Sport Mgmt Final Exam

Front 1

What are the two objectives when hiring?

Back 1

1) Predict performance (can they do the job well)

2) Assess fit (do they fit in our organization)

Front 2

Job analysis for performance appraisal can have what uses?

Back 2

Identify training needs, making promotion decisions

Front 3

Job analysis for hiring is to help with what?

Back 3

Identify what we need to look for in potential job candidates

Front 4

We use job analysis to:

Back 4

Create our hiring procedure & a job posting/advertisment

Front 5

List the steps in Job Analysis:

Back 5

1) Gather info on activities & tasks for that position (brainstorm)

2) Rate importance & frequency of each task

3) Group tasks into Task Dimension

4)Determine KSAO's necessary

Front 6

Knowledge

Back 6

Body of information that can be applied directly to performance of tasks

Front 7

Skills

Back 7

An observable competence for working with or applying knowledge to perform a particular task or closely related set of tasks (not enduring, needs experience & practice)

Front 8

Abilities

Back 8

An underlying, enduring trait of the person useful for performing a range of different tasks (less likely to change over time)

Front 9

Other Characteristics

Back 9

Other requirements

Front 10

Customer & Personal Service (KSAO's)

Back 10

Knowledge - knowledge of principles & processes for providing CPS. Includes customer needs assessment, meeting quality standards for services & evaluation of customer satisfaction

Front 11

Social Perceptiveness (KSAO's)

Back 11

Skills - being aware of other's reactions & understanding why they react as they do

Front 12

Active Listening (KSAOs)

Back 12

Skills - giving full attention to what others are saying, taking time to understand points being made, asking questions when appropriate, & not interrupting at inappropriate times

Front 13

Service Orientation (KSAOs)

Back 13

Skills - actively looking for ways to help people

Front 14

Speaking (KSAOs)

Back 14

Skills - talking to others to convey info effectively

Front 15

Critical Thinking (KSAOs)

Back 15

Skills - using logic & reasoning to identify the strengths & weaknesses of alternative solutions, conclusions, or approaches to problems

Front 16

Monitoring (KSAOs)

Back 16

Skills - monitoring/assessing performance of yourself, others, or organizations to make improvements or take corrective action

Front 17

Speech Clarity (KSAOs)

Back 17

Abilities - ability to speak clearly so others can understand you

Front 18

Oral Expression (KSAOs)

Back 18

Abilities - ability to communicate information & ideas in speaking so others understand

Front 19

Oral Comprehension (KSAOs)

Back 19

Abilities - ability to listen to & understand information & ideas presented through spoken words & sentences

Front 20

Problem Sensitivity (KSAOs)

Back 20

Abilities - ability to tell when something is wrong or likely to go wrong. It doesn't involve solving a problem, only recognizing there is one

Front 21

Speech Recognition (KSAOs)

Back 21

Abilities - ability to identify & understand the speech of another person

Front 22

Deductive Reasoning (KSAOs)

Back 22

Abilities - ability to apply general rules to specific problems to produce answers that make sense

Front 23

Inductive Reasoning (KSAOs)

Back 23

Abilities - ability to combine piece of information to form general rules or conclusions (Includes finding relationships among unrelated events)

Front 24

Near Vision (KSAOs)

Back 24

Abilities - ability to see details at close range (within few feet of the observer)

Front 25

Written Comprehension (KSAOs)

Back 25

Abilities - ability to read & understand information & ideas presented in writing

Front 26

HS Diploma, College Degree, security clearance/criminal record, citizenship, availability are all examples of which KSAO?

Back 26

Other Characteristics

Front 27

This mostly describes the physical setting such as environment, attire, body positioning (standing/sitting), hazards, etc. of a job

Back 27

Job Context

Front 28

All jobs analyses will be the same based on preferences, job design, & organizational values - T/F

Back 28

False

Front 29

What should be accounted for when deciding what's important for hiring?

Back 29

The company's mission & values

Front 30

With this, individuals are attracted to organizations matching their personality

Back 30

Attraction-Selection-Attrition (ASA)

Front 31

Attraction

Back 31

An organization's "brand" that's influenced by their leadership, history, culture, values & any other contributing factor will attract those who like these factors & deter those who don't

Front 32

Selection

Back 32

Organization's with certain values are more likely to select those with similar values

Front 33

Attrition

Back 33

Employees in the organization whose values conflict with the organization or leadership are more likely to be dissatisfied or leave

Front 34

Optimal decision making requires what 3 things?

Back 34

1) Diversity of thoughts

2) Diversity of experiences

3) Diversity of perspectives

Front 35

To have a balance, we should attract people with similar core values while not being too similar - T/F

Back 35

True

Front 36

What are the two absolutes in resume writing?

Back 36

1) Don't lie

2) Don't make spelling errors

Front 37

The person hiring will always be an HR Representative or the person actually supervising the position - T/F

Back 37

False

Front 38

Why is the look & feel of your resume important?

Back 38

So that it is easy & pleasant to read and because it is a reflection of your work

Front 39

Fonts for resumes (not as important to know)

Back 39

Arial, Calibri, Century Old Style, Helvetica, Garamond, Georgia, Trebuchet, Times New Roman

Front 40

Popular advice is on the Sans Serif fonts and is universally accepted - T/F

Back 40

False

Front 41

This type of software is for jobs with large amounts of applicants and uses key words from submitted resumes

Back 41

Digital Talent Acquisition Software

Front 42

What is the purpose of your resume (& cover letter)?

Back 42

To advance you to the next phase of the hiring process

Front 43

When hiring managers look for specific KSAOs, they generally sort candidates into these 3 things:

Back 43

1) Highly qualified

2) Adequately qualified

3) Minimally (or not) qualified

Front 44

These are usually unnecessary to put in a resume but can help if they're looking for a certain type of candidate (i.e. wants to work in baseball)

Back 44

Objectives

Front 45

This list shows you have specific KSAOs they're looking for

Back 45

Position Descriptions

Front 46

List the 12 different sections of a resume

Back 46

Name, contact information, objective, education, extracurriculars, relevant experience, volunteer work, work experience, skills, languages, leadership, references

Front 47

To avoid wasting time & money with additional tests, some selection procedures can be applied in the initial selection phase - T/F

Back 47

True

Front 48

No KSAOs can be trained later & they're necessary to look for when hiring - T/F

Back 48

False

Front 49

This test is common & reliable to predicting how a candidate will behave & perform on the job

Back 49

Written test - situational judgment test typically posed as hypothetical scenarios

Front 50

When using written tests, it is not important to have a set score to evaluate the answers - T/F

Back 50

False

Front 51

This is a way to see if applicants posses requisite knowledge to perform the job:

Back 51

Job Knowledge test - job-specific & focused on knowledge that's necessary based on what you found in job analysis; candidates can be filtered out if they don't meet a minimum criteria

Front 52

This interview type if used to predict an applicant's future behavior

Back 52

Situational

Front 53

This interview type is used to examine past behaviors & is a good predictor of future behavior

Back 53

Experience-based

Front 54

How do you decide which interview to use? (Selection Methods)

Back 54

- Level of experience (hiring for entry level job that attracts recent grads or career switchers)

- Similarity of work (if your job is so unique that KSAOs from other jobs don't transfer/apply)

Front 55

Questions based on job analysis, consistency between applicants, responses being numerically rated and detailed scoring procedures & notes are all examples of what?

Back 55

Structured Interviews

Front 56

Interviews should be structured & focus on certain KSAOs - T/F

Back 56

True

Front 57

What were the 5 steps of the Hiring Plan Project?

Back 57

1) Job Analysis

2) Recruiting Method (what channels exist for hiring a certain role)

3) Job Posting (based on KSAOs, org's culture & values)

4) Selection Method

5) Predicting Fit

Front 58

What are the 6 types of Part-Time workers?

Back 58

1) Primaries

2) Married supplementers

3) Single supplementers

4) HS/College students

5) Part-Time Moonlighters

6) Full-Time Moonlighters

Front 59

Benefits/Consequences of PT workers?

Back 59

- Types of commitment they experience

- Turnover decision making

- Type of motivation that might work

- Career development

- Process through which an identity with the organization is formed

Front 60

Full-Time are more emotionally committed to organization than volunteers/Part-Timers

Back 60

Affective Commitment

Front 61

Interns are more emotionally committed to organization than Part-Timers

Back 61

Affective Commitment

Front 62

Volunteers & interns feel more obligated to organization than Part-Time

Back 62

Normative Commitment

Front 63

Interns & Full-Timers identify more with this than volunteers or Part-Time

Back 63

Sport Identity

Front 64

Sport organizations do not rely on many types of Part-Time workers - T/F

Back 64

False

Front 65

This is a negotiation between organized workers (labor) & their employer(s) (management) to determine wages, hours, rules & working conditions

Back 65

Collective Bargaining (dictionary definition)

Front 66

This uses various methods in bargaining process, but the desired outcome is always mutual acceptance by labor & management of a CBA/Contract

Back 66

Collective Bargaining (sport business definition)

Front 67

What does NLRA stand for?

Back 67

National Labor Relations Act

Front 68

What are the mandatory subjects that must be bargained collectively?

Back 68

-Hours

-Wages

-Terms & Conditions of employment

Front 69

Bargaining must be done in '____ _____' over mandatory subjects in order to achieve a contract (aka CBA)

Back 69

'Good faith'

Front 70

CBA in sports: training camps, practices, season, schedule, # of games, etc. all represent:

Back 70

Hours

Front 71

CBA in sports: salaries, bonuses, severance/termination pay, health coverage/insurance, anything else of monetary value all represent:

Back 71

Wages

Front 72

CBA in sports: seniority, medical issues, grievance arbitration provisions, drug testing, safety concerns, etc. all represent:

Back 72

Terms & Conditions

Front 73

Issues that management is not obligated to negotiate over & the union cannot strike over are:

Back 73

Permissive Subjects

Front 74

CBA - Concerted Activity: the right to engage in concerted activity gives employees the right to strike or take similar actions (picket, work slowdown, etc.). But what's not protected is:

Back 74

Interfering with the employer's ability to conduct business with customers (i.e. threatening customers/blocking entrances)

Front 75

Unions & collective bargaining are unique to pro sports and all pro sports have CBAs - T/F

Back 75

False

Front 76

Unlike Major League players, Minor Leaguers are not unionized, do not negotiate a CBA & do not share revenue with the owners - T/F

Back 76

True

Front 77

What are the barriers to change for minor leaguers and who are they similar to?

Back 77

Similar to college athletes & interns

- Transient & temporary

- Lack of power

- Retaliation & reputation

- Culture of sacrifice

Front 78

Although some say increasing minor league game prices would rob fans of an affordable joy, ticket prices are base on demand. Who said this?

Back 78

Dan Kascher, Sport Economist of the University of San Francisco

Front 79

What is said to be the most important element of sports business education programs?

Back 79

Internship Opportunities

Front 80

What does NACE stand for?

Back 80

National Association of Colleges & Employers

Front 81

What are the defining characteristics of an internship? (No consensus exists)

Back 81

Course credit, unpaid, learning experience, time commitment

Front 82

Fair Labor Standards Act: All 6 criteria must be applied when making the determinations for a non or for-profit business?

Back 82

Applies to for-profit

Front 83

What are the 3 most important criteria under FLSA?

Back 83

2) Internship is for the benefit of the intern;

3) Intern does not displace regular employees, but works under close supervision of existing staff;

4) The employer that provides the training derives no immediate advantage from the activities of the intern; & on occasion its operations may actually be impeded

Front 84

What are the 1st, 5th, and 6th criteria for FLSA?

Back 84

1) The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment;

5) The intern is not necessarily entitle to a job at conclusion of the internship; &

6) Employer & intern understand the intern is not entitled to wages for time spent

Front 85

All athletes receive full scholarships - T/F

Back 85

False

Front 86

What two arguments tend to get mixed when discussing the NCAA history of rules?

Back 86

- Fair market value

- Basic [employment] rights & a voice in the process

Front 87

Who is associated with the NCPA?

Back 87

Ramogi Huma; non-profit advocacy group formed by UCLA football alumni

Front 88

Who is associated with the CAPA?

Back 88

Kain Colter; Northwestern football players who petitioned the National Labor Relations Board for the right to unionize

Front 89

This was enacted by congress in 1935 to protect the rights of employees & employers, to encourage collective bargaining & to curtail certain private sector labor & management practices

Back 89

National Labor Relations Act (NLRA)

Front 90

Northwestern Situation: contends that FB players receiving grant-in-aid from the Employer are "employees" within meaning of the Act & therefore are entitled to choose whether or not be represented for purposes of collective bargaining

Back 90

The Petitioner

Front 91

Northwestern Situation: asserts that its FB players receiving grant-in-aid are not "employees" under the Act. It further asserts these players are more akin to grad students in Brown University ('04) whom the Board found not to be "employees" under the Act.

Back 91

The Employer

Front 92

Who argued they are already employees; receiving compensation through scholarships?

Back 92

CAPA (the players union)

Front 93

Frequent cited arguments against paying student-athletes:

Back 93

- Title IX

- Receiving free education

- Play for love of game; paying would ruin everything

- Weren't forced into these terms; can leave

- System can't afford it. It'd fall apart. Most programs lose money

Front 94

This type of argument focuses on why we can't do it rather than whether or not we should do it or if we're legally obligated to do it

Back 94

Logistics Argument; arguing is too disruptive to the system, everything would fall apart

Front 95

Real reasons NCAA doesn't want to pay?

Back 95

- Maintain power structure in place

- Major shift in operating resources, budgets & expenses. Must adjust HR departments & collective bargain with athletes