Midterm Sport Management

Front 1

Define Management

Back 1

Management is the process of coordinating and integrating resources in order to effectively and efficiently achieve organizational goals and objectives.

Front 2

When, where and who began talk Sport Management

Back 2

1957. Walter O'Malley, president of the Brooklyn/Los Angeles Dodgers talked with James Mason physical education instructor.

Front 3

First Sport Management Program

Back 3

Ohio University in 1966 started by James Mason

Front 4

Responsibilities of a sport manager:
Organization Management

Back 4

budgeting, managing personnel, managing facilities, controlling, and leading

Front 5

Responsibilities of a sport manager:
Information Mangement

Back 5

writing, selling, promoting, advertising, media relations

Front 6

Responsibilities of a sport manager:
Exercise and sport science

Back 6

instructing, coaching, designing and monitoring activities, counselling

Front 7

Define sport and recreating organizations

Back 7

a sport organization is a social entity involved in the sport industry; it is goal-directed, with a consciously structured activity system and a relatively identifiable boundary.

Front 8

Organizational Theory (OT)

Back 8

The "macro" perspective
Takes into account big picture--characteristics of organization & the environment. look at impact of strategies, size, & tech. on structure of org

Front 9

Organiational Behavior (OB)

Back 9

The "micro" perspective
Concerned about the invd. components of the org. Employee job satisfaction, leadership style, communication b/w units, & motivation

Front 10

Management Theory

Back 10

Study of organization and how they function. Interested in finding the best and most effective way of operating

Front 11

Management Theory
Classic Era

Back 11

Efficiency of worker
Occurred from 1880 to 1930s
Prompted by Industrial Revolution
Divided into two approaches:
Scientific Management & Gen Admin practice

Front 12

Fredrick Winslow Taylor

Back 12

Classic Era
recognized the idea of "soldiering"
obsessed with precision
Scientific management

Front 13

Taylor's Four Principles of Scientific Management

Back 13

1. Base work methods on scientific study of tasks
2. Scientifically select, train, & develop each worker.
3. Cooperate with workers to be sure that scientifically developed methods are followed.
4. Divide work responsibility almost equally b/w managers & workers performing tasks.

Front 14

Frank & Lillian Gilbreth

Back 14

Classic Era
studied under Taylor
Used film to study how work was do
done and modify it to be more efficient

Front 15

Henri Fayol

Back 15

Classic Era
looked at both scientific mgmt & general admin practices
"Father" of managers/management

Front 16

Henri Fayol Five Functions of Managers

Back 16

1. Planning
2. Organizing
3. Commanding
4. Coordinating >>> Believing
5. Controlling >>>

Front 17

Henri Fayol's 14 Principals

Back 17

1. Division of labor 2. Authority
3. Unity of direction 4. Unity of Command
5. Order 6.Subordination of ind. interests
7. Discipline 8. Remuneration
9. Centralization 10. Scalar Chain
11. Equity 12. Esprit de corps
13. Stavility of tenure of personnel
14. Initiative

Front 18

Max Weber

Back 18

Classic Era
Bureaucracy
every position is clearly defined that way people would konw who really deserved the job

Front 19

Bureaucracies Six Characteristics

Back 19

1. Division of labor 2. Authority hierarchy
3. Formal Selection 4. Formal rules & reg.
5. Impersonality 6. Career oreientation

Front 20

Management Theory:
Behavioural Era

Back 20

Focuses on why people do things
Occurred during the 1930s & 1940s
also to see if they could be influenced to better serve the organization -- psychology and sociology

Front 21

Mayo Hawthorne

Back 21

Behavioural Era
Studies found that productivity increased when workers felt that they were being cared about

Front 22

Mary Parker Follett

Back 22

Behavioural Era
"Management Prophet"
organizations need to start looking at the interactions

Front 23

Chester Barnard

Back 23

Behavioural Era
3 Functions of Managers
1. motivate personnel
2. maintain effective comm. w/ personnel
3. hire & retain quality personnel

Front 24

Management Theory:
Human Relations Era

Back 24

Focus on workers rather than organization
occurred from 1950 to 1980

Front 25

Maslow

Back 25

Human Relations Era
Hierarchy of Needs

Front 26

Maslow's Hierarchy of Needs (5)

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1. Biological & physiological needs
2. Safety needs
3. Belongingness
4. Esteem needs
5. Self-actualization

Front 27

Douglas McGregor

Back 27

Human Relations Era
Theory X & Theory Y

Front 28

McGregor Theory X

Back 28

Theory X depicts a negative view of workers based on the way an org. manages them:
People dislike work, avoid responsibility, need close supervision...

Front 29

McGregor Theory Y

Back 29

Theory Y depicts a positive view of people.
People enjoy work, accept & seek responsibility, are self-directed, and want rewards that satisfy self-actualization

Front 30

Fredrick Herzberg theory?

Back 30

Human Relations Era
Motivation-Hygiene Theory
If you don't have adequate factors ppl won't be happy therefore they won't want to work

Front 31

Pseudo HR

Back 31

Human Relations Era of mgmt was managers trying to make all employees happy about their job/company/org. no matter the situation.
high employee morale=high productivity

Front 32

Management Theory:
Modern Era

Back 32

be more aware of outside factors also look at org. as a whole-- workers & products
occurred 1990 to Present

Front 33

Modern Management:
8 Key Points

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1. defined values should drive org.
2. a vision directing org is essential
3. Org. should be customer driven
4.Managers must recog.e workers work
5. Man. foster collaborations with staff
6. org invest in training and development of empolyees
7. man. give employees room to take risks to learn from mistakes & foster innovation and chanage.
8. org. create culture of trust among employees based on honesty, integrity, and ethical behaviour.

Front 34

W. Edwards Deming

Back 34

Modern Era
Total Quality management

Front 35

Deming: Total Quality management

Back 35

Customer satisfaction is ultimate goal and every organizational employee-both manager and subordinate- is responsible for contributing to satisfaction

Front 36

Systems Theory

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Organizations are composed of interdependent subsystems. Any change in one subsystem will have intended and unintended consequences for others.
If one area is weak, will bring down others.

Front 37

John Case Open Book Management

Back 37

Modern Era
Everyone know their role and how it affects the organization.

Front 38

Learning Organization (5) Elements

Back 38

1. Systems thinking
2. Personal mastery
3. Mental models
4. Shared vision
5. Team learning

Front 39

Outcomes-Based management

Back 39

Looks like systems theory but with an additional focus on outcomes(strongly rooted in the nonprofit and public sectors)

Front 40

Strategic management Process

Back 40

-Dev. & clarify values, vision, & mission
-Complete performance analysis
-complete SWOT
-Implement the plan
-Monitor, review, & update plan

Front 41

Organizational Structure

Back 41

Is the foundation of any organization, determines how interrelated components of an agency are constructed in order to function.

Front 42

Organizational Typologies

Back 42

Private or commercial sector
Public sector
Third or nonprofit sector

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Private Sector

Back 43

The private or commercial sector consists of profit-motivated businesses

Front 44

Commercial Business can be formed in 3 ways

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1. Sole proprietorship
2. partnership
3. Corporation

Front 45

Sole proprietorship

Back 45

single owner; earns all profits but takes all risks and liabilities, easy to form, cannot sell shares in business

Front 46

Partnership

Back 46

Shared liability(unless limited liability), otherwise same as sole proprietorship

Front 47

Corporation

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Shares of ownership can be sold, limits on debt should business fail, much together regulation to start up, taxed on profits and shares, regulated by government

Front 48

Public Sector

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Receive funding from taxpayers and are run by government agencies. created through local, state, or fed. leg.
ex. parks & rec & sport commissions.

Front 49

Third or Nonprofit Sector

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Result from community need. Most common are 501(c)(3).
ex. Boys & Girls club, & YMCAs.

Front 50

Three components of Organizational Structure

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1. Complexity
2. Fomralization
3. Centralization

Front 51

Complexity:Horizontal DIfferenctiation
Specialization (2)

Back 51

Task Differentiation-based on dividing work into broad or narrow duties
Social Specialization-based on the training and knowledge member posses (background)

Front 52

Complexity:Horizontal DIfferenctiation
Departimetalization

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Product or service
function
geographic location

Front 53

Complexity: Vertical Differentiation
Hierarchy of authority

Back 53

managerial chain of command based on either poser obtained through postition or experise

Front 54

Complexity: Vertical Differentiation
Span of control

Back 54

the number of people directly supervised by a manager

Front 55

Sub-optiuminzation

Back 55

department goals are different from the organizations

Front 56

Complexity: Horizontal Coordination

Back 56

meetings and direct contact
teams and task forces
integrating roles or coordination units
electronic networks

Front 57

Complexity: Vertical Coordination (3)

Back 57

1. Organizational hierarchies and authority
2. Policies, procedures, rules, and standards(formalization)
3. accountability systems

Front 58

what happens when hierarchical authority is the sole means of vertical coordination in a organization?

Back 58

wasted human capital

Front 59

Formalization

Back 59

the extent to which rules, regulations, job descriptions, policies, and procedures govern the operation of the sport organization.

Front 60

Formalization issues

Back 60

goal displacement
minimal adherence
bureaupathic behaviour

Front 61

Informal Structure also known as

Back 61

Organizational culture

Front 62

Organizational Culture appears in four main forms

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1. artifacts
2.espoused beliefs
3. personal interactions
4. underlying assumptions

Front 63

Accountability Systems or Responsibilities System

Back 63

the responsibility that organizations or individuals have for their actions and the responsibility they have to explain or justify their decisions to stakeholders

Front 64

Centralization

Back 64

Decisions are made at the top
are typically smaller with flatter structures
easy to control and coordinate w/ groups
decision makers are more concerned w/ entire org. than specific parts

Front 65

Decentalization

Back 65

Decisions are made at all levels
typically larger
decisions made by the ind. who best understands the situation
quick response because no chain of command

Front 66

Habit 1

Back 66

Be Proactive

Front 67

Social Mirror

Back 67

only listening to the views of others around you distorted your image

Front 68

Social Mirror:
3 social maps

Back 68

1. genetic determinism
2. psychic determinism
3. environmental determinism

Front 69

Stimulus & Response:
4 endowments that make us unique

Back 69

1. self-awareness
2. imagination
3. conscience
4. independent will

Front 70

Leadership 3 elements

Back 70

1. behavioral process
2. interpersonal
3. influence of others