REC101 Study Guide - Final Guide: Iceberg, Investment, Good Governance
5 Jun 2018
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REC 101: Introduction to Recreation and Leisure Services
Final Exam Study Guide
You are responsible for:
- Lecture material:
o October 19 (Profile of the not-for-profit sector in Canada)
o October 24 (Leadership and governance of nonprofit organizations)
o October 26 (Human Resources: Boards, Staff, and Volunteers)
o November 2 (Not-for-profit fundraising, grants, and opportunities)
o November 7 (Not-for-profit sector guest lecture – John Haddock)
o November 9 (Profile of the public leisure sector in Canada)
o November 14 (Public administration and finance)
o November 16 (Positioning recreation for public value)
o November 21 (Public sector marketing - Part 1)
o November 23 (Public sector marketing – Part 2)
o November 28 (Public sector guest lecture – Mark Hildebrand)
o November 30 (Blurring the sectors)
- Readings:
o Hall, M. H., Barr, C. W., Easwaramoorthy, M., Sokolowski, S. W.,
Salamon, L. M. (2005). Definitions and approach: An overview. In The
Canadian nonprofit and voluntary sector in comparative perspective (pp.
2-6). Toronto: Imagine Canada.
o Murray, V. (2009). What’s so special about managing non-profit
organizations? In V. Murray (Ed.), The management of non-profit and
charitable organizations in Canada (2nd ed., pp. 1-16). Markham:
LexisNexis.
o Hoye, R., Smith, A., Nicholson, M., Stewart, B., & Westerbeek, H.
(2012). Sport governance. In Sport Management: Principles and
Applications (pp. 255-278). Burlington, MA: Butterworth-Heinemann.
o Corbin, S. (2013). Volunteering in Canada. In R. McCarville and K.
MacKay (eds). Leisure for Canadians (pp. 377-383). State College, PA:
Venture.
o Hall, M. H., Barr, C. W., Easwaramoorthy, M., Sokolowski, S. W.,
Salamon, L. M. (2005). Key issues facing Canada’s nonprofit and
voluntary sector. In The Canadian nonprofit and voluntary sector in
comparative perspective (pp. 25-29). Toronto: Imagine Canada.
o Karlis, G. (2011). The Public Sector. In Leisure and recreation in
Canadian Society: An introduction (pp. 60-77). Toronto: Thomson
Educational Publishing.
o Smale, B. (2013). Models of public leisure services delivery. In R.
McCarville and K. MacKay (eds.). Leisure for Canadians (pp. 273-282).
State College, PA: Venture.
o Havitz, M. (2013). Financing leisure services 1. In R. McCarville and K.
MacKay (eds.). Leisure for Canadians (pp. 357-364). State College, PA:
Venture.
o Crompton, J. L. (2009). Introduction: The operating environment. In
Financing and acquiring park and recreation resources (pp. 3-16). Long
Grove, IL: Waveland Press Inc.
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Aids: No aids
Time: You will have two hours to write the exam.
Types/Number of questions (subject to change):
- 30 Multiple Choice Questions
- 10 True/False Questions
- 2 Short Answer Questions
What to know?
The basics. Disclaimer: All lecture and readings are fair game; However, you
should demonstrate a good core understanding of the following terms/concepts:
- Structural-operational features that define non-profit organizations
• Not primarily commercial in purpose
• Do not distribute profits to a set of directors, stockholders, or
managers
• Can generate profit, but must be reinvested in the objectives of
the org.
- Differences between non-profit organizations and organizations in different
sectors (how are non-profits unique from organizations that operate in the
commercial and public sector?)
1. Organizational mission and values strong commitment to
causes
2. Organizational goals and strategic priorities (Vague, difficult to
measure and contradictory , diverse, multiple stakeholders
involved with multiple visions , finding alternative fundings
*leadership role)
3. The use of volunteers (Majority of use of volunteers to carry out
activities)
4. The governance practices of the Board of Directors (Establish
board of directors must to govern practices)
- Key features of non-profits in Canada
• A relatively large ‘workforce’
• Combination of paid staff and volunteers
• Broad range of organizations the supplement or complement
public services (health, education, and social services) – offer
mechanisms to address community needs, participate in political
life, pursue indiv/group needs.
• Extensive government support for operations
- Differences between “leading” versus “managing”
Leading
Managing
Lead the people
Manage the organization
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- Establish direction (Vision
produce change)
- Plan and budget
- Align(使联盟， 结队) people
- Organize and staff
- Communicate, direct
- Control and problem solving
- Motivate & INSPIRE
- Produce order
- Create, innovate,
- Collaborate
- Policies, procedures,
efficiency, monitoring
- Five practices of exemplary典范的 leadership
• Model the way
– Model behaviour they expect of others
• Inspire a shared vision
– Visions and dreams of what could be
• Challenge the process
– Change from status quo, step into unknown
• Enable others to act
– Foster collaboration and build trust- “we” vs. “I”
• Encourage the heart
– Recognize and celebrate people and victories
- Principles of good governance
Transparency
Ensuring the organization has clear procedures for resource allocation, reporting
Accountability
Accountability to all stakeholders
Democracy
All stakeholder groups should be able to be represented in the governance struc
Responsibility
The board has to be responsible for the organization and demonstrate ethical ste
out that responsibility
Equity
All stakeholder groups should be treated equitably
Efficiency
Process improvements should be undertaken to ensure the organization is making
resources
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