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70 Cards in this Set
- Front
- Back
Define Management
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Management is the process of coordinating and integrating resources in order to effectively and efficiently achieve organizational goals and objectives.
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When, where and who began talk Sport Management
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1957. Walter O'Malley, president of the Brooklyn/Los Angeles Dodgers talked with James Mason physical education instructor.
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First Sport Management Program
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Ohio University in 1966 started by James Mason
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Responsibilities of a sport manager:
Organization Management |
budgeting, managing personnel, managing facilities, controlling, and leading
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Responsibilities of a sport manager:
Information Mangement |
writing, selling, promoting, advertising, media relations
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Responsibilities of a sport manager:
Exercise and sport science |
instructing, coaching, designing and monitoring activities, counselling
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Define sport and recreating organizations
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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.
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Organizational Theory (OT)
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The "macro" perspective
Takes into account big picture--characteristics of organization & the environment. look at impact of strategies, size, & tech. on structure of org |
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Organiational Behavior (OB)
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The "micro" perspective
Concerned about the invd. components of the org. Employee job satisfaction, leadership style, communication b/w units, & motivation |
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Management Theory
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Study of organization and how they function. Interested in finding the best and most effective way of operating
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Management Theory
Classic Era |
Efficiency of worker
Occurred from 1880 to 1930s Prompted by Industrial Revolution Divided into two approaches: Scientific Management & Gen Admin practice |
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Fredrick Winslow Taylor
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Classic Era
recognized the idea of "soldiering" obsessed with precision Scientific management |
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Taylor's Four Principles of Scientific Management
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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. |
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Frank & Lillian Gilbreth
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Classic Era
studied under Taylor Used film to study how work was do done and modify it to be more efficient |
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Henri Fayol
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Classic Era
looked at both scientific mgmt & general admin practices "Father" of managers/management |
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Henri Fayol Five Functions of Managers
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1. Planning
2. Organizing 3. Commanding 4. Coordinating >>> Believing 5. Controlling >>> |
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Henri Fayol's 14 Principals
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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 |
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Max Weber
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Classic Era
Bureaucracy every position is clearly defined that way people would konw who really deserved the job |
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Bureaucracies Six Characteristics
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1. Division of labor 2. Authority hierarchy
3. Formal Selection 4. Formal rules & reg. 5. Impersonality 6. Career oreientation |
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Management Theory:
Behavioural Era |
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 |
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Mayo Hawthorne
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Behavioural Era
Studies found that productivity increased when workers felt that they were being cared about |
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Mary Parker Follett
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Behavioural Era
"Management Prophet" organizations need to start looking at the interactions |
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Chester Barnard
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Behavioural Era
3 Functions of Managers 1. motivate personnel 2. maintain effective comm. w/ personnel 3. hire & retain quality personnel |
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Management Theory:
Human Relations Era |
Focus on workers rather than organization
occurred from 1950 to 1980 |
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Maslow
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Human Relations Era
Hierarchy of Needs |
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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 |
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Douglas McGregor
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Human Relations Era
Theory X & Theory Y |
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McGregor Theory X
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Theory X depicts a negative view of workers based on the way an org. manages them:
People dislike work, avoid responsibility, need close supervision... |
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McGregor Theory Y
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Theory Y depicts a positive view of people.
People enjoy work, accept & seek responsibility, are self-directed, and want rewards that satisfy self-actualization |
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Fredrick Herzberg theory?
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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 |
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Pseudo HR
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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 |
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Management Theory:
Modern Era |
be more aware of outside factors also look at org. as a whole-- workers & products
occurred 1990 to Present |
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Modern Management:
8 Key Points |
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. |
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W. Edwards Deming
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Modern Era
Total Quality management |
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Deming: Total Quality management
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Customer satisfaction is ultimate goal and every organizational employee-both manager and subordinate- is responsible for contributing to satisfaction
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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. |
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John Case Open Book Management
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Modern Era
Everyone know their role and how it affects the organization. |
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Learning Organization (5) Elements
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1. Systems thinking
2. Personal mastery 3. Mental models 4. Shared vision 5. Team learning |
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Outcomes-Based management
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Looks like systems theory but with an additional focus on outcomes(strongly rooted in the nonprofit and public sectors)
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Strategic management Process
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-Dev. & clarify values, vision, & mission
-Complete performance analysis -complete SWOT -Implement the plan -Monitor, review, & update plan |
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Organizational Structure
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Is the foundation of any organization, determines how interrelated components of an agency are constructed in order to function.
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Organizational Typologies
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Private or commercial sector
Public sector Third or nonprofit sector |
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Private Sector
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The private or commercial sector consists of profit-motivated businesses
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Commercial Business can be formed in 3 ways
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1. Sole proprietorship
2. partnership 3. Corporation |
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Sole proprietorship
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single owner; earns all profits but takes all risks and liabilities, easy to form, cannot sell shares in business
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Partnership
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Shared liability(unless limited liability), otherwise same as sole proprietorship
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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
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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. |
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Third or Nonprofit Sector
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Result from community need. Most common are 501(c)(3).
ex. Boys & Girls club, & YMCAs. |
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Three components of Organizational Structure
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1. Complexity
2. Fomralization 3. Centralization |
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Complexity:Horizontal DIfferenctiation
Specialization (2) |
Task Differentiation-based on dividing work into broad or narrow duties
Social Specialization-based on the training and knowledge member posses (background) |
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Complexity:Horizontal DIfferenctiation
Departimetalization |
Product or service
function geographic location |
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Complexity: Vertical Differentiation
Hierarchy of authority |
managerial chain of command based on either poser obtained through postition or experise
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Complexity: Vertical Differentiation
Span of control |
the number of people directly supervised by a manager
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Sub-optiuminzation
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department goals are different from the organizations
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Complexity: Horizontal Coordination
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meetings and direct contact
teams and task forces integrating roles or coordination units electronic networks |
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Complexity: Vertical Coordination (3)
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1. Organizational hierarchies and authority
2. Policies, procedures, rules, and standards(formalization) 3. accountability systems |
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what happens when hierarchical authority is the sole means of vertical coordination in a organization?
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wasted human capital
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Formalization
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the extent to which rules, regulations, job descriptions, policies, and procedures govern the operation of the sport organization.
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Formalization issues
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goal displacement
minimal adherence bureaupathic behaviour |
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Informal Structure also known as
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Organizational culture
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Organizational Culture appears in four main forms
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1. artifacts
2.espoused beliefs 3. personal interactions 4. underlying assumptions |
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Accountability Systems or Responsibilities System
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the responsibility that organizations or individuals have for their actions and the responsibility they have to explain or justify their decisions to stakeholders
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Centralization
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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 |
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Decentalization
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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 |
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Habit 1
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Be Proactive
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Social Mirror
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only listening to the views of others around you distorted your image
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Social Mirror:
3 social maps |
1. genetic determinism
2. psychic determinism 3. environmental determinism |
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Stimulus & Response:
4 endowments that make us unique |
1. self-awareness
2. imagination 3. conscience 4. independent will |
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Leadership 3 elements
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1. behavioral process
2. interpersonal 3. influence of others |