Introduction to Sports Management – Flashcards

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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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