Sports Management Chapter 2

•Knowing how to say something to another person is equally as important as knowing what to say to another person. •Answering each question professionally and courteously wins a lifelong fan.

•Gathering and analyzing information•Need to define problem, generate alternatives, evaluate alternatives and select best alternative

Assigning responsibility and accountability for results to employees

–Differences between individuals, including age, race, gender, sexual orientation, disability, education, and social background •Women and minorities still underrepresented in managerial positions in the sport industry

The ability of workers to identify and acknowledge people's emotions and, instead of having an immediate emotional response, to take a step back and allow rational thought to influence their actions

The encouragement of employees to use their initiative and make decisions with their areas of operations, and the provision pf resources to enable them to do so

•Measuring and ensuring progress toward organizational objectives •Progress is accomplished by the employees effectively carrying out their duties

•Taylorism •Workers should not be doing the same job different ways, but instead in the “one best way” (most efficient way) •Manager can get workers to perform job the “best way” by enticing them with economic rewards

•Initiative enables you to learn about a different aspect of sport organization you are working with •Allows you to meet and interact with people outside of office you work in, thus increasing your network •Shows your employer your commitment to working in sport industry

•“Action” part of the management process •Delegation: –Involves assigning responsibility and accountability for results to employees •Managers must manage any differences or changes that may take place in organization

•Usage of technology in the sport industry –For example: customer data collection and advanced ticket systems •Usage of technology in the workplace –For example: videoconferencing and multimedia presentations Computerized ticketing systems such as M-ticketing, PACIOLAN, and PROLOGUE

•Critical for everyone to be on same page when it comes to working to accomplish organizational goals and objectives •Many theories: –Maslow’s hierarchy of needs, Herzberg’s two factor ideas, Vroom’s expectancy theory, and Adam’s equity theory •Katzell and Thompson: –Appropriate motives and values; attractive and consistent jobs; defined work goals; appropriate resources and supportive environments; performance reinforced; harmony

•Study and application of human side of management •Includes dealing with modern changes: –Downsizing –Globalization –Information Technology –Diversity •Human Resources is lasting competitive advantage

•Managers should appreciate employees’ resistance to change.–Plan for resistance, involve employees, and provide additional training and communications•Managers should select priorities for change.•Managers should deliver early tangible results.•Managers should publicize successes to build momentum and support.

Use of power or some other resource outside of the formal definition of a person’s job to get a preferred outcome •Four types of political tactics used –Coalitions –Outside experts –Links/networks –Controlling informationSport organizations have formal (e.g., athletic director) and informal (e.g., coach) leaders.