A Response to a Feature Article ...

The Role of Women in Leisure Service Management

by Shirley R. Spencer

I read with interest the article on "The Role of Women in Leisure Service Management" in the January/February issue of Illinois Parks & Recreation. My thoughts regarding this topic are addressed primarily to women: those preparing for professional careers in the field; and those currently employed in the profession and seeking promotion to higher levels of responsibility. However, the role of women is primarily defined by those in power. So men, read on.

Although gender discrimination in employment practices is often difficult to specifically identify, a woman should expect and be prepared to counter it. Many employers hold the attitude that a woman does not have the same professional commitment as a man.

Personal example will help to illustrate. As a young professional seeking an entry level position, I was asked whether I was more interested in raising a family or pursuing a career. After I had a child, I was frequently asked what my child care arrangements were, and if my first responsibility would be to my child or my job. Would these questions have been asked of a man? I think not.

Stereotypical expectations about women also interfere with the ability of a woman to execute her job duties and responsibilities. These types of situations are generally subtle in nature. For example, being referred to "as this little girl" does not positively reinforce others' willingness to seriously consider or respond to a woman professional's thoughts or actions. Another common occurrence is for the female member of an otherwise all male group to be asked to take notes or minutes of the proceedings.

Generally, the best method of handling this type of sexism in the job situation is one of tact, courtesy, and assertive behavior, as opposed to defensive or aggressive behavior or confrontation. Remember, it has taken a long time for stereotypical attitudes and behavior patterns to be formed. Likewise, it will take a long time and continued effort to modify or change such behavior, if not the attitudes, of another.

Men, and particularly women, should keep in mind that in order to be effective in group or interpersonal relationships on the job, one must consider and be aware of the forces in oneself, forces in the other people or the group, and the forces in the situation, such as the type of task or problem to be resolved. The effective individual, man or woman, is flexible rather than rigid, and chooses from a range of behaviors appropriate to the variables and dynamics of the relationship or interaction. Therefore, it may be appropriate and effective to be aggressive and "tough" in one instance, and not in another. If such behavior is appropriate and effective, use it.

I think women need to stop thinking of themselves as "women," with all the ascribed stereotypical role behaviors and value systems, and begin thinking and acting as individuals possessing unique and complex attitudes, behaviors, skills and abilities. In other words, women need to stop perceiving themselves as "female" as opposed to "male." It would also do well for men to become aware of their own perceptual framework in regard to relating to their female employees, and make a conscious effort to implement job-related behavior that accounts for the woman's individual characteristics as demonstrated in the performance of her duties.

As mentioned earlier, the process of changing behaviors, and particularly attitudes, is long and slow. Gender discrimination in employment practices exists now. Therefore, I suggest that women must establish professional networks and seek out mentors to support and enhance their career development. The individuals who function as mentors or form networks may be either male or female, as long as their prime criteria is the encouragement and development of the woman as an individual to reach her maximum professional potential. Women who now hold high-level, responsible professional positions should act as role models for younger professional women and make themselves and their influence readily available.

There is a role for women in leisure service management. Attitudes are changing, if slowly. More women are seeking to enter the field, or move to higher levels of responsibility within it. To those women my advice is:

• Gain as much education, training and experience as possible.

• Actively seek out professional networks and mentors.

• Be assertive.

• Know yourself. Develop and respect your individuality.

Shirley R. Spencer assumed the position of Superintendent of Recreation with the Peoria Park District on April 15, 1979. Her professional career in the recreation field includes serving as recreation leader, Dance Specialist and Recreation Center Director for the City of Rochester, New York. From 1972 until 1976 she was Assistant Director for the Recreation and Parks Department of Perinton, New York. In 1976 she became Assistant to the Director of Recreation for the City of Rochester. Before coming to Illinois, Ms. Spencer was professionally active on standing committees and executive boards in both state and local recreation and parks organizations in New York.

Illinois Parks and Recreation 16 March/April, 1980

View From A Commissioner...

ONE WOMAN'S VOICE

by Jo Anne L. Baker

At the beginning of any new year, and especially at the beginning of a new decade, it is customary and appropriate for all of us to assess and evaluate our lives and our role in society. It is tradition for us to make definitive statements about our future; to make new year's resolutions.

Since the very first day of January, I have tried to develop some enthusiasm for writing an assignment entitled, "The Role of Women as Policy-Makers in Governmental Agencies." This piece would have reviewed some of the unique past concerns of women in policy-making roles, and would have projected an image of what I believe our future might hold and some strategies for approaching it in an orderly fashion.

Somehow, at this time when our tax bases are being eroded and many politicians are seriously talking about which is the best and easiest way to abolish park districts, at this time when double digit inflation has hit us like a diesel locomotive and serious energy shortages threaten many of our programs, I've had a lot of trouble concentrating on women's issues.

It seems to me that the question right now is, how can we commissioners—women and men alike—work to create an environment through which the image of park districts will be enhanced? The question is, what can we commissioners—-women and men alike—do to assure the continuation of the very finest public recreation delivery system in the nation? These challenges know no gender.

I believe our future is bright. I also believe our opportunities for continued success will be greatly broadened if we apply these few basic strategies:

• Retain the services of only the very finest director available; a person who will manage your district's assets in a prudent and businesslike manner. Once employed, aid, abet, and advise, but don't interfere.

• Know your agency mission and develop only clear, concise and retrievable policies. These are the instruments through which your district's administration is able to deliver services to the citizens in an orderly and understandable manner.

• Monitor carefully the adherence to established fiscal policies. As commissioners our overriding responsibility is that of stewards of the funds. We must state clearly what we will do with the revenue, then do it. This is where our credibility begins. Having done these things, the natural course will be in our favor.

There is one additional element in this equation that is so important it might well be the deciding factor. That, of course, is the board itself; the projector of the corporate image. A fourth strategy then is:

• Sharpen your board skills and develop a team psychology.

As a board, we are actually a group of citizens who have almost too casually come together in what we hope is the best interest of our community. For all these casual beginnings, together we establish the standard and set the example for our employees and for our community. The buck not only stops at our board table, but the overall image of our district starts at our board table.

I believe there are a few proven qualities that are imperative to the development of a successful park board. Each member must strive for the very highest degree of personal integrity in combination with superlative ethical standards. We must each be trusting as well as trustworthy. We must respect the opinions of our colleagues as well as respecting without exception the sphere of authority which we delegate to our director and staff. We must be able to reconcile our various loyalties.

If we are able to individually and collectively develop and demonstrate these qualities, if we are open and honest with the public in all matters, we will enhance our image and assure the continuation of park districts as Illinois' major provider of public open space and recreation services.

At the beginning of this new decade, or at any other time, there are certain factors which are important to the vitality and strength of any agency or organization whether or not there are women involved at the policy level. I have listed some of them. As a category they are called good business practices.

Jo Anne L. Baker is President of the Board of Commissioners of the Rockford Park District, member of the I.A.P.D. Board of Directors, and a consultant for park boards and various semi-public agencies.

Illinois Parks and Recreation 17 March/April, 1980