1. Tzu-Ching Chang Ph.D Tourism School Ming Chung University
20203 Recreation Management
CH 12 Management
Tzu-Ching Chang Ph.D
Tourism School
Ming Chung University

2. Recreation Management
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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3. 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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4. Recreation 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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5. Recreation 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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6. 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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7. 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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8. 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
, internet, E-ticket
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9. 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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10. 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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11. Recreation Management
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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12. Recreation 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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13. Recreation Management
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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14. Recreation Management
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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15. Recreation Management
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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16. How to define the manager?
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.
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17. Recreation Management
Managers
The manager is not just a creator, but also a planner and forecaster, setting objectives, motivating, leading, deciding, checking and monitoring performance.
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18. Recreation Management
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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19. 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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20. 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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21. ‘Classical’ management theory
Five 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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22. 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.
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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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24. 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
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25. The difference between
Vision
Mission
Goal
Objective
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26. Recreation Management
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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27. Recreation Management
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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28. Recreation Management
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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29. Recreation Management
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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30. Recreation Management
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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31. Recreation Management
MacKenzie 3-D Management process
“ideas-people-things” model
Three skills: conceptual, human and technical
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32. Recreation Management
Management Skills
Skill needed
Management level
Manager
Conceptual
Administrator
Human
Supervisor
Technical
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33. Recreation Management
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
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34. Recreation Management
Examples
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…
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35. Recreation Management
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 guides for operating the unit and assessing the contribution of each of its members.
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36. Recreation Management
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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37. 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
Analyzes what activities have the least amount of scheduling flexibility (i.e., are the most mission-critical)
Predicts project duration schedule based on the activities that fall along the “critical path.”
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38. 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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39. CPM (Critical Path Method)
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40. Recreation Management
Examples
Course syllabus - CPM (Critical Path Method)
Project Proposal - Planning-Programming-Budgeting Systems
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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.
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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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43. 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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44. 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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45. Recreation Management
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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46. Recreation Management
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.
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47. Recreation Management
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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48. Recreation Management
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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49. 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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50. Leadership styles SUPPORTIVE BEHAVIOR DIRECTIVE BEHAVIOR (High)
High supportive
and
low directive behavior
SUPPORTING
High directive
and
high supportive behavior
COACHING
Low supportive
and
low directive behavior
DELEGATING
High directive
and
low supportive behavior
DIRECTING
(Low)
DIRECTIVE BEHAVIOR
(High)
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51. Communication of leadership
Management-centered leadership
Subordinate-centered leadership
Use of authority by manager
Area of freedom fro subordinates
Manager presents ideas and invites questions
Manager makes decision and announces it
Manager sells decision
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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52. Recreation Management
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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53. Recreation Management
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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54. Factors to determine the leadership
The manager
The subordinates
The organization
The problem
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55. Effective leadership skills
Achieving the task
Maintaining the team
Developing
the individual
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56. Decision making process
Defining the problem
Gathering and examining information and identifying possible causes
Consulting with people and considering their views
Considering choices and alternatives
Considering the implications
Making the decision and deciding a course of action
Communicating the decision
Implementing and following the decision
Evaluation, feedback and modification
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57. 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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58. Two-way CommunicationB
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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59. 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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60. 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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61. Recreation Management
The chain:
The straight line, with the manager at the tope
Manager
Staff
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62. Recreation Management
The Y
Simple gatekeeping, with the manager at the center
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63. Recreation Management
The wheel
large control span, gatekeeping, with the manager at the center
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64. Recreation Management
The circle
the manger is the member of the decision-making team
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65. Recreation Management
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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66. 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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67. 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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68. Recreation Management
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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69. Managerial coaching, mentoring and delegating
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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70. Recreation Management
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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71. Recreation Management
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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72. Recreation Management
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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73. 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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74. Recreation Management
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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75. Recreation Management
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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76. Recreation Management
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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77. 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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78. 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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79. 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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80. 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
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