Chapter 2 - HTT547

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PARK & RECREATION MANAGEMENT

TOPIC TWO

MANAGEMENT AS A PROFESSIONAL DISCIPLINE

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MANAGEMENT is an integral part of allorganizations and reaches into all aspects ofongoing operations.

It is more than just a set of job titles, or the titleassigned to a company executive or

department.

It is like the nerve center of an individual, orthe steering mechanism, accelerator, and

brake of an automobileserves to drive theentire enterprise.

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Management control is a motivational process, involving

formal and informal procedures, communication,

performance reviews and planning; it seeks to motivatemembers of an organization to take actions that are in its

best interests.

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

Management has frequently been described as an art in

the sense that it is dependent on the use of humansensitivity, intelligence and creativity with no single

formula for success

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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 andconcentrated on narrower functions, in order toproduce more and better work with the same timeand effort

Authority and responsibility

is the right to give orders and to demand obedienceand responsibility

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FAYOLSFOURTEEN PRINCIPLES (cont):

Disciplineimplies respect for the agreements between thecompany and its employees and is essential for thesmooth operation of the organization, Without it,enterprises cannot prosper, and it must be enforcedif necessary by judiciously applied sanctions

Unity of command

An employees should receive orders from onesuperior only

Unity of directionThere should be one plan and one head for eachgroup of activities having the same objectives


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FAYOLSFOURTEEN PRINCIPLES (cont) :

Subordination of individual interest to generalinterestThe interests of any employee or group of employeesshould not prevail over those of the company oroverall organization

Remuneration of personnel

Personal compensation should be fair andsatisfactory both to employees and organization tomaintain the loyalty and support of employees

CentralizationCentralized management authority is a naturalconsequence of organizing.

Scalar chainis the chain of superior-subordinate relationships,ranging from the highest authority to the lowest rankemployees


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FAYOLSFOURTEEN PRINCIPLES (cont) :

Order

The organization should provide an orderly place for eachindividual; a place for everyone and everyone in his place

Equityconsisting of balanced fairness and a sense of justice, isfound through out the organization

Stability of tenure of personnelTime is needed for the employee to adapt to his work andperform efficiently

InitiativeAt all organization levels, employee initiative is augmented

by zeal and energy Esprit de corps

Teamwork marked by the harmonious interpersonalrelationship of employees provide strength to theorganization


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STUDIES OF EMPLOYEE MOTIVATION

Maslows Human Needs Hierarchy

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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 toexercise 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

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DECISION MAKING

The key function of successful managersinvolves making decisions.

These may have to do with the hiring orfiring of personnel, the development ofnew products or services, the initiation ofnew public relation campaign, or selectingchoices given.

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DECISIONS THAT MANAGERS MUST MAKE MUSTFALL INTO SEVERAL CATEGORIES:

Those that are fairly routine and that are coveredby organizational policies/regulations

Those that are new or in which the problem to besolved does not fit under existing proceduralcontrols

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

Those that have major implications and thatrequire careful analysis and soundly baseddecisions.

DECISION MAKING

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PROBLEM-SOLVING/DECISION MAKING SEQUENCE

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QUALITIES FOR EFFECTIVE DECISION MAKING

1. Experience

2. Creativity

3. Good judgment

4. Quantitative skills

DECISION MAKING PROCESS

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COMMUNICATION

The process of formulating, transmitting, andreceiving 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

.

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FUNCTIONS OF COMMUNICATION:

1. Managing the flow of information in theorganization.

2. Helping the decision making.

3. Monitoring organizational performance.

4. Facilitating links with external organizations and

individuals

COMMUNICATION

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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 theorganization

E.g. customers, professional bodies, general public.

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WRITTEN COMMUNICATION

Examples:

Letters, Memoranda, Brochures and

leaflets, Reports, Documentation meetings,Notice board, Annuals Reports,

Advertisements, Press release, Timetables.

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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

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ELECTRONIC COMMUNICATION

Examples:

Electronic mail, Integrated services digital

network (ISDN), fax Transmission,Automated ticketing, Central Reservation

System, Internet, MMS, SMS

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MANAGEMENT TRENDS IN THE 1980S& 1990S

EMPHASIS ON TOTAL QUALITY MANAGEMENT

THE QUALITY ASSURANCE APPROACH - Companyguarantees the quality of its product or service tocustomers (originated by Frederick Taylor model).

Became customary to assign quality inspectors to theend of each production line.

Approve products based on specifications, and toreject them or return them for reworking quality

assurance was an internal organization function.

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EMPHASIS ON TOTAL QUALITY MANAGEMENT (cont)

Through the 1990s, the management literature stressedthe critical need to meet and surpass customerexpectations throughout the business world.

To achieve the highest possible level of quality, itbecame necessary to continually diagnose and improveperformance.


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EMPHASIS ON CUSTOMER-DEFINED VALUE

Harari urges, companies would be wiser to view customercomplaints as a source of strategic opportunity, treatingcomplainers with the same dignity and respect given to their ownhigh-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-definedvalue (i.e., what they regard as important)

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

3. Enable front-line employees to meet and exceed customerexpectations


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EMPHASIS ON CUSTOMER-DEFINED VALUE

4. Create and maintain cross-organization teamwork, toachieve maximum quality and achieve customersatisfaction

5. Continuously diagnose and improve value-servingperformance

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


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USE OF BENCHMARKING

A strategic approach that became widely popular atthis time was benchmarking defined as thecontinuous process of measuring products, servicesand practices against an organizations strongestcompetitors, or those recognized as industry leaders.

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


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USE OF BENCHMARKING (cont)

Also defined as the search for industry-best practicesthat lead to superior performance, through the use ofstandards that serve as reference points through whichany product or service can be judged.

It makes clear that benchmarking is not an abstractidea, but must be a proactive endeavor that results inthe change of organizational practices in order toachieve superior performance.

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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 businessesor other types of organizations.

These might include company owners or shareholders,employees, those directly served by the organization,

or others affected by its operation.


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Chapter 2 - HTT547