Managerial functions in sport – any difference ? Jana Nová, PhD., MBA, MSc, Masaryk University Brno, Faculty of Sport Studies, Brno

Strategic management (SM) It includes: an analysis of the position of the organization in a competitive environment, the determination of the direction and goals of the organization, the selection of an appropriate strategy and the use their distinctive assets. The success of sports organizations largely depends on the quality of their strategic decisions and that is the reason why sports managers in a competitive environment must learn to implement a meaningful marketing analyses, establish a clear goal of development and create a strategy, which will match the opportunities.

Organization and Organizational Structure in Sport The organizational structure is important for defining the status of paid people and volunteers in the process of carrying out the tasks, decision-making, cooperation, the level of responsibility and the mechanisms of reporting in sports organizations. Finding the “right” structure means for sports organizations to find the right balance between the formalization of procedures and room for innovation and creativity of workers at present adequate control so as not to “kill” the motivation and the approach to work. In a complex sports environment, the responsibility of the manager is to clarify lines for communication and reporting between different groups of external and internal interest groups so that the levels of management do not increase unnecessarily. Unique cooperation between paid and voluntary labour in sports is something that other managers do not need to deal with

Human Resources Management in Sport Human resources management is about ensuring an effective and motivated workforce. In the complex sports environment, which includes the size of the organization, paid and unpaid workforce, it is difficult and important because successful sports leagues, clubs, associations, dealers and sporting event depend on the quality of human resources Volunteers management Seasonality – pulsating need of human resources Personnel pyramid and remuneration in sport

Leadership The success of the sports industry is based on organizations that have their leaders. They are able to cooperate effectively with other organizations, operate professional leagues, work with government institutions and agencies, national, international, and other interest groups during the organization of major sporting events Managers at the wheel of sports organizations must be able to: influence others to follow their vision (vision of the entire organization), strengthen their sense of belonging to the team to achieve the common goals, cooperate with the leaders of other sports institutions to create an alliance to solve conflict situations and to coordinate common business and development plans. Multidimensional model of leadership in sport Chelladurai (2006 Behavioural dimension of a leader in sports Chelladurai and Saleh (1980)

Organizational Culture in Sport Organizational culture in sport consists of norms, values, and ideas that individuals and groups have within their organization and which affect the way in which they implement activities, fulfil goals, and the way of working in the organization. Organizational culture affects organizational performance, excellence, dedication to work, cooperation, efficiency, performance and decision-making. Its definition, diagnosis and the process of change is something that a sports manager must know in order to understand its importance for increasing its efficiency or inefficiency

Performance Assessment in Sport The professionalization of sports organizations meant application of business principles in the marketing of sports products, planning, human resource management, and other aspects of organizational activities. Performance management is one of the most important principles. The diversity of the missions of the sports organizations led to the development of various tools and criteria for evaluating their performance. Sports manager must, therefore, know the ways how to define, analyse and present performance in the environment of sports management

Sport Governance It includes the way of how decisions are made in the organization and the way in which control and management are performed in the organization. In sports organizations, there often are elected groups of volunteers, which are responsible for the administration, which is in conflict with the daily management to achieve the desired performance. The task of a sports manager is to achieve a balance between the elected officials, who have the power to make decisions, and the paid employees, who ensure effective operation of the institution to attain meaningful results.

References: NOVÁ, Jana. Management ve sportu ( Sport Management) Brno: Masarykova univerzita, s. nestránkováno, 67 s. ISBN ( English translation). Hoye, R., Nicholson, M., Smith, A., Stewart, B., & Westerbeek, H. (2012). Sport Management: Principles and applications (3rd ed.). Abingdon, United Kingdom: Routledge.