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Chapter 9 Recreation and Work Design

This chapter addresses the critical aspects of recreation and sport management, exploring the industry's size, scope, and benefits. It delves into various segments, including community, commercial, therapeutic, and educational spheres, and discusses program focus areas such as social, cultural, and therapeutic programming. The financial challenges facing public parks are highlighted, emphasizing the need for innovation in revenue sources and public-private partnerships. Additionally, the chapter examines task specialization, job satisfaction factors, job redesign methods, teamwork, and the role of technology in improving job design and organizational effectiveness.

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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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