalty
and friendship Delegating
Require directive and supportive behavior Focus on results instead of methods
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Quality management Good management is largely the result of good managers,
individuals who have responsibility for providing leadership of the organization and the ability to move it towards its goal.
Five criteria: sound leadership, objectivity, staff motivation, care of customers and operational excellence
Different managers have different management style Same manager has different management style on different
situation
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Roles of managers
Manager as communicator
Manager as leader
Manager as coach
Manager as mentor
Manager as change agent
Manager as power broker
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Manager as communicator
The foundation of management is the ability of an
individual to communicate within and among groups and
individuals.
Communicating effectively throughout the organization
allows the organization to function efficiently and
effectively.
The importance that managers communicate their thoughts
and positions effectively in each encounter.
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Manager as leadership Creating the vision
Clarifying values
Empowering and betters others
Developing a team
Creating strategies to achieve vision
Measuring performance
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Manager as coach Lead the organization and the employees
Also as a teach and help the organization achieve the goals
To perform well in staff development, quality managers
have staff orientation, take personal interest in the
development of employees
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Manager as mentor A mentor is a manger who takes the time to help employees
individually succeed outside of their major job function.
Make new opportunities available, foster advanced
educational pursuits, and recommend employees for
position advancement within or outside of the organization
Also help the employee improve and acquire new skills by
providing training, education, …
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Manager as change agent Help the organization adopt to many changes without losing its key
focus.
An opportunity
Employees are encouraged to grow and develop with a more flexible
view of change
The concepts about successful changes Change can be initiated either inside or outside the organization
Managers choose whether they react to change
Change can cause a variety of emotions within the manager and staff
Not everything can be changed by the manager
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Manager as power broker Managers must also be aware of the political systems
where they work in order to adapt and adjust to the
expectations of those in power and those who need to be
served
The use of the potential power, either positional or
personnel, is often the key to getting things done in park
and recreation organization
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Core abilities of managers Provide the framework for ethics and values
Understand groups and group process
Articulate service and the organization to the customer
Form alliances and partnership
Create a positive and productive work climate
Understand leisure behavior
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Managerial Components Agency authority, role and responsibility
Planning
Organization and administration
Human resource
Monetary resources and budget
Program and services management
Facility and land-use management
Safety and security
Risk management
Evaluation and research