1. chapter 3 Leisure Services Managers

2. Key Terms Responsibility refers to the area of the organization a manager is in charge of. Authority refers to the power that comes with a manager’s position in the organization.

3. Levels of Management Three levels of management: 1. Frontline managers 2. Middle managers 3. Senior executives As a manager moves up to higher levels, there are fewer positions, and the positions have greater responsibility and authority. (continued)

4. Levels of Management (continued) Adapted from Russell (2004).

5. Functions of Management Each level in an organization has various functions a manager must perform. These are technical functions, conceptual functions, and human relations functions. The functions will vary depending on the management level. For example, frontline managers require greater technical skills, while senior executives require greater conceptual skills.

6. Another Way to View Management A second way to understand what managers do is to examine the activities they undertake. This approach suggests that managers must –plan, –organize, –control, and –lead.

7. Organizational Resources Organizational resources are the things a manager actually manages. For our purposes, these resources can be viewed as the financial, physical, technological, and human assets that companies need for the production of goods or services.

8. Career Progression One progresses in a career by gaining experience at one level in an organization (often the front line) and developing the competencies to take on more senior management responsibilities. Some competencies may be important at all levels, but there are far more differences than similarities in the competencies of a senior manager and a frontline manager.

9. Advice for Career Progression in Leisure Services Management Get experience in various parts of an organization. Find a mentor. Make a commitment to lifelong education, even after your degree is complete.

10. Management Drivers Management drivers are the values, vision, mission, goals, and objectives that drive the roles and functions of a manager. These drivers guide how managers make decisions, solve problems, allocate resources, and train staff. They help people become more efficient and effective managers.

11. Values Values underlie the very reason for the organization’s existence. Values are the principles, qualities, and beliefs regarding the organization. (continued)

12. Values (continued) Organizational values are formed by –member values, –leader values, and –societal values. An organization brings these three value sets together to find shared values.

13. Vision Vision can be seen as “an ideal and unique image of the future for the common good” (Kouzes & Posner, 2002, p. 125). Like values, vision must be shared throughout an organization. Strong vision statements are realistic and achievable but also optimistic and ambitious.

14. Mission A mission is a more detailed extension of organizational values and vision statements. It is a concise fundamental statement reflecting what a company does. A mission statement addresses the following: 1.Who customers are 2.Services the organization provides 3.How services are provided

15. Comparison of Values, Vision, and Mission

16. Goals Goals are broad statements of intent. Goals can be –short term (a year or less), –intermediate (1 to 5 years), or –long term (5 to 7 years). Goals are infused throughout a department, from the organizational level right down to individual employees.

17. Objectives Objectives should be SMART: –Specific –Measurable –Achievable –Realistic –Time related (continued)

18. Objectives (continued) Objectives can focus on any of the following: 1.Process 2.Impact 3.Outcomes

19. Efficiency and Effectiveness Efficiency focuses on making the most prudent use of the organization’s resources. Efficiency is doing things right. Effectiveness is the degree to which an organization is achieving its goals. Effectiveness is doing the right things. (continued)

20. Efficiency and Effectiveness (continued)