EXECUTIVE ORGANIZATION OF A PARK DEPARTMENT 551 



superintendent which in the larger systems would be performed by subordi- 

 nate executive officials. It will and should always be true that relatively a 

 larger proportion of the budget in a small community should be invested 

 in personnel (staff) than will be the case in a large community. 



Scientific Management. 



The eight rules on how to manage, by W. H. Leffingwell, as stated in 

 the April News Bulletin of the Department of Commerce, have much to 

 offer park superintendents in planning their work: 



"(i) Define your purpose. You must know what is to be done before 

 you can know how. This is your master task. (2) Analyze your problem. 

 Your master task will then break up into many detail tasks. Consider them 

 all --neglect none. (3) Seek the facts. Study every condition governing 

 each task and the undesirable element to be eliminated and the desirable 

 element to be retained. Then standardize right conditions. (4) Devise the 

 one best method. Aim to conserve energy, time, space, material. Determine 

 relation of details to master task. (5) Find the person best fitted. For each 

 task certain personal qualities are essential. In each person certain qualities 

 predominate. Find the person best fitted. (6) Teach the person best fitted 

 the one best method. Not by driving, but by thorough, patient teaching 

 are understanding and skill developed. (7) Plan carefully. Right planning 

 of arrangement and sequence of work will enable you to accomplish tasks 

 in logical order, accurately, quickly, economically. (8) Win cooperation. 

 Cooperation means working together. It cannot be demanded; it must be 

 won. Accept your share of the responsibility. Respect the rights and 

 aspirations of others. This is scientific management, and through scientific 

 management may we expect to eliminate waste." 



BIBLIOGRAPHY 

 EXECUTIVE ORGANIZATION 



"Relations of Park Board and Executive," William concerning the services of gardeners in park work and 



H. Walker, Superintendent of Parks, South Bend, Indi- the knowledge that they should possess, 



ana. Parks and Recreation, Vol. X, No. 2, November- "Duties of Park Superintendents," W. R. Adams. 



December, 1926, pages 118-119. Proceedings of the Eleventh Annual Convention of the 



" Plans of Organization and Accounting." Report of American Association of Park Superintendents, August, 



Olmsted Brothers, fifth annual report of the Metro- ' 9 9 ' P^ es V' 1 *' Discussion following address, pages 



politan Park Commission of Providence Plantation to 



.. /-. i A , , ni j T i j Duties of a Park Superintendent." Bulletin No. 7, 



the General Assembly of Rhode Island, 1909, pages 58- , , 



~, r. .... r ebruary 1911, American Association of Park Super- 



71. Ine nrst part ot this report contains some very , . ... . 



1 mtendents. A symposium by various park executives 



pertment suggests relat.ve to general departmental concerning the duties and responsibilities of a k 



organization. superintendent. 



"About Park Gardeners." Bulletin No. 5, January, "Duties and Value of a Park Superintendent," Theo- 



1909, American Association of Park Superintendents, dore Wirth. Parks and Recreation, October, 1920, Vol. 4, 



pages 25-29. Symposium by various park executives No. I, pages 24-27. 



