Organizing and Delegating Work

1. Organizing and Delegating Work

2. CHAPTER TERMS

3. SPAN OF MANAGEMENTAUTHORITYDELEGATONLEVELS OF AUTHORITYLINE OF AUTHORITYSTAFF AUTHORITYCENTRALIZED AUTHORITYDECENTRALIZED AUTHORITYOGANIZATION CHARTSDEPARTMENTTALIZATIONJOB DESIGNJOB CHARACTERISTICS MODELDELEGATION MODEL

4. Organizing: Organizing is the second function of management, defined in chapter 1 as the process of delegating and coordinating tasks and resources to achieve objectives.

5. MOVING AN NFL TEAM: ORGANIZING TO GO

6. Managers Organize Four Resources Human 2. Physical 3. Financial 4. Informational

7. PRINCIPLES of Organizing an Organization Unity of command and direction Chain of command Span of management (flat and tall organizations) Division of labor (specialization) Coordination Delegation Flexibility Departmentalization Integration Unity of command means that each employee reports to only one boss. Chain of command is the clear line of authority from the organization’s top to bottom. Span of management means how many employees report directly to a manager.

8. SPAN OF MAnaGEMENT & CONTROL • There are two levels of control: • A. Flat structure-wide span of control (has two levels) • B. Tall structure-narrow span of control (has four levels) Lussier/Kimball/Sport Management, 3rd Ed., 2013, by Human Kinetics

9. Figure 5.1

10. Organizing the Olympics Tom Ridge (the Homeland security director at the time) said that, during the 2002 Salt Lake City Olympics, the city would be "one of the safest places on the globe." Roughly 15,000 people—including 10,000 members of national guards, state and local police, and federal officers—handled security operations during the Games.

11. 2012 London Olympics Security The biggest peacetime security operation in Britain’s history: an $877 million civilian and military plan to protect athletes and visitors from threats ranging from organized criminals to suicide bombers. 12,500 police officers were on duty while 12,200 soldiers carried out the venue security searches assisted by at least 7,000 contracted civilian security workers. A further 5,500 troops were involved in military operations outside the site.

12. Division of labor (specialization)-occurs when jobs are organized by specialty(ex. Accountants) • Coordination-is the process of integrating tasks and resources to meet objectives. • Clarification of responsibilities and scope of authority-means each person’s responsibilities in the organization are clearly defined. • Accountants work in the accounting department, sales reps work in the marketing department, and football players are on the offensive or defensive squad. • The MLB American League has specialized batting and pitching with its designated hitter. • Managers usually perform less specialized functions as they move up the management ladder. Lussier/Kimball/Sport Management, 3rd Ed., 2013, by Human Kinetics

13. Clarification of responsibilities and scope • Responsibility is one’s obligation to achieve objectives by performing required activities. • Authority is the right to make decisions, issue orders, and use resources. • As managers you are accountable for everything that happens in your department. You must delegate authority for performing tasks, but accountability stays with you!!!!!!!

14. Delegation and Flexibility • Delegation involves assigning responsibility and authority for accomplishing objectives. • Flexibility involves understanding that there are often exceptions to the rule. • Applying the concept 5.1: • Complete the organizing function.

15. DEPARTMENTALIZATION Is the grouping of related activities into work units, it may have an internal focus or external one. Functional organizes departments around essential input activities. (sales, finance, and production) Product/Service organizes around goods produced or services provided (golf balls, basketball) Customer organizes around the needs of different types of customers (ex. pro/amateur) Geographic/Territory organizes by each area in which the enterprises does business. Lussier/Kimball/Sport Management, 3rd Ed., 2013, by Human Kinetics

16. DEPARTMENTALIZATION Multiple is the use of several structures to create a hybrid organization. Matrix combines functional and product. Staff are assigned to several projects or products.(142) Divisional is used for large companies that have semiautonomous strategic business units (ex, Adidas owns Reebok). Lussier/Kimball/Sport Management, 3rd Ed., 2013, by Human Kinetics

17. APPLY THE CONCEPT 5.3DEPARTMENTALIZATIONP. 143HANDOUT FORDEPARTMENTALIZATION Lussier/Kimball/Sport Management, 3rd Ed., 2013, by Human Kinetics

18. Troubles Organizing the USOC • Norman Blake of insurance giant USF&G was hired to reorganize the U.S. Olympic Committee (USOC). Blake’s position was that the USOC is “too hierarchical and too bureaucratic,” which facilitated giving money to Olympic sports without enough accountability. • His solution? Flatten the USOC, move away from its management-by-committee style, and start paying for performance. • Blake lasted only 9 months in the position of CEO of the USOC. His reason for leaving so quickly was a lack of support from the governing bodies of the sports. In retrospect Blake felt he might have fired staff too quickly and was too fast to implement his pay-for-performance (i.e., winning medals) strategy.

19. Levels of Authority Informing authority-(secretaries) a team member can inform leader of action and leader makes decisions. Recommending-authority-(committees) a group generate action and analyze it with recommendations. Reporting authority-each person in the group has the authority to select a course of action and carry it out. Full authority-your boss can seek action based on your expertise.

20. Line Versus Staff Authority • Line authority is the responsibility to make decisions and issue orders down the chain of command. Operations and marketing are usually line departments, but some organizations also organize financial activities as line departments. • Staff authority is the responsibility to advise and assist other personnel. Human resources (HR), public relations, and management information systems are almost always staff departments.

21. Centralized VersusDecentralized Authority • With centralized authority, important decisions are made by top managers. With decentralized authority, important decisions are made by middle- and first-level managers. • Which type of authority works best? There is no simple answer. Authority is a continuum, and most organizations function as a blend of centralized and decentralized authority.

22. Authority 5.2 application Identify the type of authority implied in each situation: • Formal • Informal • Level • Line • Staff • Centralized • Decentralized ____1. like my job, but it’s frustrating when I recommend potential employees to the production and marketing managers and they don’t hire them. ____2. It’s great working for a team that encourages everyone to share information. ____3. Coaches here run their teams the way they want to. ____4. I’m not sure if I’m supposed to get a list of company cars for Wendy or recommend one to her. ____5. That is a great idea, Jean. I’ll talk to Pete, and if he likes it, I’m sure he’ll want us to present your idea to his boss.

23. Job Design Job design is the process of combining the tasks that each employee is responsible for completing. The following slide summarizes the types of job designs and the job characteristics model.

24. Options in Job Design • Job simplification makes jobs more specialized and efficient by eliminating, combining, or changing the order of tasks. • Job expansion makes jobs less specialized. • Job rotation • Job enlargement • Job enrichment (continued)

25. Organizing Yourself Setting priorities involves asking three questions: • Do I need to be personally involved? • Is the task my responsibility or will it affect the performance or finances of my department? • Is quick action needed?

26. Options in Job Design (continued) • Work teams: jobs are designed for teams, not individuals. • Integrated • Self-managed • The job characteristics model provides a conceptual framework for designing enriched jobs. • Core job dimensions • Critical psychological states • Performance and work outcomes • Employee growth: need strength

27. Delegating Work • Explain why you are delegating the task and the reasons you chose this person to do the work. • Clearly define responsibility, the person’s scope of authority, and the deadline. • Plan the task. • Establish control checkpoints and hold employees accountable. • Put the following delegating statements in order : • 1.The staff must be capable of succeeding. • 2. Establish accountability. • 3. Give feedback and evaluation. • 4. Staff must have the resources and power to succeed. • 5. Provide clear instructions and communicate.

28. ANSWERS • 1. Staff must have the resources and power to succeed. • 2. The staff must be capable of succeeding. • 3. Provide clear instructions and communicate. • 4. Establish accountability. • 5. Give feedback and evaluation. Lussier/Kimball/Sport Management, 3rd Ed., 2013, by Human Kinetics

29. HOW TO DELEGATE WORK People don’t plan to fail, they fail to plan. “To be in hell is to drift; to be in heaven is to steer.” ― George Bernard Shaw Organize, don't agonize.” ― Nancy Pelosi When in doubt, mumble; when in trouble, delegate; when in charge, ponder. - James H. Boren

30. Course project! • Problems in Sports Management • Steps: • 1. Collect 4 articles similar in the selected problem. • Summarize them in slide 1 • 2. Do an background history of the selected problems detailing it and giving the scope using data (stats.) • 3. Show several (at least 3) solutions for the problems done by others. Explain each in detail. • 4. Apply a concept in your solution from the book if possible or other sources. • Explain in detail your solution and why it is the right choice. • 5. This will be presented in class in a powerpoint (prezi, etc.) wow us! Have great graphics. • 6. You will also submit a hard copy to me. • 7. Give the class 3 questions to engage in.

31. AN EXAMPLE COURSE PROJECT

32. The Ancient Games • Concept of “athlete” is attributed to rituals developed within clans. • Tradition of elite, male athlete – sport was used to prove “Arete” – total excellence – mental, moral, and physical. • The Odyssey includes a variety of adventures with many references to sport. The Trojan Wars: • Funeral Games for Patroclus (friend of Achilles) – precursor for Olympics. • Sparta reflected use of sport and athletes by Govt. to further the State.

33. Pierre De Coubertin’s Ideals: • His first idea – hold the games in connection with 1900 World’s Fair (Paris) • Included a race to honor Greek who ran 26 miles from Marathon to Athens to inform of battle victory • From the beginning, politics have plagued Olympics • De Coubertin did not want females in the Games. • He felt that 1900 and 1904 games were failures – held in conjunction with World Fairs. • 1900 (Paris) – Tennis and Golf had female athletes • 1908 (London) – marked 1st time special sport facilities were built • With 1912 (Stockholm) Games, Coubertin believed the modern era of Olympics would succeed.

34. Handling Terrorism at the Olympics Ridge said, "This is the best planned, best coordinated, and best organized plan the world has ever seen. I think it sends a real strong message to the rest of the world. Terrorism will not prevail.” Not a single security issue occurred during the entire two-week experience.

35. Key termsCASE STUDY:BUILDING CHAMPIONSHIP TEAMS IN BOSTONP. 155 Social media exercise Lussier/Kimball/Sport Management, 3rd Ed., 2013, by Human Kinetics

36. Project ii • Students will be organized with partners or group. • They will select a group not on campus. • They will interview the leader(1), they get the actual history of the organization(2) • They will also find or describe the organizations problems(3) • They will submit solutions to the organization problems (4) • Dates will be given for presentation. (Take pictures)