EXECUTIVE ORGANIZATION OF A PARK DEPARTMENT 547 



organization and conduct of the affair in each case being largely in the hands 

 of the employees themselves, is a custom that may profitably be imitated 

 by a park and recreation executive organization. In fact, these occasions 

 should be departmental affairs, including the governing authorities as well 

 as the members of the executive organization. This is merely practicing in 

 a limited way what the organization is doing daily for the general public. 

 As a means of fostering mutual acquaintanceship and good will, and that 

 intangible thing called the spirit of the corps, affairs of this character have 

 great value. 



Personal contacts. All that has been said heretofore concerning the rela- 

 tion of the chief executive or superintendent to his staff has been considered 

 from the viewpoint of group contacts. This phase of the administration of 

 an executive organization has been emphasized because of its fundamental 

 importance in facilitating the conduct of the business of the organization, 

 and because it is only in this way that the workers can secure a clear and 

 comprehensive vision of the aims and purposes of the entire organization 

 and of the relationship that each individual group bears to the whole and 

 to each other divisional group. Aside from dealings with the staff on a 

 group basis, many personal questions will arise which will have to be handled 

 by personal contact between the superintendent and chiefs of divisions and 

 perhaps with individual members of the staffs of divisions. These questions 

 may involve matters relating to the internal organization and conduct of 

 divisions, problems which will be solved by the individual chiefs of divisions 

 and the superintendent in conference either in the office or in the field or 

 both, or they may involve matters pertaining to transfers, promotions, dis- 

 charges, discipline, or personal difficulties, outside of work problems, of 

 individual workers. The good executive is more or less in the position of a 

 foster father to his assistants of all grades if he has their liking, confidence 

 and respect. 



In dealing with employees below the grade of division chiefs, care 

 should be taken that the division chief is always made acquainted with 

 the nature of the contacts between the superintendent and the worker, 

 otherwise the authority of the chief may be easily undermined and the 

 system be disorganized. In all personal contacts with members of his staff 

 the superintendent should have and manifest a genuine, sympathetic inter- 

 est both in the individual and in his problem or problems. If assistance can 

 be given it should be given promptly and without stint. If reproof and 

 discipline must be administered let it be done firmly, tempered with friend- 

 liness. It is one of the highest achievements of a good executive, as far as 

 relations to his staff are concerned, to have every member feel that he can 

 expect a sympathetic hearing and a just judgment from his leader, the 

 superintendent. 



