PARK & RECREATION MANAGEMENT

TOPIC TWO
MANAGEMENT AS A PROFESSIONAL DISCIPLINE
MANAGEMENT is an integral part of all
organizations and reaches into all aspects of
ongoing operations.

It is more than just a set of job titles, or the title
assigned to a company executive or
department.

It is like the nerve center of an individual, or
the steering mechanism, accelerator, and
brake of an automobileserves to drive the
entire enterprise.


Management control is a motivational process, involving
formal and informal procedures, communication,
performance reviews and planning; it seeks to motivate
members of an organization to take actions that are in its
best interests.

It is a dynamic process recognizing that ever-changing
goals of organizations and individuals

Management has frequently been described as an art in
the sense that it is dependent on the use of human
sensitivity, intelligence and creativity with no single
formula for success




CLASSICAL MANAGEMENT THEORY
Five administration functions were important in all
kinds of organizations; planning, organizing,
commanding, coordinating and controlling.

FAYOLS FOURTEEN PRINCIPLES :

Division of work
Work assignment should be highly specialized and
concentrated on narrower functions, in order to
produce more and better work with the same time
and effort

Authority and responsibility
is the right to give orders and to demand obedience
and responsibility


FAYOLS FOURTEEN PRINCIPLES (cont):

Discipline
implies respect for the agreements between the
company and its employees and is essential for the
smooth operation of the organization, Without it,
enterprises cannot prosper, and it must be enforced
if necessary by judiciously applied sanctions

Unity of command
An employees should receive orders from one
superior only

Unity of direction
There should be one plan and one head for each
group of activities having the same objectives



CLASSICAL MANAGEMENT THEORY
FAYOLS FOURTEEN PRINCIPLES (cont) :

Subordination of individual interest to general
interest
The interests of any employee or group of employees
should not prevail over those of the company or
overall organization

Remuneration of personnel
Personal compensation should be fair and
satisfactory both to employees and organization to
maintain the loyalty and support of employees

Centralization
Centralized management authority is a natural
consequence of organizing.

Scalar chain
is the chain of superior-subordinate relationships,
ranging from the highest authority to the lowest rank
employees

CLASSICAL MANAGEMENT THEORY
FAYOLS FOURTEEN PRINCIPLES (cont) :

Order
The organization should provide an orderly place for each
individual; a place for everyone and everyone in his place

Equity
consisting of balanced fairness and a sense of justice, is
found through out the organization

Stability of tenure of personnel
Time is needed for the employee to adapt to his work and
perform efficiently

Initiative
At all organization levels, employee initiative is augmented
by zeal and energy

Esprit de corps
Teamwork marked by the harmonious interpersonal
relationship of employees provide strength to the
organization

CLASSICAL MANAGEMENT THEORY
STUDIES OF EMPLOYEE MOTIVATION
Maslows Human Needs Hierarchy


McGregors Theory X and Theory Y

Theory X
Assume that most workers had inherent dislike of work and
would avoid it if possible. Therefore, the workers had to be
controlled, directed and threatened with punishment, to make
them perform satisfactorily

Theory Y
Held that for many people, work could be truly satisfying and
enjoyable and that if they were given the opportunity to
exercise creative self-direction and work towards goals that
they saw as truly challenging, they would not only accept but
seek responsibility
STUDIES OF EMPLOYEE MOTIVATION
DECISION MAKING
The key function of successful managers
involves making decisions.

These may have to do with the hiring or
firing of personnel, the development of
new products or services, the initiation of
new public relation campaign, or selecting
choices given.



DECISIONS THAT MANAGERS MUST MAKE MUST
FALL INTO SEVERAL CATEGORIES:

Those that are fairly routine and that are covered
by organizational policies/regulations

Those that are new or in which the problem to be
solved does not fit under existing procedural
controls

Those that involve minor consequences for the
organization and that can be made with little risk

Those that have major implications and that
require careful analysis and soundly based
decisions.

DECISION MAKING
PROBLEM-SOLVING/DECISION MAKING SEQUENCE
QUALITIES FOR EFFECTIVE DECISION MAKING

1. Experience

2. Creativity

3. Good judgment

4. Quantitative skills

DECISION MAKING PROCESS
COMMUNICATION
The process of formulating, transmitting, and
receiving messages in varied forms : verbal, written,
or other symbolic forms

ELEMENTS AND STAGES IN COMMUNICATION:

1. The sender

2. The message

3. The medium or channel

4. The receiver

.

FUNCTIONS OF COMMUNICATION:

1. Managing the flow of information in the
organization.

2. Helping the decision making.

3. Monitoring organizational performance.

4. Facilitating links with external organizations and
individuals
COMMUNICATION
INTERNAL & EXTERNAL COMMUNICATION
Internal communication:

It concerned within the organization

E.g. Staff from different departments.
Branches of the same company.

External communication:

Communication takes place with people outside the
organization

E.g. customers, professional bodies, general public.
WRITTEN COMMUNICATION
Examples:

Letters, Memoranda, Brochures and
leaflets, Reports, Documentation meetings,
Notice board, Annuals Reports,
Advertisements, Press release, Timetables.


VERBAL COMMUNICATION
Can be formal and informal communication
where by it involves:

1. face to face communication

2. Meetings.

3. Communicating by telephone and others
ELECTRONIC COMMUNICATION

Examples:

Electronic mail, Integrated services digital
network (ISDN), fax Transmission,
Automated ticketing, Central Reservation
System, Internet, MMS, SMS

MANAGEMENT TRENDS IN THE 1980S & 1990S
EMPHASIS ON TOTAL QUALITY MANAGEMENT

THE QUALITY ASSURANCE APPROACH - Company
guarantees the quality of its product or service to
customers (originated by Frederick Taylor model).

Became customary to assign quality inspectors to the
end of each production line.

Approve products based on specifications, and to
reject them or return them for reworking quality
assurance was an internal organization function.



EMPHASIS ON TOTAL QUALITY MANAGEMENT (cont)

Through the 1990s, the management literature stressed
the critical need to meet and surpass customer
expectations throughout the business world.

To achieve the highest possible level of quality, it
became necessary to continually diagnose and improve
performance.

MANAGEMENT TRENDS IN THE 1980S & 1990S

EMPHASIS ON CUSTOMER-DEFINED VALUE

Harari urges, companies would be wiser to view customer
complaints as a source of strategic opportunity, treating
complainers with the same dignity and respect given to their own
high-priced analyst or consultants.

In the effort to achieve the max. degree of quality and customer
satisfaction, Bert Spector suggests the following strategies:

1. They need to refocus the organization on customer-defined
value (i.e., what they regard as important)

2. To demand responsiveness from all levels of the
organization, from top executives to front-line employees

3. Enable front-line employees to meet and exceed customer
expectations


MANAGEMENT TRENDS IN THE 1980S & 1990S

EMPHASIS ON CUSTOMER-DEFINED VALUE

4. Create and maintain cross-organization teamwork, to
achieve maximum quality and achieve customer
satisfaction

5. Continuously diagnose and improve value-serving
performance

6. Allow employee discretion within a well-defined set of
parameters or guidelines.


MANAGEMENT TRENDS IN THE 1980S & 1990S

USE OF BENCHMARKING

A strategic approach that became widely popular at
this time was benchmarking defined as the
continuous process of measuring products, services
and practices against an organizations strongest
competitors, or those recognized as industry leaders.

The basic point of benchmarking is the pursuit of
excellence, in order to achieve competitive advantage.



MANAGEMENT TRENDS IN THE 1980S & 1990S
MANAGEMENT TRENDS IN THE 1980S & 1990S

USE OF BENCHMARKING (cont)

Also defined as the search for industry-best practices
that lead to superior performance, through the use of
standards that serve as reference points through which
any product or service can be judged.

It makes clear that benchmarking is not an abstract
idea, but must be a proactive endeavor that results in
the change of organizational practices in order to
achieve superior performance.



IDENTIFICATION OF STAKEHOLDERS

Focuses on serving many different constituents,
referred to as stakeholders.

The notion of stakeholders is that many different
individuals have a stake in the success of businesses
or other types of organizations.

These might include company owners or shareholders,
employees, those directly served by the organization,
or others affected by its operation.
MANAGEMENT TRENDS IN THE 1980S & 1990S