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Town of Cary Parks, Recreation & Cultural Resources Organizational Analysis

Submitted by: Kyle Bacon & Korey Sullivan

Submitted to: Dr. Jason Bocarro

PRT 506 – Organizational Behavior and Leadership

October 13, 2014

INTRODUCTION:

The Town of Cary, located in Wake and Chatham Counties, is a flourishing community

found in the heart of the Triangle area of North Carolina. The Triangle area repeatedly ranks

among the top regions in the country to live and work, find a home, start a business, and to raise

a family or retire (About Cary). “According to IHS Global Insight, the Raleigh-Cary metro area

is expected to be among the fastest-growing economies in the United States” (Serenbetz 11).

The Town of Cary continues to receive recognition as one of the hottest towns in the East and is

currently ranked America’s eighth best city to live according to the 24/7 Wall Street list.

In 2013, the estimated population was 151,088, consisting of roughly 70% White, 13%

Asian, 8% Black, 7% Hispanic and 2% two or more races, with the median age being 36 (United

States). As stated by the Town website, “Caryites are a blessed, hard-working group with one of

the highest median household incomes in the state. And being no further than 20 minutes from

major universities such as Duke, North Carolina State, and the University of North Carolina, it's

no wonder that education is an important part of Cary life” (About Cary). The 2010 Census

identifies 95.1% of the citizens of Cary, who are twenty-five and older, as high school graduates

and 61.5% attaining a bachelor’s degree or higher, emphasizing the importance of education. It is

the Town’s mission to “focus every day on enriching the lives of our citizens by creating an

exceptional environment and providing exemplary services that enable our community to thrive

and prosper”. The Town of Cary Parks, Recreation and Cultural Resources department, one of

the largest departments within the town, has played a large role in the success of this community.

Town of Cary PRCR: Organizational Analysis 2

ORGANIZATIONAL CONTEXT: Cary Parks, Recreation and Cultural Resources

The Town of Cary Parks, Recreation & Cultural Resources Department is a municipal

parks and recreation department that has been nationally accredited since 2002, one of 119

nationally accredited departments. Cary PRCR serves over 150,000 citizens of Cary, NC as well

as a large number of patrons from surrounding communities including Raleigh, Apex,

Morrisville, among others. It is the mission of the Cary Parks, Recreation & Cultural Resources

Department “to serve, educate, and enhance life for the citizens of Cary (Parks, Recreation).

‘Our professional staff plans and provides a variety of enjoyable and cost effective

recreation, sport, environmental, historical, and cultural art programs and services. We acquire,

develop, beautify, conserve, and maintain a system of parks, greenways, and recreation facilities,

which will assure quality leisure opportunities for all Cary residents” (Parks, Recreation). In

order to do so, our department consists of over 70 full time employees and hundreds of part time

staff dedicated to providing the best possible facilities, programs, special events, and customer

service. The Town of Cary Parks, Recreation and Cultural Resources department continues to

show growth and prosperity year after year. Cary PRCR is responsible for recovering a portion,

but not all, of the expenditures accumulated fiscally. This department has proven to be

financially responsible while maintaining high standards of customer service and overall

sustainability of the organization as a whole.

Organizational Structure:

Structure is a blueprint for formally sanctioned expectations and exchanges among

internal players and external constituencies (Bolman & Deal, 2013, p.46). When implementing

an effective structure for any organization, it is necessary for the design to address the proper

allocation of responsibilities across different units as well as clearly defined roles. By doing so,

this allows the efforts of each individual unit to collectively reach a common goal. Currently,


Cary PRCR utilizes a “divisionalized” form of organizational structure through four separate

divisions including: Athletics, Cultural Resources, Recreation Programs, and Administration. In

a divisionalized form of organization, the bulk of the work is done in quasi-autonomous units

(Bolman and Deal, 2013, p 80). The following is a general breakdown of the purpose and

responsibilities of each division:

Administration Division

The Administration Division of the Cary Parks, Recreation and Cultural Resources

Department is responsible for coordinating the work of all the department’s divisions, which

include Athletics, Cultural Arts, and Recreation Programs. “The primary areas of responsibility

include office management, special projects, parks, greenway and open space planning, capital

projects administration, customer service/staff training, marketing, and supervision of all

divisions” (Parks, Recreation). Collectively, the administration staff acquires and allocates

resources to help make operations possible for all other divisions.

Athletics Division

“The Athletics Division is responsible for planning, implementing, and supervising

diverse youth and adult programs as well as special events” (Parks, Recreation). This division

provides the youth and adults of Cary with competitive recreational opportunities that promote

both fitness and well-being through team and individual league play. The goals of the program

include safety, participation, sportsmanship, and fun.

Specialized athletic facilities for soccer, tennis and baseball generate special events for

the town that “provide a unique and diverse participation opportunity for local, state, and

national competitors” (Parks, Recreation). These events help produce a positive economic

impact for the community and in some cases offer a higher level of competition with


advancement to other state and national competitions. These events also provide the citizens of

Cary and its surrounding communities opportunities for different spectator sports.

Cultural Arts Division

The Cultural Arts Division oversees the Cary Arts Center, Page-Walker Arts & History

Center, and The Cary, which are responsible for developing and implementing classes, special

events, performances, festivals, and the management of public art. “As a division, the programs

and activities provided encourage participants to discover the wealth of cultural opportunities

available to the citizens of Cary” (Parks, Recreation). This division provides specialized music

and art classes for participants of all ages as well as nationally renowned street festivals,

including Lazy Daze and Spring Daze. The recent opening of The Cary in historic downtown

provide patrons with a place to enjoy movies, comedy specials, and even the opportunity for

different cultural group performances, showcasing the Cary community's talents.

Recreation Programs Division

The Recreation Programs Division is responsible for providing a wide range of program

opportunities for all ages. “Recreational programs, both indoor and outdoor, are offered at Bond

Park, Bond Park Community Center, Herbert C. Young Community Center, Middle Creek

Community Center, and the Cary Senior Center. The Stevens Nature Center provides

environmental education programs in ecology, environmental stewardship, preservation and

nature appreciation” (Parks, Recreation).

Summer and track-out camps are offered year round by recreation staff. The purpose of

these camps is to enhance the quality of life for youth through various leisure activities and

opportunities for personal development. Specific to teenagers, recreation staff also conduct Teen

Scene events, which “provides a number of diverse events, programs, projects and social and


cultural activities designed for teens to develop leadership, maturity and community

involvement” (Parks, Recreation). Finally, this division provides the citizens of Cary, as well as

nonresidents, the opportunity to rent facilities throughout the town for different group functions,

such as picnics, meetings, and other social occasions.

Organizational Environment:

As a town employee, it is important to realize you will not only be representing the parks,

recreation, and cultural resources department but the Town of Cary as well. Therefore, your role

as an employee of the Town is one to be taken with pride and professionalism. Customer

service, safety, communication, and attention to detail are key components on which our

department places emphasis. From the citizen’s perspective, there is one type of service

expected and that is great service! In order to achieve high levels of customer satisfaction and

quality programming, it starts with “getting the right people on the bus.” Despite the mixture of

diverse staff personalities and various perceived visions for the department and their divisions,

Cary PRCR has succeeded and continues to thrive with the kinds of people they hire by

identifying what they want out of an employee and hiring those who fit the mold.

Organizational Leadership:

Just as in any organization, Cary Parks, Recreation and Cultural Resources depends on

effective leadership to help ensure future success. Five practices of exemplary leadership

include “modeling the way, inspiring a shared vision, challenging the process, enabling others to

act, and encouraging the heart” (Kouzes & Posner, 2012, p. 14). In Cary, our leaders are

department and division directors, who set expectations and allocate responsibilities to the

employees they supervise. Also, the department is fortunate enough to have multiple advisory

boards and committees which exist to provide direction based on the needs of citizens. Together,


supervisors and board members are able to implement each of the five practices, making Cary

Parks, Recreation and Cultural Resources an inspiring, well-led working environment.

Internally, the department relies on leadership through a vertically coordinated

organizational structure, being that “higher levels coordinate and control the work of

subordinates through authority, rules and policies, and planning and control systems” (Bolman &

Deal, 2013, p. 51). As such, leadership starts at the top with the Director, Doug McRainey.

Being the Director, the rest of the department’s employees rely heavily on Mr. McRainey’s

vision, attitude, and ability to motivate. Hence, one of his most important responsibilities as

director is setting the tone for everyone else within the organization. Reporting directly to Mr.

McRainey are managers responsible for leading each of the department’s divisions, and

leadership responsibilities continue to trickle-down from there. Though supervisors are

responsible for fewer and fewer subordinates as you climb down the organizational ladder, their

ability to lead others is just as important since there are always employees looking to them for

direction.

In addition to internal leaders, the department receives external leadership from various

committees comprised of Cary citizens. Such committees include the Parks and Recreation

Advisory Board, the Athletics Committee, the Cultural Arts Committee, and the Greenways

Committee, among a handful of others. As their names suggest, each committee specializes in

one particular area of departmental programming. With that, a group of citizens on each

committee meets monthly with certain staff to evaluate existing programs and develop ideas for

the future. Committees lead our organization by challenging the norms of the process to which

employees have been accustomed. Being patrons instead of programmers, the unique, outside

perspective that the committees bring to the table helps employees to think like participants.


Such a mindset helps to expand programming beyond industry norms to try new, innovative

ideas that we may otherwise not have the courage to implement. Along with their insight,

committees provide encouragement for staff through the appreciation they demonstrate for

existing programs and our willingness to consider their recommendations.

Strategic Planning:

In 2012, the department completed a comprehensive Master Plan outlining the future

recreational and cultural needs of the Town over the next 15 years. This plan was established in

response to the evolving community demographics, trends, needs, and interests of citizens, with

a goal of maintaining the Town of Cary as a regional and national leader in parks and recreation.

In addition to the comprehensive master plan, strategic business plans are developed for both the

short term and the long term. Through customer feedback, surveys, SWOT analysis, and Town

meetings, we are able to recognize the different strategic issues facing Cary PRCR and prioritize

them based on community and department needs.

Currently, Cary PRCR is preparing to implement a department re-organization. Given the

size and complexity of the department, it is time to consider if there are more efficient ways to

manage the department’s facilities and programs. The PRCR Department has grown to a system

of 27 parks, 70 miles of greenway, 4 major sports and entertainment venues, and 9 additional

staff facilities including community centers, nature centers, Cary Arts Center, and The Cary.

Each division within Cary PRCR were tasked with generating strategic issues to address in 2014-

2015, with consistent responses in regards to: implementation of department re-organization,

service delivery in underserved geographic areas of Cary, increased communications and

marketing, impacts of local, state, and federal laws as it relates to reduction of part time staff

hours, and future funding for PRCR Capital Projects.


There is also a business plan addressing the needs of the community and department

within the next five years. Specific strategic issues include: increasing downtown initiatives &

events, renovation of existing facilities, marketing, completion of existing major capital projects,

open space and park acquisition, athletic venue management, and sports management of leagues

based on geography as well as turf fields for increased use. In an effort to provide Cary citizens

with the level of customer service that they expect, there is a need to invest in new and emerging

technologies. Specifically, there is a need to replace the Department’s registration software as

the existing application will no longer be supported by the owner of the software in 2017. Staff

have begun seeking out new applications that will accommodate the current needs of the

department including a more customer-friendly online registration method. Additionally,

technology investments should be made for mobile devices, development of apps, and improved

WiFi connections throughout all town facilities.

Human Resource Processes:

As a part of the Town’s mission statement and statement of values, employees are viewed

as the most important resource. Our department works closely with human resources to attract

and retain the best possible employees and invest in their personal and professional growth.

Primarily, the human resource department aids hiring managers by providing clear and consistent

employee recruitment and selection procedures to follow when filling a vacancy. These

procedures are to be used to fill any full time and part time regular positions. Procedures are

mandated from beginning to end of the hiring process from screening of resumes, to preparing

for interviews, and even making the final employment offer. The guidelines provided are used to

aide in the hiring process in order to prevent a possible discrimination charge or recognize those

in need of reasonable modification. Once an employee is hired, for six months they will be


considered a probationary employee and will receive a formal job evaluation at three month

intervals. In addition to aiding the hiring process, human resources also provides numerous

customer service, safety, leadership, and efficiency trainings for personal growth and

development as a town employee.

There are a number of ways for employees to receive recognition for outstanding

performance through employee relations programs including: TEAM Player (excellent team

performance/enhancement recognition submitted by employee supervisors), PEER Awards (peer

to peer recognition of outstanding performance/enhancement) and Employee of the Year. The

Town values its employees and attempts to recognize employees for their extra efforts, creative

ideas, and service to the citizens of Cary. The Town of Cary has also established C-PHIT

(Cary's Personal Health Improvement Together) in order to promote physical wellness and

overall personal wellbeing. These are volunteer wellness programs designed to attract staff of all

ages and genders to engage in a culture of health initiative.

Culture and Politics:

The culture of Cary Parks, Recreation and Cultural Resources is one which strives for

extraordinary customer service and is deeply invested in employee satisfaction. In fact, one of

the very first trainings that new employees have to attend with the Town of Cary is “Keys to

Customer Satisfaction.” This course is based on the customer service training that Disney’s “Cast

Members” all take when hired and focuses on customer service on all levels, including face-to-

face, over the phone, and even how to interact with our customers when not on the clock. From

the consumer perspective, customer service is what defines our organization and is something

that upper management takes extreme pride in. In fact, elite customer service is not just


something that is encouraged, it is expected. Thus, leaders demand more out of their employees

and programs to ensure we always adhere to this standard.

Regarding employee satisfaction, this is an area of great importance in our organization.

Each department has an open-door policy where they encourage employees to communicate

openly about concerns. This helps to give each employee an opportunity to have their voice

heard and lets them know that their opinion matters. In addition to respecting the opinions of

and empowering staff, the department is committed to providing opportunities for coworkers to

bond outside of the workplace. This is accomplished by having annual division retreats, inter-

department lunch outings, and holiday parties. As such, employees typically enjoy working

together and morale remains relatively high, helping to minimize politicking in the workplace

and instead, making it a pleasant place for all.

Measures of Organizational Effectiveness:

Cary Parks, Recreation and Cultural Resources has multiple ways of measuring

organizational effectiveness which include both internal and external measurements. Internally,

employees are evaluated annually using a Managing and Planning Performance System, which is

commonly referred to as “MAPPS.” This tool evaluates employee performance in four key

result areas, or KRAs, on a scale of 0-4, with 0 being below standard and 4 being exemplary.

Also, this tool helps to establish an employee work plan which is used to guide the employee

toward accomplishing new goals and tasks moving forward.

From an external perspective, we collect feedback from patrons to evaluate not just

employees, but programs, facilities, and policies as well. In order to do so, staff distributes

evaluations to participants at the end of each of our programs. These evaluations use the Likert

Scale to collect feedback in each of these criteria areas as well as offer participants a chance to


provide any additional information they wish. Anytime evaluations are returned, they are added

to our database which allows us to analyze and compare responses. With this, we are able to

better understand how the public views our organization as a whole and make improvements

where needed.

Approaches to Organizational Change:

All departments within the Town of Cary are in the process of being evaluated and

restructured to help increase efficiency in the workplace. This includes everything from the

location of offices to the organizational structure of each department. For Parks, Recreation and

Cultural Resources, this has meant our administrative office being relocated from a convenient

first floor suite in Town Hall to a back corner on the third floor to make our planning department

more accessible to the public. Additionally, the Assistant Town Manager, Mike Bajorek, has

been working with our department’s Director, Doug McRainey, on a complete restructure of

each of our divisions.

Rumors of a structural reorganization began to circulate in early summer 2014 following

the reorganization of other departments, such as the Human Resources Department and others.

Soon after, Mr. McRainey began meeting with Division Managers and other select supervisors in

the department to review new organizational structure models that had been suggested, as well as

to brainstorm other possibilities.

Currently, our department has its four divisions as noted earlier. Within them are

supervisors and their staff in different program areas. The Recreation division, for example, has

Facility Supervisors who oversee facility operations, customer service staff and a Recreation

Program Specialist, in charge of programming activities (see appendix, item A for complete

organizational chart). Some of the new models that were proposed include a complete overhaul


of the Recreation division. For example, one model would be to take the three current Facility

Supervisors and redefining their job positions. With this, all three would be pulled out of the

community centers and stationed in the admin office. One of them would then be responsible for

overseeing the facility operations and customer service staff at all three facilities, one the

supervisor for all Recreation Program Specialists and the other transitioned into a new role in the

Administration division.

Despite the initial discussions of a restructure over the summer, nothing has yet been

implemented. According to Mr. McRainey, he has taken the feedback of those he consulted with

in our department into consideration. With that, he is set to present his recommendations for

restructuring the department to Mr. Bajorek in the near future. From there, a decision will be

made regarding the direction of our department in order to maximize resource efficiencies.

PERCEIVED PROBLEM AND ANALYSIS I: Communication Difficulties

One challenge we are currently experiencing within our organization is communication,

specifically as it relates to rules and policies. In order for an organization to successfully

accomplish the determined goals and objectives, it is necessary for all rules and policies to be

enforced consistently across the board. At present, certain policies are enforced differently at

some of our facilities and in some instances disregarded altogether. Often times this creates

tension within our organization and can potentially anger the patrons we serve, resulting in

conflict.

As humans, we experience conflict on a daily basis. Conflict is a large part of human

interaction and can take many forms based on the personality, position of power, and even

culture of those involved within the organization. Interestingly enough, “a typical manager


spends 25-40% of his or her time dealing with workplace conflicts” (Wayne, 2005). This

reduces productivity and can lead to inefficient programming. Effective communication between

employees and managers has a direct correlation with the ability to communicate with the

patrons we serve as well as potential partnerships with other organizations. Inconsistently

enforcing rules and policies throughout facilities and divisions has resulted in an area that Cary

PRCR can improve.

A number of different rules and policies are contradicted every day. For example, the

waitlist policy as it relates to Cary residents and non-residents. The policy states that if a

program is filled prior to the end of the registration period, a waiting list will be established, with

residents having first priority in filling any vacancies that occur, unless otherwise instructed.

However, many employees fail to enforce this policy, whether it is due to a lack of

understanding, oversight, or even a blatant disregard due to disagreement with the policy itself.

Not only does this create inconsistent programming within our department, it can anger patrons

that may become aware of the policy. If a nonresident is placed as the first person on a waitlist

for a program, they can potentially be jumped by a Cary Resident multiple times in an effort to

fill a program. Specifically with summer camps which regularly have large waitlists, a

nonresident can be waitlisted months in advance and jumped by a resident who may have

waitlisted a week before the program. This becomes discouraging to patrons that experience this

firsthand after weeks of waiting and not being contacted, especially when they find out that

someone who was below them in waitlist order was, in fact, contacted for the program.

Other policies that are not followed consistently or create miscommunication

interdepartmentally include: acceptance of volunteer applications, play-up requests for youth

leagues, adult league information, and withdrawals. Often times, volunteer applications or play-


up requests for youth leagues are submitted to community centers when actually they need to be

submitted directly to administration due to sensitive information. Similarly, adult league

information is only accepted by the administrative office in regards to team registrations.

However, facilities repeatedly take roster information and other documentation that should not

be accepted.

Certain track out camps require a two week withdrawal notice while all other camps and

even other full day camps, only require one week. This creates confusion and frustration for

patrons who may not be aware of the program differences. Along the same lines, some facilities

require doctor’s notes to qualify for medical hardship withdrawals within a week of the program

to avoid a fee, while others simply take the participant’s word for it. The issues described

generate a number of preventable problems with proper communication and enforcement of

policies.

Structural: With any organization, the size and age affect the structural shape and

character. “Problems crop-up if growth or downsizing occurs without fine-tuning roles and

relationships” (Bolman & Deal, 2013, p.60). Being a rather large organization, Cary PRCR is

challenged with adapting to the needs of its consumers. As areas of Cary continue to show

substantial growth, Cary Parks, Recreation and Cultural Resources is tasked with providing a

number of different services equally throughout various facilities within the town, increasing the

opportunity for miscommunications. From a consumer perspective, one would expect to receive

the same knowledge and capabilities from one facility to another. However, this is not always

the case as a patron may attempt to register for a program at the Senior Center or Cary Arts

Center but be turned away and referred to a different facility while being told “we can’t do that

here,” when realistically they can and are supposed to offer this service.


This reflects poorly on the facility as well as the department and stems from a lack of

clarity and miscommunication of policies between managers and employees. Consistent errors

indicate a need to evaluate current staff capabilities and appropriate use. These difficulties may

be attributed to the complexity of the role itself making it harder to sustain the same focused,

tightly coupled enterprise. “If employees are unclear about what they are supposed to do, they

often tailor their roles to fit personal preferences instead of shaping them to meet system wide

goals” (Bolman & Deal, 2013, p.72). This results in customers leaving a facility feeling

unsatisfied and somewhat neglected. The structures of each facility are called into question as

to whether or not the structure implemented is too loose versus too tight. A structural balance

has not been obtained for all facilities as indicated by the differentiation of policy

implementation. It is the responsibility of those in leadership roles to effectively develop

frontline staff, thus eliminating discrepancies interdepartmentally. Having said that, it is also an

expectation of part time employees to take the necessary initiatives for providing the best

possible customer service once hired.

Human Resources: Communication difficulties can also be attributed to the human

resources frame. As policies are acted upon differently from one facility to another, it is

common for tension to build among divisions interdepartmentally. Conflict is inevitable when

dealing with people. However, it is the responsibility of those in leadership roles to effectively

manage conflict.

To give an idea of the value conflict management has to those who manage, according to

Thomas and Schmidt, “managers rated conflict management to be of equal or somewhat greater

importance than planning, communication, motivation, or decision making” (Morley et al.,

1986). It appears the way issues are handled among staff have a direct effect on the fluidity of


department communication. Repeated offenses add fuel to the fire as the same issues continue to

persist throughout the department.

With part time staff primarily being the face of many facilities, motivation for these

employees in regards to accomplishing organizational goals becomes increasingly difficult. It is

important to consider whether or not the needs of an employee are being met in relation to what

is being asked of them. For some facilities, the ability to provide a full time customer service

representative is not a reality. Thus, they are forced to hire a part time customer service

representative while rotating full time customer service representatives from other facilities in

their absence, making it increasingly difficult to provide the same level of service.

Political: From a political perspective, the department experiences stresses directly

related to the distribution of power. An overbounded system in place regulates politics with a

firm hand creating difficulty for open forms of communication. “Organizational resources are in

short supply; there is rarely enough to give everyone what they want” (Bolman & Deal, 2013,

p.201). This leads to an inevitable competition for resources and power within the department.

Successful organizations find a way to collectively incorporate all aspects of each unit involved.

With certain facilities already having different views altogether as it relates to departmental

policies, horizontal conflict remains prevalent.

Symbolic: The communication difficulties experienced by the Town of Cary Parks,

Recreation and Cultural Resources provide an accurate representation of the organizational

culture. While a shared vision has been established, many believe they are right in their efforts

to steer divisions. Management of personalities becomes a tedious process when the battle for

one’s perspective to be heard is on display. “The way we do things around here” is continually


challenged but often overlooked when deciding on implementing new ideas versus the ones that

have always worked.

SOLUTION AND PROGNOSIS I: Clarifying Policies and Consistent Training

Communication could be considered the root of all evil. By redefining when, where, and

how we communicate as an organization, there is potential for reducing numerous issues that

stem from a lack of communication. The management of people, their personalities, and egos

will dictate the future success of this organization. Effective communication is necessary to

fulfill our mission of creating an exceptional environment and providing exemplary service.

While communication difficulties are prevalent among many organizations, the issues Cary

Parks, Recreation and Cultural Resources currently face can be addressed using the four frames

approach.

Structural: A key element in resolving this issue will be finding a balance structurally

that allows all those involved within the organization to thrive and prosper. “Structure needs to

be designed with an eye toward desired ends, the nature of the environment, the talents of the

workforce, and the available resources” (Bolman & Deal, 2013, p.56). As mentioned earlier the

vertical coordination of the department rests on top-down command and control. In order to be

more effective, aspects from lateral coordination could be integrated. By providing meetings or

tasks forces, an opportunity is created to address the issue firsthand and provide a means for

strategic planning to counteract the current fallacies of the organization.

When it comes to following policies many employees may be unclear as to the correct

way to do things. A lack of clarity among employees provides the opportunity for a reiteration

of the current rules and policies and how to go about them when dealing with the public. As it


pertains to structure, the strategy and goals of the organization will need to be clearly defined

and supported by all the staff members. Open lines of communication could potentially bring

forth issues related to policies, changing them to better suit the needs of both the staff and the

patrons we serve.

If the community you serve is growing, then embrace change. Organizations that adapt

to their surroundings versus attempting to conform their surroundings are better suited for long

term success. Currently, a restructuring initiative is being developed by town facilitators in an

attempt to be proactive and increase overall efficiency. Redefining roles can lead to stability for

an organization as well as a response to major problems or opportunities. This helps ensure that

similar situations are handled in comparable ways.

Human Resources: People are the most important asset to an organization. “People and

organizations need each other. Organizations need ideas, energy, and talent; people need careers,

salaries, and opportunities” (Bolman & Deal, 2013, p.117). Determining the needs and

motivations of the current employees will be the first step from a human resources perspective,

otherwise known as people management. Identifying the needs of employees can be time

consuming but can be cost effective through overall workforce productivity. Employee

investment will take time and resources but a skilled and motivated workforce is a powerful

source of competitive edge.

Designing and implementing guidelines for communication will provide everyone with

the same access to information as well as expectations. All employees, especially those on the

frontlines, need consistent training. A large portion of these issues are due to sheer lack of

preparedness. No one should ever send a patron away when the facility they wandered into

should be able to provide common services. Cohesion among the frontlines is needed to take


this issue head-on and prove the best quality customer service to Cary citizens. Investing in

employee development brings a sense of pride to the individual, resulting in them wanting to

aspire to meet the needs of the overall goals and objectives set forth by the organization. It will

be the responsibility of the mangers within Cary PRCR to make the goals known and provide

outlet forms of communication for staff of all levels to be heard and shape the organizational

values.

Political: As stated by Bolman and Deal, “the political frame views organizations as

roiling arenas, hosting ongoing contest of individual and group interests” (Bolman & Deal, 2013,

p.188). At every level of the organization there is a struggle for power and a need for resources.

From a political perspective, an emphasis on the development of strategies and tactics can be

exercised rather than conflict resolution. Agenda setting will structurally outline the goals and

objectives of the organization while conveying direction and taking into account the concerns of

major stakeholders. The leadership of facilitators within Cary PRCR will dictate the

achievement of the organization’s vision through recognition of major forces working for and

against the created agenda. As stated by Kotter, “The effective leader creates an ‘agenda for

change’ with two major elements: a vision balancing the long-term interest of key parties, and a

strategy for achieving the vision while recognizing competing internal and external forces”

(Bolman & Deal, 2013, p.209).

Symbolic: From a symbolic perspective, we tend to view our culture as the way things

are and ought to be. However, being open to change and new and innovative ideas could

potentially create new rules and policies that are more effective and reduce communication

inefficiencies. Our organizational culture is what holds us together. Continued emphasis on the

visions and values will better prepare employees when tasked with planning and implementation


of future programs and events. “Vision turns an organization’s core ideology, or sense of

purpose into an image of the future” (Bolman & Deal, 2013, p.250).

Additionally, providing opportunities for ceremonies will continue to shape

organizational culture through the four major roles of: socialization, stabilization, reassurance,

and the ability to convey messages to external constituencies. Every organization has its

moments of achievement and atonement. Cary PRCR could use this as an opportunity to further

meaning and bind the organization together; ultimately reducing communication difficulties and

neglect of current rules and policies.

PERCEIVED PROBLEM AND ANALYSIS II: Inefficient Programming

Another challenge in our organization deals with the efficiency of programming areas

and divisions of jurisdiction. This is due in large part to the blurred lines of duties between

facilities and positions. Specifically, we have three different community centers and a handful of

other unique facilities which program for a variety of different program areas to meet the

demands of citizens in their immediate vicinity. Therefore, there is quite a bit of overlap in what

we offer for each age, interest, ability, etc. throughout the Town of Cary, and in a sense, we end

up competing against ourselves.

In short, we at the Town of Cary have not been as efficient as we should be when it

comes to programming. As such, problems have come about, which include competing

instructors, undercutting one another's prices, and program duplication. When thinking about

these issues from an organizational manager’s standpoint, it becomes clear that there are factors

from each of the four frames which contribute to the problem.


Structural: From a structural perspective, the overlap in duties throughout our

department can be attributed to the allocation of responsibilities. As demonstrated by the

organizational chart (see appendix, item A), there is a clearly defined hierarchy of positions.

More specifically, there are job descriptions and expectations for each position, which outline the

specific areas we are responsible for and identify the communities and demographics which we

are expected to serve. The grey area here comes from the fact that we serve such a diverse

population, spread throughout a rather large area in terms of landmass. As a result, recreation

programmers are tasked with satisfying the population in their immediate vicinity, but there is

also a sense of different programmers being responsible for specific demographics, including

age, ability, interest, socioeconomic status, etc. Often-times, problems arise from the un-clarity

of which priority should take precedence in specific situations.

Ultimately, all programmers do have a common goal, which is to satisfy the customers

which we serve. One wouldn't expect such an overlap in programming responsibilities to create

a problem. However, it does because of the many different outlooks amongst our programmers

of how we should be going about fulfilling the desires and demands of our citizens. For

example, some believe in offering programs that have historically worked and others in new,

innovative programs. Some believe in providing the lowest cost to participants, while others

believe in maximizing profit for our department. When focused on unique classes and activities,

everything tends to run fairly smoothly. It is when different programmer responsibilities overlap

that their styles, comforts, preferences, and beliefs lead to inconsistencies and passionate internal

debates. Ultimately, the unique philosophies that each of us possess make it difficult to keep

everything even across the board for our customers.


Another issue that has arisen as a result of the blurred lines of responsibility in

programming is creating enough space in our facilities for all program areas to exist.

Specifically, our specialized recreation programs tend to get the short end of the stick in a lot of

situations. Since we do not have a specific facility dedicated to specialized recreation and based

on the fact that we want to offer such programs in all areas throughout our community, our staff

member responsible for this program area is tasked with seeking out facility time at all of our

different facilities. However, she is typically not able to do so until each facility programmer has

completed program schedules for themselves. Therefore, specialized recreation is at a rather

large disadvantage because it is essentially getting the leftovers of what is available and rarely

able to pick and choose ideal times and dates that would work best for its patrons. Such

interdependencies leave specialized recreation at the mercy of facility programmers, yet, still

tasked with the same objectives.

Human Resources: Workplace inefficiencies that stem from blurred lines of

responsibility may also be attributed to the human resources frame. As job responsibilities

overlap, so do the motivations of those involved. Some believe strictly in outcomes while others

may believe in competing with external organizations or even simply to satisfy the customer at

any cost. Regardless of the motivator, each of our employees is passionate about what they do

and anytime there is overlap, do whatever they can to see that their beliefs are taken into

consideration. Thus, we see a lot of emotionally charged debates and policies enforced in unique

manners amongst different employees.

Also, a variety of workplace cliques have been informally established. Some are boys

versus girls, some related to tenure, some within divisions, and some just among employees who

have become close in their own time. Regardless of their origin, such cliques have added to the


emotion and passion when certain issues come up for debate, including those stemming from an

overlap in responsibility. It seems that some problems that should be easy to overcome are

actually escalated by adding more hands in the pot.

Political: The political frame is responsible for amplifying workplace inefficiencies. As

Bolman and Deal reference, the central concepts of the political frame are power, conflict,

competition, and politics (Bolman & Deal, 2013). Cary Parks, Recreation and Cultural

Resources Department is comprised of passionate, proactive professionals and as such, anytime

there is overlap within organizational boundaries, issues are attacked with vigor from all sides.

Each person, with their own beliefs and desire to work their way up the organizational ladder,

brings their own reasoning for why doing things their way is the best fit for our organization, but

oftentimes, this leads to us getting too caught-up on irrelevant details, resulting in inefficient

meetings. Though everyone truly does mean well, this thirst for power that comes out in times

of conflict is an area of concern.

Symbolic: Finally, the inefficiencies that result from blurred lines of responsibility in

our organization are sometimes a result of the historical culture within. One could argue that we

have unintentionally adopted a “resource-driven focus,” where our focus has been on

maintaining past success (Hopkins and Hyde, 2002, p. 4). As such, we do a lot of hiring and

promoting from within the organization, which, as Bolman and Deal reference, “encourages both

management and employees to invest time and resources in upgrading skills” (Bolman & Deal,

2013, p. 144). Yet, a microcosm that has become of this philosophy is the overwhelming

emphasis placed on historical practices of the organization. As such, the outsider’s perspective

on policy and programming is often shrugged-off without giving any real consideration to new


ideas or methods. This leads to inefficiency because much time is wasted preserving the past

instead of moving toward the future.

SOLUTION AND PROGNOSIS II: Defining Boundaries and Establishing Cohesion

It is undeniable that some time and money inefficiencies have resulted from issues such

as blurred job responsibilities and varying opinions. However, nothing within our organization

is unfixable. The changes that we need to help overcome such hiccups start with the leadership,

from department-wide to specific divisions. Their adopting of positive attitudes and clearer

expectations will set the tone for all of our employees. Also, we as employees have to do our

part to follow such an example and work in harmony to ensure future prosperity of our programs.

Structural: In order for our department to minimize inefficiencies, we do need some

structural changes to come about. Specifically, the unclear roles within our divisions need more

consistently defined responsibilities and expectations. The proposed updated organizational

chart for the recreation division (see appendix, item B) demonstrates how such an increase in

efficiency of responsibility may be achieved. One highlight of this new allocation of duties is

pulling the Recreation Program Specialists out of the community centers and centralizing them at

a neutral site with one common supervisor. In doing so, each program area could be spread

evenly across all areas of Cary while clearly defining the population or activity that each

specialist is responsible for.

Along with clearly defining roles, pulling the Recreation Program Specialists from each

facility will help to alleviate the interdependency issue experienced by the specialized recreation

programmers. With no one accountable for filling a specific facility with their programs,

specialized recreation would be on an even playing field with everyone else, allowing them more


of an opportunity to offer programs for their participants at dates and times most convenient for

them.

Human Resources: From a human resources standpoint, one of the most proactive steps

our leaders can take to create a more cohesive workplace would be to lead by example.

Ultimately, upper-management are the ones who set the tone for everyone else in the department.

If they take it upon themselves to focus all their efforts on satisfaction, in terms of both the

customer and employee, then this will become contagious and a far greater number of other

employees will want to do whatever it takes to have the same effect on their customers.

Inherently, this would mean we are working more efficiently as an organization in order to do so.

Also, it is important that a greater emphasis be placed on teambuilding to strengthen the

bonds of all employees. This may be accomplished in a variety of ways, such as more frequent

staff outings, trainings in teamwork and conflict management, or even by simply including an

icebreaker at the beginning of meetings to allow for a lighter side of employee functions. Taking

such steps will likely minimize the formation of cliques within our department, or at the very

least, minimize the negative effects that they sometimes bring.

Political: Since there is an underlying sense of power struggle within the organization,

upper-management need to improve their skills as facilitators. It is important that they continue

to give all those with an opinion the opportunity to have their voice heard. However, there is a

need to maintain a sense of order and to squash conflict immediately. For example, ensuring that

everyone has an opportunity to hold the floor at meetings but never dismissing the group until a

conflict is resolved will allow everyone to feel as though they contributed to the issue at hand

while keeping their emotions in check. Perhaps more importantly, there will be a clearer


directive following meetings, which prevents blurred lines of communication and

responsibilities.

Symbolic: While it is important that Cary Parks, Recreation and Cultural Resources

preserve its successful history and established culture, it is important that we remain open to

new, innovative ideas, which may help us flourish in the future. In other words, we must move

to a “mission-centered focus” (Hyde and Hopkins, 2002, p. 4). Doing so would help employees

in our organization learn to trust one another more with their opinions, whether new or old, since

we would all share the common primary goal of working toward future success. Hence,

significantly less time would be wasted debating the purpose of programs and allocation of job

responsibilities as they are handed-off from one employment generation to the next.

PROSPECTING THE FUTURE:

Cary Parks, Recreation and Cultural Resources is one of the premier municipal recreation

departments in the State of North Carolina. Nonetheless, we experience environmental threats,

just as any other professional organization does. In order to keep such challenges from bringing

us down, it is important that we remain proactive by staying current on market trends and

understanding our direct competition. Doing so will show that one of the biggest threats to our

organization is the cost of our programs compared to our competition. Though we undercut

many private organizations in terms of athletics, fitness, and educational courses to name a few,

we are also more expensive than quite a few others. One example that comes to mind is summer

camps. For one week of teen summer camp in 2014 at Raleigh Parks, Recreation and Cultural

Resources, participants paid $83 per person, whereas we charged $150 for Town residents and

$180 for non-residents in Cary. As such, it is not likely that many non-residents would choose


our program over Raleigh’s. It is even possible that such a significant cost difference caused

some of our residents to choose Raleigh over Cary as well.

Another major threat to not just Cary, but recreation departments everywhere, is the

increased prevalence of technology in today’s society. Specifically, this trend has put a damper

on the participation rates of youth and teens across the board. Studies show that we live in a

world where 78% of those 12-17 have a cell phone and of those, two in five have a smartphone.

Additionally, 70% of households owning a tablet say their children under 12 are frequent users

(Dolesh, 2013). Therefore, the numbers show that a majority of our most important clientele

have regular access to technology, giving them alternative leisure options, which compete with

the programs we offer.

Despite a few threats, our organization is far from one in danger of going under. In fact,

there are many opportunities for our organization to make a jump to the next level in the near

future thanks to being in one of the fastest growing communities in the state of North Carolina.

For example, US Census data estimates that Cary saw a population growth of 10,000+ from 2010

to 2012 and currently is home to 150,000+ people (U.S Census Bureau, 2014, n.p.). With a rapid

increase in population, so increases the demand for recreational opportunities, specifically those

that are not readily available in the private sector. This is where our resources, such as gyms,

ball fields, rental space, etc. don’t just meet the needs of our citizens, but ensure that they will

keep coming back.

Also, while technology is a threat to our organization, it can also serve as an opportunity

for us to grow. As Dolesh states, smartphone and tablet technology is becoming increasingly

prominent amongst our nation’s youth and teen populations (Dolesh, 2013, n.p.). If we are

strategic in our planning by investing in the proper equipment and hiring the right staff, then we


have the potential to use such technology to draw-in tech-savvy youth and teens and enhance

their experiences. The North American Association for Environmental Education (NAAEE)

seems to be on the right track by implementing such technologies into their geocaching

programs, which may be a great starting point for Cary as well.

Finally, one other new program that has the opportunity to benefit the Cary Parks,

Recreation and Cultural Resources Department is soccer. This is because we have such a great

increase in the youth and teen population in our area, specifically amongst the Hispanic

population. In fact, population of Hispanic youth has skyrocketed by over 400%, growing from

7,092 in 2000 to 35,999 in 2011 (see appendix, item C). Today, one in every seven children

(15%) in Wake County is Hispanic (YouTHRIVE, 2013) and as data verifies, soccer is especially

popular among this population, which is where we come in. By offering a low-cost,

participation-focused soccer program within our department, we have to opportunity to catch this

increasing trend while it’s on the rise, which can help provide stability in our athletics division

for years to come.


References

(2014, July 8). Retrieved from United States Census Bureau website: http://quickfacts.census.gov/qfd/states/37000.html

About Cary. (2014). Town of Cary. Retrieved from http://www.townofcary.org/newtocary/About_ Cary.htm

Bolman, L & Deal, T. (2013). Refaming Organizations - 5th Edition. San Francisco: Jossey-Bass.

Demographic Analysis. Cary, NC: Town Of Cary, 2011. Print.

Dolesh, Robert J. (2013, May 1). Really? We Want Kids to Use Technology Now? Parks & Recreation. Retrieved from http://www.parksandrecreation.org/2013/May/Really--We-Want-Kids-to-Use-Technology-Now-/

Hopkins, Karen M., & Hyde, Cheryl. (2002). The Human Service Managerial Dilemma: New Expectations, Chronic Challenges and Old Solutions. Administration in Social Work, 26(3). Retrieved from https://moodle1415courses.wolfware.ncsu.edu/pluginfile.php/154278/course/section/20088/Hopkins%20%20Hyde%20%282002%29%20-%20HSO%20managers%20solutions.pdf

Kouzes, K.P., & Posner, B.Z. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. 5th edition. San Francisco, CA: Jossey-Bass.

United States Department of Commerce: US Census Bureau. (2010). Profile of Cary, North Carolina. American FactFinder. Retrieved from http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk

Parks, Recreation, & Cultural Resources Department Divisions. (2014). Town of Cary. Retrieved http://www.townofcary.org/Departments/Parks__Recreation___Cultural_Resources/Divisions.htm

State of Our Youth: Wake County Secondary Data Report. Wake County, NC: YouTHRIVE, 2013. Print.

United States Department of Commerce: US Census Bureau. (2010). Profile of Cary, North Carolina. American FactFinder. Retrieved from http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk

Working with the Town of Cary. Cary, NC: Town Of Cary, 2013. Print.


http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk

http://www.townofcary.org/Departments/Parks__Recreation___Cultural_Resources/Divisions.htm

http://www.townofcary.org/Departments/Parks__Recreation___Cultural_Resources/Divisions.htm

http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk

https://moodle1415courses.wolfware.ncsu.edu/pluginfile.php/154278/course/section/20088/Hopkins%20%20Hyde%20(2002)%20-%20HSO%20managers%20solutions.pdf



http://www.parksandrecreation.org/2013/May/Really--We-Want-Kids-to-Use-Technology-Now-/

http://www.parksandrecreation.org/2013/May/Really--We-Want-Kids-to-Use-Technology-Now-/

http://www.townofcary.org/newtocary/About_%20Cary.htm

http://quickfacts.census.gov/qfd/states/37000.html

Appendices

Item A – Current Organizational Chart


Item B – Proposed New Recreation Division Organizational Chart


Item C – Graph Demonstrating Hispanic Population Growth in Wake County

2000 20110

50,000

100,000

150,000

200,000

250,000

300,000

Population Under 18 in Wake County


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