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

CH 12 Management

Tzu-Ching Chang Ph.D

Tourism SchoolMing Chung University

20203 Recreation Management

10/02/03 Recreation Management 2

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


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


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


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


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


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


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 Email, internet, E-ticket


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


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


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.


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.


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.


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.


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.


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.

How to define the manager?


The manager is not just a creator, but also a

planner and forecaster, setting objectives,

motivating, leading, deciding, checking and

monitoring performance.

Managers


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


The principles of management Beginning of modern management

The ‘scientific’ movement

‘Classical’ management theory

Bureaucracy

The ‘human relations movement’

The ‘behaviorist’ view of management


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


‘Classical’ management theoryFive 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


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.


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


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


The difference between

Vision Mission Goal Objective


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


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?


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


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


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


MacKenzie 3-D Management process “ideas-people-things” model Three skills: conceptual, human and technical


Human

Technical

Conceptual

Skill neededManagement level

Manager

Administrator

Supervisor

Management Skills


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


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…

Examples


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 guidesuse these measures as guides for operating the unit and assessing the contribution of each of its members.


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



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

1. Analyzes what activities have the least amount of scheduling flexibility (i.e., are the most mission-critical)

2. Predicts project duration schedule based on the activities that fall along the “critical path.”


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




Examples Course syllabus - CPM (Critical Path Method) Project Proposal - Planning-Programming-Budgeting

Systems


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.



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


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



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



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



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.



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


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;


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


Leadership styles

High supportive and

low directive behavior

SUPPORTING

High directiveand

high supportive behavior

COACHING

Low supportive and

low directive behavior

DELEGATING

High directive and

low supportive behavior

DIRECTING

(High)

(High)(Low) DIRECTIVE BEHAVIOR

SUPP

OR

TIVE

BEH

AVI

OR


Communication of leadership

Use of authority by manager

Area of freedom fro subordinates

Management-centered leadership

Subordinate-centered leadership

Manager makes

decision and announces

it

Manager sells

decision

Manager presents ideas and

invites questions

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


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;


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.


Factors to determine the leadership The manager The subordinates The organization The problem


Effective leadership skills

Achieving the task

Maintaining the team

Developing the individual


Decision making process1. Defining the problem

2. Gathering and examining information and identifying possible causes

3. Consulting with people and considering their views

4. Considering choices and alternatives

5. Considering the implications

6. Making the decision and deciding a course of action

7. Communicating the decision

8. Implementing and following the decision

9. Evaluation, feedback and modification


One-way Communication Quick for the sender Frustrating for the receiver Misunderstanding

A B

Has B picked up the right message?


Two-way Communication

A B

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.


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


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


The chain:

The straight line, with the manager at the tope

Manager

Staff


The Y

Simple gatekeeping, with the manager at the center


The wheel

large control span, gatekeeping, with the manager at the center


The circle

the manger is the member of the decision-making team


The web

the manager is central for strategic work, delegates operational functions to groups and is a team member where appropriate


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.


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.


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.


Managerial coaching, mentoring and delegating Coaching

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


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


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


Roles of managers

Manager as communicator

Manager as leader

Manager as coach

Manager as mentor

Manager as change agent

Manager as power broker


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.


Manager as leadership Creating the vision

Clarifying values

Empowering and betters others

Developing a team

Creating strategies to achieve vision

Measuring performance


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


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, …


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


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


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


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

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

Documents

recreation management

efficiency management

quality management slide

practices of management

different types of management

management practices

recreation information

recreation services