1. Management is both art and science. It is the art of making people more effective than they would
have been without you.The science is in how you do that. There are four basic pillars: plan, organize,
direct, and monitor.
Sports management is a broad and highly competitive field that incorporates aspects of many different
areas, such as business, marketing and accounting. Public interest in health, fitness and spectator sports
has also increased over the years, making sports management a multibillion-dollar industry with a variety
of job opportunities for those with experience and education. Those who work in sports management
may find themselves performing various functions, such as working with the finances of an athletic
organization or creating marketing strategies. Professionals in sports management might work on
international sporting events or local, amateur ones. Other areas in sports management include college or
recreational sports management or sports economics.
Sport management is a field of education concerning the business aspects of sports and recreation.
Some examples of sport managers include the front office system inprofessional sports, college
sports managers, recreational sport managers, sports marketing, event management, facility
management, sports economics, sport finance, and sports information.(Wikipedia.com)
Sports Manager: Job Description, Duties and Requirements
Sports managers are in charge of the basic organization and scheduling of their clients. Both individual
athletes and entire organizations hire sports managers to see that everything off the field is going
smoothly. To become a sports manager it is helpful to get a bachelor's degree, find a related internship
or have experience within the sport. Graduate level degrees in sports management are available and may
enhance job prospects in this career, which has an average job growth expectancy.
Required Education Bachelor's degree is generally required by employers
Projected Job Growth* (2012-
2022)
10% for agents and business managers of artists, performers and
athletes
Median Salary* (2013)
$64,490 annually for agents and business managers of artists,
performers and athletes
Source: *U.S. Bureau of Labor Statistics (BLS)
Sports Manager Job Description
A sports manager is someone that is hired by either a team or an individual athlete to ensure that
everything that happens off the field goes smoothly. They have numerous responsibilities that revolve
around making it easier for their clients to focus on winning without worrying about the business or
organization side of sports. Unlike sports agents, managers do not focus on contracts for their clients,
instead managers ensure that their clients are getting the proper attention and training to allow them to
compete at their highest level. Sports managers are hired at a wide variety of venues including academic
institutions, amateur and professional leagues, sporting goods companies, and even sports marketing
firms.
Sports Manager Duties
The duty of a sports manager ranges widely depending on the clientele. Some sports managers are
responsible for an individual athlete and keeping them in good mental and physical health. This can mean

2. doing everything from hiring trainers to working out issues between the team and the player. The
manager is somewhat of a spokesperson for their client, charged with making sure all their needs are
met and that they are in the best possible position to succeed. This also means they must work with the
media to ensure their clients are getting a good image. They must make sure that all aspects of the
athlete's life are organized well and that they are getting the recognition they deserve
For a sports manager of a team or organization the duties are quite different. Working with an entire
organization the manager must be sure that the vast network that is required to run the operation is
working well together and organized correctly. They are responsible for smoothing out any conflicts
between departments and overseeing the inner workings of the organization. This involves working as
intermediary between the owners and players, working with the marketing division to give the team a
good public image, and keeping the right balance of employees to make everything function smoothly.
Requirements for Sports Managers
There are many different avenues to take to become a sports manager, but there are a few common
advantages that help someone get hired to manage. Many sports managers have a college degree in a
field that is related to managing, such as a business, marketing, or law degree. Many sports managers
have to start with an internship with the organization and work their way up to managing. Often
experience within the sport is a big help, as many former athletes go on to manage after their playing
aearning this graduate degree may enhance job prospects. To become a sports manager it is important
to have a good business sense and the ability to communicate and negotiate in serious discussions about
big issues.
Salary Info and Job Outlook
According to the U.S. Bureau of Labor Statistics (BLS), agents and business managers of artists,
performers and athletes, including sports managers, earned a median annual salary of $64,490 in 2013.
The BLS predicts that the employment of such workers will likely grow by about 10% between 2012 and
2022, which is average compared to all occupations.
Functions of Management (managementstudyguide.com)
Management has been described as a social process involving responsibility for economical and effective
planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic
process consisting of various elements and activities. These activities are different from operative
functions like marketing, finance, purchase etc. Rather these activities are common to each and every
manger irrespective of his level or status.
Different experts have classified functions of management. According toGeorge & Jerry, “There are four
fundamental functions of management i.e. planning, organizing, actuating and controlling”. According to
Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas
Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for
Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely
accepted are functions of management given by KOONTZ and O’DONNEL
i.e. Planning, Organizing, Staffing, Directing andControlling.
For theoretical purposes, it may be convenient to separate the function of management but practically
these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the
other & each affects the performance of others.

3. 1. Planning
It is the basic function of management. It deals with chalking out a future course of action &
deciding in advance the most appropriate course of actions for achievement of pre-determined
goals. According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to
do. It bridges the gap from where we are & where we want to be”. A plan is a future course of
actions. It is an exercise in problem solving & decision making. Planning is determination of
courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways &
means for accomplishment of pre-determined goals. Planning is necessary to ensure proper
utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it
also helps in avoiding confusion, uncertainties, risks, wastages etc.
The first of the managerial functions is planning. In this step the manager will create a detailed action
plan aimed at some organizational goal.
Planning is an ongoing step and can be highly specialized based on organizational goals, division goals,
departmental goals, and team goals. It is up to the manager to recognize which goals need to be planned
within his or her individual area.
There are many different types of plans and planning. (http://www.referenceforbusiness.com/)
STRATEGIC PLANNING.
Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and
weaknesses of the organization, and then determining how to position the organization to compete
effectively in their environment. Strategic planning has a long time frame, often three years or more.
Strategic planning generally includes the entire organization and includes formulation of objectives.
Strategic planning is often based on the organization's mission, which is its fundamental reason for
existence. An organization's top management most often conducts strategic planning.
TACTICAL PLANNING.
Tactical planning is intermediate-range planning that is designed to develop relatively concrete and
specific means to implement the strategic plan. Middle-level managers often engage in tactical planning.
Tactical planning often has a one- to three-year time horizon.

4. OPERATIONAL PLANNING.
Operational planning generally assumes the existence of objectives and specifies ways to achieve them.
Operational planning is short-range planning that is designed to develop specific action steps that support
the strategic and tactical plans. Operational planning usually has a very short time horizon, from one
week to one year.
2. Organizing
It is the process of bringing together physical, financial and human resources and developing
productive relationship amongst them for achievement of organizational goals. According to
Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e.
raw material, tools, capital and personnel’s”. To organize a business involves determining &
providing human and non-human resources to the organizational structure. Organizing as a
process involves:
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
3. Staffing
It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in
size of business, complexity of human behavior etc. The main purpose o staffing is to put right
man on right job i.e. square pegs in square holes and round pegs in round holes. According to
Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal & development of personnel to fill the roles
designed un the structure”. Staffing involves:
 Manpower Planning (estimating man power in terms of searching, choose the person and
giving the right place).
 Recruitment, Selection & Placement.
 Training & Development.
 Remuneration.
 Performance Appraisal.
 Promotions & Transfer.
4. Directing
It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise
which sets it in motion the action of people because planning, organizing and staffing are the
mere preparations for doing the work. Direction is that inert-personnel aspect of management
which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the
achievement of organizational goals. Direction has following elements:
 Supervision
 Motivation
 Leadership
 Communication

5. Supervision- implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work & workers.
Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.
Leadership- may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.
Communications- is the process of passing information, experience, opinion etc from one
person to another. It is a bridge of understanding.
5. Controlling
It implies measurement of accomplishment against the standards and correction of deviation if
any to ensure achievement of organizational goals. The purpose of controlling is to ensure that
everything occurs in conformities with the standards. An efficient system of control helps to
predict deviations before they actually occur. According to Theo Haimann, “Controlling is the
process of checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation”. According to Koontz & O’Donell
“Controlling is the measurement & correction of performance activities of subordinates in order to
make sure that the enterprise objectives and plans desired to obtain them as being
accomplished”. Therefore controlling has following steps:
a. Establishment of standard performance.
b. Measurement of actual performance.
c. Comparison of actual performance with the standards and finding out deviation if any.
d. Corrective action.