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30 Cards in this Set
- Front
- Back
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Recognize each Era for the Actions and People |
Pre-scientific (1800-1880) First time studied = management as a skill No environmental concern (natural or work) Industrial Rev. = larger firms rather than owner-managed Wharton School of Finance in Pennsylvania Classical Era (1880-1930) Main theories of management developed Fayol – Division of manager’s role: Planning, organizing, commanding, coordinating, and controlling Book notes “This theory first gave rise to the traditional forms of management still in practice today” Taylor - Attempts to “standardize” work behavior “The science of each man’s work” = efficiency tools (assembly lines, quotas) Behavioral Era (1930-1960) Beyond standardization = Human Factors Supervision, conditions, worker selection Classical era was a complete focus on efficiency at all costs Hawthorne - Western Electric Lighting Study Maslow’s Needs Hierarchy Modern Era (1960-1990) Theories X, Y ,and Z (dislike, like, or combo) Situational Managers = dynamic atmosphere Open Systems and Dynamic interaction “One does not manage people, one leads them” Emerging Era (1990-2001) Managers must have hard and soft skills Ended with attack on World Trade TowersC%A |
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Maslows Hierarchy of Needs |
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.Maslow subsequently extended the idea to include his observations of humans' innate curiosity. 5 stages: top-down Self-Actualization Esteem Needs Belongingness Safety needs Physiological needs |
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Constitutional Law |
} HR Laws (EEO) } Participant Rights } Freedom of Speech and Religion } Right to Assemble } Police Power } Intern supervisor says “Your call”! ◦ Hire someone specifically because of theirgender. ◦ Nativity scene on Convention and VisitorBureau lawn. ◦ Provision of adaptive equipment oneco-tour. |
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Statutory Law |
} Policy Passed by States } Ordinance Passed by City } Building Codes and Sanitation } Permits or License } Examples: ◦ Land use statutes for OR guide ◦ Zoning for kayak business ◦ Permits to sell alcohol at fundraiser |
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Common Law |
} Nota set of stand alone laws, but is the interpretation of the law. } CaseOpinions } SocialPhilosophy (¿Que Pasa Aqui?)} Examples ◦ Waivers ◦ AAstqwل |
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Executive Policies |
} President’s Orders } Mayor’s Orders } Agency Regulations ◦ Camping/Fishing Regulations ◦ “When powers are given to an agency theymust then determine how and what needs to be done.” ◦ Example ◦ BLM ◦ Hotel Tax ◦ Climbing Permits ◦ And crabbing from a kayak…oy. |
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Operational Policies |
} Operational Rules and Regulations ◦ Control Behavior ◦ Participation in Services ◦ Examples: ◦ Cell Phones ◦ Loitering |
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Professional Standards |
} Desirable practices of the profession orindustry (American National Standards Institute) } No Force of Law } Uhmmmm….however ◦ Legal Impact TAC Risk Management Audits Requirements for equipment and design } “It behooves every manager to be aware ofprofessional and industry standards and to follow them… |
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Formal Agencies |
Formal: arrangement of parts that have prescribed relationships to each other in a structured chain of command. |
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Informal Agencies |
Informal: set of operating procedures and relationships through which planning, decision-making, and other forms of teamwork take place. We must consider formal reporting relationships, lines of authority, degrees of specialization, and grouping. Weaknesses: informal agencies tend to have confusion, inefficiency, and more responsibility. Formal agencies tend to encourage order, predictability, and stable relationships. Strengths: Does not constrict agencies ability to respond promptly and creatively to sudden challenges and opportunities. Bureaucratic resistance: high level officials are likely to develop strategies designed to protect their power and affirm their independence. |
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For-Profit |
Sole proprietorship ¡ Ownermaintains the title to the assets and is personally financially responsible,generally without limitation Major shift to LLC ¡ “Limited”liability ¡ TaxStructure ¡ Ease Partnership ¡ GeneralPartnership ¡ Limitedpartnership - Liability restricted to capital invested One must remain the general partner Can’t have name appear Can’t participate in management If any one is violated, ALL partnersforfeit their limited liability Corporation – An artificial being existingonly in contemplation of the law? WTH ¡ File withthe secretary of state: Name, purpose, jurisdiction, rules, stock, and capital |
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Non-Profit |
501(c)3 - whereby a nonprofit organization is exempt from federal income tax if its activities have the following purposes: charitable, religious, educational, scientific, literary, testing for public safety, fostering amateur sports Meet a need or promote a special concern
Generally tax free income Profits must go back into the nonprofit |
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Public |
Funds raised through taxes ¡ Income ¡ Sales ¡ Property ÷ REET Real Estate Excise Tax ÷ Impact fees ¡ RET Recreation Excise Tax |
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Good Manager |
• Buildsculture • HOME • Letspeople make mistakes • Honesty • And thenew buzzword, transparency • All workand no play make Jack and Jane dull people • Patienceand Teaching • Evaluation= DevelopmentTop 10 results – Based on Recent Survey • Self-motivation • Customerservice • Integrityand trustworthiness…yes, ETHICS! • Being ateam player • Conflict-resolutionabilities • Knowledgeof the industry • Dependability • Abilityto remain calm • Optimisticattitude • and (duh)leadership skills |
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Bad Manager |
Failure to communicate Vague expectations and goals Use disciplinary measures inappropriately when simple, positive communication would correct the problem Bad bosses ignore employees until there is a problem, then pounce They intimidate people and bully staff They allow other employees to bully employees Take credit for the successes and positive accomplishments of employees They are equally as quick to blame employees when something goes wrong Will not accept constructive feedback and suggestions for improvement The bad boss can't deal with disagreement from employees who have their own opinions about work related issues Lacks integrity, breaks promises, and is dishonest Does not have the courage to deal with a difficult situation despite knowing that it is the right thing to do |
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HOME |
H-History Past Core Values Elaborate on History O-Oneness A) Role Models B) Positive Norms M-Membership Creating Belonging-ness Job Security Training & development E- Exchange Participating in decision making Member Contact
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Vertical Organization |
Vertical organization: basic hierarchy of power, or chain of command |
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Horizontal Organization |
Horizontal organization: horizontal division places separate departments side-by-side identifying each according to one of two factors - function or products and services. |
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Line Position Staff Position |
L: Direct Responsibility S: Support |
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Strategic Planning |
Management tool used to help with organization to focus energy and adjust an organizations direction in response to a changing environment. |
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Steps to Conduct a Strategic Plan |
Vision: Fundamentally speaking why are you here? Mission: Guiding principle that you refer back to Goals: More concrete statements about what you intend to accomplish SWOT: Strengths, Weaknesses, Opportunities, Threats-Analyze where you are, where you want to be, and what will help or hinder your ability to get there. Action Plan: Written document with task at hand Review |
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Legal duties and roles of a supervisor? |
Ensuring that policies, rules, and regulations are followed. 3 Legal Duties Relationships: of the participants to the agency Voluntary:Assume the Duty to Supervise Law:Regulations and Laws in place |
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Personal Supervision |
1) recruit, interview, hire 2) decisions aligned with mission 3) Set goals 4) Building relationships 5) Observe and Document 6)Plan and facilitate meetings 7)Plans ongoing training 8)Investigation and action grievances 9)I and A Problems and Conflict 10)I and A Discipline and Discharge |
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Fee simple and Less than fee simple |
Fee Simple:Owner has complete control of property Less than Fee simple: Based on a contract |
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Different Modes of property Acqusition |
Purchase Gift Dedication Exchange Eminent Domain -gov taking property then giving you some compensation Easements -Use someone else's land Use Permits Joint Use |
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Programmatic Analysis |
Include 3 aspects General Community Overview Community support Transportation Market Analysis Potential types of visitors Admin Feasibility How does the project fit into the structure and policies. |
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Physical Site Analysis |
5 Types of Data Ecological Characteristics Natural Features Cultural Impacts Legal Environment Infrastructure |
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Financial Analysis |
Is project financially feasible |
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Site Master Plan |
Areas of activity Circulation patterns Planting of vegetation Gradient of land Utility plans Cost estimates Names of facilitators History of site |
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Natural Resource Management Plan |
Natural and cultural resources Provides for interests of facilitators Provides for environmental practices Quality experiences in natural/artificialenvironments Goals Planning concepts |
