1. Management Principles Applied to Sport Management Chapter 2

2. Definition and History
Goal of sport managers?
To get workers to do what the manager wants in an efficient and cost-effective manner
Management theory evolved through two phases
Scientific management
Human relations movement
Today: Use of organizational behavior
Study and application of the human side of management and organizations

3. Scientific Management
“Taylorism”
Workers should not be doing the same job different ways, but instead in the “one best way” (most efficient way).
Manager can get workers to perform job the “best way” by enticing them with economic rewards.
ED: Added ending periods.

4. Human Relations Movement
Hawthorne Studies: Social factors in the workplace were important, and job satisfaction and output depended more on cooperation and a feeling of worth than on physical working conditions
Mary Parker Follett: Believed that effective, motivational management existed in partnership and cooperation

5. Organizational Behavior
Study and application of human side of management
Includes dealing with modern changes:
Downsizing
Globalization
Information Technology
Diversity
Better human resources = “competitive advantage”

6. Functional Areas of Management
Sport managers must perform in a number of functional areas and execute various activities in fulfilling the demands of their jobs.
Key areas = planning, organizing, leading, and evaluating
This list is not comprehensive because organizations are constantly evolving.

7. Functional Areas: Planning
Planning: Defining organizational goals and determining the appropriate means by which to achieve these desired goals
Setting “course of action” for the sport organization
Organizational plans change and evolve.
Should not be viewed as “set in stone”; adjustable
Managers must participate in both short-term and long-term planning.

8. Functional Areas: Organizing
Organizing: Putting plans into action; manager determines what types of jobs are needed and who will perform them
Develop an organizational chart
Develop position descriptions
Develop position qualifications
Staffing
Selection, orientation, training, and development of staff members

10. Functional Areas: Leading
Leading: “Action” part of the management process
Delegation:
Involves assigning responsibility and accountability for results to employees
Managers must manage any differences or changes that may take place in organization.
Managers handle conflicts, work problems, or communication difficulties; stimulate creativity; and motivate employees.

11. Functional Areas: Evaluating
Evaluating: Measuring and ensuring progress toward organizational objectives
Progress is accomplished by the employees effectively carrying out their duties.
Establish reporting systems, develop performance standards, compare employee performance to set standards, and design reward systems.

12. Key Skills: People Skills
Sport management industry is a “people-intensive” industry.
Interaction with unique clientele
Must be able to treat all people fairly, ethically, and with respect

13. Key Skills: Communication
Knowing how to say something to another person is equally as important as knowing what to say to another person.
Answering each question professionally and courteously wins a lifelong fan.
Sport managers must be able to treat all people fairly, ethically, and with respect.
Sport managers often asked to give speeches.
Sport managers must be able to write in many different styles.

14. Key Skills: Managing Diversity
Diversity: Differences between individuals, such as age, race, gender, sexual orientation, disability, education, and social background
Women and minorities still underrepresented in managerial positions in the sport industry.
More women, people of color, and people with disabilities needed as managers in sport industry.
Employment process:
Recruitment, screening, selection, retention, promotion, and ending employment

15. Key Skills: Managing Technology
Usage of technology in the sport industry
For example: Customer data collection and advanced ticket systems
Usage of technology in the workplace
For example: Videoconferencing and multimedia presentations
Computerized ticketing systems such as M-ticketing, PACIOLAN, and PROLOGUE
Online surveys used for data collection
MLB Media Tracker and Fan Tracker

16. Key Skills: Decision Making
Gathering and analyzing information
Classic Model of Decision Making:
Need to define problem
Generate alternatives
Evaluate alternatives
Select best alternative

17. Key Skills: Decision Making (cont.)
Participative decision making
Employees or members of the organization participate in the actual decision-making process.
Group decision making should be used when:
More ideas need to be generated
There is a great deal of information to share.
Alternative perspectives are needed.
The fairness of the decision is highly valued.

18. Key Skills: Organizational Politics
Use of power or some other resource outside of the formal definition of a person’s job to get a preferred outcome
Four types of political tactics used:
Coalitions
Outside experts
Links/networks
Controlling information

19. Key Skills: Organizational Politics (cont.)
Sport organizations have formal (e.g., athletic director) and informal (e.g., coach) leaders.
Learning who the informal leaders are in an organization can help new sport managers understand politics of a sport organization.

20. Key Skills: Managing Change
Managers should appreciate employees’ resistance to change.
Plan for resistance, involve employees, and provide additional training and communications
Managers should select priorities for change.
Managers should deliver early tangible results.
Managers should publicize successes to build momentum and support.
Managers must make sure top management sponsors are fully committed to implementation.

21. Key Skills: Motivation
Critical for everyone to be on same page when it comes to working to accomplish organizational goals and objectives
Many theories:
Maslow’s hierarchy of needs, Herzberg’s two factor ideas, Vroom’s expectancy theory, and Adam’s equity theory
Katzell and Thompson:
Appropriate motives and values; attractive and consistent jobs; defined work goals; appropriate resources and supportive environments; performance reinforced; harmony
ED: Removed underlining from title.

22. Key Skills: Taking Initiative
Initiative enables you to learn about a different aspect of sport organization you are working with.
Allows you to meet and interact with people outside of office you work in, thus increasing your network
Shows your employer your commitment to working in sport industry

23. Current Issues Diversity
Perform self-study to evaluate effectiveness of recruitment and employment of diverse individuals
Managing technology
Understand how expanding technology will improve customer relations and service
Examples = Social Media & M-Ticketing

24. Current Issues (cont.) International sport management
Domestic models of sport governance cannot be unilaterally imposed on other cultures.
Sport leagues exporting product overseas via events, broadcasting, offices, and merchandise
New management theories
“Empowerment” and “Emotional Intelligence”

25. Summary Sport managers face rapidly changing environments.
Successful managers must be able to skilled at planning, organizing, leading, and evaluating.
Managers must be able to successfully manage the most valuable organizational resource: people.