Sports Studies - Sport In Action - Session 1 - Introductions + Management & Leadership (wk9)
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Sports Studies - Sport In Action - Session 1 - Introductions + Management & Leadership (wk9)

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Sports Studies - Sport In Action - Session 1 - Introductions + Management & Leadership (wk9) Presentation Transcript

  • 1. Sport in Action Management & Leadership
  • 2. The unit… These 7 weeks of the Sport in Action unit are designed to enable you to understand how to manage PEOPLE, PROCESSES and RESOURCES. So that you are able to construct a theoretical knowledge, and applied practical experience, of how to plan and implement a sporting event.
  • 3. Today’s session… 1. Introductions: Getting to know each other. 2. Management & leadership: Your thoughts. 3. Management & leadership: The literature. 4. The classroom is just the tip of the iceberg.
  • 4. Introductions
  • 5. My rationale…
  • 6. Introductions: About you… 1. The one achievement you’re most proud of. 2. Your ideal mentor. 3. Something you’ve been inspired by. 4. What you see as your greatest skill. 5. What you see as an area of your personality/skill set you’d like to improve. 6. Dream job and/or organisation to work for. 7. One thing that frustrates you about university.
  • 7. To avoid…
  • 8. Management & Leadership: Your thoughts
  • 9. Management and leadership: Your thoughts… What is management? What is leadership?
  • 10. Management and leadership: Your thoughts… Think of a leader and/or manager you’ve had experience with… • What were their positive traits and how did these traits effect you and the others in the team/class/group/organisation? • What were their negative traits and how did these traits effect you and the others in your team/class/group/organisation?
  • 11. Trait Positive or negative The effect it had on you & your group
  • 12. Management and leadership: Your thoughts… Describe your idea of: 1. the perfect manager. 1. the perfect leader. Are they the same thing?
  • 13. Management & Leadership: The Literature
  • 14. Management & leadership: The literature… We’ll be looking at: 1. Leadership styles. 2. The Blake & Mouton Management Grid. 3. The decision making continuum.
  • 15. Management & Leadership: The Literature Leadership Styles
  • 16. Management & leadership: The literature… Leadership styles. The way in which a leader goes about managing their people, processes and resources in order to achieve their objectives. Each style has its own: -Benefits - Limitations - Name - Characteristics
  • 17. Management & leadership: The literature… Leadership styles – Autocratic Characteristics  Little or no input from group members  Leaders make the decisions  Group leaders dictate all the work methods and processes  Group members are rarely trusted with decisions or important task Benefits  When decisions need to be made quickly without consulting with a large group of people  Allows the group to focus on performing specific tasks without worrying about making complex decisions.  Allows group to become highly skilled at performing certain duties, which can be beneficial to the group Overview  Provide clear expectations for what needs to be done, when it should be done, and how it should be done.  A clear division between the leader and the followers. Often results in a lack of creative solutions which can ultimately hurt the performance of the group.
  • 18. Management & leadership: The literature… Leadership styles - Laissez-Faire Characteristics  Very little guidance from leaders  Complete freedom for followers to make decisions  Leaders provide the tools and resources needed  Group members are expected to solve problems on their own Benefits  Effective in situations where group members are highly skilled, motivated and capable of working on their own.  Remain open and available to group members for consultation and feedback. Overview  Are hands-off and allow group members to make the decisions Not ideal when group lack the knowledge or experience so as to complete tasks and make decisions.
  • 19. Management & leadership: The literature… Leadership styles – Democratic Characteristics  Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.  Members of the group feel more engaged in the process.  Creativity is encouraged and rewarded. Benefits  Usually one of the most effective and leads to higher productivity, better contributions from group members, and increased group morale. Overview  Members of the group take a more participative role in the decision- making process. In situations where roles are unclear or time is of the essence, can lead to communication failures and uncompleted projects
  • 20. Management & Leadership: The Literature Blake & Mouton Management Grid
  • 21. Management & leadership: The literature… Blake & Mouton Management Grid The Managerial Grid is based on two behavioral dimensions: Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern for Production – This is the degree to which a leader emphasises concrete objectives, organisational efficiency and high productivity when deciding how best to accomplish a task.
  • 22. Management & leadership: The literature… The Blake & Mouton Management Grid. y-Concernforpeople x - Concern for production 1 5 10 10 5 1
  • 23. Management & leadership: The literature… The Blake & Mouton Management Grid. Concernforpeople Concern for production 1 5 10 10 5 1 1.9 Country Club 5.5 Middle of the Road 1.1 Impoveri shed 9.1 Produce or Perish 9.9 Team Leader
  • 24. Management & leadership: The literature… The Blake & Mouton Management Grid. Concernforpeople Concern for production 1 5 10 10 5 1 1.1 Impoveri shed
  • 25. Management & leadership: The literature… Blake & Mouton Management Grid Impoverished Leadership – Low Production/Low People – 1.1 This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is disorganisation, dissatisfaction and disharmony.
  • 26. Management & leadership: The literature… The Blake & Mouton Management Grid. Concernforpeople Concern for production 1 5 10 10 5 1 9.1 Produce or Perish
  • 27. Management & leadership: The literature… Blake & Mouton Management Grid Produce or Perish Leadership – High Production/Low People – 9.1 Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.
  • 28. Management & leadership: The literature… The Blake & Mouton Management Grid. Concernforpeople Concern for production 1 5 10 10 5 1 5.5 Middle of the Road
  • 29. Management & leadership: The literature… Blake & Mouton Management Grid Middle-of-the-Road Leadership – Medium Production/Medium People – 5.5 This style seems to be a balance of the two competing concerns, and it may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern, so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.
  • 30. Management & leadership: The literature… The Blake & Mouton Management Grid. Concernforpeople Concern for production 1 5 10 10 5 1 1.9 Country Club
  • 31. Management & leadership: The literature… Blake & Mouton Management Grid Country Club Leadership – High People/Low Production – 1.9 This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What can result is a work environment that is very relaxed and fun but where production can potentially suffer due to lack of direction and control.
  • 32. Management & leadership: The literature… The Blake & Mouton Management Grid. Concernforpeople Concern for production 1 5 10 10 5 1 9.9 Team Leader
  • 33. Management & leadership: The literature… Blake & Mouton Management Grid Team Leadership – High Production/High People – 9.9 According to the Blake Mouton model, this is the best managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees understand the organisations purpose and are involved in determining production needs. When employees are committed to, and have a stake in the organisation’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.
  • 34. Management & Leadership: The Literature The Decision Making Continuum
  • 35. Management & leadership: The literature… The decision making continuum. When making a decision a manager / leader will fall somewhere along the continuum. Decision made by leader, and leader alone. Leader seeks feedback on proposal. Team proposes decision, leader has the final decision. Joint decision with team & leader as equals. Full delegation of decision from leader to team. < Not Participative Highly Participative >
  • 36. Management & Leadership: A Recap
  • 37. Management & leadership: A Recap… Summarise today’s session in circa 50 words, ensuring you briefly describe three leadership styles, the way in which we can map how a concerned a leader is by their production and their people and the way in which we map the way in which a leader goes about making decisions.
  • 38. Management & leadership: A Recap… Cross reference the following terms with your 50 words. If there’s anything you overlooked and are unsure about, ask… • Leadership Styles o Autocratic o Laissez-Fiare o Democratic • Blake & Mouton Management Grid o Concern for production o Concern for people • Decision Making Continuum o Participative o Non-participative
  • 39. Until next week, over to you
  • 40. These sessions are the tip of the iceberg…
  • 41. So, between classes… Read: Use the library, the digital library, Discover & Google Scholar to source content. Ask questions: martin.bennett@study.beds.ac.uk simon.robinson@beds.ac.uk We can both be found in P2.27. Engage with Twitter: @SportsBizMartin #BedsUniSM
  • 42. Good timing… Tomorrow, Wednesday 26th February, 11am in room P2.04, John Still (Luton Town FC first team manager) talks about his career to date.
  • 43. For next week… Select a leader whose style, philosophy, beliefs and values resonate with you and research their career and their practice so that next week you can inform us in 90 seconds: -Who they are - What’s their background and career to date? -What they do - Do they lead? Do they manage? What has their leadership/management produced... Increased profits? Social benefits? Staff development? -How they do it - What style of leadership do they employ? -Why they do it - What motivates them to do what they do? - Where they sit on the decision making continuum. - Where they sit on the Blake & Moulton managerial grid.
  • 44. Name Who What How Why Decision Making Continuum Blake & Moulton Managerial Grid
  • 45. So, between classes… Read: Use the library, the digital library, Discover & Google Scholar to source content. Ask questions: martin.bennett@study.beds.ac.uk simon.robinson@beds.ac.uk We can both be found in P2.27. Engage with Twitter: @SportsBizMartin #BedsUniSM