Sport Admin Final Part 1

Front 1

management skills

Back 1

include (1) technical skills, (2) people skills, (3) communication skills, (4) conceptual skills, and (5) decision-making skils

Front 2

technical skills

Back 2

the ability to use methods and techniques to perform a task

Front 3

communication skills

Back 3

the ability to get your ideas across clearly and effictivly

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conceptual skills

Back 4

the ability to understand abstract ideas

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decision-making skills

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the ability to select alternatives to solve problems

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management functions

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the activities all manager perform, such as planning, organizing, leading, and controlling

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planning

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the process of setting objectives and determining in advance exactly how the objectives will be met

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organizing

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the process of delegating and coordinating tasks and resources to achieve objectives

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leading

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the process of influencing employees to work toward achieving objectives

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controlling

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the process of establishing and implementing mechanisms to ensure that objectives are achieved

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management roles

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the roles managers undertake to accomplish the management function, including interpersonal, informational, and decisional

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levels of management

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top, middle, and firstline

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types of managers

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general, functional, and project

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internal enrionment

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factors that affect an organizations performance from within its boundries

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systems process

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the method used to transform inputs into outputs

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structure

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the way in which an organization groups its resources to accomplish its mission

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quality

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comparing actual use to requirements to determine value

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customer value

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the purchasing benefits used by customers to determine whether to buy a product

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total quality management (TQM)

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the process by which everyone in the organization focuses on the customer to continually improve product value

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external envirnment

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the factors that affect an organizations performance from outside its boundries

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international business

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a business primarily based in one country that transacts business in other countries

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multinational corporation (MNC)

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a business with significant operations in more than one country

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global sourcing

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the use of worldwide resources for inputs and transformation

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joint venture

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created when firms share ownership (partnership) of a new enterprise

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direct investment

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occurs when a company builds or purchases operating facilities (subsidiaries) in a foreign country

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stakeholders' approach to ethics

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creating a win-win situation for all stakeholders so that everyone benefits from the decision

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social responsibility

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the conscious effort to operate in a manner that creates a win-win situation for all stakeholders

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reengineering

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the radical redesign of work to combine fragmented tasks into streamlined processes that save time and money

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reflexive decision

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making snap decisions without taking time to get all the information needed and without considering alternatives

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reflective decision

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taking plenty of time to decide, gathering considerable information, and analyzing numerous alternatives

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consistent decision style

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taking time but not wasting time known when more information is needed and when enough analysis has been done

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programmed decisions

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with recurring or routine situations, the decision maker should use decision rules or organizational policies and procedures to make the decision

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non-programmed decisions

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with significant and non-recurring and non-routine decisions, the decision maker should use the decision-making model

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decision-making conditions

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certainty, risk, and uncertainty

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creative process

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the three stages are (1) preparation, (2) incubation and illuminations, and (3) evaluation

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devil's advocate

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group members defend the idea while others try to come up with reasons that the idea would not work

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synectics

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the process of generating novel alternatives through role-playing and fantasizing

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nominal grouping

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the process of generating and evaluating alternatives using a structures voting method

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consensus mapping

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the process of developing group agreement on a solution to a problem

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strategic planning

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the process of developing a mission and long-term objectives and determining how they will be accomplished

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operational planning

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the process of setting short-term objectives and determining in advance how they will be accomplished

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three levels of strategies

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corporate, business, and functional

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corporate-level strategy

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the plan for managing multiple lines of business

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business-level strategy

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the plan for managing one line of the business

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functional-level strategy

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the plan for managing area of the business

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situation analysis

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draws out those features in a company's environment that most directly frame its strategic window of options and oppotunities

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competitive advantage

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specifies how the organization offers unique customer value

Front 48

management by objectives (MBO)

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the process by which managers and their teams jointly set objectives, periodically evaluate performance, and reward according to the results

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grand strategies

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the corporate strategies for growth, stability, turnaround, and retrenchment, or a combination thereof

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corporate growth strategies

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concentrations, backward and forward integration, and related and unrelated diversification

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business portfolio analysis

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the corporate process of determining which lines of business the corporation will be in and how it will allocate resources among them

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adaptive strategies

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prospecting, defending, and analyzing

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operational strategies

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strategies used by every functional-level department to achieve corporate- and business-level objectives

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span of management

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the number of employees reporting to a manager

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levels of authority

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inform, recommend, report, and full

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line authority

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the responsibility to make decisions and issue orders down the chain of command

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staff authority

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the responsibility to advice and assist other personnel

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centralized authority

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important decisions are made by top managers

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decentralized authority

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important decisions are made by middle- and first-level managers

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job design

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the process of combining tasks that each employee is responsible for completing

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job enrichment

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the process of building motivators into a job by making it more interesting and challenging

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job characteristics model

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compromises core job dimensions, critical psychological states, and employee growth-need strength to improve quality of working life for employees and productivity for the organization

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delegation model

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the steps are (1) explain the need for delegation and the reasons for selecting the person, (2) set objective that define responsibility, the level of authority, and the deadline, (3) develop a plan, and (4) establish control checkpoints and hold employees accountable

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variables of change

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strategy, structure, technology, and people

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management information systems (MISS)

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formal systems for collecting, processing, and disseminating information that aids managers in decision making

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stages in the change process

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denial, resistance, exploration, and commitment

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organizational sculture

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the shared values, beliefs, and standards for acceptable behavior

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components of culture

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behavior, values and beliefs, and assumptions

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core values of TQM

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a company-wide focus on (1) delivering customer value and (2) continuously improving the system and it processes

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learning organization

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an organization that learns, adopts, and changes as its environment changes to continuously increase customer value

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organizational development (OD)

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the ongoing planned change process that organizations use to improve performance

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OD interventions

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specific actions taken to implement specific changes

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force-field analysis

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assesses current performance and then identifies the forces hindering change and those driving it

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survey feedback

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an OD technique that uses a questionnaire to gather data to use as the basis for change

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process consultation

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an OD intervention designed to improve team dynamics

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human resources management

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planning, attracting, developing and retaining employees

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bona fide occupational qualification (BFOQ)

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allows discrimination where it is reasonably necessary to normal operation of a particular organization

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strategic human resources planning

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the process of staffing an organization to meet the objectives

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job description

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identifies the tasks and responsibilities of a position

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job specifications

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qualifications needed to staff a position

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selection

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the process of choosing the most qualified applicant recruited for a job

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assessment centers

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places where job applicants undergo a series of tests, interviews, and simulated experiences to determine their managerial potential

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vestibule training

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develops skills in a simulated setting

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performance appraisal

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the ongoing process of evaluating employee performance

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compensation

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the total cost of pay and benefits to employees

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job evaluation

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the process of determining the worth of each job relative to other job in the organization

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comparable worth

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jobs that are distinctly different but that require similar levels of ability, responsibility, skills, and working conditions are valued equally and paid equally

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labor relations

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interactions between management and ununionized employees

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reserve clause

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allowed teams to automatically resign their players at the end of the season