Organizational Challenges: Durham Parks And Recreation (DPR)

Initially when Mark began answering questions and introducing himself, it was very apparent that he is very compassionate and caring about his work and surroundings. Mark received his bachelor’s degree in finance from Iowa State University in Ames, Iowa. Later, through the trials and errors of life, he decided he wanted to pursue a teaching/coaching career and only needed to take one semester of classes at Northwestern College in Orange City, Iowa in order to receive his teaching degree. In addition, he received his master’s degree from the University of Southern Florida. Through many discussions with his wife and job experiences working at local banks here in Sioux Center, Mark has found that teaching and being involved as an athletic director is his passion and the job he truly enjoys.

The other crucial problem affecting the organization is poor leadership. Even though, Jane is qualified and self-driven, her approach in managing the team at the Division of Environmental Assessments is lacking effectiveness. For instance, she is making decisions all by herself instead of discussing some issues with the employees in order to understand their perspective. Such management approaches do not reflect teamwork, and they are evidently receiving mixed reactions from the entire team. The other example is when Jane pushes her team to work hard on new projects, but present their ideas to the Director as her own. This makes it look like

When it comes to the failure of managers, chad believes that manager’s inability to listen, being self-centered, not a team player, and failing to take responsibility most often contributes to their failure. “I remember a time when a colleague of mine was leading a project on the development of a new customer interaction system. His biggest downfall was he did not listen to his frontline employees, when it came to some of the inadequacies of the new system. This ultimately led to him being removed from the project and he never really came back form that.” (C. D. Cerkoney, Personal Communication, February 27, 2012).

However a serious problem eventually occur: the control crisis: when top executives feel that they are loosing control over a highly diversified field operation because of autonomous field managers.

As Clardy (2012) states, there are numerous issues that new managers or supervisors can have when starting a new job. First thing, is that the new manager or supervisor has to learn how the company or division works and operates. Second, is learning about the employees and what they do in their positions. Third, the manager or supervisor has to learn about any issues or problems that are affecting the operations.

Anne Arundel County Recreation & Parks operates 10 regional parks, gardens, and sanctuaries, 159 miles of trails, 58 cultural and historic sites, and over 100 community parks (Appendix N). In total, Anne Arundel’s park land occupies over 9,000 acres, plus another 1,860 acres of state park land, such as Patapsco Valley and Sandy Point State Parks, as well as the County Fair Site (Maryland State Archives, 2017). The Patuxent Research Refuge is a 12,800 acre area governed by the U.S. Fish and Wildlife Service. Residents have access to waterfronts for fishing, boating, and viewing, with additional Chesapeake-adjacent open space. Included in Anne Arundel’s public system are specialized facilities such as two swim centers, two golf courses, two outdoor

The chapter focuses on putting it all together: integrating everything learned about organizations and leadership into more comprehensive and powerful understanding and action. The reframing process illustrated in the chapter can be applied to almost any case or experience: students’ personal cases, published cases, films or fiction, or class experiences (role plays, experiential activities, team experiences, the course). Instructors can, for example, have students study a challenging case (multiple suggestions are offered elsewhere in this instructor’s guide) and then, either individually or in teams, reframe to develop both diagnoses and solutions. Individuals or groups will differ in what they see and what

Dick Leet stopped in to the Waterloo Recreational Center one day to take pictures of his artwork when Ray Forsberg, Superintendent at the Waterloo Recreational Center asked Leet to look at a letter he had received. The letter from the MacNider Board of Trustees requested candidates for the director position. Leet working to finish his Master’s Degree and waiting to hear more information on the MacNider’s directing position, found himself being offered two more jobs at Iowa Wesleyan College in Mount Pleasant, Iowa and the Waterloo Recreational Center. After receiving more information about the director position at the MacNider, Leet and his wife Kay went to Mason City to explore the opportunity. Both excited about the opportunity Leet decided

     Bolman and Deal organize their book around the idea of framing, and they give many metaphors, examples, and comparisons in defining this approach. It is compared to a paradigm or a map, a mind-set or a general approach to problem solving. Managers work best, they claim, when they use a holistic approach, reframing problems in four different categories: structural, human resource, political, and symbolic. Leading a complex organization requires artistry to combine these approaches as well as an embrace of uncertainty. The best management needs a commitment not only to excellence but also to flexibility, dialogue, and open-mindedness. In this paper, I shall examine the general

In my opinion, I believe the Kingsborough Athletic Department handles culture diversity exceptionally well. The opportunity to work with the athletic department has enabled me to meet students and staff from different cultures and various backgrounds. Kingsborough Community College students represent 142 national backgrounds and speak 73 different languages. The college is so diverse; there’s opportunity to work with the athletic department staff that are from different cultures and various backgrounds. In addition, some of the student-athletes who represent Kingsborough sports teams are from different cultures. Furthermore, the athletic department recruits any student-athlete from anywhere regardless of their culture or background. Recruiting

Briefly, the management dilemma is rather simple that’s being address. The NRC Country Club was founded in 1954, their main purpose was to benefit the employees of the National Cash Register Co, however, has since became an open-membership club. The country club includes two 18- hole golf courses, a variety dining experience, the NRCC is nationally recognized as being one of the top 100 courses in the United States. However, society believes that having club memberships is considered discretionary spending. After a failed investment from a large telecommunication company, NRCC fell short, which resulting in contacting the McMahon Group to help strategically plan the recovery. The management dilemma evaluation is easy and simple, what ways can

In addition, ineffective management is also a problem category. To begin with, the span of management is out of control. In order to maximize the efficiency, the managers need to think about how many staff that they are able to supervise directly. Johnson, the director of the camp, was directly responsible for managing the whole super staff. The efficiency of management would decline. Moreover, Cameron was the only employee in program director part of the super staff team, and it was difficult for only one person to develop the entire program.

Planning and managing a sport venue during any event can be challenging even to the most seasoned facility managers. There are many factors that a facility manager must consider in order to ensure the event is a success. Success of an event can be measured in many ways across a wide array of topics; two of which are crowd management and alcohol management. Having a solid plan and operational controls in place for both can lead to a fun and safe environment for all parties involved with any event.

As organizations change, leadership must find ways to adapt and adjust to those changes. Many times it’s the inability of being open-minded to new ideas, beliefs, thoughts and cultures that prevent individuals from moving forward. Saner (2004) states, “Increased globalization and integration of information technology have brought about a fundamental rethinking of how to conduct business and how to lead a complex organization for continuous improvement and reinventing of the organization” (p.654). In any organization, change brings resistance, but with positive managerial and leadership skills, accepting the challenges that come with diversity such as ambiguity, complexity, resistance and confusion, will give managers the foresight to effectively and efficiently implement processes that will benefit the organization as a whole.

The understanding I now have of Organization Development came at a point in which I was personally experiencing it myself. As someone who has undergone a reduction in work force, this course helped me better understand why transitions happen in a company that is going through an economical or global change. As someone who has worked for over 30 years, I experienced this for the first time ever in my life. I did not quite know the gest of what it all meant because I did not have an understanding regarding