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55 Cards in this Set
- Front
- Back
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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 |
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Non-Verbal Communication |
-intentional and unintentional messages -Not written, spoken, or sounded More than 50% of messages These get the most attention |
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What do we need to know to interpret? |
-Frame of reference -Specific situations -Cultural background -Technical -Formal - Informal |
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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 |
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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 |
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Distance/Personal Space |
1. Intimate (touching to 18") 2. Personal (18" to 4') 3. Social (4' to 12') 4. Public (12' to further) |
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Physical Environment |
-Reveals characteristics of owner of territory -attractiveness -color -lighting -roomsize -odor |
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Timing- |
Punctuality -culturally dependent -situationally dependent Informal vs formal |
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Attending skills |
Giving Physical attention -posture of involvement -appropriate body motion -eye contact -non-distracting |
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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 |
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Reflecting skills |
Listener relates the feeling of the speaker -paraphrasing -reflecting feelings -reflecting meanings -summative reflections |
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Contracting: |
-want to provide something I dont have the skills for (maintenance, security) |
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Outsourcing: |
instead you contract out to get my service to other places (franchise) |
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Collaborations: |
-Connections -They work together -Less org commitment -decision making w/ individual org |
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Alliances: |
Joint programming -mutual web of interests |
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Partnerships |
Often two become one Mergers, completely new company structural changes |
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Preliminary Engineering |
Cost to prepare the construction documents |
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Construction administration |
Costs of engineering, inspection, admin oversight |
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Critical Incident: |
Sudden, traumatic event that is overwhelming, emotionally charged, and often dangerous. |
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How do we know we have a critical incident? |
-duration -frequency -magnitude |
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How do we respond to a critical incident? |
who is in charge? Who needs attention? |
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Physical Signs: |
Sweating, dizzy pale face, heart rate Long term- fatigue, hair loss |
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Behavioral Signs: |
Appetite changes, withdrawl from others, crying
long term- inability to focus, argumentative |
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Emotional Signs: |
shock, anger, depression Long term-withdrawal |
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Cognitive signs- |
Confused thinking, disorientation Long term- Memory loss |
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Post-incident concerns |
Possible employee responses needs
Visitors? Allow to react ask questions encourage towards council |
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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 |
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PTSD: |
diagnosis determined by DSM (diagnostic and statistical manual of mental disorder) |
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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 |
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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) |
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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 |
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P&R Revenue Sources |
-Donations -Fees& other charges -Grants -Taxes -Bond -Investments -Fundraisers -Sales -Equipment sales -Partnership outcomes |
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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. |
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Line-Item Budget |
-Broad perspective of revenues, not a lot of details -Uniform and easy to set-up -Each element has a line |
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Program Budget |
-Emphasizes outcomes rather than costs -Every program is independently analyzed and evaluated -Promotes creativity |
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Performance Budget |
based on activities of the organization and programs -who is performing the best |
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Zero-based Budget |
-Starts from zero each year -no decisions made on previous programs/acitivities |
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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 |
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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 |
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How is the conversation in recreation changing? |
From what do you do? To what kind of impact do we have? |
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NRPA driven pillars |
Conversation Health and wellness Social equity |
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What are some trending issues? |
Bullying, globalization, technology, crowdfunding, partnerships, evidence-based practice, conservation. |
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Proragis |
National database for data to assist in efficient management |
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How much verbal communication is ignored or misunderstood? |
75% |
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Two systems support rec management with data |
MIS management information systems DSS decision support system |
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Real property tax |
House and land fall into this category |
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Personal property tax |
Tangible-cars, jewelry, equipment Intangible-accounts, stocks, bonds |
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Sources of revenues fkr recreation organization |
Fees/charges, bonds, grants, donations, investments |
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Market segmentation |
Dividibg a total market into groupings consisting of people who have relatively sinilar needs |
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Reciprocal public |
Public interested in the agency, with the agency interested |
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Sought public |
Group from which the agency is interested in gaining support, but is not necessarily interested in the agency. |
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Unwelcome public |
Individuals who are interested in the agency, but the agency is not interested in them. |
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3 types of problems |
Opportunities, crisis, routine |
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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 |
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3 criteria for market segmentation |
Size Measurability Accessibility |
