Unit 1 - Managing Sports Notes
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Unit 1 - Managing Sports Notes

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Mr. Elsesser's Sports Management class unit 1 notes.

Mr. Elsesser's Sports Management class unit 1 notes.

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  • 1. Chapter 1: Managing Sports Mr. Elsesser Sports Management
  • 2. Why do we need “sports management?”
    • How big do you think the sports industry is (in terms of dollars) ?
      • Approximately $200 - 250 billion in 2008
  • 3. What is Sports Management?
    • DEFINTION:
      • A multidisciplinary field that integrates the sport industry and management.
  • 4. Who are Sport Managers?
    • People working in various positions of management across the industry including:
      • Athletic Directors
        • High School and College Level
      • Stadium and Arena Managers
        • Operations, General Business, Events, and Personnel
      • Sport Marketing Agencies
        • Corporate Sponsors for Events and Promotions, Sponsorships
  • 5. Who are Sport Managers? cont’d
      • Player Agents
        • People who handle all business affairs and endorsements for players
      • Sports Broadcasting and Journalism
        • TV/Radio, Newspapers/Magazines, Sports Radio
      • Recreation Management
        • Dir. of YMCA, public parks, fitness ctrs, resort activities
      • Sporting Goods Manufactures
      • Work for Professional Organizations
  • 6. What does a Sport Manager do?
    • Primary Responsibility:
      • Responsible for achieving the sport organization’s objectives through the efficient and effective use of resources.
        • Efficient:
          • Getting the maximum out of your resources.
        • Effective:
          • Following the proper strategy to attain and achieve objectives.
  • 7. CREATING A LIST:
    • Take a couple of minutes to identify and characterize all of the resources that a manager uses.
      • HINT: There are 4 main categories.
      • USING TEACHING AS AN EXAMPLE:
        • Name of Category:
          • Planning Curriculum
        • Associated Characteristics:
          • Developing lesson plans and objectives, activities, unit material, and assessments.
  • 8. The Sports Manager’s Resources
    • 4 Main Categories of Resources:
    • Human Resources
      • Ability to recruit and/or hire best personnel possible, creating good working chemistry to work towards objectives
    • Financial Resources
      • Allocating and dispersing resources to effectively fund each area of your organization.
  • 9. Resources cont’d
    • Physical Resources
      • Managing effective use of your facilities and all equipment/merchandise.
    • Informational Resources
      • Efficiently collecting and distributing all information to make the best effective decisions possible.
  • 10. The Desired Outcome:
    • At the end of the day, there is only one word or theme that serves as each managers' assessment
      • Performance:
        • Measure of how well a manager achieves organizations and objectives.
          • Example:
            • Why did the Yankees go through many managers and front office since the 1970’s?
            • Their Mission Statement requires them to win the World Series every year.
  • 11. What does it take to be a successful sports manager?
    • TIMEOUT:
      • Think about one GOOD coach or manager and one POOR coach or manager you know and explain what makes them carry your classification.
        • In what ways are they alike?
        • In what ways are they different?
        • Provide some examples
        • Can you relate this to the 4
        • resource categories?
  • 12. 3 Important Traits of Managers
    • Integrity: exhibit moral and ethical principles
    • Industriousness: hard working, diligent, energetic
    • Get along with people: “HOW ARE YA?”
    • Other secondary traits of management:
      • Good business knowledge, intelligence, leadership ability, educational background, sound judgment, communication ability, flexibility, and ability to plan/set objectives
  • 13. Why do they fail?
    • Here are a few common reasons why managers fail:
      • Exhibit limited viewpoints
      • Unable to understand/work well with others
      • Indecisive
      • Lack initiative/integrity
      • Do not exhibit responsibility
  • 14. Building Strong Management Skills
    • Essential skills of good managers are:
      • Technical Skills
        • Ability to use methods and techniques to perform a task.
      • People Skills
        • Ability to work well with others.
      • Communication Skills
        • Ability to get your ideas across clearly and effectively.
      • Conceptual Skills (Systems Thinking)
        • Ability to understand abstract ideas.
      • Decision-making Skills
        • Ability to select alternatives to solve problems.
  • 15. The Ghiselli Study: Important Managerial Traits
    • Published in 1971 by Edwin Ghiselli
      • a staple of any college management class.
    • Important but does not determine a manager’s success
    • Listed in reverse order of importance
  • 16. Ghiselli’s Traits:
    • (6) Initiative
    • (5) Self-assurance
    • (4) Decisiveness
    • (3) Intelligence
    • (2) Need for occupational achievement
    • (1) Supervisory ability
      • Requires skills in planning, organizing, leading and controlling.
  • 17. What do Sport Managers Do?
    • Ghiselli’s 4 functions of Management:
      • Managers get the job done through others.
      • Use each function in their work.
      • Necessary for each function to work as part of a whole system.
    you don’t want to end up like Albert and Costello.
  • 18. Management Functions
    • Planning:
      • Typically the starting point in the management process. Here you will set objectives and set a plan for how you will meet them.
  • 19. Management Functions
    • Organizing:
      • The process of delegating and coordinating tasks and resources to achieve objectives.
        • Managers allocate and arrange resources.
    • Leading:
      • The process of influencing employees to work toward achieving objectives.
  • 20. Management Functions
    • Controlling:
      • The process of establishing and implementing mechanisms (systems) to ensure that objectives are achieved.
  • 21. Managers Play Multiple Roles Outside Management
    • Non-Management Functions:
      • Managers usually have to get involved in the daily operations and help their people get their jobs done.
        • In Sports Administration:
          • An AD painting lines on the field or directing traffic after a game
        • In Event Management:
          • MSG managers helping turn over the ice to basketball after game.
        • In the Office:
          • Managers might help make copies and answer phones.
  • 22. The Role of a Manager
    • The roles managers undertake (or play) to accomplish the management functions are:
      • Interpersonal
      • Informational
      • Decisional
    Because the Mets did not like how former manager Willie Randolph handled these duties, he was let go in June 2008.
  • 23. Interpersonal Roles
    • Roles include figurehead, leader and liaison.
      • Figurehead:
        • Represent organization or department in symbolic activities.
          • Sponsorship Appreciation at Sporting Events
      • Leader:
        • Motivate, train, communicate with and influence others.
          • Captain of a sporting team.
      • Liaison:
        • Interact with people outside their dept. to gain information and receive/extend favors.
          • Freshmen move in day at colleges.
  • 24. Informational Roles
    • Includes monitor, disseminator, spokesperson.
      • Monitors:
        • Read and talk to others to gather information.
          • Superintendent of Schools on Snow Days.
      • Disseminators:
        • Send information to others.
          • Scouts within organization collaborating on player assessments.
      • Spokespersons:
        • Provide information to people
        • outside of organization.
  • 25. Decisional Roles
    • Include entrepreneur, disturbance handler, resource allocator, negotiator.
      • Entrepreneurs:
        • Show innovation and improve products/systems/services.
          • Change ways/introduce new ways of doing things.
      • Disturbance Handler:
        • Take corrective action to diffuse disputes or crises.
          • Fine personnel or discipline for violation of policies
      • Resource Allocators:
        • Schedule, request authorization, and perform budget activities.
          • Deciding where to put a franchise's money for a given season.
      • Negotiator:
        • Represent department or org. during meetings to gain agreement and commitment.
          • A College or school adding teams for Title IX.
  • 26. How Managers Differ
    • There are 3 levels of management in organizations.
      • Top
      • Middle
      • First-line Management
    • Using the New York Yankees
    • as an example, let’s identify
    • each branch.
  • 27. Levels of Management and Titles
    • Top
      • Chairman of board, CEO,
      • president or vice-president
        • George Steinbrenner, Chairman
    • Middle
      • General Manager, Athletic Director
      • sales manager, dept. head
        • Brian Cashman, GM
    • Front-line Manager
      • Head coach or manager, asst. coach
      • ticket manager, event manager,
      • academic advising coordinator
        • Joe Torre, Manager (former)
    FOR THE YANKEES
  • 28. Types of Management
    • General
      • Supervise the activities of several departments.
        • Mostly carried out by top-level and some middle mgrs.
    • Functional
      • Supervise related activities such as marketing, finance, and human resource management.
        • Carried out mostly by middle and front-line managers.
    • Project Managers
      • Coordinate employees and other resources across several functional departments to accomplish a specific task.
        • Can be any of the management categories.
  • 29. Which type of manager use what type of skill/function?
    • Top Managers:
      • Skills used:
        • Conceptual and people
      • Functions emphasized:
        • Planning and organizing
    • Middle Managers:
      • Skills used:
        • Balance conceptual, technical, and people skills.
      • Functions emphasized:
        • Balance planning, organizing, leading and controlling.
  • 30. Which type of manager use what type of skill/function?
    • Front-Line Managers:
      • Skills used:
        • Use technical and people skills.
      • Functions emphasized:
        • Leading and controlling.