Chapter 4

1. Unit 4:Unit 4:
Managing ChangeManaging Change
Sports ManagementSports Management
Mrs. WoodMrs. Wood

2. Critical Thinking Questions:Critical Thinking Questions:
Managing ChangeManaging Change
• Why do you think change is such aWhy do you think change is such a
crucial issue for sport organizations tocrucial issue for sport organizations to
address?address?
• What are some of the ways that changeWhat are some of the ways that change
is “tackled” in sport organizations?is “tackled” in sport organizations?
• Why can change be challenging for anWhy can change be challenging for an
organization to implement?organization to implement?

3. IDENTIFYING CHANGEIDENTIFYING CHANGE
• How did Joe TorreHow did Joe Torre
change when hechange when he
became thebecame the
manager of themanager of the
New YorkNew York
Yankees?Yankees?
• Where else canWhere else can
you identify impactyou identify impact
changes in sports?changes in sports?

4. Why Change?Why Change?
• Varying demands of the globalVarying demands of the global
marketplace often bring upon 5 Forcesmarketplace often bring upon 5 Forces
of Change:of Change:
– Environmental, Economic, Social,Environmental, Economic, Social,
Demographic, and TechnologicalDemographic, and Technological
““The future ain’t what it used to be.”The future ain’t what it used to be.”
~A~A YogiismYogiism, by Yogi Berra, by Yogi Berra

5. Environmental ForcesEnvironmental Forces
• The daily business environmentThe daily business environment
presents many challenges, that resultpresents many challenges, that result
in CHANGE.in CHANGE.
– Results from the daily interaction ofResults from the daily interaction of
internal and external environments.internal and external environments.
• Role of the Sport Manager:Role of the Sport Manager:
What may an Athletic Director encounter
every year?
• New budget restrictions
• New principal, superintendent
• New athletes
• New coaches
• More expectations
• New media outlets

6. Economic ForcesEconomic Forces
• Increasing team revenue, media andIncreasing team revenue, media and
fan demand have had a direct impactfan demand have had a direct impact
on the growth of professional sportson the growth of professional sports
and the amount of money that is spentand the amount of money that is spent
on professional athletes.on professional athletes.
• Role of the Sport Manager:Role of the Sport Manager:
• To manage the changing
environment effectively

7. Social ForcesSocial Forces
• Includes all of the actions of theIncludes all of the actions of the
industry’s fan base:industry’s fan base:
– Perceptions of SportsPerceptions of Sports
– Hatred/Love for certain teamsHatred/Love for certain teams
– Sporting Industry StereotypesSporting Industry Stereotypes
• Role of the Sport Manager:Role of the Sport Manager:
• Promote the sport at all levels
• Be an ambassador

8. Technological ForcesTechnological Forces
• Includes all facets of technology that areIncludes all facets of technology that are
used to market and bring “the team” to theirused to market and bring “the team” to their
fan base:fan base:
– Cable Networks and Exclusive TV ChannelsCable Networks and Exclusive TV Channels
– MLB.TV, ESPN360.comMLB.TV, ESPN360.com
– Streaming, Satellite and Terrestrial RadioStreaming, Satellite and Terrestrial Radio
• Role of the Sport Manager:Role of the Sport Manager:
• Promote the team and sport.

9. Variables of Change:Variables of Change:
• Refer to what organizations must adapt, shift, orRefer to what organizations must adapt, shift, or
re-create to stay current, to keep or grow marketre-create to stay current, to keep or grow market
share, or to remain viable as an organization; asshare, or to remain viable as an organization; as
they are faced with changes in their marketplace.they are faced with changes in their marketplace.
• There are 4 Variables of Change:There are 4 Variables of Change:
• All are linked to each other in a system—requiringAll are linked to each other in a system—requiring
managers to plan wisely.managers to plan wisely.
1. Strategy
2. Structure
3. Technology
4. People

10. Examining the 4 VariablesExamining the 4 Variables
• Strategy:Strategy:
– The adjustment of strategies at the corporate,The adjustment of strategies at the corporate,
business and functional levels; to respond tobusiness and functional levels; to respond to
changes in their environments.changes in their environments.
• EX) Dowling College wants to enhance theEX) Dowling College wants to enhance the
performance of their student athletes.performance of their student athletes.
• Structure:Structure:
– Structure typically follows strategy. A change inStructure typically follows strategy. A change in
strategy causes a change in structure.strategy causes a change in structure.
• EX) The college has added a “Dir. of Academics” inEX) The college has added a “Dir. of Academics” in
their Athletic office. This is a front-line mgr. thattheir Athletic office. This is a front-line mgr. that
reports to the Athletic Director.reports to the Athletic Director.

11. Examining the 4 VariablesExamining the 4 Variables
• Technology:Technology:
– Rate of change is increased with technology.Rate of change is increased with technology.
Productivity increases and a competitive advantage isProductivity increases and a competitive advantage is
established.established.
• EX) Dowling develops an online homework center for theirEX) Dowling develops an online homework center for their
student athletes, who are required to use it 6 hours per week.student athletes, who are required to use it 6 hours per week.
• People:People:
– The Key Variable of Change. Our Skills and performanceThe Key Variable of Change. Our Skills and performance
change with the other variables as well as our attitudeschange with the other variables as well as our attitudes
and behaviors.and behaviors.
• EX) Dowling students may change their attiude about academicsEX) Dowling students may change their attiude about academics
now that they have high-tech resources to help them soar.now that they have high-tech resources to help them soar.

12. Stages in the Change ProcessStages in the Change Process
that people go through…that people go through…
• 1. ________________1. ________________
– ““it won’t happen,” “it can’t happen here”it won’t happen,” “it can’t happen here”
• 2. ________________2. ________________
– They fear it—their comfort zone goes away.They fear it—their comfort zone goes away.
• 3. ________________3. ________________
– They see what its all about—learn to live it.They see what its all about—learn to live it.
• 4. ________________4. ________________
– Either they conform to it, or they don’t.Either they conform to it, or they don’t.
DENIAL
RESISTANCE
EXPLORATION
COMMITMENT

13. Why Change is Resisted:Why Change is Resisted:
• Our Society…Our Society…
– FearsFears UncertaintyUncertainty
– Doesn’t like to beDoesn’t like to be inconveniencedinconvenienced
– Always moves to protect ourAlways moves to protect our self-self-
interestsinterests
– FearsFears LossLoss
– Likes to be inLikes to be in ControlControl

14. How Managers Can OvercomeHow Managers Can Overcome
Resistance:Resistance:
• Create a Trust Climate.Create a Trust Climate.
• Develop a Change Plan.Develop a Change Plan.
• State why the change is necessary andState why the change is necessary and
how it will affect your group.how it will affect your group.
• Create a win-win situation.Create a win-win situation.
• Involve People.Involve People.
• Provide support.Provide support.

15. Things that need to beThings that need to be
understood about RESISTANCE:understood about RESISTANCE:
• Before initiating change, you mustBefore initiating change, you must
anticipate how your team will react.anticipate how your team will react.
– 3 Key Components:3 Key Components:
• INTENSITYINTENSITY
– How intensely people react to the change.How intensely people react to the change.
• Can be either strong or weakCan be either strong or weak

16. Components of RESISTANCE:Components of RESISTANCE:
• SOURCES (3):SOURCES (3):
– Facts: Can be PROVENFacts: Can be PROVEN
– Beliefs: Are SUBJECTIVE opinions- can beBeliefs: Are SUBJECTIVE opinions- can be
shaped by others.shaped by others.
– Values: Are what we believe is right (ethics)Values: Are what we believe is right (ethics)
• FOCUS (3 viewpoints):FOCUS (3 viewpoints):
– Ourselves: What’s in it for meOurselves: What’s in it for me
– Significant Others: family, friends, peersSignificant Others: family, friends, peers
– Work Environment: physical setting, co-Work Environment: physical setting, co-

17. Organizational CultureOrganizational Culture
• The set of values, beliefs, andThe set of values, beliefs, and
standards for acceptable behavior thatstandards for acceptable behavior that
its members share.its members share.
• Importance of Understanding Culture:Importance of Understanding Culture:
– Successful teams are often associatedSuccessful teams are often associated
with have a positive culturewith have a positive culture
• Examples of positive team culture:Examples of positive team culture:
• Examples of negative team culture:Examples of negative team culture:

18. Sport Team CultureSport Team Culture
• ““Sport team culture originated from theSport team culture originated from the
establishment and development of sportsestablishment and development of sports
team. The sport team culture with which allteam. The sport team culture with which all
members voluntarily comply is the total ofmembers voluntarily comply is the total of
common faith, morality, spirit, ceremony,common faith, morality, spirit, ceremony,
intelligence factor, and entertainment life.intelligence factor, and entertainment life.
The function of the sport team culture isThe function of the sport team culture is
found in instructing people, construction offound in instructing people, construction of
team standards, recovery, spiritualteam standards, recovery, spiritual
adjustment, and meeting psychological andadjustment, and meeting psychological and
social demand.”social demand.”

19. 3 Components of Culture3 Components of Culture
• Level 1: BEHAVIOR:Level 1: BEHAVIOR:
– An observable action—what we do/say.An observable action—what we do/say.
• Artifacts: What we say, what we do, how we speak,Artifacts: What we say, what we do, how we speak,
how we dress.how we dress.
– Founding Managers have strongest influence.Founding Managers have strongest influence.
• Examples (State who and How):Examples (State who and How):

20. 3 Components of Culture3 Components of Culture
• Level 2: VALUES AND BELIEFS:Level 2: VALUES AND BELIEFS:
– Operating principles that guide decision makingOperating principles that guide decision making
and behavior in an organization.and behavior in an organization.
• Values: The way we think we should behaveValues: The way we think we should behave
• Beliefs: If -then statements . If I do X then Y willBeliefs: If -then statements . If I do X then Y will
happen.happen.
– Examples (State who and How):Examples (State who and How):
– Tom Yawkey and his family walked their talk. TheyTom Yawkey and his family walked their talk. They
believed in giving to charity and they made sure theirbelieved in giving to charity and they made sure their
team gave both money and personal time toe Danateam gave both money and personal time toe Dana
Farber Institute.Farber Institute.

21. 3 Components of Culture3 Components of Culture
• Level 3: ASSUMPTIONS:Level 3: ASSUMPTIONS:
– Deeply ingrained values and beliefs whose truthDeeply ingrained values and beliefs whose truth
are never questioned.are never questioned.
– Things that are “patently obvious” / blatantlyThings that are “patently obvious” / blatantly
obviousobvious
– Examples (State who and How):Examples (State who and How):

22. A Review of TQMA Review of TQM
• Involves a companywide focus on 2 mainInvolves a companywide focus on 2 main
principles:principles:
1. DELIVER CUSTOMER VALUE1. DELIVER CUSTOMER VALUE
2. CONTINUALLY IMPROVE THE SYSTEM AND ITS2. CONTINUALLY IMPROVE THE SYSTEM AND ITS
PROCESSPROCESS
• Characteristics include:Characteristics include:
– People being known as the organizations mostPeople being known as the organizations most
important resource.important resource.
– Make sure their workforce gets best possibleMake sure their workforce gets best possible
trainingtraining
– Stress teamwork.Stress teamwork.

23. Product InnovationProduct Innovation
• Creativity is the way of thinking that generatesCreativity is the way of thinking that generates
new ideas—implementation is the innovation ofnew ideas—implementation is the innovation of
it.it.
• ProductProduct InnovationInnovation: Creating: Creating newnew
products for safety or customer demand.products for safety or customer demand.
• ExampleExample
– NASCAR has been highly concerned about safety since theNASCAR has been highly concerned about safety since the
death of Dale Earnhardt on the last lap of the 2001 Daytona 500.death of Dale Earnhardt on the last lap of the 2001 Daytona 500.
• As a result, a new product innovation, shock-absorbing “soft walls,”As a result, a new product innovation, shock-absorbing “soft walls,”
are being used to protect drivers.are being used to protect drivers.

24. The Learning OrganizationThe Learning Organization
• An organization that learns, adapts, andAn organization that learns, adapts, and
changes as its environment changes tochanges as its environment changes to
continuously increase customer value.continuously increase customer value.
• Management Importance:Management Importance:
• Provide a structure, plan, organizationProvide a structure, plan, organization
• Examples:Examples:
– Alcohol polices at sporting events.Alcohol polices at sporting events.
– Operational policies and processes.Operational policies and processes.
– Diversity issuesDiversity issues
• Title IX.Title IX.

25. Title IXTitle IX (of the Amendments to the(of the Amendments to the
Higher Education Act)Higher Education Act)
• Passed in 1972Passed in 1972
– Requires equal access to education,Requires equal access to education,
(including athletics), for women.(including athletics), for women.
– Increased the number of women playing onIncreased the number of women playing on
college teams from 32,000 to about 163,000.college teams from 32,000 to about 163,000.
• Led to wide ramifications for the sportLed to wide ramifications for the sport
industry:industry:
– Examples:Examples:

26. Effects of Title IXEffects of Title IX
• Complying with Title IX has led to the reductionComplying with Title IX has led to the reduction
of some men’s programs to augment financialof some men’s programs to augment financial
support for new women’s teams.support for new women’s teams.
• Between 1981 and 1999, more than 400Between 1981 and 1999, more than 400
collegiate men’s teams were dropped.collegiate men’s teams were dropped.
– 171 wrestling programs171 wrestling programs
– 84 men’s tennis teams84 men’s tennis teams
• DEBATE: Did it work?DEBATE: Did it work?

27. Effects of Title IX:Effects of Title IX:
Women Coaches and PayWomen Coaches and Pay
• Women by and large have been limited toWomen by and large have been limited to
coaching other womencoaching other women
– Whereas men commonly coach both men andWhereas men commonly coach both men and
women.women.
– Men coach women’s NCAA basketball andMen coach women’s NCAA basketball and
the WNBA, but women do not tend to coachthe WNBA, but women do not tend to coach
Men’s NCAA basketball or the NBA.Men’s NCAA basketball or the NBA.
• The hourly wage of women in theThe hourly wage of women in the
workforce is only 70% of men.workforce is only 70% of men.

28. Organizational DevelopmentOrganizational Development
• The ongoing planned change processThe ongoing planned change process
that organizations use to improvethat organizations use to improve
performance.performance.
– Who is responsible:Who is responsible:
– Human Resource departmentsHuman Resource departments
• Change Agents:Change Agents:
• Members of HR, managers or consultants whoMembers of HR, managers or consultants who
are responsible for change.are responsible for change.

29. Organizational Development (OD)Organizational Development (OD)
TechniquesTechniques
• Lewin’s change modelLewin’s change model
• Forcefield analysis –Forcefield analysis – Involves identifying forced hinderingInvolves identifying forced hindering
changechange
• Survey feedbackSurvey feedback
• Grid ODGrid OD
• Sensitivity trainingSensitivity training
• Team buildingTeam building
• Process consultationProcess consultation
• Job Design and Direct FeedbackJob Design and Direct Feedback