FUNDAMENTAL OF SPORT MANAGEMENT SPS 170
CHAPTER 4 Leading
WHAT IS LEADING?
Leading is the management function that involves motivating subordinates influencing individuals or team as they work, selecting the most effective communication channels or dealing in any way with employee behavior issues.
3 Types
Communication
Internal communication refers to the exchange information and ideas within an organization. in most business, much information can be exchanged internally by, Displaying notice. Sending e-mails Giving announcement Giving telephone calls Leading
Motivation
Motivation is the driving force based on positive feelings that produces goal directed action in individual and the firm. It is the necessary to reward goal directed action to ensure repetitive behavior towards the goal / goals in the organization.
Leadership
Leadership is the process of influencing a group towards the achievement of goals.
CHAPTER 5 Controlling
The Frequency of controls
constant, periodic and occasional
Types of Controls
1-Incoming or Screening Control
2-In-Process Control
3-Final-Stage Control
Step in the control process
1-Setting objective
2-Establishing performance standards and measuring actual performance
3-Comparing actual performance against a standard.
4-Taking action to correct deviations or inadequate standards.
Effective control
4. Flexible
3.Objectively and Comprehensive.
2.Timely
1. Accurate (information)
The Important of Controlling
5. To facilitate delegation and teamwork - Help delegation and decentralization to run smoothly.
4. Deals with human limitations.
3. To create faster cycles - Deal with complexity.
2. To cope with change -Deal with change or uncertainty.
1. To create better quality - Assist the management process
P.O.L.C
CONTROLLING
LEADING
ORGANIZING
PLANING
The Controlling Process
Establish Standards
Measure performance
Compare performances and standards
Evaluate performance and take actions
Maintaining status
Correct the deviation
Change standards
Purpose Of Controlling
-Adopting to environmental change
-Limiting the accumulation of Error
-Minimize cost
-Cope with organizational complicity
WHAT IS CONTROLLING ?
A process of monitoring performance and taking action to ensure desired results. It seems to it that the right things happen, in the right ways, and at the right time.
CHAPTER 3 Organizing
Organization Chart -An organization chart lays out the organization’s management hierarchy and departments and their working relationships. -It shows the level of management hierarchy, chain of command, the division and type of work, and departments.
Division of work
-Each box represents an individual responsible for a given part of the organization’s work load
- Managers and subordinates (who is whose boss)
The solid lines indicate the chain of comman
-The type of work being performed (nature of the work)
*Labels for the boxed indicate the organization’s
*different work tasks
-The grouping of work segments
The entire chart indicates on what base the organization’s activities have been divided – functional/product/geographical.
-The levels of management
The chart shows the entire management hierarchy. All people who report to the same individual are on the same management level
Five aspect that can be illustrated by an organization
1. division of work
2. Managers and subordinates (who is whose boss)
3. The type of work being performed (nature of the work)
4. The grouping of work segments
5. The levels of management
Hierarchy Chart
CHAPTER 2 Planning
Six Steps of Effective Decision Making
Step 1: Define the Problem or Opportunity
Step 2: Set Objectives and Criteria
Step 3: Generate Alternatives
Step 4: Select the Most Feasible Alternative
Step 5: Implement the Decision
Step 6: Control the Results
Daily Decision Making
Making Decisions: Decision-Making Conditions
-Certainty
Certainty is a situation in which a manager can make accurate decisions because all outcomes are known. Few managerial decisions are made under the condition of certainty.
-Risk
A situation in which the manager is able to estimate the likelihood (probability) of outcomes that result from the choice of particular alternatives. The ability to assign probabilities may be the result of personal experience or secondary information
-Uncertainty
Limited information prevents estimation of outcome probabilities for alternatives associated with the problem and may force managers to rely on intuition and “gut feelings”.
Decision Styles
-The reflexive decision making style “shoot from the hip”—that is, making snap decisions without taking time to get all the necessary information and without considering alternatives.
-The reflective decision making style takes plenty of time to decide, gathering considerable information and analyzing numerous alternatives.
-The consistent decision making style doesn’t rush and doesn’t waste time. They know when they need more information and when it’s time to stop analyzing and get moving
SWOT ANALYSIS
Threats
Opportunities
Weaknesses
Strengths
Operational Plans
-Single Use Operational Plans
-Standing Operational Plans
-Contingency plans
-Functional Plans
-Short-run and Long-run
The Strategic Planning Process
In the strategic process managers:
-Develop the mission,
-Analyze the environment,
-Set objectives,
-Develop strategies, and
-Implement and control the strategies
TYPES OF PLANS
1.Strategic Plans
2.Operational Plans
-Single use operational plans
-Standing operational plans
3. contingency plans
4. Functional Plans
5. Short-run and Long-run plans
The Important of Planning
* Of all the functions of management, planning is the one
which anchors all other managerial responsibilities.
* Planning is a common sense activity that is futuristic in
nature.
* All of today’s activity is the result of past planning. Tomorrow's or nest year’s activity will be the result of today’s planning.
Poor Planning
Good Planning
Planning should be
-Formally prepared
-Factual, logical and realistic
-Planning may cover a long-term or short-term period and the significant point to remember about planning is that all planning activities are futuristic.
OVERVIEW Sport management program train people for management
positions in such area college athletics, professional team, fitness
centers, coaching, officiating, marketing, youth organization, and
sporting goods manufacturing and retailing
CHAPTER 1 Introduction
WHAT DO SPORT MANAGERS DO? “Competitive activity guided by established rules ”
Eitzen & Sage, 1986
“Activities involving physical powers and skill, competition,
strategy, and/or chance, and engaged it for the enjoyment
and satisfaction of participants and/or others”
Spears & Swanson, 1983
“Satisfaction and/or personal gain of the participant and/or
others (e.g. spectators) including organized and recreational
sports, as well as sport for entertainment ”
Wann 1977
5 sport managers’ responsibilities
HUMAN RESOURCES
FINANCIAL RESOURCES
PHYSICAL RESOURCES
INFORMATIONAL RESOURCES
PERFORMANCE
WHAT DO SPORT MANAGERS DO?
Managers get the job done through others. They also plan, organize, lead and control to achieve organizational objectives.
A sport manager is responsible for achieving the sport organization's objectives through efficient and effective utilization of resources
(a) Efficient means getting the maximum out of your available resources.
(b) Effective means doing the right thing (following the proper strategy) in order to attain your objective; it also describes how well you achieve the objectives.
Possible Careers
Sport management is a multidisciplinary field that integrates the sport industry and management. Sport management programs train people for management positions in such areas as :
Athletic directors (ADs)
Stadiums and arena management
Sport marketing agencies
Player’s agent
Sport broadcasting
Recreation management
Sporting goods manufacturers
Managing in professional leagues
What is ISO ?
ISO 9000 is actually a three-part, never ending cycle including;
Mullin, (1980) defined Sport Management
“ as in including the functions of planning, organizing, leading and evaluating within the context of an organization with the primary objective of providing sport or fitness-related activities, products, and/or services ”
Represent The International Organization for Standardization.
based in Geneva, Switzerland.
it is a quality system standard applicable to any product, service or process anywhere in the world.
The information include in the ISO 9000 series includes;
ISO 9000: This define the key terms and acts as a road map for the other standards within the series.
ISO 9001: This defines the model for a quality system when a contractor demonstrates the capability to design, produce and install products or services.
ISO 9002: This a quality system model for quality assurance in production and installation.
ISO 9003: This a quality system model for quality assurance in final inspection and testing.
ISO 9004: This provides quality management guidelines for any organization wishing to develop and implement a quality system. Guidelines are also available to determine the extent to which each quality system model is applicable.
ISO 14000: an evolving series that provides business management with the structure for managing environmental impacts, including the basic management system, performance evaluation, auditing, labeling and life cycle assessment.
Sport Management Today and Future
The responsibility for performance involves combining and coordinating
human, technological, and financial resources to achieve organizational
goals. Organizations by their nature are complex and therefore difficult to
manage. Still, as long as society, the economy, and technology remained
somewhat stable or changed only slowly, management had time to make
the adjustments necessary to maintain and improve performance.
-There are 5 basic dimensions involved if the organization truly expects to increase quality: -
Top Management Commitment
Employee involvement
Materials
Technology
Method
PIONEERS IN MANAGEMENT
Since 1900, these individuals emerge as influential pioneer of management and it’s practiced until today
-Frederick W. Taylor
He is considered the “Father of Scientific Management”
He pioneered the studies of method analysis, job costing and incentive plans
He applying the scientific method how to improve various operational activities
Died 1915
-Frank Gilbreth
He is known as the “Father of Work Simplification”
He pioneered work in the field of motion study.
Gilbert was the first to study work activity on film.
Died 1924
What is
“Sport Management” ?
Mullin, (1980) defined Sport Management
“as in including the functions of planning, organizing,
leading and evaluating within the context of an
organization with the primary objective of providing
sport or fitness-related activities, products, and/or
services”
Kimball, (2004) defined Sport Management
“Sport Management is a multidisciplinary field that
integrates the sport industry and management
(finance, economics, marketing, public relations,
advertising and mass communication)”
-Sport Management is composed of two basic
elements – Sport and Management.
-Getting things organizing, leading (directing), and
evaluating (controlling) is the contemporary
definition of management.
