my ppt @ bec doms on leadership
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My ppt @ bec doms on leadershipTRANSCRIPT
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Leadership and Management
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Management and the Management Process
REC 375—Leadership and Management of Parks and Recreation
Services
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Why is it important to learn and understand leisure service
management principles and practices?1. To get the most out of our time and
performance2. To get the most out of our employees3. To have our organization run effectively
and efficiently4. To compensate for any reduction in tax
support, investments and consumer spending
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Why is it important to learn and understand leisure service
management principles and practices?, continued5. To increase our ability to compete
for the remaining tax dollars, investment dollars and consumer dollars
6. To obtain our personal and organizational goals and objectives
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What do we mean by a “Leisure Service Organization?” Public Organization
Private/Membership Organization Private/Non-Profit Organization Commercial/Entrepreneurial
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Goals of Leisure Service Organizations will vary accordingly to meet the
needs, desires and expectations of the
organization’s constituents and customers
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Types of Leisure Service Organizations
Service Organizations—Scouts, YMCA, YWCA
Economic Organizations—Spas, Resorts, Health Clubs, Bowling Centers
Religious Organizations—Church Camps, Church Recreation
Governmental Organizations—Local, State and Federal Parks
Social Organizations—Country Clubs, Tennis Associations
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Small Group Exercise
Define “Management” Define “Administration” What is the primary purpose/duty of
a manager? What is it that successful managers
do? What roles do managers play?
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Defining Management
Working with and through individuals, groups, and other resources to accomplish organizational goals and objectives
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Defining Management, continued
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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Successful Managers Are Able To:
1. Provide direction2. Make and implement decisions3. Identify trends4. Recognize problems5. Utilize opportunities6. Manage and Resolve conflict7. Audit poor performance8. Reward excellent performance9. Lead the organization to its goals
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Managerial Functions
The essence of management and managerial work is to make decisions and see that they are carried out!!!!
DECISION-MAKING INFLUENCING
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Available Resources
Human Resources Financial Resources Physical Resources Informational Resources
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Available Resources, continued
A manager must use human resources in the best interest of the organization, without creating dissatisfied employees and customers. The achievement of this dual goal is difficult to obtain—why? Different skills and abilities Different physical characteristics Different interests and aptitudes Different levels of aspiration and motivation
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In accomplishing his/her duties, a manager performs four (4) basic tasks—makes 4 types of decisions about
the organizational resources
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Types of Decisions
Planning Decisions Organizing Decisions Directing Decisions Controlling Decisions
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Planning Defined
A systematic process of reaching a desired state by establishing goals and formulating strategies to achieve them Operational Planning Strategic Planning
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Planning Decisions
Anticipates the future, sets goals and objectives and identifies the actions necessary for the organization to attain these goals and objectives
Determining where you want to go and how and when you’re going to get there
It involves specifying a target, a path or route to be followed and a time schedule for achieving that target
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Planning Decisions, continued
SETTING GOALS DETERMINING PATHS SCHEDULING
Effective managers set clear-cut plans, realistic time schedules and allow for contingencies
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Organizing Defined
The process of structuring and coordinating an organization’s resources to carry out the strategies formulated in the planning phase effectively and efficiently
Stated simply, determining what needs to be done and who is to do it
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Organizing Decisions
Develops a structure of interrelated tasks and allocates resources within this structure which leads to the achievement of the organization’s goals and objectives
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Organizing Decisions, continued
Organizing decisions involve two types Decisions made to set up the structure and design
of the organization (Formal Organizational Chart) Decisions made to assign resources
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Organizing Decisions, continued
Organizing decisions affecting structure and design include: Determining the number and type of departments Determining the number and type of management
levels The issue of accountability The issue of scope of responsibility
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Organizing Decisions, continued
Organizing decisions affecting the assignment of resources include: Job Descriptions Budgets
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Organizing Decisions, continued
DETERMINING STRUCTURE AND DESIGN
ALLOCATING RESOURCES
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Directing Defined
The process of directing and motivating all involved parties to help achieve the organization’s goals effectively and efficiently
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Directing Decisions
Provide encouragement and guidance of employee’s efforts toward attaining the organizational goals and objectives
Can also be called “staffing decisions” or “motivating decisions” or “leading decisions”
Involve personnel issues or human resource issues
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Directing Decisions, continued
Directing/Staffing/Motivating/Leading decisions include: Recruiting Selecting Hiring Wages and Salaries Training and Development Health and Retirement Benefits
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Directing Decisions, continued
LEADERSHIP STYLES COMMUNICATION MOTIVATION AND INCENTIVES COACHING AND COUNSELING
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Controlling Defined
The process of monitoring activities to ensure they are being accomplished as planned and of correcting any significant deviations
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Controlling Decisions
Evaluates the performance of an organization and its units to see whether the organization is progressing in the desired direction, and taking corrective action when and where necessary
Making sure what you want to happen does indeed happen!
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Controlling Decisions, continued
Effective managers control without being oppressive
Effective managers instill a spirit of self-control in subordinates so that the burden of preying managerial eyes does not rest heavily on the shoulders of the subordinates
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Controlling Decisions, continued
THE QUALITY AND QUANITY OF CONTROLLING DECISIONS DEPENDS A GREAT DEAL ON THE QUALITY OF PREVIOUSLY MADE PLANNING, ORGANIZING AND DIRECTING DECISIONS
The better the planning, organizing and directing, the better will be controlling!
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Controlling Decisions, continued
Ineffective managers obtain short-term compliance through control at the expense of long-term commitment, which can only be obtained by planning, organizing and directing!!!!!
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Controlling Decisions, continued
MONITORING AND FEEDBACK EVALUATION AND ADJUSTMENT CORRECTIVE DISCIPLINE PERFORMANCE APPRAISAL
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Managerial Skills Mix
Human Skills Conceptual Skills Technical Skills
It is generally agreed that there are three primary areas of skills, knowledge and ability that a manager must process in order to successfully carry out the process of management
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Human Skills
Ability and judgment in working with and through people, including an understanding of motivation and an application of effective leadership, in order to achieve the organizational goals and objectives
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Conceptual Skills
Ability to understand the complexities of the overall organization and where one’s own operation fits into the organization
Involves an understanding as to the manner in which each of the organization’s components fit together, in order to meet its goals and objectives
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Conceptual Skills, continued
Permits the manager to act according to the objectives of the total organization rather than only on the basis of the goals and objectives of one’s own immediate group
Further implies that the manager has an understanding of how his organization is affected by and relates to broader environmental factors
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Technical Skills
Ability to use knowledge, methods, techniques and equipment necessary for the performance of specific tasks acquired from experience, education and training
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Managerial Skills Mix, continued
According to a report by the American Management Association, the most important single skill of an executive is his or her ability to get along with people
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Quote From John D. Rockefeller
“I will pay more for the ability to deal with people than any other ability under the sun”!!!!!
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Managerial Skills Mix Matrix
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Management Is:
FUNCTIONS Decision-Making Influence
SKILLS Human Conceptual Technical
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Management Is:, continued
RESOURCES Human Financial Physical Informational
DECISION-MAKING Planning Organizing Directing Controlling
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The Management Process
Inputs Throughputs OutputsResources Decision-making GoalsHuman Planning ProfitsFinancial Organizing EfficiencyPhysical Directing Satisfied Clients
Informational Controlling Products/Service
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Managerial Skills Mix Exercise
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Management Decision-Making Exercise