Intro to Sports Management: Exam 1

Explicit Norms
Formally communicated rules that govern behavior. Ex. Syllabus
Implicit Norms
Unstated rules that govern behavior.
Professional Image
Components include: grooming, posture, attire and accessories.
Professional Attitude
How to present a professional image, follow the fundamentals of business etiquette, develop ethical and critical thinking skills, and enter the world of work and be comfortable and productive there.
Professional codes of many sport organizations that articulate acceptable behaviors.
A person who assumes the risks of a business or enterprise.
Knowing your personal values, interests, abilities, personality traits, aptitudes, and goals. A Career Decision Step.
Occupational Exploration
Broad look at career fields and researching specific occupations. A Career Decision Step.
Occupational Information
Includes: Nature of work, work setting/conditions, qualifications, earnings, advancement opportunities. A Career Decision Step.
Physical exertion with standard rules that is a competition of physical skill.
Rule-bound, coequal play. Have control over skill and chance, and there are going to be problematic outcomes.
Spontaneous self-expression, typically not serious. The most important part is pleasure.
Values and characters of a community, a freedom to choose.
Restorative but has some sort of social purpose (that is socially acceptable) with a personal benefit that is good for society.
Nature and Scope
1.) Types of Sports
2.) Settings for Sporting Activities
3.) Sport Industry Segments
Product Type Model
Segmentation model of the sport industry based on the types of products sold or promoted by the businesses or organizations within them. (Sport Industry Segment)
Economic Impact Model
Model of industry in three primary sectors:
1.) Sport entertainment and recreations (events, teams, athletes)
2.) Sport products and services (manufacturing, clothing, equipment)
3.) Sport support organizations (marketing orgs, law firms)
Sport Activity Model
Model based on sport activities. Three components:
1.) Organizations that produce sport activities
2.) Organizations that provide products and services to support the production of sport activities
3.) Organizations that sell and trade products related to sport activities.
Organizational Culture
Workplace values, norms, and behaviors that produce patterns of behavior unique to an organization. Manifests itself in stories and myths, symbols, language, artifacts, etc.
Critical Thinking Skills
Is NOT simply thinking, negative thinking, or creative thinking. Refers to:
1.) Awareness of a set of interrelated critical questions
2.) Ability to ask and answer critical questions at right times
3.) Desire to use those questions and accept results as a guide to behavior.
Social entities that are goal-directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment.
Organizational Environment
All elements outside the boundary of the organization that have the potential to affect all or part of the organization.
General Environment Elements
Economy, Politics, Technology, Social and Cultural forces
Specific Environment Elements
Includes stakeholders external to organization.
The extent to which an organization achieves its goals.
Achievement of organizational goals using minimum resources.
Public Organizations
Federal, states, local, and government agencies. Deliver recreation and sport programs, also maintain sport fields, pools, arenas, and parks. Ex. Kansas City Sports Commission, Columbia Parks and Recreation.
Nonprofit Organizations
Voluntary organizations with executives forming a board that are responsible for operation and management. A paid staff is responsible for day-to-day operations. Ex. U.S. Olympic Committee
Commercial Organization
Profit is the main organizational goal. Ex. Professional sports teams, Nike, etc.
Focus on the output side of organizations. (Traditional Approach)
Resource Based
Focuses on input side of organizations. (Traditional Approach)
Internal Processes
Focuses on transformation side of organization. (Traditional Approach)
Competing Values
Holistic approach looking at focus and structure. (Contemporary Approach)
Several groups and organizations who have interest in the organization. (Contemporary Approach)
Plans to cope with an environment. Steps in the development of plans include:
1.) Identify goals, objectives, and mission
2.) Determine strategic objectives
3.) Identify resources and implement strategy
4.) Establish time-line for strategy.
Organizational Change
Process by which organizations move from their present state to some desired future state to increase effectiveness. Change allows organizations to remain competitive and relevant.
Alden’s 4 Characteristics of Leadership
Direction, Trust, Hope, Results
Business Etiquette (what not to talk about)
Religion, Politics, Sex
The process of working with and through individuals and groups to accomplish organizational goals.
Management Functions
Planning, staffing, organizing, directing, controlling and evaluating.
Interpersonal Roles
Roles involved in interpersonal relationships with others. Figurehead, Leader, Liason
Informational Roles
Assume roles when they exchange and process information. Monitor, Disseminator, Spokesperson.
Decisional Roles
Assume roles that search for ways to take risks to effect change and improve their organizations. Entrepreneur, Disturbance Handler, Resource Allocater, Negotiator.
The process of influencing the activities of an individual or group in an effort to achieve a goal in a given situation.
The ability to influence others and having control over resources. Positional power.
The power to enforce rules to expect subordination from those who have no authority. Legitimate power.
Age, Gender, Race and Ethnicity, Religion, Sexual Orientation, Socioeconomic Status, and Ability. Education does NOT count.
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