Thesis (Ph. D.)--Columbia University, 1940. / Vita. Published also (160 p.) without thesis note and with only one appendix. "Appendixes": p. [157]-221. Bibliography: p. 155-156.

Thesis (Ph. D.)--Columbia University, 1933. / Vita.

The general subject of this study is the postwar development of decentralized programs by the Young Men's Christian Association; the specific study is its application in a particular section of Vancouver (approximately four "neighbourhoods" in the western section of the City). The Alma "Y" was initiated in these, and the study analyzes its development over a ten-year span. Perspective is provided by a brief review of recreation in North America and the changing roles of the traditional urban Y.M.C.A. "Interest groups.", "mass activity programs", and "purpose groups," are identified as aids to analysis;. This is applied to programs sponsored (a) to meet needs identified by the community, and (b) to meet needs identified by Branch Y.M.C.A. leadership but unrecognized in the community at large. The structure necessary for effective program development in the communities involved is evaluated in terms of Y.M.C.A. objectives . Lay-professional relationships , and the professional's contribution to program services and organization, are also illuminated by "case study". For the Alma Branch, as for other community Branch Y.M.C.A.'s, one of the issues clarified is the role a local "Y" has to perform if it is to supplement constructively other community organizations, both public and private. An area of common concern to all recreational organizations is the importance of keeping administration related to the development of program services. A final chapter considers the implications for increasing the value of the local Y.M.C.A. branch in this kind of residential area. / Arts, Faculty of / Social Work, School of / Graduate

The general subject of this study is the post war development of the decentralized YMCA:. the specific study in its application in a particular section of Vancouver (two "local communities" in.the south-eastern section of Vancouver). The Fairmount YMCA, established initially in Fairview-Mount Pleasant area, and the extension of *YT services to become, in I960, the Fraserview-Killarney.. Branch, are analyzed over a fourteen year period. The study is an historical analysis of community organization process, and of group work in meeting the recreational needs of the Fraserview and Killarney citizens. Decentralization of agency-administration as the principle of an individualized service, through the opportunity for local responsibility and control, is critically appraised in the light of results. The role of the professional worker, and the process of community organization for recreation, is analyzed through the use of process recordings. For the Fraserview-Killarney YMCA, as well as for other Branches of the Vancouver YMCA,.the study indicates that the role of the YMCA in the. residential community is to supplement public recreation and other community services. The changing social structure of the community, and the need for the YMCA to broaden and adapt "family type" services, both demonstrate that the YMCA,-as well as other private agencies, will need to retain a_flexible structure of operation if it is to retain the interest of the people concerned in voluntary participation. / Arts, Faculty of / Social Work, School of / Graduate

No description available.

The basis for the thesis research was the examination of the extent to which YMCAs in the United States incorporate public relations skills and corporate mission statements into the training of their employees.A mail survey was sent to the total population of 913 corporate YMCAs which represent all 2,170 locations in the United States. The first of two mailings was sent on July 5, 1984. A total of 530 responses were received from forty-nine states representing 58 percent of the total population. Of the returned surveys, 514 were usable in all aspects of the study, or 56.2 percent of the total population.The findings show the typical YMCA is served by a male director with eighteen years of YMCA work experience who has been in his current position just less than ten years. He oversees the management of a YMCA serving an average of 6,700 individual members.Public relations duties are performed by an average of 2.5 persons in the responding YMCAs including the executive director himself. The training and preparation for handling these responsibilities most often comes in "learn-by-doing" situations. Workshops enhance on-the-job training in most cases. Fewer than 20 percent of the professional directors performing public relations functions have had university or college coursework in public relations.Approximately 70 percent of the responding YMCAs have made a specific attempt to determine how their organization is perceived by the community. Two-thirds of the associations which have attempted to measure community perception stated they used formal research methods to do so. Only 32 percent of the YMCAs responding have prepared a written statement of their mission with 28 percent having a formal action plan for achieving their goals and objectives.Just less than 60 percent of the 514 respondents budget public relations items as a planned expense at an average of 3 percent of the total operating budget.Three of the conclusions drawn from this research are:1. The lack of formal training of employees performing public relations functions, in the YMCAs responding, suggests some disparity between job preparation and the generally accepted guidelines for training public relations practitioners.2. The marked increase in the number of YMCAs which have formulated written mission statements and action plans since 1980 is one indication of an increased awareness of the need to operate these nonprofit organizations under traditional management principles.3. Not only must more YMCAs develop and implement formal action plans, but more employees at all job levels must be informed of these plans if their YMCA is to experience the degree of membership growth and the improved community image possible through a total organizational effort.

Thesis (Ph. D.)--Columbia University, 1923. / Vita. Bibliography: p. 224-229.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1973. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--Columbia University, 1935. / Issued also with vita. Bibliography: p. 223-229.

No description available.