Leisure Management Contemporary Thinking

1. Leisure Management Contemporary Thinking

2. Leisure Management • Leisure management involves the creation of social, physical and natural environments that enable individuals to experience leisure

3. Dimensions of Leisure • Time • Activity • Experience

4. Time • Leisure is discretionary time • Time left over after work and existence time is subtracted

5. Activity • A multitude of activities that people participate in usually in their free time.

6. Experience • Experience has to do with feelings brought about by involvement in activity

7. Absorption Entertainment Educational Passive Participation Active Participation Esthetic Escapist Immersion

8. Entertainment • Occupying a person’s attention by activities such as viewing a performance, listening to music, reading for pleasure…

9. Educational • Actively acquiring or increasing knowledge and skills by engaging the mind. Educational experiences can be fun.

10. Escapist • Individuals are immersed and actively involved in the experience, perhaps more than entertainment and educational experiences

11. Esthetic • Individuals immerse themselves in an environment, leaving it untouched. They are passive and satisfied just to be there.

12. Absorption Entertainment Educational Passive Participation Active Participation Esthetic Escapist Immersion

13. Leisure Descriptors • Casual • Serious • Anti • Flow • Active/Passive • Slow/Fast • Project-based

14. Casual Leisure • Casual leisure is immediately intrinsically rewarding, relatively short lived pleasurable activity requiring little or no specialist training (Stebbins 1997)

15. Serious Leisure • The systematic pursuit of an amateur, hobbyist or volunteer activity that participants find so substantial and interesting that, in the typical case they launch themselves on a career centered on acquiring and expressing its special skill, knowledge and experience (Stebbins, 1997)

16. Anti-Leisure • Activities undertaken compulsively as a means to an end from a perception of necessity, with externally imposed constraints, with considerable anxiety, with a high degree of time consciousness with minimum personal autonomy and which narrows self-actualization, authentication and finitude. (Godbey 1989)

17. Flow • Flow refers to the feeling of timelessness and intense enjoyment and satisfaction which people experience when they are deeply involved in an activity.

18. The Pace of Leisure • Slow Leisure – paced involvement focused on quality experiences • Fast Leisure – hectic accelerated

19. Active/Passive Leisure • Active Leisure - using large muscle groups as in physical activity • Passive Leisure – using mental energy in sedentary activities as in playing cards, meditation…

20. Project-Based Leisure • Project-based leisure is a short term, moderately complicated one shot or occasional though infrequent undertaking carried out in free time (Stebbins 2005)

21. Changing Concepts of Management • Rarely in human history has any institution emerged as fast as management or had as great an impact as quickly.

22. Changing Concepts of Management • In less than 150 years, management has transformed the social and economic fabric of the world’s developed countries.

23. Changing Concepts of Management • 80 years ago, on the threshold of WW I, people were just becoming aware of management’s existence, most people in developed countries earned their living in three occupations: domestic servants, farmers, blue-collar workers.

24. Changing Concepts of Management • Today domestic servants have disappeared. Farmers account for 3% to 5% of the working population. Workers in manufacturing make us 18%. The largest portion of work force is in the managerial and professional area (33% and higher).

25. Management and Transformation • The main ingredient in this transformation of the economy has been “management.”

26. The Rise of Management • Management explains why, for the first time in human history, we can employ large numbers of knowledgeable skilled people in productive work.

27. What is Management? • The fundamental task of management remains the same: to make people capable of joint performance by giving them common goals, common values, the right structure, and the ongoing training and development they need to perform and to respond to change.

28. Management and Capital • Management has made knowledge the true capital of every economy.

29. The Rise of Management • Management substitutes systems and information for guesswork, toil and brawn.

30. Management and Human Beings • Management is about human beings. Its task is to make people capable of joint performance, to make their strength effective and their weakness irrelevant.

31. Management and Historical Knowledge • One of the basic challenges of managers is to find and identify those parts of tradition, history and culture that can be used as building blocks.

32. Management and Vision • Every enterprise requires simple, clear and unifying objectives. Its mission has to be clear enough and big enough to provide a common vision.

33. Management and Vision • Vision is the power of forward thinking.

34. Management and Change • Management’s job is to enable the enterprise and each of its members to grow and develop as needs and opportunities change.

35. Management and Communication • Every enterprise is composed of people with different skills and knowledge doing many different kinds of work. For that reason, it must be built on communication and on individual responsibility.

36. Management and Measurement • Market standing, innovation, productivity, development of people, quality, financial results- all are crucial to a company’s performance and indeed to its survival. In this respect, an enterprise is like a human being. Just as we need a diversity of measure to assess the health and performance of a person, we need a diversity of measure for an enterprise.

37. Management and the Satisfied Consumer • The result of a business is a satisfied customer.

38. Management and Your Legacy • The kind of managers who build successful, productive and achieving enterprises all over the world and who establish standards, set examples, and leave as a legacy both greater capacity to produce wealth and greater human well being.

39. Contemporary Management Thinking • Have an overarching vision. Have an overall theme and purpose. • Use goals throughout. • Measure productivity/efficiency at several levels. • Create leaders at many levels, not just a few.

40. Contemporary Management Thinking • Integrate authority and responsibility – not separate them. Know the difference. • Set up internal competition and comparisons. • Create a climate of pride. • Create a climate of professionalism.

41. Contemporary Management Thinking • Educate, educate, educate. • Communicate, communicate, communicate. • Create organizational discipline and loyalty. • Create change by actively focusing on opportunities

42. Contemporary Management Thinking • Provide everyone a stake in the outcome. • Make it better • Make it happen • Make it last

43. Contemporary Management Skills • Analytical Skills • Creative Vision • Tolerance for Uncertainty • Inner Directedness

44. Contemporary Management Skills • Disciplined Risk Taking • Interpersonal Skills • Initiative and Action Oriented

45. THANK YOU!