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All forms of physical activity through casual or organized participation. Aimed at expressing or improving physical fitness and mental well being. Results in social relationships being established.

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What is Sport?

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Promoting, organizing, or facilitating any sport or sport related business or product.

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Sports Management

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Primary job to plan, organize, staff, direct, and control within a sport related industry/product.

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Role of a Sports Manager

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Support Units HR Technologies Context

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Factors of Sports Management

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Make the production of a given source easier by providing efficient and coordinating activities.

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Support Units

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Clients/Customers: service can not be produced without the active participation of customers. Employees: provide knowledge and help to provide service for customers. Volunteers: not paid people who are essential component of sport organizations.

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Human Resources

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Coming up with new ideas, inventions, techniques, and materials, due to the innovation of ________________.

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Technologies

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External forces sports management has to be aware of: government, culture, community, market conditions, etc.

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Context

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Discretionary use of time spent in activities of personal interest.

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Leisure

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Voluntary activity that causes a diversion from work.

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Recreation

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Playing cooperative-competitive activity in the form of a game.

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Sport

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Product Type Model Economic Impact Model Sport Activity Model

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Sport Industry Segments

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Sport performance, production, and promotion.

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Product Type Model

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Sport entertainment and recreation, sport products and services, and sport organizations.

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Economic Impact Model

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Defines sport industry as the firms and organizations that: produce sport activity, provide products and services to support production of sport activities, and to sell and trade products related to sport activity.

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Sport Activity Model

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1. Sport Marketing 2. Sport Enterprise Financial Structure 3. Sport Industry Career Paths 4. Sport as a Social Institution

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4 Aspects of Sports Management

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Creating unique products in the sporting industry.

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Sport Marketing

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Where revenue is earned. (tv, concessions, parking, taxes, donations, rentals, travel, etc.)

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Sport Enterprise Financial Structure

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Coaches, athletic directors, event management, marketing, officials, etc.

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Sport Industry Career Paths

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Influential on social activity and identity.

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Sport as a Social Institution

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Managerial Leadership Skills - Communication Critical Thinking Skills - Helps to make sound decisions about issues. Based on ethics.

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Sports Management Compenticies

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Brings people together, crosses gender, religion, and geographical barriers, exploitation 3rd world countries, migrating athletes, effects on environment.

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Globalization in Sport

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A set of manners that is accepted by a profession.

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Business Etiquette

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Specialization of athletic skills development of effective organizational structures standardization and routinization of sport product educated citizens on sport

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Modernization

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1. Vertical Integration 2. Diversification 3. Modern Management Systems 4.Promotional Activities

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Spaldings 4 Developments

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Attempt to gain control of inputs (backward integration) and outputs (forward integration). When a company adds new products and services to its structure.

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1. Vertical Integration -Horizontal Integration

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Adding new products to a companys product mix. (Diversifying the companys product offerings.)

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2. Diversification

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The creation of a decentralized organization. Giving employees more responsibility.

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3. Modern Management Systems

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Sport variation, pro athlete advertising, incorporated all society into the sport world, and brand recognition.

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4. Promotional Activities

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Public Non Profit Commercial

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Types of Sport Organizations

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Includes federal and provincial government agencies for funding.

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Public Sport Organizations

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Volunteer executives (board of directors) make all of the decisions. Can hire paid staff to help carry out duties.

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Non Profit Sport Organizations

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Main goal is to make profit.

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Commercial Sport Organization

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Lack acknowledgement of the complexity of the environment in which organizations operate today.

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Traditional Approach to Organizational Effectiveness

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1. Specialization 2. Standardization 3. Centralization

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Dimensions of Organizational Structure

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The division of labour or the extent to which tasks and duties are divided into separate roles. Includes 3 levels of complexity: Vertical, Horizontal, and Spatial.

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1. Specialization

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Number of levels that exist between the top executive and the lowest positions.

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Vertical Complexity

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Number of units that exist across an organization.

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Horizontal Complexity

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Number of geographical locations in which an organization operates.

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Spatial Complexity

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High degree of formalization leads to a high degree of standardization. Employees who face similar situations are expected to react in a similar fashion.

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2. Standardization

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Leaders and managers at the top level of management make all of the decisions. When decision making is delegated to lower employees.

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3. Centralization - Decentralization

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Process by which leaders select and manage aspects of structure and culture. Mintzburg Design: 1. Top Management 2. Middle Management 3.Technical Core 4. Administrative Support Staff 5. Technical Support Staff

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Organizational Design

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1. Identify goals, objectives and missions. 2. Determine strategic objectives 3. Identify resources to implement strategies 4. Establish a timeline

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Plan Development Steps

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Shared values and norms that controls organizational members interactions with each other and people outside the organization.

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Organizational Culture and Norms

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Boys and girls choose to participate in athletics in high school.

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Interscholastic Sport

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Athletics at the college or university level. Potential scholarship dollars.

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Intercollegiate Sport

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Paid Athletes.

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Professional Sport

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- centralized organizational structure - decentralized organizational structure - private schools - public schools

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Operating Models of Interscholastic Sport

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All decisions controlled by a central administrative unit and carrier down through the chain of command within the organization.

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Centralized Organizational Structure

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Respective units of an organization control and carry out decisions although each unit is expected to operate within the organizations guidelines.

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Decentralized Organizational Structure

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Operate on money received through various forms of funding and donation.

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Private School

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Operate on money received through local property taxes (government).

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Public Schools

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1288 Member institutions Divisions 1, 2, & 3 Includes 2- Div. 1 subdivisions "Unofficially" 31 championship sports NAIA (291 memberships) Several smaller associations (including NJCAA)

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NCAA

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51 member institutions 21 championship sports CCAA 108 member institutions 12 championship sports Few other small associations

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CIS

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To enrich the educational experience of the athlete through national sport program that fosters excellence.

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CIS Mission Statement

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Destination of choice for Canadian student athletes to pursue excellence in academics and athletics. CIS is recognized as one of the influential leaders in sport Canada.

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CIS Vision Statement

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1. Labour 2. Management 3. Governance

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3 Principles of the Professional Sport Industry

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Collective group of athletes in team sports who unionize so they can bargain collectively with the league owners.

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Labour Principle

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Collective bargaining process. Management refers to the collective groups of ownership that is negotiated with the players or labour.

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Management Principle

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Made up of professional sport leagues, attempts to regulate but not completely control labour and management.

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Governance Principle

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Teams depend on one another to stage the games that constitute the product.

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Interdependence in Pro Sport

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Teams must recognize the importance of their competition and share revenues to ensure that their competitors remain strong

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League Think in Pro Sport

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Tax the teams that spend most on player pay roles; those taxes are then shared with teams who do not have high pay rolls.

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Luxury Tax in Pro Sport

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Prohibits companies from dominating their respective markets in the interstate commercial activity, thus creating a monopoly in which consumers have only one product choice rather than several.

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Baseball Antitrust Exemption

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All active league players are in a bargaining unit and for a collective until for negotiating and bargaining with the owners.

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Collective Bargaining

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Ability of players, after fulfilling a contract to sell their services to another team with limited or no compensation to the team losing the player.

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Free Agency

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Ensure parity between large and small market teams as well as between owners whose resources may vary considerably.

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Salary Caps

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Aim to be equitable system for distributing new talent among all league members.

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Player Drafts

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Media Contracts (Local TV Agreements) Gate Receipts (Ticket Sales) Licensing and Merchandise (Grant the right to use team name and logo) Sponsorship (Association of team/player with a product)

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Revenue Sources for Professional Sports Teams

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Scientific Management Approach Human Relations Management Approach Process Approach to Management

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Theoretical Approaches in Management

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Scrutinize the performance of individual workers. Advocates for paying people by the number of units produced or sold rather than by length of time they worked.

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Scientific Management Approach

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When Employees believe they are importance they become more cohesive and productive.

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Human Relations Management Approach

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Focuses on managing the organization as a whole entity.

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Process Approach to Management

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Planning, Staffing, Organizing, Directing, Controlling, and Evaluating.

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Management Functions

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1. Top Level Managers 2. Middle Level Managers 3. Supervisory Level Managers

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Classifications of Managers

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Usually responsible for the entire organization

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1. Top Level Managers

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Generally responsible for managing department or unit that performs an organizational function and ensuring that the assigned tasks are done efficiently.

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2. Middle Level Managers

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Primary responsibilities are for a single area in a work unit.

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3. Supervisory Level Managers

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Process of influencing the activities of an individual or group in effort to achieve a organizational or leader goal.

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Leadership

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Managers focus on efficiency (doing things right) Leaders focus on effectiveness (doing the right things)

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Different Between Leaders and Managers

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Includes 3 types of reinforcement behaviours,contingent reward, active management by exception and leaders attempt to be clear about their expectations of followers.

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Transactional Leadership Style

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Extremely passive and does not qualify as a leadership style as those people avoid all forms of leadership.

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Non-Transactional Leadership

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Practice the four I's: Idealize, Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration.

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Transformational Leadership

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Power comes from the leadership or management position that a person holds in the hierarchy. (authority)

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Legitimate Power

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Person in the organization who provides rewards to its employees. (benefits, pay raises)

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Reward Power

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Person in an organization who provide sanctions , punishments, or threats employees.

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Coercive Power

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Peoples perceptions of the person with power, because of their personality, characteristics, respect, and admiration.

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Referent Power

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Person has access to information

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Informational Power

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1. Reactive: maintain status quo 2. Defensive: Discrimination and fairness perspective 3. Accommodative: Differences celebrated 4. Proactive: Central to the core operation of the organization.

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4 strategies leaders use to manage organizational diversity

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Basic function to establish rules and regulations that support and sustain a level playing field for member institutions while creating in-season and post-season competitive opportunities.

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Athletic Conferences

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