1. Managing sport - any difference? References: NOVÁ, Jana. Management ve sportu. Brno: Masarykova univerzita, 2014. s. nestránkováno, 67 s. ISBN 978-80-210-7151-3 ( English translation).

2. Managing sport – differences based on contextual variables such as: Specific characteristics of sport Field of sport Sport product Sector of sport All of these determine the use of the specific managerial techniques in the sport management

3. Smith and Stewart (2010) compiled a list of 10 specific characteristics of sport, which determine the use of the specific managerial techniques in the sport management 1. irrational passion for sports teams and athletes and its use, 2. differences in the assessment and evaluation of performance vs. hierarchy and results, 3. interdependence between sport organizations, 4. competitive equilibrium (competition vs. cooperation) – anti-competitive behaviour, 5. diversity in quality of sport product/game, competition (guaranteed result vs. price), 6. high level of loyalty to the product and the brand, 7. sport-produced unique fan behaviour with substitute identification, 8. high level of optimism and expectations of sports fans vs. defeat, 9. relative unwillingness to the use of technology, 10. limited supply and seasonality vs. meeting the demand

4. Application of managerial functions in sport Sports managers use similar managerial theories and techniques as the managers of other organizations (hospitals, banks, car manufacturers, etc.). Still, there are aspects that are different, especially in the following areas Hoye et al., 2012) strategic management, organizational structure, human resources management, leadership, organizational culture, financial management, marketing, performance and assessment of productivity

5. A manager in the field of sport runs sports activities of any kind, professional sport and institutions active in it, participation of amateurs in sport and organizations that provide services for them, sports facilities in the management of cities and municipalities, associations involved in sports, organizations that produce sporting equipment and clothing, high schools and colleges dedicated to sport, professional organizations dedicated to sports marketing and management of players.

6. The work of a sports manager is dependent on the products of the sports industry, which he manages and which may in the broadest sense be: participation in sport, elite sport, professional competitions, equipment and accessories for sport, promotional items and media outlets to promote sport, services of sports facilities, marketing research in sport, managerial services for sport and athletes

7. Sport management as a profession Profession, in which general management functions and processes are applied in a specific, i.e. sports context SPORT MANAGER: “A person who focuses on the coordination of the provided human and material resources, relevant technologies and possible eventualities in order to successfully perform and transfer certain services in the field of sport” (Chelladurai, 1994). According to Ziegler (2007), a sports manager is traditionally defined as the person who plans, organizes, does staff recruitment, directs, controls (monitors and assesses) gradual steps leading to the previously set objective in various sports programmes for people of all ages.

8. Model of three sectors in sport ( Hoye et al. 2012) State (public) sector – includes national, regional and local authorities, agencies for development of policies and funding in sport and sport specialists (development of athletes, drug control). Non-profit sector (volunteering) – includes local sports clubs, their associations and international organizations, which organize sport competitions, regulate and manage sports rules and organize the main Championship competitions. Professional (commercial) sports organizations – include professional leagues and their teams, various sports competitions, tournaments, which includes producers of sports clothing and equipment, media, operators of large stadiums and managers of sporting events.

9. Traditional work positions in the field of sport management are according to the results of the AEHESIS project (2006) as follows 1)sports manager or director at the local level (an organization at the municipal level, municipal authority, etc.), 2) manager or director of a sports club, 3) manager or director of a national sports federation, 4) Manager of a fitness centre TASK FOR CLASS: In the report for the third year of the solution of the AEHESIS project (http://www.aehesis.de/images/FilesForDL/reports/aeh_report_3rd.pdf), locate, analyse and describe the differences in the sample job descriptions and required competencies for work positions of sport managers, as defined by this project (pp. 171-183)