Good communication, fairness and the development of human resources are the keys to an effective and harmonious organization.

By Richard Grodsky

What do the words football, baseball, Olympic and management all have in common? Answer; They are all teams!

For centuries the team concept has been modified and refined to benefit managers. Everyone has heard about teamwork. Most people want its benefit, some brag they have it, while others wish they could attain it. Does your agency work with the team concept? The following information may help determine the answer.

What is a team?

As defined by Webster's Dictionary, a team is "a number of persons associated together to form a side in a game or to perform a certain piece of work."

The key phrase is "persons associated together." Everyone in an organization is associated whether or not they like it. Team-oriented management tries to capitalize on the common agency goal by keeping everyone interested in his job.

The Dundee Township Park District blends the integration of human resources development and team work. This creates an environment of effective decision making, interdepartmental cooperation and a true sense of pride and accomplishment.

The human resource development cause and effect relationship can be best summed up by the following:

Agency adopts decision-making practices
which lead to
increased organizational
effectiveness
employee satisfaction.

This relationship has a direct impact on the development and maintenance of the team. For example, without team-oriented decision practices, unnecessary job overlap can occur. Team management attempts to make the job easier, and who doesn't want that?

Job satisfaction

In a national job survey, employees from many types of business were questioned about the five factors which lead to job satisfaction. "Interesting work," "appreciation for a job well done," "feeling in on things," "job security" and "good compensation" were the five top areas. Once the organization develops an equal balance in these areas, the team concept will easily fall into place.

To illustrate, let's look at the component of "feeling in on things." Imagine being the last person to find out your position was being eliminated. How would you feel? Would you feel part of the team?

This example may be a gross simplification of an unlikely situation, but the point is still clear. When employers let employees in on things that may affect their job, a constructive line of communication can be further developed. It creates an equal partnership toward individual and agency goals.

Team stability

A team is as fragile as a desert ecosystem. It takes but one unrehearsed flash of assumed power to upset its balance. Therefore, a check and balance system should be instituted to insure its stability. The following ideas may help you continue or cre-

Illinois Parks and Recreation                                 23                                       November/December 1985

Team spirit

ate a team-orientated atmosphere in your agency or department.

• Spend ample time with your co-workers and staff. Spend equal time with each team member and the group as a whole.

• Respond to employee concerns. Do not ignore their questions. This can be construed that their ideas and thoughts do not count. Make sure they learn to have appropriate solutions to problems. People never learn if they are not given the chance.

An organization benefits from teamwork.

• Tell the positive and negative. The one-minute praise and reprimand system is very effective. Try to steer away from commenting on attitude. Instead comment on the behavior. Behaviors are changeable; attitudes rarely are.

• Be fair. It is critical to treat team members equally. Be consistent in decision making, and make decisions based on data.

• Be a leader. This is one of the most effective ways to build a team, Participate in the activities, and never be afraid to get your hands dirty. Be a leader by allowing team members to be leaders.

Building a team is a time consuming process. The end results, however, outweigh the time it takes to accomplish the goal. If human resource development practices are intermingled with good communication and fairness, the organization, by virtue of its employees, will be teaming for success!

ABOUT THE AUTHOR: Richard Grodsky is the superintendent of recreation for the Dundee Township Park District.

For Your Information Editor's Note - This column features information about federal and State programs, services, and issues which can be of special interest to park and recreation professionals. For additional information about a particular item, readers should contact directly the agency listed. Suggested topics for future publication in the column can be sent to Illinois Parks and Recreation, 217 E. Monroe St., Suite 101, Springfield, IL 62701. Senior exercise poster The Illinois Public Health Association and the Illinois Governor's Council on Health and Physical Fitness are offering a new exercise poster designed specifically for senior citizens. The chart illustrates exercises that cover the major muscle groups of the body. If performed daily, they will contribute to maintaining total body fitness and mobility. Copies of the exercise chart are available for the cost of handling and postage. Posters can be obtained in lots of 10 by sending a $3.50 check or money order to: Senior Exercise Poster, Illinois Public Health Association, 428 W. Jefferson St., Springfield, IL 62702-5012. Phone (217) 522-5687. The posters were designed by The Human Performance Laboratory at Northern Illinois University. They were reproduced by Apple Computer Company as a public service. Potpourri Editor's Note: This section is designed so you can share information about your successful programs, services, activities and management techniques with other recreation professionals. Space does not permit us to print all of the details about a project. However, each entry contains the name of a person who can be contacted for additional information. The Sterling Park District has formed a Citizens Council to help promote its programs and services. The Council also surveys the community's recreational needs. Members of the Council meet bi-monthly and publish a periodic column in a local newspaper entitled "From the park bench." Additional information is available from Frank Duis, Director, Sterling Park District, 211 E. St. Mary's Rd,, Sterling, IL 61081. Phone (815) 625-1265.

Illinois Parks and Recreation                                 24                                       November/December 1985

NRPA

National Recreation and Park Association Executive Director John H. Davis has announced his intention to resign as the organization's chief executive officer. The resignation is effective July 4, 1986.

In announcing his resignation, Davis said, "Working for the Association has been a rewarding experience. I am sincerely grateful for the assistance and support I have received from the board of trustees and from throughout the membership."

NRPA Chairman Harry G. Haskell, Jr. accepted Davis' announcement "with a deep sense of regret." NRPA President Jack W. Robinson indicated that NRPA is "ending an era" with Davis' departure.

Davis came to NRPA as executive director in July 1976 after directing park and recreation agencies at the municipal, state and regional levels. Immediately proceeding his appointment as NRPA executive director, Davis served as head of the Northern Virginia Regional Park Authority in metropolitan Washington, DC.

A native of South Carolina, Davis began his career in the park and recreation field as director of recreation and parks in Darlington, SC. He subsequently held a similar position in Dalton, GA., before going to work for the state government in Georgia.

Davis was executive director of the Georgia Recreation Commission for nine years, during which time the number of city and county recreation and park systems in the state more than doubled. Later, he served as chief of recreation planning for the Georgia Department of Natural Resources.

Davis is a former member of the NRPA board of trustees and served as NRPA president in 1974-75. He is also a past president of the American Park and Recreation Society and the Georgia Recreation and Park Society.

Robinson said that a special search committee has been formed to seek a new executive director. Included on the search committee are NRPA Trustees Haskell, Robinson, Earl T. Groves, Anne S. Close, James D. Ruth, Peter J. Koukos, Mary E. Grogan, and Charles Jordan, and Life Trustee Robert W. Crawford.

Illinois Parks and Recreation                                 25                                       November/December 1985