The document discusses the importance and roles of sports management, defining it as a field that integrates the sports industry and management. It explains that sports managers work in various positions across the industry and are responsible for efficiently and effectively using resources like financial, human, physical, and informational to achieve organizational objectives and performance goals. The document also outlines the management functions of planning, organizing, leading, and controlling that sports managers utilize, as well as the interpersonal, informational, and decisional roles they must play.

1. Chapter 1:Chapter 1:
ManagingManaging
SportsSports
Mrs. WoodMrs. Wood
Sports ManagementSports Management

2. Why do we needWhy do we need
“sports management?”“sports management?”
• How big do you think the sports
industry is (in terms of dollars)?
–Approximately $400 billion a year

3. What is Sports Management?What is Sports Management?
• DEFINTION:
–A multidisciplinary field that
integrates the sport industry and
management.

4. Who areWho are Sport Managers?Sport Managers?
• People working in various positions ofPeople working in various positions of
management across the industrymanagement across the industry
including (CAREERS):including (CAREERS):
– Athletic DirectorsAthletic Directors
• High School and College Level
– Stadium and Arena ManagersStadium and Arena Managers
• Operations, General Business, Events, and Personnel
– Sport Marketing AgenciesSport Marketing Agencies
• Corporate Sponsors for Events and Promotions,
Sponsorships

5. Who areWho are Sport Managers?Sport Managers?
careers cont’dcareers cont’d
– Player AgentsPlayer Agents
• People who handle all business affairs andPeople who handle all business affairs and
endorsements for playersendorsements for players
– Sports Broadcasting and JournalismSports Broadcasting and Journalism
• TV/Radio, Newspapers/Magazines, Sports RadioTV/Radio, Newspapers/Magazines, Sports Radio
– Recreation ManagementRecreation Management
• Dir. of YMCA, public parks, fitness ctrs, resortDir. of YMCA, public parks, fitness ctrs, resort
activitiesactivities
– Sporting Goods ManufacturesSporting Goods Manufactures
– Work for Professional OrganizationsWork for Professional Organizations

6. What does aWhat does a
Sport Manager do?Sport Manager do?
• Primary Responsibility:Primary Responsibility:
– Responsible for achieving the sport organization’sResponsible for achieving the sport organization’s
objectives through theobjectives through the efficientefficient andand effectiveeffective useuse
of resources.of resources.
• Efficient:Efficient:
– Getting the maximum out of your resources.Getting the maximum out of your resources.
• Effective:Effective:
– Following the proper strategy to attain and achieve objectives.Following the proper strategy to attain and achieve objectives.

7. CREATING A LIST:CREATING A LIST:
• Take a couple of minutes to identify and
characterize all of the resources that a
manager uses.
– HINT: There are 4 main categories.HINT: There are 4 main categories.
USING TEACHING AS AN EXAMPLE:USING TEACHING AS AN EXAMPLE:
Name of Category:
Planning Curriculum
Associated Characteristics:
Developing lesson plans and
objectives, activities, unit
material, and assessments.

8. The Sports Manager’sThe Sports Manager’s
ResourcesResources
• 4 Main Categories of Resources:4 Main Categories of Resources:
• Human ResourcesHuman Resources
– Ability to recruit and/or hire best personnel possible,Ability to recruit and/or hire best personnel possible,
creating good working chemistry to work towardscreating good working chemistry to work towards
objectivesobjectives
• Financial ResourcesFinancial Resources
– Allocating and dispersing resources to effectivelyAllocating and dispersing resources to effectively
fund each area of your organization.fund each area of your organization.

9. Resources cont’dResources cont’d
• Physical ResourcesPhysical Resources
– Managing effective use of your facilities and all
equipment/merchandise.
• Informational ResourcesInformational Resources
– Efficiently collecting and distributing all
information to make the best effective decisions
possible.

10. The Desired Outcome:The Desired Outcome:
• At the end of the day, there is only one word orAt the end of the day, there is only one word or
theme that serves as each managers'theme that serves as each managers'
assessmentassessment
– Performance:Performance:
• Measure of how well a manager achieves organizations
and objectives.
– Example: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 aWhat does it take to be a
successful sports manager?successful sports manager?
• TIMEOUT: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 of3 Important Traits of
ManagersManagers
• Integrity:Integrity: exhibit moral and ethical principlesexhibit moral and ethical principles
• Industriousness:Industriousness: hard working, diligent, energetichard working, diligent, energetic
• Get along with people:Get along with people: “HOW ARE YA?”“HOW ARE YA?”
• Other secondary traits of management:Other secondary traits of management:
– Good business knowledge, intelligence,Good business knowledge, intelligence,
leadership ability, educational background,leadership ability, educational background,
sound judgment, communication ability,sound judgment, communication ability,
flexibility, and ability to plan/set objectivesflexibility, and ability to plan/set objectives

13. Why do they fail?Why do they fail?
• Here are a few common reasons why
managers fail:
– Exhibit limited viewpointsExhibit limited viewpoints
– Unable to understand/work well with othersUnable to understand/work well with others
– IndecisiveIndecisive
– Lack initiative/integrityLack initiative/integrity
– Do not exhibit responsibilityDo not exhibit responsibility

14. Building StrongBuilding Strong
Management SkillsManagement Skills
• Essential skills of good managers are:
– Technical SkillsTechnical Skills
• Ability to use methods and techniques to perform a task.Ability to use methods and techniques to perform a task.
– People SkillsPeople Skills
• Ability to work well with others.Ability to work well with others.
– Communication SkillsCommunication Skills
• Ability to get your ideas across clearly and effectively.Ability to get your ideas across clearly and effectively.
– Conceptual Skills (Systems Thinking)Conceptual Skills (Systems Thinking)
• Ability to understand abstract ideas.Ability to understand abstract ideas.
– Decision-making SkillsDecision-making Skills
• Ability to select alternatives to solve problems.Ability to select alternatives to solve problems.

15. The Ghiselli Study:The Ghiselli Study:
Important Managerial TraitsImportant Managerial Traits
• Published in 1971 by Edwin GhiselliPublished in 1971 by Edwin Ghiselli
– a staple of any college management class.a staple of any college management class.
• Important but does not determine aImportant but does not determine a
manager’s successmanager’s success
• Listed in reverse order of importanceListed in reverse order of importance

16. Ghiselli’s Traits:Ghiselli’s Traits:
• (6) Initiative(6) Initiative
• (5) Self-assurance(5) Self-assurance
• (4) Decisiveness(4) Decisiveness
• (3) Intelligence(3) Intelligence
• (2) Need for occupational achievement(2) Need for occupational achievement
• (1) Supervisory ability(1) Supervisory ability
– Requires skills in planning, organizing,Requires skills in planning, organizing,
leading and controlling.leading and controlling.

17. What do Sport Managers Do?What do Sport Managers Do?
• Ghiselli’s 4 functions of Management:Ghiselli’s 4 functions of Management:
– Managers get the job done through others.Managers get the job done through others.
– Use each function in their work.Use each function in their work.
– Necessary for each function to work as part of aNecessary for each function to work as part of a
whole system.whole system.
you don’t want to end up like Albert and Costello.you don’t want to end up like Albert and Costello.

18. Management FunctionsManagement Functions
(Ghiselli’s study)(Ghiselli’s study)
• Planning:Planning:
– Typically the starting pointTypically the starting point
in the managementin the management
process. Here you will setprocess. Here you will set
objectives and set a planobjectives and set a plan
for how you will meetfor how you will meet
them.them.

19. Management FunctionsManagement Functions
• Organizing:Organizing:
– The process of delegating and coordinating
tasks and resources to achieve objectives.
• Managers allocate and arrange resources.
• Leading:Leading:
– The process of influencing employees to work
toward achieving objectives.

20. Management FunctionsManagement Functions
• Controlling:Controlling:
– The process of establishing and implementing
mechanisms (systems) to ensure that objectives
are achieved.

21. Managers Play Multiple RolesManagers Play Multiple Roles
Outside ManagementOutside Management
• Non-Management Functions:Non-Management Functions:
– Managers usually have to get involved in the
daily operations and help their people get their
jobs done.
• In Sports Administration:In Sports Administration:
– An AD painting lines on the field or directing traffic after a
game
• In Event Management:In Event Management:
– MSG managers helping turn over the ice to basketball after
game.
• In the Office:In the Office:
– Managers might help make copies and answer phones.

22. The Role of a ManagerThe Role of a Manager
• The roles managers undertake (or play)The roles managers undertake (or play)
to accomplish the management functionsto accomplish the management functions
are:are:
– InterpersonalInterpersonal
– InformationalInformational
– DecisionalDecisional
Because the Mets did not like how former manager Willie RandolphBecause the Mets did not like how former manager Willie Randolph
handled these duties, he was let go in June 2008.handled these duties, he was let go in June 2008.

23. Interpersonal RolesInterpersonal Roles
• Roles include figurehead, leader andRoles include figurehead, leader and
liaison.liaison.
– Figurehead:Figurehead:
• Represent organization or department in symbolicRepresent organization or department in symbolic
activities.activities.
– Sponsorship Appreciation at Sporting EventsSponsorship Appreciation at Sporting Events
– Leader:Leader:
• Motivate, train, communicate with and influence others.Motivate, train, communicate with and influence others.
– Captain of a sporting team.Captain of a sporting team.
– Liaison:Liaison:
• Interact with people outside their dept. to gain informationInteract with people outside their dept. to gain information
and receive/extend favors.and receive/extend favors.
– Freshmen move in day at colleges.

24. Informational RolesInformational Roles
• Includes monitor, disseminator, spokesperson.Includes monitor, disseminator, spokesperson.
– Monitors:Monitors:
• Read and talk to others to gather information.Read and talk to others to gather information.
– Superintendent of Schools on Snow Days.Superintendent of Schools on Snow Days.
– Disseminators:Disseminators:
• Send information to others.Send information to others.
– Scouts within organization collaborating on player assessments.Scouts within organization collaborating on player assessments.
– Spokespersons:Spokespersons:
• Provide information to peopleProvide information to people
outside of organization.outside of organization.

25. Decisional RolesDecisional Roles
• Include entrepreneur, disturbance handler,Include entrepreneur, disturbance handler,
resource allocator, negotiator.resource allocator, negotiator.
– Entrepreneurs:Entrepreneurs:
• Show innovation and improve products/systems/services.Show innovation and improve products/systems/services.
– Change ways/introduce new ways of doing things.Change ways/introduce new ways of doing things.
– Disturbance Handler:Disturbance Handler:
• Take corrective action to diffuse disputes or crises.Take corrective action to diffuse disputes or crises.
– Fine personnel or discipline for violation of policiesFine personnel or discipline for violation of policies
– Resource Allocators:Resource Allocators:
• Schedule, request authorization, and perform budget activities.Schedule, request authorization, and perform budget activities.
– Deciding where to put a franchise's money for a given season.Deciding where to put a franchise's money for a given season.
– Negotiator:Negotiator:
• Represent department or org. during meetings to gainRepresent department or org. during meetings to gain
agreement and commitment.agreement and commitment.
– A College or school adding teams for Title IX.A College or school adding teams for Title IX.

26. How Managers DifferHow Managers Differ
• There are 3 levels of management inThere are 3 levels of management in
organizations.organizations.
– TopTop
– MiddleMiddle
– First-line ManagementFirst-line Management
• Using the New York YankeesUsing the New York Yankees
as an example, let’s identifyas an example, let’s identify
each branch.each branch.

27. Levels of ManagementLevels of Management
and Titlesand Titles
• TopTop
– Chairman of board, CEO,Chairman of board, CEO,
president or vice-presidentpresident or vice-president
• George Steinbrenner, ChairmanGeorge Steinbrenner, Chairman
• MiddleMiddle
– General Manager, Athletic DirectorGeneral Manager, Athletic Director
sales manager, dept. headsales manager, dept. head
• Brian Cashman, GMBrian Cashman, GM
• Front-line ManagerFront-line Manager
– Head coach or manager, asst. coachHead coach or manager, asst. coach
ticket manager, event manager,ticket manager, event manager,
academic advising coordinatoracademic advising coordinator
• Joe Torre, ManagerJoe Torre, Manager (former)(former)
FOR THE YANKEESFOR THE YANKEES

28. Types of ManagementTypes of Management
• GeneralGeneral
– Supervise the activities of several departments.Supervise the activities of several departments.
• Mostly carried out by top-level and some middle mgrs.Mostly carried out by top-level and some middle mgrs.
• FunctionalFunctional
– Supervise related activities such as marketing, finance,Supervise related activities such as marketing, finance,
and human resource management.and human resource management.
• Carried out mostly by middle and front-line managers.Carried out mostly by middle and front-line managers.
• Project ManagersProject Managers
– Coordinate employees and other resources acrossCoordinate employees and other resources across
several functional departments to accomplish a specificseveral functional departments to accomplish a specific
task.task.
• Can be any of the management categories.Can be any of the management categories.

29. Which type of managerWhich type of manager
use what type of skill/function?use what type of skill/function?
• Top Managers:Top Managers:
– Skills used:Skills used:
• Conceptual and peopleConceptual and people
– Functions emphasized:Functions emphasized:
• Planning and organizingPlanning and organizing
• Middle Managers:Middle Managers:
– Skills used:Skills used:
• Balance conceptual, technical, and people skills.Balance conceptual, technical, and people skills.
– Functions emphasized:Functions emphasized:
• Balance planning, organizing, leading and controlling.Balance planning, organizing, leading and controlling.

30. Which type of managerWhich type of manager
use what type of skill/function?use what type of skill/function?
• Front-Line Managers:Front-Line Managers:
– Skills used:Skills used:
• Use technical and people skills.Use technical and people skills.
– Functions emphasized:Functions emphasized:
• Leading and controlling.Leading and controlling.