1.TYPES OF WORKERS AND MANAGERS IN SPORT ORGANIZATIONS
2. THE MANAGEMENT PROCESS AND PRACTICES .
3. THE COMPETENCIES REQUIRED OF SPORT MANAGERS
4. CHALLING CONFRONTING SPORT MANAGERS IN THE FUTURE.
TYPES OF WORKERS IN SPORT ORGANIZATIONS(A.Technical Specialist Also Known As
Operatives And Support Staff,
B. ManagersAlso Known As Administrators)
TECHNICAL SPECIALIST
Technical specialist are workers who use specialized technical skills, knowledge and abilities to produce the goods and services that support organizations have been established to produce. They make up most of the workforce, and they have no responsibility for directing the work of other employees. Although, they are not officially designated as managers, these specialists do use management, skills to accomplish their daily tasks( e.g., recording attandence in aerobic class, supervising student workers in intercollegiate athletics departments, inventorying equipment, ordering supplies). Some examples of technical specialist in sport organizations are: wellness instructor, game official(referee), dance instructor, assistant athletic trainer, aerobic(fitness) instructor, sport promoter, personal trainer, business manager, tennis or golf teaching professional, sport journalist, pro shop attendant, sport nutritionist, sporting goods sales represantative, sport statistician and sport account executive.
THE MANAGERS
Managers may use specialized skills, knowledge and abilities, they also have
formal authority for designing and directing the work activities of others.
Some examples of titles for managers in sport organizations include: chief executive
officier(CEO), assistant or associate athletics director, executive officier,
head of the division or unit, president, unit supervisor, general manager, manager,assistant
or associate manager, supervisor, head athletic trainer and athletic director.
Managers are formally placed in their positions by appoinment or by owning the
organization; thus, they have the authority to direct the work activities of
their assigned subordinates, who may managers or non managers. Technical specialist
are not formally appointed to a position of authority to direct work behaviors
of subordinates: therefore, they are responsible as specialized technicians
for getting the work done under the supervision of managers.
In the hierarchy of an organization, managers are usually classified as
a) top managers
b) middle managers
c) supervisory managers
TOP LEVEL MANAGERS
This is the smallest group of managers. They also known as executive or senior
level managers , and they have the most power and authority. They are usually
responsible for the total organization or a major part of it.
MIDDLE LEVEL MANAGERS
These managers( also known as administrative level managers) are usually selected
by top level managers. Therefore, they are responsible to top level managers
and responsible for supervisory managers and sometimes for the technical specialists.
To their subordinates, the middle managers are the source of information and
solution of problems because they know the technical side of the product or
services. Consequently, a middle manager is often considered half generalist
and half specialist.
They are responsible for
1. Managing a department or unit that performs an organizational function.
2. Ensuring the assigned tasks are done efficiently. Middle managers are unique
because they must be both leaders and followers.
SUPERVISORY LEVEL MANAGERS
Supervisory level managers( also known as first-line managers or supervisor)
report to middle-level managers and are responsible for nonmanagerial employees.
They are primarily responsible for a single area in work unit division, or department
in the sport organization. In addition to the title coordinator, supervisory
managers may have such titles as:
. Supervisor
. department supervisor
. department head
. assistant director
. chair
. assistant manager and
. unit supervisor
They are the main source of contact between the nonmanagerial technical specialist
and management.
TITLE FOR MANAGERS AT DIFFERENT LEVELS IN THREE TYPICAL SPORT ORGANIZATIONS
LEVELS OF MANAGEMENT
PROFESSIONAL BASEBALL ORGANIZATION
INVESTOR-OWNED HEALTH AND FITNESS CLUB
NCAA DIVISION I-A INTERCOLLEGIATE ATHLETIC PROGRAM
TOP LEVEL MANAGERS
PRESIDENT
CHIEF EXECUTIVE OFFICER
VICE PRESIDENT
• BUSINESS OPERATIONS
• BASEBALL OPERATIONS
OWNERS
GENERAL MANAGERS
REGIONAL DIRECTORS
• CORPORATE WELNESS
• HEALTH PROMOTION
BOARD OF TRUSTEES
UNIVERSITY PRESIDENT
ATHLETICS DIRECTOR
HEAD FOOTBALL COACH
SENOR ASSOCIATE AD
MIDDLE LEVEL MANAGERS
DIRECTOR OF PUBLIC RELATIONS
DIRECTOR OF CORPORATE SALES
DIRECTOR OF MARKETING OPERATIONS
TEAM MANAGER
DIRECTOR OF SCOUTING
SITE MANAGERS
• CORPORATE WELLNESS
• HEALTH PROMOTION
HEAD COACHES-MAJOR SPORT ASSOCIATE Ads
• DIRECTOR OF FUND RAISING
• DIRECTOR OF DEVELOPMENT
SUPERVISORY MANAGERS
DIRECTOR OF STADIUM OPERATIONS
DIRECTOR OF BROADCASTING
DIRECTOR OF COMMUNITY RELATIONS
DIRECTOR OF BASEBALL ADMINISTRATION
COORDINATORS
(SUPERVISORS)
• AEROBICS
• FITNESS
• GOLF
• PRO SHOP
• WEIGHT TRAINING
ASSISTANT ATHLETICS DIRECTOR
SPORT INFORMATION DIRECTOR
COORDINATORS ATHLETIC TRAINER
MARKETING DIRECTOR
ACADEMIC COORDINATOR
POSDCOR
Planning, Organizing, Staffing, Direct Coordinating, Reporting and Budgeting
TIME AND EFFORT SPENT IN THE MANAGEMENT PROCESSES
All management positions are not the same and the managers spend varying amounts
of time and effort using the underlying procesess. The amount of time and effort
that managers use in each process will depend on thier level in the organizational
hierarchy.
COMPETENCIES MANAGER NEED
MANAGERIAL SKILLS
The term skill reflects the idea that one’s ability to perform managerial
tasks is not innate. It can be learned and developed through experience and
formal training.
Conceptual skills are required for managers to see sport organization as a whole
and the relationship among the parts that make up the whole organization.
Managers use interpersonal skills to interact with others and to coordinate
individual and group efforts in achieving an organizational goals.
The manager must be able to work with both internal constituents and external
constituents. Technical skills include the specialized knowledge, tools, techniques,
and resources used in achieving an organization’ s goals.
All managers use conceptual, interpersonal, technical skills, but they use them
in varying degrees.
Human relations skills are important to managers at all levels of sport organizations
because it is the responsibility of the managers to design ways for others to
do the work: that is, they work through others to attain the goals of the organization.
THE MANAGEMENT PROCESS OF A GENERAL MANAGER IN PRIVATE SPORT CLUB
UNDERLYING PROCESS
DEFINITION
EXAMPLE
PLANNING
Identifying the organizational goals to achieve, and developing and implementing
strategies to achieve them.
The general manager of a private sports club predicts the increase in enrollment
at the start of the new year and arranges for the facility to be open 18 hours
per day instead of 15 hours.
ORGANIZING
Dividing the organization into work units and subunits so their efforts will
mesh and fulfill the overall objectives.
After conducting an assessment the genaral manager establishes a work unit for
teaching golf at the club. A full time coordinator is appointed who will coordinate
three teaching pros and a new golf course with an adequate budget.
STAFFING
Recruiting, selecting, hiring, orienting, training, developing, compensating,
evaluating and maintaining highly qualified human resources for achieving the
organizational goals( selecting the right person to do the job)
The general manager advertises the positions: three teaching pros, one maintenance
person and one secretary. The general manager the holds interviews, check references,
make job offers , and selects the staff needed for the golf program.
LEADING
Influencing an individual employee or group of employees to better perform their
jobs in attaing the goals and objectives of the organization
The general manager encourages the golf teaching pro to prepare weekand course
packages for local executives who have expressed an interest in learning golf
skills.
UNDERYLYING PROCESS
DEFINITION
EXAMPLE
MOTIVATING
Ignating the internal forces( inner drives and needs) and external forces that
affect an individual or group to produce goods and services in the most effective
manner
The general manager announces the new system of rewards to the support staff(
e.g. Merit pay, proffit sharing, stock ownership, flexible benefits).
COMMUNICATING
Sending and receiving information via a variety of channales to fulfill organizational
objectives
The general manager holds individual conferences with the coordinator of golf
and tennis each Friday to determine the activities for the next week
CONTROLLING
Monitoring progress against goals and objectives derived from planning: evaluating
performance to determine if the goals were met as planned
After 3 months, the genereal manager monitors the progress of the new golf program
with the coordinator and discusses possible ways to make the program more attractive
to lure new membership.
DECISION MAKING
Choosing a course of an action from alternatives to attain goals and opbjectives
in the most effective manner
The general manager initiates a brainstorming session with the staff to develop
alternatives in promoting another new sport program
MANAGERIAL ROLES
INTERPERSONAL ROLES
Mintzberg(1990) identified three specified interpersonal roles: figurehead,leader,
and liaison. When managers engage in these roles, they are primarily involved
in interpersonal relationship with others.
INFORMATIONAL ROLES
When managers exchange and process information, they engage in the informational
role. the role behaviors include monitor, dissemitor, and spokeperson.
DECISIONAL ROLES
Decisional roles may be exhibited in four specific categories: entrepreneur,
disturbance handler, resource allocator, and negotiator.
CHALLENGES CONFRONTING MANAGERS IN THE SPORT INDUSTRY
Hendricks(1990) provided a list of management challenges that confront all private
and public businesses in general, including ‘workforce diversity, workforce
competition, technology, internationalism, financial accountability and continuning
education’
WORKFORCE COMPETITION AND EQUITY
TECHNOLOGY
GLOBALIZATION OF SPORT
FINANCIAL ACCOUNTABILITY
ADAPTATION OF MINTZBERG MANAGERIAL ROLES FOR INTERCOLLEGIATE ATHLETIC CONFERENCE COMMISSIONERS
ROLE
DESCRIPTION OF ROLE
EXAMPLES
INTERPERSONAL FIGUREHEAD
Performing ceremonial duties on behalt of the conference
Welcoming dignitaries, greeting visitors, participating in groundbreaking ceremonies
LEADER
Influencing subordinates to get the work done at the conference office
Conducting performance evaluations, acting as a role model in the work place,
prasing an employee for doing a good job
LIAISON
Maintaining a network of outside contacts to gather information for the conference
Attending meetings with peers, listening to the ‘grapevine’, participating
in conference- wide meetings.
INFORMATIONAL MONITOR
Perpetually scanning the environment for information that may prove useful to
the conference
Lobbying for information at an NCAA meeting, staying in contact with other commissioners
by telephone, reviewing the athletic literature
DISSEMINATOR
Transmitting information to individuals and or groups outside the conference
Sending information to the coaches and athletic directors, having a review session
on NCAA rules with the athletic directors
ROLE
DESCRIPTION OF ROLE
EXAMPLES
SPOKEPERSON
Transmitting information to individuals and or groups outside the conference
Speaking at the community and professional meetings, briefing the state legislature
about athletics
DECISIONAL ENTREPRENEUR
Searching for new ideas and implementing changes for the betterment of the conference
Initiating a new marketing concept for increasing revenue bringing new technology
to the conference
DISTRUBANCE HANDLER
Making decisions to deal with unexpected changes that may affect the conference
Resolving a conflict among member instiuations dealing with changes in game
schedules
RESOURCE ALLOCATOR
Making decisions concerning resource use- people, time, money, space, or the
conference
Making a decision about tournament site adding or deleting a sports program
NEGOTIATOR
Bargaining with individuals, groups, or organizations on behalf of the conference
Negotiating a television contract negoiating with vendors
WORKFORCE DIVERSITY
The term workforce diversity has been used in management literature since the
late 1980 s. Diversity as ‘differences of individuals within the workplace
that are associated with any characteristics that may set apart as dissimilar’
a) different racial and ethnic groups
b) women
c) older workers
d) individuals with disabilities and
e) people with various sexual or affectional orientations