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Holistic Approach
<br />Cont, from Page i, Col. 2
<br />"Why is it that such a large ponion of ehe
<br />buEget is expended for feemage young
<br />people entl hartlly anyching is given ro
<br />aenior citizms7" "Why is R that w much
<br />m002y A9 sp80t iOf SAIiOf CNffin5 when thC
<br />young peaple are the ones who really neetl
<br />lhe activiry and progremt
<br />"What progrems tlo you hava for my
<br />wungar ona, sha is almost tnree ree�% ola,
<br />is bri8ht and big ipr har aga7
<br />"1 have e fiheen Year ald who is very
<br />goo0 w@h kids, (wharovor Mat meansl can
<br />you give htt a job tivring tM wmmer w
<br />ehe will not ba out roaming the streets?"
<br />"Why tlaes my mn �ava to 90 ro the
<br />oMx end of wwn ro se[ off his rockat with
<br />his rocket eiub when Mere is a netgh�
<br />bofiood park right across the street7"
<br />The laet of [he matrer is Aat rt would be
<br />vary safe m sey thn raMy is a cell receivetl
<br />azking tor wunseling on tlru8 abuse or
<br />akoholism or que8ions in the areas of inen-
<br />tal heah�. It may well ba tha[ a leatler of an
<br />ac[ivicy mpuostionabty has an impaet on
<br />partieipams in that aaiviry. Relationships
<br />develop thM maka rt teasible ro advise par-
<br />ticipams seeking aWice. It coula noc vuly
<br />ba considered eounselin9.
<br />If Nara is an analogY m be mada, ii is
<br />eoneeiva�le that it woultl be the merger of
<br />reereetion antl parb wiM other disciplines
<br />— as NflPA ditl in Ae 60's. Some fountl the'
<br />mer9er e successfui ona, others, lika Mose
<br />raponsible Mr opera�ing zoos fo�nd �he
<br />merger not in their best interr.t anq we are
<br />to�tl, wi[hdrew trom i4s affiliMion wiN NP-
<br />PA.
<br />Are we saying fhat since we los� che
<br />profesaional zoo peop�e, we will replace that
<br />group with wcial workers7 If so, there
<br />coulE well ba questions by both B�oups as
<br />m whether this is fair to erther.
<br />There seems to be the queation of how
<br />Ihen we can spread ourselves before
<br />Eommin9lotallY ineffeetive.
<br />Is it tM goal of fhe racreation and �park
<br />a0ministreror to laok forwartl ro the day
<br />when his asai8�ment will inelude respon-
<br />aiblNy for the maneging o} a!I munkipal ser-
<br />vices ahort of firo, polica. taz collacting end
<br />public worksi Is he, in eHect seeking to
<br />become a "JUnior Ciq Manager"7
<br />WoulO it not ba batta� ro concemrare the
<br />profeuionat mtemion antl energies of
<br />thox Vained to <reate, devMOp. nwmre,
<br />entl promote [hox areaa of interem of the
<br />community �Na�ed m 1enA, lecilities,
<br />G�apram, ste/f entl financn7 T�e goal m be
<br />thet livef iney be enrichetl by positive ac
<br />tivity antl eswciatlons. The rosult ean Ee
<br />lound M eatielled intliWduals a�d o�o�e
<br />eommunitias. It woultl seem that there IS
<br />something to ba said for Ihat as a batrom
<br />line.
<br />RBluma
<br />Cont. from Page 2, Col. 4
<br />Then, he continues, �he qovnmment will
<br />eand Ihc eompany intormation on naalilietl
<br />antl what you beliave you can tla for the
<br />employer.
<br />• The primary purpose of the resume and
<br />wvering lettei is to get you an imerview.
<br />Then you have t�e opport�nky m bi a
<br />"walking resuma."
<br />With lhdt in minA, maRy B%pBrts tetom-
<br />mentl t�at you tai�or yom resuma to appeal
<br />W an individuel firm ar a narrow ranga of
<br />eompanies.
<br />• Keep N pos@ive. Seve fie nat-w-gaaC
<br />aWN for tha interview. Never lie, Eut selecl
<br />your (etts lo cetc� the eye of en am0�oyer,
<br />raMar than ro give him a reawn far rejec-
<br />tinp You.
<br />"Many times young people do not p�t
<br />any so-called'sell' in their resumes;' noleA
<br />Mr. erice.
<br />• The procau of wrking a rasume is not
<br />just tar pms0ettive em0�oyers, i[ helps You
<br />as well. Yau are torcetl ro analyza whaP
<br />your strengMa are, how you have grown in
<br />etluwtion end joba up ro now, what kind of
<br />work you reaily went ro tlo.
<br />"JOb-hunting wn be a tes[ing time but
<br />alsp a very great leaming time," saye one
<br />personnel direcror w�o was oui ot work
<br />himaalL "VOU fintl out a lot about yourseli."
<br />Rro•mhJ b/ pe.mr n I (ns °Cn.i:tlen Soience
<br />Mar'up/' O 19A (hv LMistim Science MabOing
<br />SocYM.tllripl�nmervp.
<br />Ur.happy at Work
<br />Cont. from Page 2, Col. 4
<br />1BI Oi TOl1By, W�111B 8Tp�0yBf9 8lld
<br />acadomics teel Nat workere a.e angry
<br />becavae they expect — but tlo no[ get —
<br />fultiliment fmm t�eir work.
<br />Workers wern asked how important they
<br />ronsitlered wme 25 aspeas oi work, im
<br />elutlin8 Pay, working contlitions, antl
<br />reiationa with coworkers. The rasulb may
<br />be surprising to thox who believe workers
<br />ere intaresleE mainly in pey. Of ihe tive
<br />work tea[ures rateE most important only
<br />one �ad m tlo erith tanB�bie or aconomic
<br />benefib. AnA t�et one IBOOd payl was
<br />renkeA number 5. Pankad above pay were
<br />intttes�ing work, enough help antl equip�
<br />mmt m get the job Eone, anough in�
<br />formstian m ge� the job Aone, u�d enaugh
<br />euthority m Bet the job tlone. Work eapecte
<br />reted 6th, 7th, antl Bth in imponnnce were:
<br />Opportunny w tlevelop sPecial ebil%ias; Job
<br />secmiry; SaoinB the resulb of one's work.
<br />Of the eight wp�ranked work aspecls, six
<br />hatl �o tlo wi�h tha wntent o� tha worker's
<br />job.
<br />T�e largest utislaction gap lar Iha work
<br />10IC! 09 8 WhO�B COOL8f11BE �eB�11105 B�OOI
<br />promatianal opVOnunlly. Pelatively few
<br />wurken — 55 percent ot those intervi¢wed
<br />— saiE Ihal chenees lor promotion were
<br />very imporlant to Nam. The facls o( wark
<br />lile, however, createtl e �erge sntielaction
<br />gap, since onlY 25 parcent canaitlered gooE
<br />chances for promotion cherac�arietic of
<br />Iheirjobs.
<br />Tha aspect wil� tha cecond InrBest
<br />w�isfaction qao was "pood pey,•, wit� 69
<br />pemmt ranAing i� vcry imponam and oniy
<br />90 percem �mtin{t �ha� i1 wrs verv vue ol
<br />was sizth. '
<br />TM ovxall survey shaws that the chance
<br />ro do meaningful work antl ro aehiwe eM
<br />grow on iha job b ef greetimportancs m
<br />thA avera8a Ameriwn xrorkm — Oerhaps
<br />even overshaAOwing financial con-
<br />eitlarations. h alw appean that this ehaneef
<br />is sadly laeking in Me averape job. Thfa
<br />neaE for job satisfacNOn ean best be met I
<br />Nrough tha humeniution of woh: Throuph
<br />resvucturin8 Iha work simetian w thet jobs
<br />proviEe auronamy, Inreresting xrork, end
<br />tha oCPa����Y �o be active, ro grow, and
<br />m achieve.
<br />Tlie eEOn ert� epywM "n NN� U.S. Dspt. o/ (iDer
<br />waxetqn ^Mw1pnwe..•
<br />ReprAM wil� pmmiu"on o/ Rh� BsY Te§prom
<br />MMrsmr.
<br />OPTIMI2ING HUMAN XESOURCES:
<br />READINGSININUIVIDUALAND
<br />OR6AN12ATIONAIOEVEIAPMENT
<br />Edited by Gordon L. Lippirc, Leye E Thix
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