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3 classifications of management theory

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1. scientific approach 2. human relations approach 3. process (or administrative) approach

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roles of managers

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1. interpersonal 2. informational 3. decisional 4. leadership theory

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interpersonal

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1. figurehead 2. leader 3. liaison

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informational

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1. monitor 2. disseminator 3. spokespearson

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decisional

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1. entrepreneur 2. disturbance handler 3. resource allocator 4. negotiator

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leadership theory

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1. trait leadership theory 2. behavioral leadership theory 3. situational leadership theory

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difference between managing and leading

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manager- looks inward, into the processes, the systems, and the people leader- looks outward, to industry trends, external factors (competitive influences), and best practices from other companies and industries

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characteristics of great leaders

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-create group culture -inspire trust -communicate the goals of the organization

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characteristics of great managers

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-nose for talent -continually assess talent -understand that everyone is different -encourage feedback -provide clear expectations

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Struggling as a Manager: Pitfalls to Avoid (first 5)

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1. hiring people with strengths similiar to yours, failing to hire those who are stronger than you are 2. undertraining 3. failing to invest in the time and energy necessary to hire the right people 4. avoiding confrontation 5. ignoring good performers

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Struggling as a Manager: Pitfalls to Avoid (last 5)

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6. managing time inefficiently 7. forgetting that members come first 8. micromanaging 9. being complacent with the status quo and failing to invest in your own growth and development 10. failing to foster an atmosphere of fun

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ACE model

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-strategy to manage talent -alignment, capability, and engagement -similiar to when athletes get in the "zone"

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Managers who have the lowest associate turnover have 3 traits:

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1. extremely skilled in developing great relationships 2. give the right coaching and training 3. recognize and reward good performance and confront poor performance in a caring way

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Four types of organizations:

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1. for-profit commercial organization 2. not-for-profit organizations 3. hospital-based organizations 4. corporate-based organizations

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For-Profit Commercial Organizations

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focus on membership, retention, and revenue

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For-Profit Commercial Organizations Key Positions

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general manager, membership director, membership consultants (sales representatives), fitness director, and personal trainers

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General Manager

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-ensures annual budget is met -develops marketing plan -keeps high profile in the club -works with department managers to achieve goals

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Membership Director

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sets sales goals with membership consultants to maintain a constant inflow of new members

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Membership Consultants (Sales Representatives)

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reach individual quotas for all $$ (fees, dues) and ensures that membership team meets budgeted goals

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Fitness Director

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generate nondues revenue though high-quality programs to help members attain their health and fitness goals

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Personal Trainers

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integrate members into a facility and generate revenue by helping members reach their fitness goals

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Not-For-Profit Community Organizations

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unique since they receive tax-exempt status for providing affordable health and wellness programs for the community

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Not-For-Profit Community Organizations Key Positions

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-finance development executive -health and wellness director

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Finance Development Executive

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-assumes primary responsibilities of capital development and annual fund-raising, along with developing and executing a communication plan for the community, members, donors, and board members

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Health and Wellness Director

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responsible for the organization, delivery, and quality of all health, fitness, and wellness programs for all age groups

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Hospital-Based Organizations

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-most often are not-for-profit organizations -community and physicians serve on board to set standards for health care -integrates prevention, lifestyle changes, and rehab

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Hospital-Based Organizations Key Positions

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-Supervisor of Aerobics -Fitness Instructor

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Supervisor of Aerobics

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coordinates and supervises aerobic exercise programs

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Fitness Instructor

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assists members and nonmembers who have health needs or special needs

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Corporate-Based Fitness Organizations

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provide convenient, cost-effective, customized, and flexible plans to meet the demands of a company

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Corporate-Based Fitness Organizations Key Positions

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-General Manager -Exercise Physiologist

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General Manger

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reports directly to the corporate management team

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Exercise Physiologist

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reports directly to the general manager, and, if requested, to the corporate management team

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Analyze Staffing Needs (goals to achieve)

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-know mission and vision of the organization -set apprt salary ranges -understand overall marketplace

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Formalizing Job Structure

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job description defines skills and attributes, general and specific tasks should form basis for forming specific questions to determine candidates ability to deliver the necessary performance

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Refining Job Descriptions

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Civil Rights Act of 1964 and Equal Employment Opportunity Act of 1972 cover the types of profiling that are illegal

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Selecting the Appropriate Recruiting Vehicle

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1. technical nature of the required skill set 2. available recruitment budget 3. urgency of hiring need 4. geographic reach of vehicle 5. compensation range

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Developing Interview Questions

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questions should bring out the characteristics, skills, and kinds of experience called in for the job description

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Job Preview

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gives the candidate a snapshot of what it might be like to work at the company and allows the company to observe the candidate to conditions that could be "deal-breakers"

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Types of Questions

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1. open-ended and close-ended 2. discussion and question-and-answer 3. experiential and situational

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Suggestions for General Interview Questions

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1. experience 2. motivation 3. work ethic 4. customer service 5. personalty type 6. teamwork 7. problem solving 8. timeliness and ability to work early, late, or on weekends 9. passion 10. commitment to personal growth

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Selecting the Best Candidate for the Position

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-review applications and resumes -phone screening -in-person interviews -background checks and reference reviews -comparison of candidates -job offer

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Review of Applications and Resumes

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-all candidates fill out job application -app provides list of requested information and compels the person filling it out to tell the truth

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Phone Screening

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evaluate phone etiquette and phone presence also saves time

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In-Person Interviews

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1. private quiet room 2. comfortabel furnishings 3. beverages 4. adequate time 5. freedom from interruption

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Background Checks and Reference Reviews

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range from criminal conduct reviews to financial credit check to drug and alcohol screenings. candidates must provide their consent to have background check

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Comparison of Candidates

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one approach would be scoring responses to questions or standards related to the hiring process

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Job Offer

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...

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5 steps to creating internal training programs

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-commintting to a needs analysis -choosing training topics -choosing a strategy for program delivery -delivering the material -creating accountability

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Committing to a Needs Analysis

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...

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Choosing Training Topics

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three categories: urgent (30 days) short-term (90 days) long-term (6 months)

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Sample Training Topics from Various Areas of Need

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-new-associate orientation -basic management skills -leadership skills for experienced managers -team building -sales training for new reps -personal trainers -customer service

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Choosing a Strategy for Program Delivery

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finding appropriate resources, formulating approaches for each training need, and deciding who will provide the training and where it will take place

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consider following key elements when planning a special event:

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1. how much social interaction is wanted? 2. is there a theme? 3. will internal or external facilitators be used? 4. does anyone in the group have physical limitations? 5. are there any safety considerations? 6. are there any liability concerns? 7. what is the duration of the retreat? will there be an overnight stay? 8. how will success be determined? 9. what is the total budget for the event?

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keys to developing effective training programs

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1. keep the focus narrow 2. begin with the end in mind 3. break it down 4. bring training material to life

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tips for delivering training material

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1. never start with a joke 2. practice makes perfect 3. use "excited" instead of "nervous" 4. focus on the material 5. ignore insignificant distractions 6. plan each moment 7. start on time, and end on time

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selecting interactive exercises

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keep group interested in material 1. icebreakers 2. fill-in-the-blank handouts 3. reading aloud 4. case studies 5. team brainstorming 6. live demonstrations or skits

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creating accountability

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training effectiveness can be measured in a variety of ways: 1. testing 2. role-playing 3. written follow-up 4. impromtu testing 5. financial tracking

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outside resources for training and development

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1. industry-specific expert 2. professional speaker 3. professional training company 4. public seminars 5. local networking events with featured speakers 6. compliance programs and special certifications 7. online learning

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assessment of training costs

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1. learners time away from job 2. cost of job coverage during training 3. training materials 4. electronic equipment 5. audiovisual aids 6. licensing fees 7. training venue or facility costs 8. fees and expenses of the instructor, including travel expenses 9. support materials for follow-up 10. meals and refreshments

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