1. Chapter 2 Management Principles Applied to Sport Management
In 2009, there were eight billionaire owners of baseball franchises; when ticket sales plunged down 7%, six owners saw their team values increase.

2. Definition and History
Goal of sport managers
To get workers to do what the manager wants in an efficient and cost-effective manner
Management theory evolved through two phases
Scientific management
Human relations movement
Today: Use of organizational behavior
Study and application of the human side of management and organizations

3. Definition and History: Scientific Management
Taylorism
Workers should not be doing the same job different ways, but instead in the “one best way” (most efficient way)
Manager can get workers to perform job the “best way” by enticing them with economic rewards
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4. Definition and History: Human Relations
Hawthorne studies: Social factors in the workplace were important, and job satisfaction and output depended more on cooperation and a feeling of worth.
Mary Parker Follett: Effective, motivational management existed in partnership and cooperation.

5. Functional Areas
Sport managers must perform in a number of functional areas and execute various activities in fulfilling the demands of their jobs.
Areas include planning, organizing, leading, and evaluating.
This list is not comprehensive because organizations are constantly evolving.

6. Functional Areas: Planning
Defining organizational goals and determining the appropriate means by which to achieve these desired goals
Setting course of action for the sport organization
Organizational plans should change and evolve
Should not be viewed as set in stone
Managers must participate in both short-term and long-term planning

7. Functional Areas: Organizing
Putting plans into action
Manager determines what types of jobs need to be performed and who will be responsible for doing these jobs
Develop an organizational chart
Develop position descriptions
Develop position qualifications
Staffing
Orientation, training, and development of staff members

8. Functional Areas: Leading
“Action” part of the management process
Delegation:
Involves assigning responsibility and accountability for results to employees
Managers must manage any differences or changes that may take place in organization
Managers handle conflicts, work problems, or communication difficulties; stimulate creativity; and motivate employees

9. Functional Areas: Evaluating
Measuring and ensuring progress toward organizational objectives
Progress is accomplished by the employees effectively carrying out their duties
Establish reporting systems, develop performance standards, compare employee performance to set standards, and design reward systems

10. Key Skills: People Skills
Sport management industry is a “people-intensive” industry
Interaction with unique clientele
Must be able to treat all people fairly, ethically, and with respect
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11. Key Skills: Communication
Knowing how to say something to another person is equally as important as knowing what to say to another person.
Answering each question professionally and courteously wins a lifelong fan.
Sport managers must be able to treat all people fairly, ethically, and with respect.
Sport managers are often asked to give speeches.
Sport managers must be able to write in many different styles.

12. Key Skills: Managing Diversity
Differences between individuals, including age, race, gender, sexual orientation, disability, education, and social background
Women and minorities still underrepresented in managerial positions in the sport industry
More women, people of color, and people with disabilities are needed at managerial level in the sport industry
Employment process:
Recruitment, screening, selection, retention, promotion, and ending employment

13. Key Skills: Managing Technology
Usage of technology in the sport industry
For example: customer data collection and advanced ticket systems
Usage of technology in the workplace
For example: videoconferencing and multimedia presentations
Computerized ticketing systems such as M-ticketing, PACIOLAN, and PROLOGUE
Online surveys used for data collection
MLB Media Tracker and Fan Tracker
Paciolan – Use Ottawa Senator’s pdf file for reference.
Kiosk Applications
Customer Reward/Points Information
Ticket/Cash Redemption
Event/Betting Ticket Purchase
Promotional Offers/Giveaways
Check-In & Way-Finding
Benefits Reduced Labor/Overhead Costs
Increased Convenience & Decreased Wait Times
Increased Customer Satisfaction/Loyalty
Accurate Monitoring & Reduced Reporting Errors
Ability to Gather Targeted Patron Information

14. Key Skills: Decision Making
Need to have a comprehensive understanding of the opportunity or problem, and engage in a decision-making process that will lead to an effective decision
Participative decision making
Employees or members of the organization participate in the actual decision-making process
Group decision making should be used when:
more ideas need to be generated, there is a great deal of information to share, alternative perspectives are needed, and the fairness of the decision is highly valued
Leadership Styles
In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of leadership. While further research has identified more specific types of leadership, this early study was very influential and established three major leadership styles. In the study, groups of schoolchildren were assigned to one of three groups with an authoritarian, democratic or laissez-fair leader. The children were then led in an arts and crafts project. Researchers then observed the behavior of children in response to the different styles of leadership.
Authoritarian Leadership (Autocratic)
Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group.
Researchers found that decision-making was less creative under authoritarian leadership. Lewin also found that it is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial.
Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group.
Participative Leadership (Democratic)
Lewin’s study found that participative leadership, also known as democratic leadership, is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewin’s study, children in this group were less productive than the members of the authoritarian group, but their contributions were of a much higher quality.
Participative leaders encourage group members to participate, but retain the final say over the decision-making process. Group members feel engaged in the process and are more motivated and creative.
Delegative (Laissez-Faire) Leadership
Researchers found that children under delegative leadership, also known as laissez-fair leadership, were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation and were unable to work independently.
Delegative leaders offer little or no guidance to group members and leave decision-making up to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation.

15. Key Skills: Organizational Politics
Use of power or some other resource outside of the formal definition of a person’s job to get a preferred outcome
Four types of political tactics used
Coalitions
Outside experts
Links/networks
Controlling information

16. Key Skills: Organizational Politics (cont.)
Sport organizations have formal (e.g., athletic director) and informal (e.g., coach) leaders.
Learning who the informal leaders are in an organization can help new sport managers understand politics of a sport organization.

17. Key Skills: Managing Change
Managers should appreciate employees’ resistance to change.
Plan for resistance, involve employees, and provide additional training and communications
Managers should select priorities for change.
Managers should deliver early tangible results.
Managers should publicize successes to build momentum and support.
Managers must make sure top management sponsors are fully committed to implementation.

18. Key Skills: Motivation
Critical for everyone to be on same page when it comes to working to accomplish organizational goals and objectives
Many theories:
Maslow’s hierarchy of needs, Herzberg’s two factor ideas, Vroom’s expectancy theory, and Adam’s equity theory
Katzell and Thompson:
Appropriate motives and values; attractive and consistent jobs; defined work goals; appropriate resources and supportive environments; performance reinforced; harmony

19. Key Skills: Taking Initiative
Initiative enables you to learn about a different aspect of sport organization you are working with
Allows you to meet and interact with people outside of office you work in, thus increasing your network
Shows your employer your commitment to working in sport industry

20. Current Issues Diversity
Perform self-study to evaluate effectiveness of recruitment and employment of diverse individuals
Managing technology
Understand how expanding technology will improve customer relations and service
International sport management
Be aware that domestic models of sport governance cannot be unilaterally imposed on other cultures
New management theories
Empowerment and emotional intelligence