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Holistic Approach
<br />Cont. from Page 1, Col. 2
<br />"Why is ie that such a large portion of tne
<br />buEget is expended for teen-age young
<br />people and hatdly eny[hing is given to
<br />aenior citizens7" "Why is it that w much
<br />money is spent for senior citizens when the
<br />young people ere tha onea who reailY �eetl
<br />the ectivity and program7
<br />"What progrems do you have for my
<br />youn8er ane, she ia almoel three years old,
<br />Is bright and big for hx age?
<br />"I have a fiheen yeer old who is very
<br />good with kids, (whatever that means) can
<br />you giva her a job during the summer w
<br />sha will not ba out roaming the atreetsT"
<br />"Why Eoea my son have fo go m the
<br />oene, ena m eown to sat on nis rockat wAn
<br />his rocket club w�an there is a neigh�
<br />bor�ootl park rig�t auoea the s[reet7"
<br />The fact of the mener is that n woultl 6s
<br />Very Safe to !ey thet rerelV is a call fxeived
<br />askiig for wunaNing on tlrup.adux or
<br />elwhdism or questions in the areas of inen-
<br />tal healeh. It may wNl be tAat a leader of an
<br />attiviry unqualianably has an impact on
<br />partiripeMa in ihat activky. Relationships
<br />tlevalop that make k feesibla to advix par-
<br />ticipania sueking ativite. It could not truly
<br />be condderW caunseling.
<br />If there is an analopy to be made, it is
<br />conceivable that it would be the merger of
<br />recreation and parks with other disciplines
<br />— as NRPA did in the 60's. Some found the
<br />merger a wccesalul one, others, like thoae
<br />responsible far opereting mos tountl the
<br />mery•er not in their best interest and, we ara
<br />told, withdrew from its affilietion with NR-
<br />PA.
<br />Are we saying that sincs we lost the
<br />professianal mo people, we will replace that
<br />group with social worken7 If so, there
<br />could well ba questions bV both 9roups as
<br />ta whether this is fair to aither:
<br />There seems to be tha question of hnw
<br />then we can preatl ourselvea Oefore
<br />�eooming totelly ineffe�tive.
<br />la it Ihe goal of the reereation antl �park
<br />administretor to look fo�xra�d to the Aay
<br />whan hia essignmmt will include�respon-
<br />sibilrty for tha managin8 of ail municipal ser-
<br />vices ahort of tire, police, taz colledi�g an0
<br />publie works7 le he, in effect eeskine �o
<br />be^ome e ^Junior Ci�y Manager"7
<br />Woultl it not be bettx ro concentcate the
<br />Drofeseipnal attention entl anergies of
<br />those treined to Create, devebp, nurture,
<br />enE p�omote thws eroBS of interert of the
<br />community rNated to IanA, facilities,
<br />pro8ram, staft and finances? The goal to ba
<br />cN6C Ilves maW ,. �,.-, , ,,�itiva ao-
<br />tiv�ly antl esaociations�. The reault can be
<br />tound in mti�fis0 individuals and oroud
<br />communi�ix. M woultl seem that there is
<br />Wmething to bs aaitl lor that as a bottom
<br />u�e.
<br />Resums
<br />Cant. from Page 2, Col. 4
<br />T�en, �e continuea, Ihe government wi�l
<br />und the eomoany infonnalion on qualiliod
<br />and wha� you Oetieve you can do for the
<br />emp�oyer.
<br />• Tha primary purpose of the resume and
<br />covering letter is to get you an interview.
<br />Then you hevo the opPortunity 4o bd e
<br />"walking reaume."
<br />With that in mind, many expena recom-
<br />mend that you tailor your resume to appeal
<br />to an individual firm or e narrow renge of
<br />eompanies.
<br />• Keep it positive. Sava the not-so�good
<br />smft lor the intarview. Never tie, but seleci
<br />your tacts to catch the eye of an amployer,
<br />rather than Yo give him a �eawn for rejee-
<br />ting you.
<br />"ManY Y�mes young people do not put
<br />any so-cailed'sell' in their resumes;' noved
<br />Mr. Brice.
<br />. The process of writing a resume is not
<br />jus� for proapeqive employers, it helpa you
<br />as well. You ere foreed to unalyze what
<br />your atrengihs are, how you have grown in
<br />edueation and'p0s up to now, what kinA of
<br />work you reaily want to Co.
<br />"Job-hunting can be a testing tima but
<br />also e very great learning time," says one
<br />personnel director who was out of work
<br />himmlf. °'VOU find out a lot about yourself."
<br />Nepnnfv0 by 0///MS,ion /mm rhs "Cnn'stien Samro
<br />Monitor" O 19A Mn cn.;aus� Sn��n p.eu.mne
<br />son.rv, en.ignn�s.m�ce.
<br />Unhappy at Work
<br />Cont. from Page 2, Col. 4
<br />ter of money, while employers and
<br />academics teel that workers are nnqry
<br />because thay ezpect — but do not get —
<br />fulfillment from ehBir work.
<br />Workers were esked how important they
<br />consideretl wme 25 aspects ot work, in-
<br />cluding pay, working contlitions, and
<br />relations with coworkers. The results may
<br />be �urpridng to those who beliava workers
<br />are inleresteA mainly in pay. Of the five
<br />work features rated most important only
<br />one had to Ao with tangibla o� econamic
<br />benefib. Antl thel one Ipood payl was
<br />ranked num6ar 5. flankeA above pay were
<br />interesting work, enough help and epuip�
<br />ment to get the job done, enough in-
<br />Portnation to get the job Eona, and enough
<br />authoriry to get the jab done. Work aspects
<br />rated 6th, 7th, end 8[h in importance were:
<br />Opportuniry to develop special abiiities; Job
<br />securhy; Seeine the resuks of one's work.
<br />Of the eight top-ranked work aspects, siz
<br />hed to do with the content ot the worker's
<br />job.
<br />The largest satisfaction gap for the work
<br />torce as a whole concerned teolings abou�
<br />promonpnal OQpartuniry. Relatively tew
<br />warkors — "r�t y����ti{ �V 1YUyn in�ervi�,vetl
<br />— said lha[ chantes for piomotion were
<br />very im0ortant m them. The lacts of work
<br />life, however, Create0 a largo satistaclion
<br />gap, aince only 25 porcenf consi0eretl good
<br />chances /or promotion charaaeris�ic ot
<br />their jobs.
<br />The aspecf with ihe second largest
<br />salislaction gep was ^good pay." with fi0
<br />percent ranking it very imponani and only
<br />40 percenl stating thal it was vxry Ime of
<br />was sixlh. �
<br />The owwll aurvey stwwa thst ths ehann
<br />to Eo maaning(ul work and to achiere eM
<br />erow on tha job fa of preat imponsnce to
<br />tha evarapa Amarican xrorkx — perhapa
<br />even ovenhsdowinp finanelel con-
<br />sideratione. It elao appean that thu chanee �°
<br />Is sadly lacking in the evero0e job. Thi�
<br />need for job aetiefection cen bM be met •
<br />through the humeniution of urork: Throug�
<br />restrutturing the work situation eo thM jobs
<br />provitle autonomy, intereating work, end
<br />the opportunky to be active, to 0�'+. an0
<br />to echieve.
<br />T�e aDave erthY apq✓e0 M Ms V.S. Ope. of 1�ber
<br />PuLliralbn "Menrower.••
<br />ReprintM wiM pompawn oI "lll� BeY TMipMn�
<br />MegezMe."
<br />4P71MIZING HUMAN RESOURCES:
<br />READIMGS IN INDIVIDUAL AND
<br />ORGRNRATIONAIDEVELOPMENT
<br />FdileC 6y Gordon L. Uppin, Ledie E. 7Ais,
<br />and Robert G. Bidwel% Jr.
<br />Consisting of thirty-nine articles by noted
<br />autY�oritiea in the fieltls of education,
<br />buaness, anA government, fhia reatlings
<br />book focuses on tha braad developmental
<br />proCess o( people as rewurtes to Ihem-
<br />selves and 10 groups, organizMion:, and
<br />communities. ToBether the artirles
<br />reDresent tAe most recent contri6utiom to
<br />the field of human resourCe davelopment.
<br />Articles tleal wi(h current Irends,
<br />methods, and activities in human resource
<br />development and call attrntion to the im�
<br />pact of this pmress over the past five yearv
<br />an husiness organizations. CoMributon in-
<br />clude Bass, Bennis, Etzioni, Kahn, Katz,
<br />Lawrence, G. LippiR, p. Lippin, Loxh,
<br />Schein, Schmitlt, and Soronwn. AdJisom
<br />Wes/ey Pub/ishing Compeny, ReaOing,
<br />Mess.O1B67. d9.P0.
<br />LEADERSHIPLIBflANY
<br />By Americen Management Asaocistion
<br />These signifieant wrilings on IeadershiD.
<br />motivation, management by ohjectivea, and
<br />organizational dynamics by the men end
<br />women who have beun there shoultl be Oert
<br />of your "must read" list.
<br />The 12 volumes are ettractively bound
<br />and jacketetl and all are housed in a
<br />specially tlesigned container /or eary
<br />placemenl antl reference.
<br />The volumes incluAa BEYON9
<br />MANAG�p.M1ENT BV OBJECTIVES;
<br />CAREEW f�ANAGEMENT; FORMUTA FU�E���.
<br />SUCCESS; A GUIDE TO PERSONAL HISK
<br />7AKING; HOW TO MANAGE BV OB-�
<br />JECTIVES; INTEflVIEWING FOR
<br />MANAGEHS; MAKING IT HAPPEN; MUD-
<br />DLING 7HNOUGN, NO-NONSENSE
<br />DELEGATION; ORGANIZATIONAL ELAN;
<br />THE POWER OF PROFESSIONAL
<br />MANAGEMEN7; en0 RISK, SURVIVAL
<br />ANO POWER. The aut�an include wm� of
<br />tha most resoected leadere in t�s buainess
<br />MA
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