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Chapter 9 Recreation and Work Design

Chapter 9 Recreation and Work Design. Sport Management: Responsibility for Performance Daniel D. Covell, Peter W. Hess, Julie Siciliano, Sharianne Walker. The Recreation Industry. Size and Scope Benefits Segments Municipal or Community-based Commercial Therapeutic Military

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Chapter 9 Recreation and Work Design

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  1. Chapter 9Recreation and Work Design Sport Management: Responsibility for Performance Daniel D. Covell, Peter W. Hess, Julie Siciliano, Sharianne Walker

  2. The Recreation Industry • Size and Scope • Benefits • Segments • Municipal or Community-based • Commercial • Therapeutic • Military • College/University or Educational • Sport and Recreation Tourism

  3. Program Focus Areas • Social Programming • Cultural Programming • Sport Programming • Special Events • Games • Therapy • Fitness/Wellness

  4. The Financial Challenge for Public Parks and Recreation • Lack of Public Support • Competing Funding Priorities • Developing New Sources of Revenue • Public/Private Partnerships • Fundraising • Corporate Sponsors • User Fees and Charges

  5. Task Specialization • Definition • Breaking complex work into smaller, simpler tasks and having each worker perform only one of the separate tasks. • Advantages • Minimize Training • Speed • Problems with Task Specialization • Simple and Repetitious Tasks • Boredom and Poor Worker Satisfaction • Lower Productivity

  6. Herzberg and Job Satisfaction • Hygiene Factors • Aspects of the workplace or work conditions • Motivators • Factors closely related to the design of the work or job itself.

  7. Job Redesign • Job Rotation • Job Enlargement • Job Enrichment • Job Characteristics Model • Hackman and Oldham Model of Fully Enriched Jobs • Skill variety, task identiity, task significance, autonomy and feedback • Difficulties with Job Redesign

  8. Teamwork • Making Teams Work • Self-managed Teams • Teamwork: Management’s Commitment

  9. Conditions for Effective Work Teams • Complementary Skills • Common Purpose • Performance Goals • Mutual Accountability

  10. Continuous Improvement in Job Design • The Learning Organization • Self-Evaluation • Continual and Systematic Approach • Resistance to Self-Assessment

  11. Technology and Job Design • Technological Advancements • Equipment • Programs • Services • Impact on Managers • Supporting Self-Evaluation and Continuous Improvement Efforts

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