The document discusses the organization and management of the sports industry, highlighting that it encompasses a broad range of entities including venues, teams, and various organizations involved in sports-related activities. It defines key concepts such as organization, sports management, administration, and the functions and roles of managers within sports entities. Additionally, it touches upon the importance of planning, organizing, staffing, and leadership styles in achieving organizational goals while emphasizing the need for ethical practices in sports management.

1. CHAPTER ONE
ORGANIZATION AND
MANAGEMENT IN SPORTS

2. Basics Of Organization & Management Of
Sport

3. SPORT:-
 is a fast growing industry where a number of people
engaged in the management, administration of sport, fitness
and exercise at different level.
“sport has the power to change the world, it has the
power to inspire, the power to unit people that little else
has” it is more powerful than governments in breaking
down…. Nelson Mandela
This implies that sport requires good organization,
administration & management.
What is sport industry ??????

4. Industry
 To understand what the sport industry is, it is necessary to
first discuss what an industry is.
 Is a market where similar, or closely related, products &
services are offered to consumers. Industries are often
categorised according to the types of products & services
they offer.
 The result is that there can be a wide range of
organisations involved in an industry, including
commercial or corporate entities, non-profit organisations,
associations, manufacturers, wholesalers, retailers,
government agencies and small businesses.

5. Sport Industry is a marketplace where consumers can acquire
products & services that are associated with sport in some way
includes all the suppliers of products & services that satisfy the
needs of sport consumers
 Sport industry may appear to be little more than sport venues,
gymnasiums, clubs and teams, leagues, athletes, sporting
apparel and shoes, merchandise, sporting associations, the
Olympic Games and government sport departments.
 While this is a good start, there are many other organisations
which are part of the sport industry.

6. Some Scope of Sports Industry
 Sports Infrastructure & Engineering:
 Sports Equipment innovations, Design
 Administration
 Communications/Media:
 Sports Law:
 Sport Marketing:
 Sport Public Relations:
 Sport Travel/Tourism:
 Sports Sponsorship
 Sport Facilities
 Sport Events:
 Sport Finance:
 Education institutions
 Research institutions etc

7. Definitions of Organization
1. a group of individuals, large or small, that is cooperating under the
direction of executive leadership in accomplishment of certain
common objectives.
2. Is a system of co-operative activities of two or more persons.
3. Is the process of : identifying & grouping the work to be performed,
defining & delegating responsibility & authority & establishing
relationship for the purpose of enabling people to work most
effectively together in accomplishing objectives

8.  Two or more people who work together in a structured way to achieve a
specific goal or set of goals.
 A sports organization is a social entity involved in Sports industry; it is
goal directed, with consciously structured system & a relatively
identifiable boundary.
 It is a sport entity recognized by the national sports.
 Sport Organizations are: a goal oriented, deliberately structured,
coordinated, exist a system and made up of people with special skills to
achieve the common goals, mission and objectives.
 Goal oriented (mission, vision, …
 Deliberately Structured (simple, team…
 Deliberately Coordinated
 Exist as a system of individuals & groups
 Made up of people with special skills

9. Sport Organization Based On Ownership
state or fact of being an owner; legal right of
possession
1. Sole proprietorship:-
A business owned & operated by 1 person.
2. Partnership:-
2 or more people share the assets,
liabilities, & profits
3. Corporation:-
CA business that is chartered by
a state & legally operates apart
from its owners

10. Sectors Of Sport Organization
1. Public
2. Professional/commercial
3. Non profit
What is the reason, objective & out comes ?

11.  Generally mean association, institution, a sector or a
department where a group of people come and work together
to make true a shared interest/purpose/
For example: FOOTBALL ORGANIZATION
FIFA CAF EFF CLUBS
COACHS ATHLETES

12. Administration
1. Difficult to give its short meaning,
2. Has been defined in different ways
For example:
1. It involves all the activities done to coordinate the effort of a
group or it is the way in which the group try to reach their
goals and objectives with the help of things and people.
2. It refers to “ a universal process of organizing resources
effectively towards a common goal.”
3. Is the process or activity running a business, or an
organization. It focuses on day to day’s of a company.

13. Sports administrator is help to ensure the smooth running of
a sports organization, which may range from reception work
at a local sports club to marketing or human resources at a
major sports club.

14. MANAGEMENT
 Is a coordinated & integrated process of utilizing an
organizational resource to achieve organizational goals.
 Is the process of working with & through people to achieve
organizational goals.
 Is the total process through which appropriate human and
material resources are made available and made effective for
accomplishing the purpose of the enterprise.
o The process of dealing with or controlling things of people

15. Sports Management : The study & practices of all peoples,
activities, business or organizations involved in producing,
facilitating, promoting organising any sports related business
or product.
Sport management involves any combination of skills related
to planning, organizing, directing, controlling, budgeting,
leading, and evaluating within the context of an SPORT
organization or department whose primary product or service
is related to sport or physical activity

16.  Manager:- a person responsible for controlling or
administrating an organization or group of staff.
 Sports managers:- is referred to as a managers, handle
business matters for sports teams and athletes in a variety
of sports at the college or professional level.
Any team from
Ethiopian league
Camp Manager
 dormitory
 Food
 Sanitation
Team Manager
• coach
• player
• Mat/ trans
Fans manager

17. Management Vs Administration
Their difference lie in aspects like:
1. Ability required
2. Nature of their work or function
3. Scope
4. Level of their authority
5. Decision making

18. Aspects like Administration Management
Ability required Administrative ability Technical ability
Nature of their work
or function
It is concerned about the determination
of objectives and major policies of an
organization or it has a determinative
function.
It puts into action the policies
and plans laid down by the
administration function or it
has an executive function.
Scope It takes major decisions of an enterprise
as a whole.
It takes decisions within the
framework or structure set by
the administration
Level of their
authority
It is a top-level activity It is a middle level activity.
Decision making Its decisions are influenced by public
opinion, government policies, social,
and religious factors.
Its decisions are influenced
by the values, opinions, and
beliefs of the managers
Definition It refers to “ a universal process of
organizing resources effectively
towards a common goal.”
Is a coordinated and
integrated process of utilizing
an organizational resource to
achieve organizational goals.

20. Summary
 Management handles the employers / motivates
and controlling them/
 Administration handles the business aspects
such as finance.

21. Management Functions
 Whatever the organization, sector, department, institution is
…. Administrators/ managers engaged in a common set of
functions or processes to meet the organizational goals.
For example: Planning, Organizing, Coordinating, Directing /
commanding, leading, or staffing/, Evaluating and
controlling, budgeting, solving a problem, Making a decision
etc….

22. 1. Planning
 Is the process of logically and purposefully outlining or
describing the work to be performed, the method to be used,
the time allotted for the work to be done.
 Is the process of deciding what to do, how to do it and who
should do ……it in advance.
 It maps the path from where the organization is to where it
wants to be.
Note: Administration with no plan, goal and purpose is
similar to continue a trip with no plan in mind & planning
involve establishing goals & arranging them in logical order.

23. Cont...
 Planning involves choosing tasks that must be performed
to attain organizational goals, outlining how the tasks
must be performed, and indicating when they should be
performed.
 Planning activity focuses on attaining goals. Managers
outline exactly what organizations should do to be
successful. Planning is concerned with the success of the
organization in the short term as well as in the long term.

24.  Planning may be the most important process within the
function of management.
 It is typically starting point of management process. In
the planning sports club manager must
 Identify the outcomes
 Understand what environmental constraints are present
 Establish activities that will lead to the desired
outcomes
 the blue print of what we are going to done

25. Types of planning:- strategic planning, operational
planning, functional planning &contingent planning
Strategic Planning:
 Management develop a mission and long term
objectives and determines in advance how they will
be accomplished.
 Long term generally means longer than one year,
Strategic plan are typically develops for five years.
 Top level managers generally plans for it.

26. Operational Planning:
 Management set short term objectives and
determines in advance how they will be
accomplished.
 Short term objectives are those that can be met
in one year.
 Middle managers or first line managers develop
operational plans.

27. 2. Organizing
 Organizing can be thought of as assigning the tasks
developed in the planning stages, to various individuals
or groups within the organization. Organizing is to create
a mechanism to put plans into action.
 People within the organization are given work
assignments that contribute to the company’s goals.

28. Cont….
Here as a manager, director, leader… so as to get a coordinated effort
among all the element in the organization you have to know:
1. what to organize
2. How to organize
3. Why you organize
Therefore organizing involves identifying responsibilities to be
performed & group or arrange these responsibilities into different
groups or division…….it saves energy & time
In short it is the process of combining & integrating resources for the
achievement of goals.

29. Cont ….
Principles of organisation
 Unity of command
 Chain of command
 Span of control
 Division of labour
 Coordination
 Clarification of responsibilities
 Delegation & Flexibility

30. 3. Staffing
 Staffing is the process of hiring, positioning &
overseeing employees in an organisation.
 The steps are
Determine the requirement of staff to achieve the
objective.
Recruit under the organizational policy
Provide orientation and training
Plan the communication system with staff

31. 4. Coordinating, Directing, and Leading
 Is the process of typing together or uniting all the
organizational :
decisions
operations
activities
efforts etc
so as to achieve “ unity of actions ”


32. Cont….
Leading is a process of influencing employees to work
towards achieving objectives.
Influencing is also referred to as motivating, leading or
directing. The purpose of influencing is to increase
productivity.
 Effective leaders have strong people skills and
communication skills. Leaders and mangers are not
necessarily same but unfortunately all mangers are leaders

33. cont…..
Generally one of the most crucial issue while leading,
directing, staffing….. is to find the correct balance b/n staff
needs and organizational needs.
Staff Needs Organizational Needs

34. 5. Controlling/ Evaluation
 Controlling is the process of establishing and
implementing mechanism to ensure that objectives are
achieved.
 An important part of controlling is measuring progress
and taking corrective action when necessary.
 Effective controlling requires technical skills as well as
conceptual and decision making skills.

35. Cont…..
 Controlling is the following roles played by the manager:
Gather information that measures performance
Compare present performance to pre established
performance norms.
Determine the next action plan and modifications for
meeting the desired performance parameters.
Controlling is an ongoing process.

36.  Generally controlling or evaluating helps you see that the
operations:
are proceed according to plan
are moving at appropriate speed
In addition to all the above processes all the managers
engaged in activities or roles like:
Budgeting
Solving a problem
Making a decision
Motivation
Feedbacks etc

37. Roles of manager
Besides the various management functions, managers must
also assume a variety of roles, skills & power.
At various levels of management, different management
skills are needed, different management functions & power
are performed, & different roles played.

38. Interpersonal Roles
use peoples skill & communication skill.
Figurehead: when they present the department &organization in
ceremonial and symbolic activity.
 Example- when the manager is interviewed regarding the teams
performance.
Leader: They are leaders when they motivates, train, communicate with,
& influence others, coordinating the work of followers.
Liaison: the managers are liaison when they interact with the peoples
outside their unit to information and favour. Example- if manager meet with
local business to place advertisement or for sponsorship.

39. Monitor: They are monitors when they read & talk to others to gather
information, they scan the environment for information about trends &
event that can affect the organization, collect information from verity
of sources as subordinates, peers, superiors, news media, internet etc.
Disseminator: managers are disseminators when they send
information to others.
Spokesperson: This role of manager is like a mouthpiece of the
organization. They transmit organizational massage or information to
persons or group outside their units.
Informational Roles

40. Entrepreneur:- search for ways & take risks to effect change & improve
their organization. Moreover they innovate & improve product, system or
services.
Disturbance:-Manager also handle the day to day operational problems.
Allocate Resources:- Manager has a responsibility to allocate resources
effectively
Negotiators:- they represent their organization or department during non
routine transactions to gain agreement & commitments as well as Bargaining &
reaching an agreement with any agency or vendor.
Decision Roles

41. People with strong management skills are in demand.
Gaining experience in the workplace & completing
coursed similar to this one will help you develop these
skills.
In this section we are discussing
1. Technical skills,
2. Interpersonal skills, and
3. Conceptual skills.
Management skills

42.  refers to the ability to use methods or techniques to perform a
specific task. In sports club technical skills include coaching,
facility management, league, camp & tournament
management. These skills should be in first level and mid
level mangers.
Example:- reading the environmental situation,
Technical skills

43. It is known as the ability to work well with peoples.
Your human skills are what will make athletes,
parents, employees & other coaches to want to work
with you or for you. It enables the manager to
motivate peoples to achieve their goals, to get
volunteer to work on weekends to host a tournament.
Interpersonal / Human Skills

44. These skills are the ability to understand abstract ideas. It
involves manager thinking and planning abilities to
ensure that the organization is prepared for the future and
also an ability to think strategically about the
organization.
 Managers need this skill to think out of the box and come
up with creative way to improve performance.
Conceptual skills

45.  Within a sport club there are three levels of management, namely
top-management, midlevel, and first level.
 The responsibilities of each level vary in terms of context as well as
importance. At each level a different managerial skill is of a greatest
importance
Management levels

46. Management/Leadership styles
 Leadership is a function of knowing yourself, having a vision that is
well communicated, building trust among colleagues, and taking
effective action to realize your own leadership potential."
 Is "the behavioral process of influencing individuals and groups
towards set goals".
 Leadership is a process by which a person influences others to
accomplish an objective and directs the organization in a way that
makes it more cohesive (interconnected )and coherent (logical).
 Leadership is a process whereby an individual influences a group of
individuals to achieve a common goal.

47. Leadership Styles
Basic leadership styles
1. Autocratic
2. Bureaucratic
3. Democratic
4. Laissez-faire

48. Autocratic Leadership Style
directional or command means the leader dictate the policy, the
procedures and staffs are forced to respect and follow.
Is a one way process of power is there.
Manager retains as much power and decision making authority as
possible
Does not consult staff, nor allowed to give any input
Staff expected to obey orders without receiving any explanations
Structured set of rewards and punishments

49. Bureaucratic Leadership Style
 Manages “by the book¨
 Everything done according to procedure or policy
 If not covered by the book, referred to the next level above
 A police officer not a leader
Enforces the rules

50. Democratic Leadership Style
Participative: Members participate on decision making …
involvement is there.
Is a two way process of power is there
Encourages staff to be a part of the decision making, Keeps staff
informed about everything that affects their work and shares
decision making and problem solving responsibilities
A coach who has the final say, but gathers information from staff
before making a decision
Produce high quality and high quantity work for long periods of
time

51. Democratic cont...
Staff like the trust they receive and respond with cooperation,
team spirit, and high morale
Develops plans to help staff evaluate their own performance
Allows staff to establish goals, Encourages staff to grow on the
job & be promoted
Recognizes & encourages achievement
Most successful when used with highly skilled or experienced
staff or when implementing operational changes or resolving
individual or group problems

52. Laissez-Faire Leadership Style
 Laissez Faire/ anarchic/ baby sitter Characterized by: Complete
freedom is there to set goals, make decisions
 Here the leader is not a power center at all.
 Also known as the “hands-off¨ style
 The manager provides little or no direction and gives staff as
much freedom as possible
 All authority or power given to the staff and they determine
goals, make decisions, and resolve problems on their own

53. Critical Thinking in Sport Organizations
 Critical thinking is the ability to effectively analyze
information and form a judgment.
Critical thinking skills help you to:
 Identify credible sources
 Evaluate and respond to arguments
 Assess alternative views points
 Test hypotheses against relevant criteria

54. Ethics in Sport Organizations
 Employees, managers, and leaders are expected to act ethically
as they undertake their duties and responsibilities within the sport
organization.
 Unfortunately people in organizations do not always act ethically.
The sources included their personal moral codes, professional
codes of conduct, and their organization’s standards, rules, and
procedures.
 Ethical leadership may be an appropriate strategy to help thwart
unethical behaviors within sport organizations.

55. Ethics cont….
 Ethical leaders are characterized “as honest, caring, and
principled individuals who make fair and balanced decisions”.
 Sport leaders must frequently communicate with their followers
about ethics set clear ethical standards, and use rewards and
punishments to see that those standards are followed. Sport
leaders must also proactively communicate, reinforce, and make
decisions with consideration of the effect of those decisions on
the organization and its stakeholders.