Unit 1 - Managing Sports Notes
Upcoming SlideShare
Loading in...5

Like this? Share it with your network


Unit 1 - Managing Sports Notes

Uploaded on

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

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

More in: Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 672

http://mrelsessersmgt.blogspot.com 672

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 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?
      • 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.
    • Take a couple of minutes to identify and characterize all of the resources that a manager uses.
      • HINT: There are 4 main categories.
        • 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)
  • 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.