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Chapter 1:  Managing Sports Mr. Elsesser Sports Management
Why do we need  “sports management?” <ul><li>How big do you think the sports industry is  (in terms of dollars) ? </li></u...
What is Sports Management? <ul><li>DEFINTION: </li></ul><ul><ul><li>A multidisciplinary field that integrates the sport in...
Who are  Sport Managers? <ul><li>People working in various positions of management across the industry including:   </li><...
Who are  Sport Managers? cont’d <ul><ul><li>Player Agents </li></ul></ul><ul><ul><ul><li>People who handle all business af...
What does a  Sport Manager do? <ul><li>Primary Responsibility: </li></ul><ul><ul><li>Responsible for achieving the sport o...
CREATING A LIST:   <ul><li>Take a couple of minutes to identify and characterize all of the resources that a manager uses....
The Sports Manager’s Resources <ul><li>4 Main Categories of Resources: </li></ul><ul><li>Human Resources </li></ul><ul><ul...
Resources cont’d <ul><li>Physical Resources </li></ul><ul><ul><li>Managing effective use of your facilities and all equipm...
The Desired Outcome: <ul><li>At the end of the day, there is only one word or theme that serves as each managers' assessme...
What does it take to be a successful sports manager? <ul><li>TIMEOUT: </li></ul><ul><ul><li>Think about one GOOD coach or ...
3 Important Traits of Managers <ul><li>Integrity:  exhibit moral and ethical principles </li></ul><ul><li>Industriousness:...
Why do they fail? <ul><li>Here are a few common reasons why managers fail: </li></ul><ul><ul><li>Exhibit limited viewpoint...
Building Strong  Management Skills <ul><li>Essential skills of good managers are: </li></ul><ul><ul><li>Technical Skills <...
The Ghiselli Study:  Important Managerial Traits <ul><li>Published in 1971 by Edwin Ghiselli </li></ul><ul><ul><li>a stapl...
Ghiselli’s Traits: <ul><li>(6) Initiative </li></ul><ul><li>(5) Self-assurance </li></ul><ul><li>(4) Decisiveness </li></u...
What do Sport Managers Do? <ul><li>Ghiselli’s 4 functions of Management: </li></ul><ul><ul><li>Managers get the job done t...
Management Functions <ul><li>Planning: </li></ul><ul><ul><li>Typically the starting point in the management process. Here ...
Management Functions <ul><li>Organizing: </li></ul><ul><ul><li>The process of delegating and coordinating tasks and resour...
Management Functions <ul><li>Controlling: </li></ul><ul><ul><li>The process of establishing and implementing mechanisms (s...
Managers Play Multiple Roles Outside Management <ul><li>Non-Management Functions: </li></ul><ul><ul><li>Managers usually h...
The Role of a Manager <ul><li>The roles managers undertake (or play) to accomplish the management functions are: </li></ul...
Interpersonal Roles <ul><li>Roles include figurehead, leader and liaison. </li></ul><ul><ul><li>Figurehead: </li></ul></ul...
Informational Roles <ul><li>Includes monitor, disseminator, spokesperson. </li></ul><ul><ul><li>Monitors: </li></ul></ul><...
Decisional Roles <ul><li>Include entrepreneur, disturbance handler, resource allocator, negotiator. </li></ul><ul><ul><li>...
How Managers Differ <ul><li>There are 3 levels of management in organizations.  </li></ul><ul><ul><li>Top </li></ul></ul><...
Levels of Management  and Titles <ul><li>Top </li></ul><ul><ul><li>Chairman of board, CEO,  </li></ul></ul><ul><ul><li>pre...
Types of Management <ul><li>General </li></ul><ul><ul><li>Supervise the activities of several departments. </li></ul></ul>...
Which type of manager use what type of skill/function? <ul><li>Top Managers: </li></ul><ul><ul><li>Skills used: </li></ul>...
Which type of manager use what type of skill/function? <ul><li>Front-Line Managers: </li></ul><ul><ul><li>Skills used: </l...
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Unit 1 - Managing Sports Notes

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