Levels of Management
Responsibility: the aspects of the organization that the manager is in charge of such as youth sports, aquatics, adult sports, health & fitness etc..
Authority: is the power that comes with the position a manager occupies in the organizational chart.
Organizational Charts
These charts represented the chain-of-command for the organization. They are usually in the shape of a pyramid with most staff at the base.
Three Levels of Management
CEO - Director - Superintendant - General Manager
Middle Managers - Coordinator - Director - Manager
Frontline Managers - Instructors - Leaders
Each level has a specific function and varying responsibilities. The functions change as a manager moves up up the levels of management.
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technical functions, are those duties performed by the manager in order to accomplish tasks and complete procedures, usually performed by frontline managers. |
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human relations functions, deal with employees (internal customers) and participants and visitors (external customers. Competencies include working with the public, work in a team, and deal with personality conflicts. This function is used by all management levels. |
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conceptual function, is where managers view the organization as a whole and make decisions based on how they will affect everyone in the organization. Primarily used by top level managers. |
Resources to Manage
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financial; budgets and financial statements and procedures |
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physical; facilities and grounds |
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technological; computers and auxiliary components |
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human assets; employees, training |
Select Professional Certifications in Parks and Recreation Management
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Aquatic Facility Operator (AFO) www.nrpa.org |
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Certified Heritage Interpreter www.interpnet.com |
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Certified Interpretive Manager www.interpnet.com |
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Certified Interpretive Planner www.interpnet.com |
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Certified Meeting Professional (CMP) www.conventionindustry.org |
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Certified Park and Recreation Professional (CPRP) www.nrpa.org |
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Certified Playground Inspector www.nrpa.org |
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Certified Special Events Professional (CSEP) www.ises.com |
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Certified Therapeutic Recreation Specialist (CTRS) www.nctrc.org |
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Leave No Trace Master Educator www.weainfo.org |
Management Drivers: These drive the roles and functions of the manager.
Vision: an ideal and a unique image of the future for the common good (Kouzes & Posner, 2002, p. 125).
Vision defines the reason and purpose of an agency. These are the principles, qualities and beliefs reflected in the organization.
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member values - staff |
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leader values - top management |
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societal values - community, customer and society |
Mission: is a more detailed extension of the values and
vision of an organization. It identifies who the customers are, what and how
services are provided. They are define the primary work of a leisure service organization. Mission statements are direct, pragmatic and focused towards the
services to be provided and their associated potential benefits.
Primary elements in a mission statement
- short and direct statements focused on the work and aspirations of an organization.
- focuses on specific types of services, markets, and benefits to be produced by the organization.
- reflects a focus on quality or standards of excellence that influence the way services are delivered.
- reflects organizational values that provide overall direction to the organization.
- difficult to measure and quantify because they are written in broad general terms.
Examples:
Hennepin Park's mission is to provide opportunities for people to enrich their lives and increase their enjoyment and
well-being through outdoor
recreation and education in a natural resource-based park system.
The mission of Portland Parks and Recreation is to create and promote recreational opportunities and to preserve and
enhance Portland parks and
natural areas to enrich the lives of the citizens of Portland.
The Eugene Family YMCA is an association of individuals from this community and around the world - youth and adults of all ages, ethnic
backgrounds and faiths, united in a common effort to put Christian principles into practice, where the spirit of love for all people is shown through
thought and deed.
Agency Goals and Objectives
Organizational Goals: reflect the basic philosophy of the organization and influenced by situational factors.
Two Types of Goals (pp 51-52 in text). They are broad statements of intended action that are not easily measurable.
Operational (Internal): the effort of an organization to improve it's internal operation.
1) Management goals are internal goals to use resources effectively.
2) Adaptation goals are focused on changing environmental circumstances.
3) Positional goals are focused on strengthening the community support.
Out-come Directed (External): consist of outcomes that an agency seeks to achieve by offering programs that contribute to the participants or to the community at-large.
What Makes Goals Work
1) Be difficult but reachable with effort.
2) Be specific and clearly identify what is desired
3) Be accepted by and have the commitment of those who will help achieve the goals.
4) Be developed by employees if their participation will improve the quality of the goals.
5) Be monitored for progress regularly.
Examples of Goals (see pp 51-55 of the text)
Objectives, are
Objectives are measurable steps that are attainable, specific and measurable (pp 53-55 of the text). Objectives must be measurable and are used to evaluate the progress of the organization in specific areas (programs, staff, marketing, budget and facility). If you cannot measure an objective your organization cannot determine if it is making progress. The example below is measurable (one new teen program) and has a time frame (by December 200?).
Ex. To create one new teen program by December 200?.
Two Types
| behavioral change |
| program implementation |
Objectives are:
1) quantifiable / measurable
2) has a specific time frame
3) fit within the overall department philosophy.
4) be limited to three or four per goal
Example of a Program goal and objectives.
Goal: To deliver high standards of excellence in all programs and services.
Objectives:
1) To obtain a minimum score of 3.5 (out of 5) on all Participant Program Evaluation forms.
2) To develop one new program per season.
Efficiency: attempts to minimize the amount of resources that an organization wastes.
Effectiveness: identifies how capable an organization is of achieving its goals and objectives.
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2001 Northern Arizona University, ALL RIGHTS RESERVED