Sport Management Final

Front 1

Definition of MANAGEMENT

Back 1

-The process of completing activities efficiently with and through others

- Management is a form of work that involves coordinating an organization's resources - land, labor, capital - toward accomplishing organizational objectives

Front 2

THREE COMMON ELEMENTS

Of all definitions of management

Back 2

- Goals/objectives to be achieved

- Conditions with limited resources

- Working with and through people

Front 3

Management FUNCTIONS

Back 3

Planning, Organizing, Leading, Evaluating

Front 4

management SKILLS

Back 4

Technical, Human, Conceptual

Front 5

Management ROLES

Back 5

Interpersonal, Informational, Decisional

Front 6

Organizing CLASSICAL PRINICIPLES

Back 6

Specialization
Span of Control
Departmentalization
Unity of Command
Responsibility and Authority

Front 7

SPECIALIZATION

Back 7

-Refers to the notion that individuals perform tasks that are narrow in scope. (assembly line model)

-Pros – time saving, increase skill, ease of training

Front 8

SPAN OF CONTROL

Back 8

- Refers to the number of people, units, and operations that a manager can control effectively at one time (it’s why hierarchies look like pyramids)

-Depends on the type of work, competence of workers, competence of manager, relationship amongst the two, pressure for production

Front 9

DEPARTMENTALIZATION

Back 9

-Natural outgrowth of span of control

-Two types:
+Process oriented – based on specialization concept
+Product oriented – based on project-based organizing

-Can also be visualized at flat or tall.

Front 10

UNITY OF COMMAND

Back 10

-Strict hierarchy – no confusion for who you report to. “can’t serve two masters” idea.

Front 11

RESPONSIBILTY AND AUTHORITY

Back 11

- Must be in line with tasks someone is asked to perform.

Front 12

Bureaucracy

TENETS OF BUREAUCRACY

Back 12

Division of Labor
Hierarchical Authority Structure
System of Abstract Rules
Impersonality
Technical Competence

Front 13

OPEN SYSTEMS PERSPECTIVES

Back 13

- The Lawrence and Lorsch Model
+Differentiation, Integration

- The Thompson Model
+Technical Core, Boundary-Spanning Units

- The Parsonian Model
+Technical Subsystem, Managerial Subsystem,
Institutional Subsystem

Front 14

DEFINITION OF PLANNING

Back 14

- Planning is the process of deciding what objectives to pursue during a future time period and what to do to achieve those objectives. It is the primary management function and is inherent in everything the manager does. (Rue & Byars, 1992)

Front 15

STEPS OF THE PLANNING PROCESS

Back 15

- specifying goals
- identifying opportunities
- identifying constraints
- generating alternate courses of action
- establishing performance criteria to evaluate alternatives
- evaluating alternatives
- selecting an alternative
- the Plan Document

Front 16

Strategic Planning

Back 16

- differs from other forms of planning

- incorporates more element central to the "new" leadership
+vision
+long term
+ mission

Front 17

Managerial Implication of Procedural Justice

STRUCTUAL SIDE

Back 17

- Give people a say in how decisions are made.
- Provide an opportunity for errors to be corrected
- Apply rules and policies consistently.
- Make decisions in an unbiased manner.
- Avoid over/under payments based upon perceived employee inputs

Front 18

Managerial Implication of Procedural Justice

SOCIAL SIDE

Back 18

- awareness of 'International Justice' which is perceived fairness of the interpersonal treatment used to determine organizational outcomes

- awareness of social sensitivity, which is the amount of dignity and respect demonstrated when presenting an undesirable outcome to an employee

Front 19

VROOM & YETTON'S DECISION STYLES

Back 19

- AI = Autocratic I --> Leader makes decision

- AII = Autocratic II --> Leader gets information from members, and then makes decision

- CI = Consultative I --> Shares information individually, gets opinions, then makes decision

- CII = Consultative II --> Shares information with group, gets opinions, then makes decision

- GII = Group II --> Shares information with group, generates alternatives with group, consensus decision

Front 20

PARTICIPATIVE LEADERSHIP

Back 20

- Relates to Vroom & Yetton;s Model in that it involves DECISION MAKING procedures
+ Autocratic Decisions
+ Consultation
+ Joint Decisions
+ Delegation

- Weaknesses of decision models must be noted

Front 21

DIAGNOSING DECISION SITUATIONS

Back 21

- Evaluate the following:
+ Importance of decision
+ Relevant knowledge of members
+ Likely cooperation of members
+ Likely acceptance without participation
+ feasibility of holding a meeting

Front 22

ENCOURGING PARTICIPATION

the leader should:

Back 22

- encourage people to express concerns
- describe any proposal as tentative
- record ideas and suggestions
- try to build on suggestions and ideas
- be tactful when expressing concerns about an idea
- listen to dissenting views without being defensive
- utilize suggestions and deal with concerns immediately
- show appreciation for suggestion

Front 23

DELEGATION

Leader must evaluate the following:

Back 23

- importance of decision
- relevant knowledge of members
- likely cooperation of members
- likely acceptance without participation
- feasibility of holding a meeting

Front 24

POTENTIAL EFFECTS OF DELEGATION

Back 24

- improved decision quality
- greater commitment to decision implementation
- free up time for leader
- increased satisfaction, motivation of member
- development of future leaders

Front 25

WHY LEADERS DON'T DLEGATE.......

Potential Poor Reasons

Back 25

- Strong need for power of leader
- Insecurity of leader
- Perceived difference of values/commitment
between leader and followers
- Perceived lack of skill/expertise of followers

Front 26

WHY LEADERS DON'T DLEGATE.......

Better Reasons

Back 26

- Need to protect confidential information
- Difficult to coordinate people
- Tasks not appropriate

Front 27

GUIDELINES FOR DELEGATION

What to Delegate

Back 27

- tasks suited for the subordinate
- urgent but not high priority tasks
- tasks relevant to the subordinates’ career
- tasks of appropriate difficulty
- both pleasant and unpleasant tasks
- tasks not central to the leaders’ role

Front 28

GUIDELINES FOR DELEGATION

How to Delegate

Back 28

- specify responsibilities clearly
- provide adequate authority and specify limits of
discretion
- specify reporting requirements
- ensure subordinate acceptance of responsibilities
- inform others who need to know
- monitor progress in appropriate ways
- arrange for the subordinate to receive necessary
information
- provide support and assistance, but do not assume
control
- accept mistakes, but make them a learning
experience

Front 29

“Consensus” Decision Making

Back 29

- Decisions are made by consensus if ALL members
in a group agree on the decision.
- Not to be confused with voting, averaging,
compromising, negotiating, or trading.
- The group must find a solution that EVERY member
can ACCEPT, even though some members may not
be convinced that it is the best solution.
- Ground Rules: NO averaging, trading, or ‘majority-
rules’ voting

Front 30

“Consensus” Decision Making

Some General Guidelines

Back 30

- Avoid arguing in order to win as individuals. What
is ‘right’ is the best collective judgment of the group
as a whole
- Disagreements should be viewed as helpful rather
than hindrances. Group members should not ‘give-
in’ just to reach an agreement.
- Problems are solved best when individual group
members accept responsibility for both listening
and contributing, so that everyone is included in
the decision making process
- Tension reducing behaviors can be useful if
meaningful conflict is not smoothed over
prematurely.
- Each member is responsible for monitoring the
decision-making process and for initiating
discussions about the process if it becomes
ineffective.
- The best results flow from a fusion of information,
logic, and emotion. Value judgments about what
is best include members’ feelings about the data
and the decision making process.

Front 31

SYNERGY

Back 31

- The combined action of two or more people that
increase the effectiveness of one another and
produce an outcome that is greater than the sum
of the agents’ outcomes when acting
independently.
- In the In-Class Exercise, we should experience
synergy. The combined knowledge, judgment,
problem-solving and decision making abilities of
the group should generally produce a lower
combined score than the lowest & average
individual score
- Just having a group does not guarantee synergy - it
is more likely to occur when consensus decision
making guidelines are utilized.
- To experience and benefit from synergy, the group
must not only have worked towards producing the
best solution, but they must also pay close
attention to the process that they are using.

Front 32

Strategic and Operational Planning

Back 32

- Planning is a major determinant of organizational performance

- Three benefits of planning
+ Speedier decision making
+ Better management of resources
+ Clearer identification of the action steps
needed to reach important goals

Front 33

Strategic planning vs. Operational planning

Back 33

- In STRATEGIC PLANNING, management develops a
mission and LONG-TERM objectives

- In PERATIONAL PLANNING, management sets
SHORT-TERM objectives

Front 34

Five elements in the strategic process

Back 34

1. Develop the mission
2. Analyze the environment
3. Set objectives
4. Develop strategies
5. Implement and control the strategies

Front 35

Development of the Mission

A mission…

Back 35

- Provides the foundation on which the plan will be
constructed
- Defines who the organization is and why it exists
- Describes management’s vision for the company