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67 Cards in this Set
- Front
- Back
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Vertical Conflict |
The downward and upward flow of communication in an organization. It is formal communication because it officially sanctioned. |
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Horizontal Conflict |
communication shared between peers. |
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Grapevine |
Informal flow of info through channels |
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Communication Process |
- The sender (the person doing the communicating) encodes the message (puts it into a form the receiver of the message will understand) - The sender transmits the message (by talking, phoning, e-mailing) to the person or group receiving it - The receiver decodes the message (interprets it) - The receiver may (or may not) give feedback |
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Media Richness |
The amount of meaning and info that the channel can convey. The info and meaning, the more richer the channel. Face to face is therefore the richest. This also includes: phones, tv, and radio. All ways to convey different messages |
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Feedback |
Literally feeds back the sender the original info, meaning, and intent |
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Message Receiving Process |
- Listening, analyzing, and checking understanding
- To receive the real message the sender is transmitting, you have to do all three - Receiving doesn't end with good listening. Listening is just the beginning |
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Listening (Message Receiving Process) |
- Pay attention - Avoid distractions - Don’t assume and interrupt - Watch nonverbal - Ask questions - Take notes - Convey meaning |
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Analyzing (Message Receiving Process) |
- Think - Wait to evaluate after listening |
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Barriers that block communication (Message Receiving Process) |
- The words we choose - Info overload Logic and order - The channel “shoe” doesn't fit - Trust and credibility - Failure to listen to - Emotions - Distortion |
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Response Styles (Message Receiving Process) |
- Advising - Diverting - Probing - Reassuring - Reflecting |
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Criticism |
- You're going to get some, so you might as well take it well. In fact, if you are wise, you will want it. (How else are you going to realize your potential?) - |
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5 critical components explained |
Forces - Needs, drives, and motivates explained Energy - Activation of the individual to pursue satisfaction Direction - Specific goals an individual is seeking Intensity - Magnitude of determination to achieve a goal Persistence - Individuals persistent effort to achieve the goal |
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Scientific Theory |
- Cannot be proven exactly but is overwhelmingly accepted was true - May not be able to accurately measure a theory - Has not been totally disproven in any way |
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Scientific Law |
- Scientific fact - Can be tested and is always true without expectations |
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Content Theory |
- What motivates us - Based on the premise that when needs go unsatisfied the individual will experience tension and will therefore be motivated to engage in an activate to satisfy the need |
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Limitation's of Maslow Hierarchy |
- Cannot be adequately tested - Difficulties in measuring the theory in practice over such a long period of time - No acceptable way of determine exactly which need was met just by looking at the action a person takes over their lifetime - Implications to sport managers: - What are the implications of this theory? - How can sport managers use the principles outlined by Maslow? |
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Vroom’s Expectancy Theory (1964) |
- Individuals evaluate the various courses of action hat are available to them and choose the one that why expect to lead to the outcomes they prefer |
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Valence - Vroom's |
- An individuals preference for specific outcomes - If a particular Result is highly preferred, then the valence for that result is higher - Converse is also true - We assign values to the possible outcomes, which indicates our valence to choose one alternate over another |
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Outcomes - Vroom's |
- Consequences of a given act - First level and second level outcomes - 1st: Performance standards achieved by the employee - 2nd: Reward for the performance |
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Expectancy - Vroom's |
- Individuals perception of the probability that effort will lead to a standard of performance - We do this based on our internal probability assessment - Is doing my very best enough to be rewarded with a promotion |
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Instrumentality - Vroom's |
- Individuals estimate of relationship of first level result and second level results - Everything is based on probabilities that we create in our minds (Between -1 and 1) - We go through the process of assigning these values at every step of the process |
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Interplay of concepts |
Force (or motivation) = valence x expectancy x instrumentality |
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Adam's theory of inequality (1963, 1977) |
- Absolute amount is not important in determining motivations, it is the amount relative to others - Salary figure itself is not important, it is salary compared to what others earn - Adams explains this using an input/outcome balance |
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Input/Outcome balance (Adams) |
- A person internalized standard could be comparison between a social effort (input) and the rewards that effort (outcome) - If a person puts a great deal of effort over 6 months to lose weight and only loses 2 pounds, they will have a feeling of inequality |
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Motivation |
The willingness to achieve organizational objectives - Through the motivation process, people go from need to motive to behavior to consequence and finally to either satisfaction or dissatisfaction |
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Role of expectations |
Remember the pygmalion effect? Your expectations and your treatment of people affect their motivation and their performance. If you have high expectations for your staff and you treat your workers as high achievers, you will get their best. |
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Performance equation |
Performance = ability x motivation x resources |
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Content-based motivation theories |
Hierarchy of needs - People are motivated by five levels: needs, physical, social, esteem, and self-motivation (Maslow) |
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Process-based theories |
Equity - People are motivated when their perceived inputs equal output (Adams)
Goal setting - Difficult but achievable goals motivate people (Locke) Expectancy - People are motivated when they believe they can accomplish the task and the rewards for doing so are worth the effort (Vroom) |
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Why do people resist change? |
- Uncertainty creates fear - Inconvenience is off-putting - Their self-interest is threatened - Lack of control is often an issue - We all fear loss |
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How do you overcome resistance? |
- Create a trust climate - Develop a change plan - State why change is needed and how it affects them - Create a win-win situation - Involve people and provide support |
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Key Components of resistance |
- Intensity - Source - Focus |
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Organizational Culture |
Set of values, beliefs, and standards for acceptable behavior that its members use. Understanding an organization's culture helps you understand how it functions and how you should do things to fit in. Think of the "good guy" teams like the Seattle Mariners and "bad guy" teams like the Oakland Raiders |
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Sports Culture |
Sports team culture originates from the establishment and development of sports teams. The function of a sports team culture is found in instructing people, construction of team standards, recovery, spiritual adjustment, and meeting.... |
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Level 1: Behavior of Culture |
The late Tom Yawkey of the Boston Red Sox, the Late George Halas of the Chicago Bears, and the late Al Davis of the Oakland Raiders were legends in their own time and are legends still to fellow players, colleagues, and fans alike who relish |
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Diversity |
- Championship Auto Racing Teams Inc. (CART) has implemented strong initiatives to promote diversity - CART seeks to bring members of the minaret community and women into CART racing as drivers, engineers, mechanics, and administrative personnel |
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Athletic Directors and Change |
- Athletic directors' problems created by change should be dealt with proactively without waiting until the change occurs - An AD may face new budget restrictions, a new principal or superintendent, greater expectations from parents, or new technologies, such as the internet |
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Economic Forces |
- Baseball has become a sport where big market teams like the New York Yankees and Boston Red Sox can generate more revenues and thus afford to spend more money to acquire star players - And more star players means more fan and media interest, which means even more money |
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Social Forces |
- Baseball has fallen behind football as America’s favorite sport - Baseball fans have become leery of the game after the recent strikes, which were caused by anger and mistrust between players and owners - Fans love the physical contact and fast action in football |
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Demographic Forces |
- Teams attempt to reach different segmentations of the population - For instance, the WNMA focuses on young families and the gay and lesbian segments of the population - Another example is the NFL, which targets men ages 15 to 55 |
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Technological Forces |
- The Yankees make a great deal more money from the media than any other team -The Yankees own YES, their own cable network. At one point, some fans in the New York area did not receive games |
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Strategy |
- Since merging with Trotter, Cyber has been able to develop and offer the most advanced and complete line of equipment in its market |
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Technology |
Olympic athletes look to their equipment suppliers to provide curing-edge shoes, bats, skis, and bicycles. They look to their trainers and therapists to provide cutting-edge techniques and instant recovery from injuries that once sidelined players for a season and now set them back mere days |
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Sources of conflict in sports organization |
Examples will come later |
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Differentiation |
The more organization differentiates, the more likely conflict is to occur |
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Interdependence |
When subunits are dependent on one another, it becomes possible for subunits to manifest the conflict. The higher the degree of interdependence, the more likely conflict becomes |
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Low formalization |
When this is high, the risk for conflict is low. Rules do not allow for the interference and blocking behavior necessary for conflict. Some argue too many rules lead to vertical conflict (Formalization means rules pretty much) |
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Competition over 2 resources |
2 subunits compete over limited resources, conflict will emerge. Lockouts are conflicts over resources. It can occur horizontally or vertically |
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Differences in award systems |
The more goals are based on the performance of each subunit as opposed to the overall sport organization, the greater the likelihood for the conflict |
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Power Incongruence |
Athletic directors are more powerful than coaches in the organizational system, but what about on campus? Do you know Ohio states president?? |
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Communication Problems |
N/A |
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Participative Decision Making |
N/A |
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Role Conflict |
N/A |
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Is conflict bad? |
- We mostly have a negative connotation toward conflict - Some threats believe that optimal level of conflict is good in organization *Conflict prevents complacency and stimulates something |
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Conflict |
Behavior by organization members which expended in opposition to other members - Conflict is about perception, not about what is actual happening *If nobody perceives a conflict, then conflict does not exist *Another implication is that not all perceived conflict is real conflict - Conflict must involve two or more distinct parties -One or more of the parties must exert efforts towards blocking the achievement of goal by their opposition |
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Situation Analysis |
Draws out those features in a company’s environment that most directly frame its strategic window of options and opportunities |
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Operational Planning |
Management sets short-term objectives and determines in advance how they will be accomplished |
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3 levels of strategies |
- Corporate - Business - Functional |
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Strategic Planning |
Management develops a mission and long-term objectives and determines in advance how they will be accomplished |
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Importance of Planning |
Planning has three major benefits: speedier decision making, better management of rescues, and clearer identification of the action steps needed in order to reach important goals. The North American Society for Sport Management (NASSM) expects sport management students to learn how to plan. |
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Goal |
State general targets to be accomplished |
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Objective |
State what is to be accomplished in specific and measurable terms by a certain target date |
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6 steps of decision making |
1. Define the problem or opportunity 2. Set objectives and criteria 3. Generate alternatives 4. Select the most feasible alternative 5. Implement the decision 6. Control the results |
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Reflexive |
Shot from the hip. Making snap decisions without taking the time to get all the information |
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Reflective |
Take plenty of time to decide, gathering a considerable amount of information analyzing it numerous occasions |
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Consistent |
Do not rush and do not waste time. Know when more info is needed and when it's time to stop analyzing and get moving |
