Chapter 1 Managing Sports

ASSIGNMENT 1 KEY TERMS IN SPORT MANAGEMENT Manager’s resources Performance Management skills Technical skills People skills Communication skills Conceptual skills Decision-making skills Management function Planning Organizing Leading Controlling ASSIGNMENT 1 KEY TERMS IN SPORT MANAGEMENT

WHAT IS SPORTS MANAGEMENT?

Important Traits for Managers Professor Edwin Ghiselli identified six traits of managers (ranked by importance): Supervisory ability Need for occupational achievement Intelligence Decisiveness Self-assurance Initiative __

NASSM The North American Society for Sport Management (NASSM) is the major professional association for college and university academics in sport management. Much of the scholarly research in sport management is published in NASSM’s Journal of Sport Management.

DR. HARRY EDWARDS AT NASSM 2016

Topics of Interest to NASSM Members Sport Marketing Future directions in sport management Employment perspectives Management competencies Leadership Sport law Personnel management Facility management Organizational structures Fund-raising Conflict resolution (continued)

New Professional Leagues Offer Career Opportunities New leagues such as the AFL and AFL2 (Arena Football), AAFL (All- American Football League) and MLL (Major League Lacrosse) offer internship and career opportunities. Teamworkonline.com is a good website for learning all about the new leagues and teams and opportunities in internships and careers.

Examples of Careers in the Sport Industry Athletic directors (ADs) Stadium and arena management Sport marketing agencies Players’ agents Sport broadcasting Recreation management Sporting goods manufacturer s Managing in professional leagues

Three Most Important Traits Here are the three most important traits of successful managers, according to the results of a Gallup poll: Integrity Industriousness Ability to get along with people

Four Management Functions Planning: is the starting point. Planning is the process of setting objectives and determining in advance exactly how the objectives will be met. Organizing: is a design system to implement plans. Organizing is the process of delegating and coordinating tasks and resources to achieve objectives. Leading: is the process of influencing employees to work toward achieving objectives. Controlling: is the process of establishing and implementing mechanism to ensure that objectives are achieved. These management functions need to work as a system.

MANAGEMENT FUNCTION ____1. Coach Sally shows Kelly how to kick a ball. ____2. Coach Tom determines how many players were hurt during the first half of the came. ____3. Ace forward Jason has missed practice several times. Coach Dave makes Jason know he can’t miss practice again. ____4. Coach Sheryl is interviewing applicants for the Physical Therapist job. ____5. Coach Terry is fixing a broken weith-training machine. A. planning B. organizing C. leading D. controling E. nonmanagement

ANSWER B—organizing 2. d---controlling 3. c---leading 5. e----nonmanagement

A. ROLES Examples: figurehead, leader and liaison 1. Interpersonal Roles: Examples: figurehead, leader and liaison When managers roles are they use their people skills and their communication skills. Cheryl Condon played the figurehead role at the Elms with her interview. 2. Informational Roles: This roles include monitor, disseminator, and spokesperson. Cheryl Condon monitors her situation by following performances of other local colleges. She is both disseminator and spokesperson with the interview. 3. Decisional Roles: This role include entrepreneur, disturbance handler, resource allocator, and negotiator. Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics

Figure 1.3

APPLYING THE CONCEPTS Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics

A. INTERPERSONAL B. INFORMATIONAL C. DECISIONAL ______1. Baseball Commissioner Robert Manfried discusses the players’ contract with union’s rep. ______ 2. An Adidas HR manager shows a new hire how to fill out a forms ______ 3. The Cincinnati Reds’ former baseball manager Walt Jocketty reads Street & Smith’s with his cup of coffee first thing in the morning. _______4. Cheryl Condon develops new total quality management techniques. ______ 5. The Oakland Raiders’ sales and ticket managers discuss a complaint with a customer.

ANSWERS 1. c 4. c Decisional/ He is playing the role of negotiator. Interpersonal/ She is playing the role of leader 3. b Informational/ He is playing the role of monitor 4. c Decisional/ She is playing the role entrepreneur. 5.a Interpersonal/ They are playing the role liaison.

Management Skills Technical skills-the ability to use methods/techniques to perform task (spreadsheet). People skills-be able to work with people to complete tasks. Communication skills-be able to get your ideas/tasks clearly and effectively. Conceptual skills-be able to have critical thinking skills and understand complex concepts. Decision-making skills-solve problems.

a. technical skills conceptual skills b. people skills e. decisional-making skills C. communication skills _____1. The ability to see the game as a whole and the interrelationship of the players. _____2. The ability to motivate athletes to do a good job. _____3. The ability to perform department jobs such as being a ticket taker. _____4. The ability to correct a problem. _____5. The ability to write effective memos and letters.

1. d Conceptual skills. 2. b People skills 3. a Technical skills 4. e The ability to correct a problem. 5. c Communication skills

Three Levels of Management Top Middle First line

Table 1.1

Differences Top Managers: are the executers, CEO, Presidents, and etc. They make the call and put forth all plans in action. Middle Managers: an Athletic Director would be an example. The supervise first-line managers. First-Line Managers: examples are assistant coach, event manager, chair of a department. They supervise operative employees.

How Do Managers Differ? Graduate Students Tips: 1. Must be flexible in your skills. 2. Must be able to enter the field in an area you are more than ready. 3. Must know that no one start at the top, middle, or on the first line. 5. To move up, you must have a specialty. Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics

EXPLAIN 1-5 STEPS IN ORDER OF HOW TO SOLVE THIS. PROBLEM SOLVING I Your assignment is to start a sports youth program in your area of town. You have a background in youth as a coach, but are not quite sure how to organize such a program. How would you go about setting up the program? There is money available for the program, but YOU NEED TO FIND IT, APPLY FOR IT OR SPONSOR IT. THINKING CAP MOMENT EXPLAIN 1-5 STEPS IN ORDER OF HOW TO SOLVE THIS. Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics

READ CASE STUDY AND ANSWER QUESTIONS.

ASSIGNMENTS: CASE STUDY KEY TERMS 1 PROBLEM SOLVING 1 CASE STUDY: Chapter 1 (HANDOUT)