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55 Cards in this Set

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Keys to Successful Collaborations

1. Process


2. Thoughts, ideas, feelings


3. sharing


4. understandable by both parties




Clear communication, both verbal and non verbal

Non-Verbal Communication

-intentional and unintentional messages


-Not written, spoken, or sounded




More than 50% of messages


These get the most attention



What do we need to know to interpret?

-Frame of reference


-Specific situations


-Cultural background


-Technical


-Formal


- Informal

Different Cultural Backgrounds and their rules

Technical- rules are well known


Formal- rules are known, but the reasons behind them are not (traditions, rituals)


Informal- Unconsciously learned

Types of nonverbal communication and effects on business communication-

Facial expression and eye contact


-most meaningful


-eye contact is most expressive


-interest, attentiveness


-desire to participate


- Flow of communication


Clothing- Not clear cut anymore, always lean towards more conservative if you are unsure

Distance/Personal Space

1. Intimate (touching to 18")


2. Personal (18" to 4')


3. Social (4' to 12')


4. Public (12' to further)



Physical Environment

-Reveals characteristics of owner of territory


-attractiveness


-color


-lighting


-roomsize


-odor



Timing-

Punctuality


-culturally dependent


-situationally dependent




Informal vs formal

Attending skills

Giving Physical attention


-posture of involvement


-appropriate body motion


-eye contact


-non-distracting

Following Skills

Stay out of the way of the speaker so the listener can discover how speaker views the situation


-door openers


-minimal encourages


-infrequent questions


-attentive silence

Reflecting skills

Listener relates the feeling of the speaker


-paraphrasing


-reflecting feelings


-reflecting meanings


-summative reflections

Contracting:

-want to provide something I dont have the skills for (maintenance, security)



Outsourcing:

instead you contract out to get my service to other places (franchise)



Collaborations:

-Connections


-They work together


-Less org commitment


-decision making w/ individual org

Alliances:

Joint programming


-mutual web of interests

Partnerships

Often two become one


Mergers, completely new company


structural changes



Preliminary Engineering

Cost to prepare the construction documents



Construction administration

Costs of engineering, inspection, admin oversight



Critical Incident:

Sudden, traumatic event that is overwhelming, emotionally charged, and often dangerous.

How do we know we have a critical incident?

-duration


-frequency


-magnitude



How do we respond to a critical incident?

who is in charge?


Who needs attention?



Physical Signs:

Sweating, dizzy pale face, heart rate




Long term- fatigue, hair loss

Behavioral Signs:

Appetite changes, withdrawl from others, crying

long term- inability to focus, argumentative





Emotional Signs:

shock, anger, depression




Long term-withdrawal

Cognitive signs-

Confused thinking, disorientation




Long term- Memory loss



Post-incident concerns

Possible employee responses needs



Visitors?




Allow to react ask questions encourage towards council

Critical incident stress debriefing (CISD)

you find a professional whose services you can call for quickly




1. give support by professional


2.provide outlet for emotions


3. restore coping skills


4. help employees regain sense of control

PTSD:

diagnosis determined by DSM


(diagnostic and statistical manual of mental disorder)

What is Fiscal Management?

Managing financial resources- (budgets, expenses)


Control- making policies and procedures for different events


Planning- long and short term achievements


Allocation- how resources are distributed throughout the agency


Recording- all financial transactions


Evaluating- looking over what you're doing and how it's working


Importation- gathering information about inventory, pay amounts


Consistency- financial policy and systems should remain the same throughout the organization


Accountability- telling stakeholders (transparency)


Adaptability- Must be able to change if current methods aren't working

Profit vs. Non-Profit Financial Differences

Sources of revenue- NP=donations,grants FP=Fees and charges


NP work towards mission rather than self-benefit


NP cant just have internal funding


NP- have accountability to society at large (FP accountable to investors)

Profit vs. Non-Profit Financial Similarities

Regulated by state and federal laws


Must stay financially stable/viable


Both may charge fees for services


Both could offer the same services


Both have limited resources

P&R Revenue Sources

-Donations


-Fees& other charges


-Grants


-Taxes


-Bond


-Investments


-Fundraisers


-Sales


-Equipment sales


-Partnership outcomes

What is a budget?

A statement.


Allows organization to plan for how to control and limit spending. Goes over a specific amount of time.


Predicts resources spending and acquisition


Estimates revenues and expenses.


Shows how we want money to be spent.

Line-Item Budget

-Broad perspective of revenues, not a lot of details


-Uniform and easy to set-up


-Each element has a line

Program Budget

-Emphasizes outcomes rather than costs


-Every program is independently analyzed and evaluated


-Promotes creativity

Performance Budget

based on activities of the organization and programs


-who is performing the best



Zero-based Budget

-Starts from zero each year


-no decisions made on previous programs/acitivities

4 Basic Budget activities:

1. Budget message- description of new programs being offered


2. Budget summary- one page summary of major categories in the budget


3. Budget Narrative- describes the activity, why hourly vs salaried, specific program revenues expected


4. Budget detail- actual $ amounts proposed for programs and services

Cost Benefit Analysis

What is it? -looks at financial efficiency of organization and or specific programs and activities




How is it useful to managers? Prioritization, promotion, evaluation, program comparison, adaptation

How is the conversation in recreation changing?

From what do you do? To what kind of impact do we have?

NRPA driven pillars

Conversation


Health and wellness


Social equity

What are some trending issues?

Bullying, globalization, technology, crowdfunding, partnerships, evidence-based practice, conservation.

Proragis

National database for data to assist in efficient management

How much verbal communication is ignored or misunderstood?


75%

Two systems support rec management with data

MIS management information systems


DSS decision support system

Real property tax

House and land fall into this category

Personal property tax

Tangible-cars, jewelry, equipment


Intangible-accounts, stocks, bonds

Sources of revenues fkr recreation organization

Fees/charges, bonds, grants, donations, investments

Market segmentation

Dividibg a total market into groupings consisting of people who have relatively sinilar needs

Reciprocal public

Public interested in the agency, with the agency interested

Sought public

Group from which the agency is interested in gaining support, but is not necessarily interested in the agency.

Unwelcome public

Individuals who are interested in the agency, but the agency is not interested in them.

3 types of problems

Opportunities, crisis, routine

4 functions that facilitate dialogue and decision making

1. Recognition that opportunity exists


2. Collection of information


3. Generation of alternatives


4. Communication of findings

3 criteria for market segmentation

Size


Measurability


Accessibility