SHMD 129 SPORT MANAGEMENT

1. SHMD 129SPORT MANAGEMENT

2. TEXT BOOK

3. WEEK 2: 24 Feb PART 1 – INTRODUCTION TO SPORT MANAGEMENT

4. THE SPORT INDUSTRY: (pg.4) Sports are a big part of world economies. The number of Sport Managers has increased over the years.

5. What does this mean in terms of jobs? • Coaches for children’s swimming & soccer teams. • Athletic directors at schools and universities. • Managers at sporting companies.

6. Jobs mean opportunities in management. Good managers are crucial if sport organizations are to motivate and keep the kind of employees who will make their programs successful.

7. WHAT IS SPORT MANAGEMENT? (pg.4) • Managers determine organizational performance on and off the field. • Sport management is a multidisciplinary field that integrates the sport industry and management.

8. Sport management programs train people for management positions in: • college athletics, • professional teams, • fitness centers, • recreational centers, • coaching, • officiating, • marketing, • youth organizations, • and sporting goods manufacturing and retailing.

9. Sport Manager’s Responsibilities: (pg.6) A sport manager is responsible for achieving the sport organization’s objectives through efficient and effective use of resources. • Efficient – getting the maximum out of your available resources. • Effective – doing the right thing (following the proper strategy) to attain your objective; it also describes how well you achieve the objectives. • Manager’s Resources – include human, financial, physical and informational resources.

10. Human Resources: • People are a manager’s most valuable resource. • If you don’t take care of your people, your organization will not be successful. • As a manager, you will strive to recruit and hire the best people available.

11. Financial Resources: • Most managers have budgets. • Their budgets state how much it should cost to operate their department, store, or team for a set period of time.

12. Physical Resources: • Getting the job done requires effective and efficient use of physical resources. • Managers are responsible for keeping equipment in working condition and for making sure that materials and supplies are readily available.

13. Informational Resources: Managers need all kinds of information: • To know which suppliers will get them golf balls fastest and most cheapest. • To track medical aid costs for all their employees. • Increasing the speed at which information is passed through organizations is crucial as a means of getting products to consumers faster. • This means taking advantage of new technologies.

14. WHAT DOES IT TAKE TO BE A SUCCESSFUL MANAGER? (pg. 7)

15. Performance is a measure of how well managers achieve organizational objectives. • Managers are responsible for meeting these objectives and are evaluated on how well they meet them. • This means that managers must marshal their available resources effectively, efficiently, and creatively.

16. Traits of Good Managers and Poor Ones: (pg.7)

17. Traits of Good Managers: • Integrity (Honesty), • Industriousness (Seriousness), • Ability to get along with people, • Business knowledge, • Intelligent, • Leadership ability, • Education, • Sound judgment, • Ability to communicate, • Flexibility, • Ability to plan and set objectives.

18. Traits of Poor Managers: • Unable to understand others, • Do not work well with others, • Are Indecisive (Hesitant), • Lack initiative (Creativity), • Do not assume responsibility, • Lack integrity (Honesty), • Lack ability to change, • Reluctant to think independently, • Cannot solve problems, • Have too strong a desire to be popular.

19. TIME-OUT

20. Think about a coach and a manager you know and explain what makes them good managers or poor ones. In what ways are they alike? In what ways do they differ? Give examples to support your conclusions.

21. SELF ASSESSMENT Getting to Know Yourself!