1. CHAPTER 8 Organizing and Staffing
SPORTS AND ENTERTAINMENT MANAGEMENT
11/18/2017
CHAPTER 8 Organizing and Staffing
8.1 Coordinating for Success
8.2 Networking and Delegating
8.3 Management Careers in Sports and Entertainment
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2. LESSON 8.1 COORDINATING FOR SUCCESS
GOALS
Define human resources management and identify human resources management activities.
Describe the procedure to recruit and hire the best personnel.
Explain why coordinating and giving feedback are important responsibilities of human resources management.
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3. MANAGING HUMAN RESOURCES EFFECTIVELY
Human resources management consists of all activities that are involved with hiring, developing, and paying the individuals responsible for doing the work.
Satisfied employees are more likely to contribute to a successful team effort.
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4. MANAGING HUMAN RESOURCES EFFECTIVELY
Human resources activities include:
Recruiting
Hiring
Training
What’s important to employees?
Financial security is a big issue
Benefits are equally important
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5. MANAGING HUMAN RESOURCES EFFECTIVELY
Fringe Benefits
Items in addition to pay that employees receive
Full-time employees are more likely than part-time employees to receive benefits. (Ex: health insurance, paid vacation)
Sports and Ent. Management positions often include the fringe benefit of attending events and socializing with celebrities.
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6. HIRING THE BEST PERSONNEL
Employment – all activities required to maintain an adequate number of qualified employees for the company.
Money and time
Job description – lists the basic tasks of the job.
Job specification – lists all qualifications a worker needs to successfully complete the job.
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7. HIRING THE BEST PERSONNEL
S & E industry is highly competitive.
Many individuals get their foot in the door by taking part in internships.
60-80 hours work weeks are common during busy season.
Productive and enthusiastic interns are often rewarded with full-time positions.
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8. HIRING THE BEST PERSONNEL
Recruiting applicants
Future employees are recruited through recommendations from current employees, employment agencies, and applications.
Resume – a summary of an applicant’s previous and current job experiences.
Cover letter – explains why the applicant is qualified for the position and requests an interview.
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9. IMPROVING EMPLOYEE PERFORMANCE
Orientation – initial training to make new workers feel comfortable with their jobs and organization.
Staff development – needed for new technology, new management, and productivity. Should be upbeat and well organized.
Flattened organizations with fewer managers are becoming popular. Businesses expect employees to work as a team. Teams expected to take more responsibility for work and make more decisions.
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10. IMPROVING EMPLOYEE PERFORMANCE
Match making
Coordinating – matching the best employees with the tasks that must be completed.
Employee relations – critical piece of human resources.
Labor unions – represent S&E industries and bargain with management for members’ wages, hours, and working conditions.
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11. IMPROVING EMPLOYEE PERFORMANCE
Performance – employee output evaluated in relation to company’s mission.
Performance problems may indicate a need for training.
360-degree feedback – evaluates an employee based upon info from a range of people who have contact with the employee (peers, customers, and suppliers).
Most employees appreciate this system, they believe the people they work with every day have a better understanding of their contributions.
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12. LESSON 8.2 NETWORKING AND DELEGATING
GOALS
Define delegation of duties.
Explain the latest trends in the sports and entertainment industries.
Describe the skills needed by employees in today’s workforce.
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13. CHANGING BUSINESS CULTURE
Shift from producing physical goods to producing services and information
Manufacturing has moved overseas to benefit from cheap labor
Two-income families are opting to spend their extra money on entertainment, dining out, and information technology.
Customers’ needs take priority
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14. PASS IT ON
Delegation is passing duties to another employee or team member with the expectation that the individual will fulfill the responsibility.
Trust becomes stronger with a flattened organization that has few layers of management.
When leaders delegate tasks, they understand the risk they are taking. Managers realize that even delegated tasks are ultimately their responsibility.
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15. THE LATEST TRENDS Globalization Advanced computer technologies
Many companies have foreign operating divisions.
The foreign divisions customize services and products to the local cultures.
International divisions have management teams that operate both separately from and cooperatively with corporate headquarters.
Advanced computer technologies
Allow workers to operate “virtual offices.”
Online services, cell phones, and PDAs make info available 24 hrs a day.
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16. THE LATEST TRENDS Diversity Networking
Often refers to race and ethnicity, but also includes differences in lifestyles, age, nationality, physical abilities, religion, geographic background, position in an organization, and social and economic status.
Networking
Involves creating and maintaining relationships that are beneficial to all participating parties.
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17. WHAT SKILLS DO EMPLOYEES NEED?
Self direction (work on their own)
Effective communication skills (laterally, upward, and downward)
Communication must be clear, accurate and well-organized.
Written communication must have correct grammar, spelling, and punctuation to make a positive impression.
Nonverbal communication skills also are important. Managers must be able to respond to body language and nonverbal cues.
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18. WHAT SKILLS DO EMPLOYEES NEED?
Decision-making skills – more evenly distributed power in flattened organization requires workers to make more decisions.
Critical thinking goes beyond completing an assigned task.
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19. TEAMWORK IS KEY
Flattened organization – very common for employees to work as a team to create goals.
Focal point teams – work on each goal to accomplish the mission and strategic objectives of the organization.
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20. LESSON 8.3 MANAGEMENT CAREERS IN SPORTS AND ENTERTAINMENT
GOALS
Define a career development program.
Describe various career levels in sports and entertainment management.
Explain the importance of a career portfolio.
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21. CAREER DEVELOPMENT PROGRAMS
What jobs will be available in the future?
How many people will need to be employed in each of these jobs?
What knowledge and skills will be essential for successful employees?
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22. CAREER DEVELOPMENT PROGRAM
Career paths – guides employees through a series of related jobs with increasing skill requirements and responsibilities.
Performance reviews – lets employees know their greatest contributions and the areas in which they need growth.
Career counseling – identifies jobs that are part of career path.
Career plan – what is needed to advance along career path.
Training and development – prepares employee skills.
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23. STARTING A CAREER Internship programs
Entry-level occupations – routine activities. Usually only a short period of time then promoted.
Career-level jobs
Specialist occupations – most skilled
Supervisors – first level of management
Executives
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24. THE IMPORTANCE OF CAREER PLANS
Develop an understanding of business concepts and careers in your chosen field.
Complete a self-assessment
Discuss your education and experience
Develop a career plan
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25. CAREER PORTFOLIO
A portfolio is an organized collection of information and materials developed to tell a story about you.
Include clear descriptions of achievements and career preparation.
May include hobbies/clubs related to career.
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26. QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS
Time management skills
Organizational skills
Budgeting skills
Communication skills
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27. QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS
Music production managers
Familiar with sound, staging, lighting, venues, talent searches.
Master complex productions and watch budget, handle big-name artists
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28. QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS
Sports camp organizers
Organizational skills to manage pre-registration and check-out
Financial skills to pay bills collect money from sponsors and participants, and prepare budgets
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29. QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS
Athletic directors for universities
Budgeting skills
They must observe trends from past years to make current decisions about finances.
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30. QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS
College coaches
Time management and planning skills
Be aware of all NCAA rules
If recruiting they may need to schedule flights, rental cars, hotel rooms
Sports agents must have knowledge of contracts and other legal matters.
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