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Management and Marketing > Midterm > Flashcards

Midterm Flashcards

1
Q

what is the public sector

A

government

concerned with community welfare, improving quality of life, service to the public, enriched community life, wide use of leisure, protection and conservation of the environment,

assumed by convention; leisure and recreation are basic rights and freedoms of all Canadians

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2
Q

what is the federal government (sector)

A

has power to make laws for peace, order and good government of Canada except for subjects assigned exclusively to legislatures of the provinces

the federal government receives its authority by convention and has a mandate to promote health and well-being through recreation and sport

most representation from national sport and recreation associations

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3
Q

what are direct leisure services

A

Canadian heritage
innovation science and economic (destination Canada)
environment climate change Canada (parks Canada)

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4
Q

what is the provincial and territorial government (not tested)

A

possible leisure and recreation mandates

  • to promote health and well-being through recreation
  • to promote preservation, protection and enjoyment of natural resources
  • to preserve cultural heritage
  • to promote citizenship
  • to stimulate economic development through the leisure industry
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5
Q

who are the main clients of the provincial and territorial government

A

municipalities

provincial sport and recreation services

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6
Q

what is the municipal government

A

the mandate for involvement in leisure and recreation usually consists of the following

  • to encourage the development of recreation programs and facilities
  • to act as a catalyst for recreation development in the community
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7
Q

who are the main clients of the municipal sector

A

general public
local sport/recreation
local special interest groups

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8
Q

what do the municipal governments do

A

public leisure services
commissions, boards, civic department
promotion and facilitation of recreation, parks, sport and culture
enabling legislation
provide community facilities programs leadership

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9
Q

the public sector ownership

A

government

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10
Q

the public sector mandate

A

serve social welfare needs

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11
Q

the public sector financial base

A

tax revenues donations earned income

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12
Q

the public sector main customers

A

general public

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13
Q

the public sector success indicators

A

social change

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14
Q

the public sector challenges

A

public scrutiny and accountability changing political

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15
Q

the commercial sector is also called the

A

private

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16
Q

commercial recreation

A

refers to the provision of leisure and recreation services at a cost with the ultimate intent to make a profit

a business oriented approach used to offer leisure and recreation products and services to society

recreation for which the consumer pays for which the supplier expects to make a profit

is based on the willingness of the consumer to pay a price for a service

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17
Q

trends in the commercial sector

A

international national regional and local economic conditions affect the ability of people to spend for recreation and leisure

demographic changes underline significant changes in the market

energy available affects all forms of commercial recreation

foreign policy, war and terrorist activity alter tourist choices of destinations

new technology continually improves travel and recreation and entirely new concepts and or products emerge

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18
Q

potential positive impacts of the commercial sector

A

increase in employment opportunities

stimulation of local economies through increased commerce

attraction of outside capital for existing businesses

increased property values and increased recreation opportunities for local residents

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19
Q

potential negative impacts of the commercial sector

A

many types of commercial recreation have high failure rates and or short life cycles resulting in unemployment and decreased economic contribution to local communities

crime may increase (tourists=easy prey)

increased land values can backfire on young residents wishing to buy property for the first time

natural resources can be overused to the point of ruining the attraction

local culture in rural or remote areas can be harmed

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20
Q

commercial sector ownership

A

private corperation

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21
Q

commercial sector mandate

A

realize max ROI via service to most profits

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22
Q

commercial sector financial base

A

investors, creditors, earned income

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23
Q

commercial sector main customers

A

specific market groups, general public

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24
Q

commercial sector success indicators

A

profitability, growth, ROI

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25
Q

commercial sector challenges

A

developing and maintaining skills

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26
Q

what is the voluntary sector

A

lack of terminology; variety of names

in Canada we use voluntary more often

nature of the voluntary sector focuses on five key features

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27
Q

what are the five key features of the voluntary sector

A

organized

private

not-profit distributing; money back into the organization

self governing; decision made within

voluntary; boards, directors are not paid

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28
Q

voluntary sector ownership

A

private

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29
Q

voluntary sector mandate

A

serve specific social welfare needs or leisure interests

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30
Q

voluntary sector financial base

A

grants, memberships, donations, fundraising, earned income

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31
Q

voluntary sectors main customers

A

select populations local communities general public

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32
Q

voluntary sector success indicators

A

social change financial viability

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33
Q

voluntary sector challenges

A

relative uncertainty, reliance on volunteers, inconsistent

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34
Q

what is management

A

the process of coordinating and integrating resources in order to effectively and efficiently achieve organizational goals and objectives

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35
Q

what are the 4 management theories

A

classical era
behavioural era
human relations ear
modern era

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36
Q

dates of the classical era

A

1880-1930

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37
Q

what was the main points of the classical era

A

prompted by the industrial revolution

made management a scientific discipline of study

focus on efficient and effective functions; workers treated like machines

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38
Q

which era made management a scientific discipline of study

A

classical era

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39
Q

what was the classical eras focus

A

focus on efficient and effective functions

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40
Q

what were the two approaches of the classical ear

A

scientific management (Taylor, Gillbreth)

general administrative practices (Fayol, Weber)

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41
Q

what was Taylors version of scientific management

A

the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency; assembly lines

movement directed toward improving work techniques and ultimately worker efficiency

dehumanized the worker and made work self specialized

no motivation, treated like machines, no emotion

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42
Q

what does Taylor scientific management provide us with

A

a historical and perspectival idea of leisure management processes; still used like the assembly lines at McDonalds

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43
Q

what was frank and Lillian Gilbreths scientific management

A

refined taylors analysis of work movements

studied work environments

attempted to minimize waste movements in a process so that labour costs could be reduced

used film study to see how work was done and to modify it to be more efficient

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44
Q

what was Fayol general administrative approach

A

the study of how to create an organizational structure that leads to high efficiency and effectiveness

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45
Q

what did Fayol identify in the general administrative approach

A

functions of managers

planning 
organizing
commanding 
coordinating 
controlling
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46
Q

what was webers general administrative approach

A

how to create an organizational structure that leads to high efficiency and effectiveness

organizations could measure performance against a standard; performance to awards

bureaucratic principle

remains the bed rock of modern public leisure services; top down layer of management

ensures organization and standardization

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47
Q

what are the characteristics of webers approach

A 
division of work 
centralized authority 
rules
rational personal policies
records
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48
Q

behavioural era time frame

A

1930-1940

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49
Q

what was the behavioural era influenced by

A

the depression and by the introduction of labour relations legislation

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50
Q

what did the behavioural era focus on

A

how managers should behave in order to motivate employees and encourage them to perform

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51
Q

who contributed to the behavioural era

A

Elton Mayo

Follett

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52
Q

what was Mayos behavioural era approach

A

workers can be motivated by non-financial aspects of the work environment

work situation can be viewed in behavioural terms in that the rate of the manager is to create satisfactory interpersonal relationships

acknowledgement from managers increased productivity far better then financial incentives

people worked harder if they felt managers cared about them

work norms drove productivity by establishing a fair days work

the informal organization affected productivity and made boring work more tolerable

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53
Q

what was Folletts behavioural era approach

A

an organization is a group of people not just a means of production

managers should lead workers rather then rely on the authority of their postitions

workers need to be given greater responsibility and managers should be trained in management

virtually ignored views at the time, yet today they are the basis of contemporary management thinking

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54
Q

when was the human relations era

A

1950-1980

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55
Q

what is the human relations era

A

influenced by growing workplace diversity the civil rights movement, soaring stock markets and the growth of computing

a people centered approach to management

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56
Q

who are the key contributors of the human relations era

A

maslow
McGregor
Herzberg
systems theory management

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57
Q

what is the human relations McGregor theory X approach

A

negative view of people

people dislike work
people avoid responsibility
need to be supervised
need to be controlled to get them to perform

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58
Q

what is the human relations McGregor theory Y approach

A

positive view of people

work can be enjoyed
people accept and seek responsibility
people can be self-directed
people wants rewards that satisfy self-actualization

59
Q

when is the modern era

A

1980-now

60
Q

what is the modern era

A

combines the three previous eras while continuing to evolve with current research and practices

focus is to help managers improve the way they use an organizations resources and compete successfully in the global environment; focus on quality and best practices

TQM- W Edwards Deming

61
Q

what is the modern era shift to now

A

geared towards giving quantitative information using scientific methods that can be used in management decision making (some call it the management science theory)

used for; quantitative management, operations management, total quality management, management information systems

we see a shift today where knowledge and experience of individuals is valued over their formal positions within an organization

emphasis on innovation, change management and pursuing excellence in service quality

technology changes mean that marketings role will increase and evolve

62
Q

what happened in management leisure services in 1850-1920

A

projects aimed at increasing welfare of individuals

classical era

63
Q

what happened in management leisure services in 1930-1950

A

programs expanded at federal provincial and local levels

behavioural era

64
Q

what happened in management leisure services in 1960-1970

A

management needs skills in visionary thinking leadership marketing to guide delivery services
(human relations era)

65
Q

what happened in management leisure services in 1980-1990

A

increased emphasis on providing high quality customer focused leisure services (outsourcing)
(modern era)

66
Q

what happening in management leisure services in 2000-present

A

increased emphasis on innovation collaboration and marketing (modern era)

67
Q

what is management

A

process of coordinating and integrating resources in order to effectively and efficiently achieve organizational goals and objectives through the functions of planning organizing leading and controlling
leading is part of a managers job

68
Q

what are managers

A

individuals who have the responsibility and authority for providing direction to the organization while moving it towards its goals/objectives
a managers competencies (including skills knowledge characteristics and abilities) to move the organization forward will reflect in the growth of the organization

69
Q

what are the levels of management

A 
top managers (CEO president general management) 
middle managers (sales manager, sports coordinator, director) 
frontline managers (instructors, activity leaders, day camp leaders)
70
Q

what are the primary functions of management

A

planning
organizing
leading
controlling

71
Q

what is leadership

A

a process of interpersonal influence over others that is aimed at achieving organizational goals objectives and strategies

it is about getting extraordinary things done with groups of individuals

may involve listening persuading suggesting doing and exerting influence on others

72
Q

what is a leader

A

an individual who guides directs and influences the attitudes and behaviour of others

leaders inspire confidence win hearts and minds of the team and bring out the best in people

73
Q

what are the four most important characteristics of a leader

A

honest
forward-looking
inspiring
competent

74
Q

what are some leadership theories

A

trait theory
behavioural theory
contingency and situational theory
modern approaches

75
Q

what is the trait theory

A

people are born to be good leaders
- physical traits
- interpersonal traits
research has discredited this theory over time

76
Q

what is the behavioural theory of leadership

A

focus on what leaders do (how a leader acts)
leadership is learned not genetic
focus on task and process behaviours

77
Q

what is the contingency and situational theory of leadership

A

types of techniques; different situations require different leadership
these theories account for the leader the follower and the situation

78
Q

what is the contingency theory of leadership

A

try to define the situation and followers and examine leadership styles that can be efficiently used

79
Q

what is the situational theory of leadership

A

different situations require different leadership

80
Q

what are the four modern leadership approaches

A

charismatic leadership
transactional leadership
transformational leadership
Kouzes and Posners leadership

81
Q

what are the three basic styles of leadership

A

laissez-faire
authoritarian (autocratic)
participative (democratic)

82
Q

what is the laissez-faire leadership style

A

lack of control, structure or follow up; leader gives group complete control in decision making

83
Q

what is the authoritarian leadership style

A

no attempt is made to involve individuals in decision making process

84
Q

what is the participative leadership style

A

leader is responsive to opinions ideas suggestions of group; leader has final say to make decision

85
Q

what are recreation leadership types

A

direct or face to face
supervisory
managerial
civic or community

86
Q

what are the differences between leadership and management

A

manage things - physical assets, processes, systems
lead people- employees, customers, external partners

managers more concerned with efficiency (minimize waste, doing right); get what needs to be done; seel stability; appointed; command

leaders more concerned with effectiveness (achieving goals, doing right); want to do the job; agents of change; earn their place; motivate and communicate

87
Q

what is organizational structure

A

the typically hierarchical arrangement of lines of authority community communication and duties of an organization

determines how interrelated components of an agency are assigned controlled and coordinated in order to function

88
Q

what is the formal organizational structure

A

organizational structure defines how job tasks are formally divided grouped and coordinated

89
Q

what is the informal organizational structure

A

organizational structure is represented by the culture of an organization

90
Q

what is the organizing process

A

reflect on plans and objectives
determine major tasks or functions
divide major tasks into sub-tasks
allocate resources to the various sub-task

91
Q

what is organizational design

A

organizational design is how the 6 different elements are arranged and incorporated

92
Q

what are the four main designs to consider

A

simple design
bureaucratic design
team-based design
matrix design

93
Q

what is the bureaucratic design chart

A

works well with standardized tasks; very functional
very common in public leisure services
reduces decision making

94
Q

organizational structure in the future

A

leisure service organizations will have to be highly flexible innovative agile responsive to change

there will be less distinction between those who manage and those who deliver the service

the emphasis will be in shared decision making collaborative thinking and joint conflict resolution

95
Q

what is the informal organizational culture

A

the informal set of values norms and beliefs that control the way people and groups in an organization interact with each other and with people outside the organization

96
Q

what does the informal organizational culture matter

A

plays important role in whether employees experience job satisfaction
influences the actions of organizational members
important for morale and productivity
provides history
sets boundaries for appropriate behaviour

97
Q

where does the informal organizational culture come from

A

founding myth
experience with external environment
shared experiences

98
Q

what is the informal organizational culture communicating culture

A

formally communicated
- leaders, symbols, vision, ideals, norms, for behaviour, memos, dress code, rewards

informally communicated
- stories, rumors, customs, rituals, jokes, role models, peers, office layout,

99
Q

What is Human Resource management

A

A process that helps to determine how both individual and organizational needs can be managed in a system that is clear, unambiguous, fair and legal

100
Q

What is the purpose of HR management

A

Attract retain motivate and develop employees to achieve the organizations goals

101
Q

What are the personal process of HR management

A

Develop the job description (Attract)

Create the job announcement (attract)

Candidate recruitment (attract)

Candidate selection (retain & motivate)

Orientation and training (develop)

Performance appraisal (motivate & develop)

102
Q

What is informal performance appraisal

A

Includes staff meetings to discuss progress pats on the back, constructive criticism, short written notes and emails in a job well done or performance that missed the mark

103
Q

What is formal performance review

A

Less frequent and relies more on objective measures of performance such as a sales target, dollars raised, new members signed up (more subjective measures are use when objective indicators are not available)

104
Q

What are the millennial generation workplace priorities

A

Most likely to want a job that offers quick advancement congenial coworkers and fun

105
Q

What are the gen X generation workplace priorities

A

Put the most value on balance between hours at work and their personal lives

106
Q

What are baby boomers workplace priorities

A

Most likely to say they want to continue to grow and use their skills on the job and get clear information from management on what’s expected from them

107
Q

What are mature workplace priorities

A

More concerned with advancement then Gen X and baby boomers

108
Q

What are challenges facing HR departments

A 
Increase employee turnover
Doing more with fewer people
Employee boredom
Lack of communication between managers and employees 
Use of personal devices 
Financial compensation inconsistencies 
Demographic changes
Culturally diverse
109
Q

What are volunteers

A

Individuals who partake in an organization or event without salary or pay

110
Q

Why volunteer

A

Utilitarian reasons

Affective reasons

Normative reasons

111
Q

What are utilitarian reasons

A

To enhance human capital in terms of skills, knowledge and experience

112
Q

What are affective reasons to volunteer

A

To satisfy needs for friendship, fellowship status

113
Q

What are normative reasons to volunteer

A

The need to do something good for others

114
Q

What are some of the motivations to volunteer

A 
To make a contribution to the community 
To use skills and experiences 
Personally affective by the cause the organization supports 
Improve sense of well being or health
to explore ones own strengths 
To network with others
Because friends volunteer 
Support a cause
Family members 
Improve job opportunities 
To fulfill religious obligations or beliefs
115
Q

Who volunteers

A

12.7 million Canadians or 44% of those 15+ years volunteered

Sask has highest number of volunteers, Manitoba is behind and Quebec is last

Total 2 billion hours or full time equivalent of 1million jobs

Social services, sports, recreation, religious, education, housing, arts, health

Older more education and richer employeed have children

116
Q

Why do Canadians not volunteer

A

Lack of time

Long term commitment

Prefer to donate instead

No one asked

Dissatisfied with previous experience

117
Q

What are trends in volunteerism

A

Volunteering is in decline overall

Virtual volunteering

Family volunteering

Episodic volunteering

Micro-volunteering

118
Q

What are pros and cons of using volunteers

A

Skills, community pride, valuable input, cost savings

Training needs/costs hard to release, may have ulterior motives

119
Q

Managing volunteers

A

Challenge is to manage our volunteers well

Individuals responsible for volunteers must have the skills experience and support to do the job well

Many organizations have paid staff to manage volunteers; in some organizations the role is filled by a volunteer

The person designated to manage the volunteer program is responsible for an essential element of the organizations HR

120
Q

What is the volunteer management planning process

A

Planning

Recruitment

Supervision

Orientation & training

Retention/recognition/succession

Evaluation

121
Q

What are 10 common pitfalls in volunteer management how to avoid them

A

Underestimating volunteers

Undervaluing volunteers

Under-preparing for volunteers

Not setting sufficient boundaries for volunteers

Letting situations slide

Keeping insufficient records

Losing professional perspective

Seeing volunteers through rose coloured glasses

Skimping on volunteer recognition

Thinking that volunteers are easily replaceable

122
Q

What is financial management

A

The process of planning, acquiring and using funds to achieve predetermined organization goals and objectives

123
Q

Basic economic principles :

Revenue

A

Money coming in

124
Q

Basic economic principles :

Expenditures

A

Money going out

125
Q

Basic economic principles:

Supply

Demand

A

Quantity of services you have available

Number of services wanted or needed

126
Q

Basic economic principles:

In elastic demand

Elastic demand

A

Not going to move. People paying for your services no matter what it costs (gas)

Change in price the demand will change
Increase price=decrease demand
Or
Decrease price = increase demand

127
Q

Funding sources:

Public sector

A

Government based

Base financial source is tax

May also charge fees and receive gratuitous income from private sources

128
Q

Funding sources :

Commercial sector

A

No taxation revenue. Profit motivated

Financial resources come from fees charged, selling goods and services and other types of investments

No mandate to prop up socially beneficial but financially ineffective programs/services

129
Q

Funding sources :

Voluntary sector

A

Financial resources come from membership fees fundraising projects donations grants user fees

Rely extensively on volunteers which keep costs down

Public sympathy and affection are advantages; helpful for fundraising and volunteer recruitment

130
Q

What are 5 sources of revenue

A

Compulsory income (tax)

Gratuitous income (grants)

Earned income (fees/charges)

Investment income (invest)

Contractual income (agreements with 3rd parties)

131
Q

What are types of compulsory income

A

Property taxes

Income taxes

Sales taxes

Excise (special) taxes

132
Q

Majority of income for operating expenses at the local level of government comes from

A

Property taxes

133
Q

What are property taxes

A

In general business property tax rates tend to be higher then those for residential properties

Property taxes normally account for 35-50% of many leisure service organizations operating budgets

Property taxes are a function of 2 numbers
- assessed value of a property X local tax rate

134
Q

What are income taxes

A

Largest revenue source for federal and provincial governments

As your gross income rises you pay an increasing amount and percentages of income as income tax

Most income tav funds applied to leisure services are in form of provincial or federal transfer payments to local governments so their impact is not very visible

135
Q

What are sales tax

A

Sales tax is paid on almost everything we buy

Usually unprepared food and medicine are excluded

In Canada these taxes are collected by federal and provincial governments

Local (municipal) governments do not normally collect sales taxes directly in Canada

136
Q

What are excise (special) taxes

A

Hotel/motel/bed/head tax

Can be beneficial to the community

137
Q

What is gratuitous income

A

Money an agency does not have to pay back

Income earned from fundraising, grants, sponsorships, individual donations, bequests from wills, life insurance

138
Q

What is earned income (fees and charges)

A

Entrance (admission) fees

Rental fees

User (program) fees

Sales revenues

License and permit fees

Special service fees

139
Q

What are entrance fees

A

Charged to enter a park zoo garden building or other developed recreation area; may have other facilities, activities performances, exhibits for which fees are also charged

140
Q

What are rental fees

A

For use of tangible property

Canoe rental, meeting room

141
Q

What are user (program) fees

A

For use of a facility, participation in a program or use of a service

142
Q

What are sales revenues

A

Revenue obtained from operation of stores, concessions, restaurants, sale of merchandise

143
Q

What are license and permit fees

A

Revenue from permission to perform an action (fishing)

144
Q

What are special service fees

A

For other situations

Reservation, booking privilege, fee for concert tickets

Management and Marketing (2 decks)

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