1. SPORTS AND ENTERTAINMENT MANAGEMENT © SOUTH-WESTERN/THOMSON CHAPTER 2SLIDE 1 CHAPTER 2 CHAPTER 2 COLLEGE AND AMATEUR SPORTS 2.1 2.1 Managing College Athletics 2.2 2.2 Managing Amateur Sports 2.3 2.3 Economic Impact

2. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 2 LESSON 2.1 LESSON 2.1 MANAGING COLLEGE ATHLETICS GOALS Discuss the functions of management for college sports. Describe the levels of management, and explain the concept of Total Quality Management (TQM).

3. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 3 MANAGING COLLEGIATE SPORTS Universities count on revenue from successful athletics to maintain diversified sports programs for both male and female students Successful athletic programs result in: Greater attendance More money donated by satisfied alumni Attention from more corporate sponsors

4. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 4 MANAGEMENT FUNCTIONS IN ACTION Planning College athletic directors are faced with the challenge of scheduling non-conference games years in advance. Sometimes less-noted teams will sign the contract to play at the dominant team’s stadium in order to earn a percentage of the large amount of revenue from a sold-out stadium. Athletic directors are in charge of financial management. Today’s major universities are working with budgets ranging from $40 million to more than $100 million.

5. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 5 MANAGEMENT FUNCTIONS IN ACTION Organizing A college sporting event is much more than the game being played on the field or court. It is a recruiting tool for future students to attend the university. Universities hire event management teams. Members of the event management team are responsible for customer satisfaction. They are also counted on to maintain security for sporting events.

6. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 6 MANAGEMENT FUNCTIONS IN ACTION Implementing Stadiums at universities have grown much taller (luxury suites built at the top) Success on the field or the court increases ticket sales and eventually can result in building new stadiums or coliseums. Winning at the college level also results in greater sales of merchandise bearing the college logo.

7. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 7 MANAGEMENT FUNCTIONS IN ACTION Controlling Management must evaluate results. Controlling is a very important part of management because it determines what will take place in the future. The best management teams evaluate results to streamline the operation for the next season.

8. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 8 ROLE OF THE NCAA National Collegiate Athletic Association Regulates collegiate athletics Student athletes are ineligible for participation in an intercollegiate sport if they ever agree (orally or in writing) to be represented by an agent for marketing their athletic ability or reputation in the sport. Responsibility for adherence to NCAA’s guidelines Athletic directors Coaches

9. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 9 NATURE OF MANAGEMENT Levels of management Executive – top-level managers who spend most of their time on management functions. Mid-managers – spend most of their time on one management function, such as planning or controlling. Supervisors – work directly with employees and translate the athletic department’s plan into action. Usually supervisors are skilled, experienced workers promoted from areas where they work.

10. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 10 TOTAL QUALITY MANAGEMENT Quality, customer satisfaction and employee morale lead to success Teamwork and employee involvement in decision making Universities count on event managers to be hospitality agents who effectively practice the TQM strategy.

11. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 11 LESSON 2.2 LESSON 2.2 MANAGING AMATEUR SPORTS GOALS Describe the management functions necessary for amateur sports. Explain the management of a successful sports camp.

12. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 12 GROWTH OF AMATEUR SPORTS High school athletics are important social events for small and large cities. A small town often gains an image from its amateur sports.

13. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 13 MANAGEMENT FOR AMATEUR SPORTS Planning Planners must consider fans, ticket sales, security, concessions, and rules of the sport. A delicate balance must be maintained between healthy competition and good sportsmanship, and adults must set the example. There is an alarming trend of adults not maintaining their composure at amateur sporting events. Organizing Implementing Controlling

14. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 14 MAINSTREAM SPORTS ARE LOSING YOUNG PEOPLE Decline of interest in traditional sports Increased competition from video games, the Internet, wrestling and alternative sports. Skateboarding has been the fastest- growing sport for the last five years. Television ratings are a good barometer of the success of sports with young people.

15. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 15 MAINSTREAM SPORTS ARE LOSING YOUNG PEOPLE Movement away from team sports Pro sports leagues have poured millions of dollars into amateur sports programs aimed at getting kids to participate in their sport. According to the National Sporting Goods Association, only soccer and golf have increased in youth participation. The NFL ranks #1 among all age groups in terms of team sports.

16. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 16 MANAGING SPORTS CAMPS Planning Scheduling camp dates Distributing information months before the camps take place Finding sponsorships Designing brochures and other forms of advertising Planning meals for the camps Ordering t-shirts and other memorabilia Determining the necessary finances.

17. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 17 MANAGING SPORTS CAMPS Organizing Requires managing finances Processing registrations Hiring coaches Handling other details

18. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 18 MANAGING SPORTS CAMPS Implementing Requires a smooth operation that covers all scheduled events. Meals, release of liability for injuries, parent consent forms, and end-of-camp tournaments, etc..

19. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 19 MANAGING SPORTS CAMPS Controlling Collecting quotes to be used for future camp promotions Taking pictures of the event Making sure that participants benefit from the experience.

20. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 20 LESSON 2.3 LESSON 2.3 ECONOMIC IMPACT GOALS Explain the financial impact of college athletics. Describe the influence of amateur sports on family spending.

21. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 21 TOUGH DECISIONS Athletic directors are faced with balancing large budgets for competitive programs. Tiering – involves funding five or six sports at a high level, five or six at a medium level, and five or six at a low level. This decision does not eliminate any sports from the program but becomes controversial when deciding which sports receive the higher amount of support.

22. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 22 TOUGH DECISIONS Regionalizing – is a second option for athletic departments with tight budget constraints. To save money, the school sets geographic limits on recruiting and travel. A third, unpopular option is to cut sports from the athletic program.

23. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 23 TOUGH DECISIONS Title IX Bans sex discrimination at schools that receive federal funding and sets parameters for female sports that must be met by athletic programs.

24. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 24 WHAT ABOUT PAYING ATHLETES? The NCAA prohibits payment to college players. NCAA allows student-athletes to take a job, buy special insurance for their skill, and investigate their chances of being drafted by pros. An increasing number of amateur athletes are choosing to skip their junior and senior years in college to join pros. (some even from high school) Graduation rates for athletes at successful programs are not encouraging.

25. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 25 WHAT ABOUT PAYING ATHLETES? Professional level sports organizations benefit from athletes trained at colleges. State legislatures have looked into the possibility of paying college athletes, but with tight budgets they wouldn’t have the money. Perhaps the NCAA could help pay with the money earned from TV networks for broadcasting championship games.

26. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 26 THE BIG BUSINESS OF AMATEUR SPORTS Communities compete to host amateur sports events because they realize the potential revenue for hotels, restaurants, and retailers. Amateur sports give businesses an opportunity for sponsorship. Sponsorship could be printed programs, paying for uniforms, or providing transportation.

27. © SOUTH-WESTERN/THOMSON SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 2SLIDE 27 WHAT FAMILIES SPEND Attending the event Buying the equipment Participating in the sport Increase in the sales of sports utility vehicles can be attributed in huge part to families participating in amateur sports.