ISL MINGGU 2 Alex n Clare

7/29/2019 ISL MINGGU 2 Alex n Clare

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ISL MINGGU 2

WHAT IS SPORT MANAGEMENT?

Sport management is a multidisciplinary field that integrates the sport industry

and management. Sport management programs train people for management

positions in such areas as

college athletics,

professional teams,

fitness centers,

recreational centers,

coaching, officiating,

marketing,

youth organisations, and

sporting goods manufacturing and retailing.

Sport management is composed of two basic elements sport and management.

Getting those done with and through other people via planning, organising,

leading, and controlling is the contemporary definition of management.

Mullin (1980) defined sport management as including the functions of planning,

organising, leading, and controlling within the context of an organisation with

the primary objective of providing sport- or fitness-related activities, products,

and/or services.

THE SPORT MANAGERS RESPONSIBILITIES

A sport manager is responsible for achieving the sport organisations objectivesthrough efficient and effective utilisation of resources. Lets take a closer look at a

couple of these terms.

(a) Efficient means getting the maximum out of your available resources.

(b) E Effective means doing the right thing (following the proper strategy) in

order to attain your objective; it also describes how well you achieve the


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objectives.

(a) Human Resources

As you no doubt know, human resources are people. People are managers

most valuable resource. As a manager, you will try hard to recruit and/or

hire the best people available. These athletes and/or employees must then be trained to

use the organisations other resources to maximise

productivity. Whether you are managing a team of players or a team of

employees, they will not be productive if they cannot work well together.

SPORT

MANAGER

RESOURSS

Physical Resource

Financial Resource

Informal Resources

Human Resource


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(b) F Financial Resources

Most managers have budgets. Their budgets state how much it should cost

to operate their department / store / team for a set period of time. In other

words, a budget tells you what financial resources you have available to

achieve your objective. As a manager, you will be responsible for seeing hat

your department does not waste resources.

(c) P Physical Resources

Getting the job done requires effective and efficient use of physical

resources. For a retailer like GS Gill Sporting House, physical resources

include store buildings, the merchandise they sell, the fixtures that display

the merchandise, and the computers they use to record sales and inventory.GS Gills physical resources also include supplies such as price tags,

hangers, and charge slips. Managers are responsible for keeping equipment

in working condition and for making sure that material and supplies are

readily available.

(d) I Informational Resources

Managers need all kinds of information. GS Gill needs to know how its

sales in all stores. They need to know which suppliers will get them golf

balls fastest and most cheaply. They need to track healthcare insurance

costs for all their employees. Computers store and retrieve information like

this for all of GS Gills stores, and for their home office in Jalan TAR, Kuala

Lumpur. When managers at GS Gill check their voice mail, and give

employees directions on setting up displays, they are using informational

resources.

ACTIVITY 1.2


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THE FOUR MANAGEMENT FUNCTIONS

What do sport managers do? Lots of things, as you can well imagine. Managers

get the job done through others. They also plan, organise, lead, and control to

achieve organisational objectives these are the four management functions.

Planning

Organising

Leading

Controlling

This module is organised around the four management functions. Each function

serves as a topic for a part of the module. Here, and in later topics, we examine

each function separately. However, always keep in mind that the four functionstogether comprise a system; they are interrelated and are often performed

simultaneously.

(a) P Planning

Planning is typically the starting point in the management process.

Planning is the process of setting objectives and determining in advance

exactly how the objectives will be met. Managers schedule he work

employees perform and also develop budgets. For example, managers

schedule employees work rotations so that high-volume times in stores are

well covered, and they also select the merchandise that they will sell.

Performing the planning function well requires strong conceptual and

decision-making skills.

(b) O Organising

Successful managers put a great deal of effort into the organising function.

Organising is the process of delegating and coordinating tasks and

resources to achieve objectives. Managers allocate and arrange resources.

An important part of allocating human resources is assigning people to

various jobs and tasks.


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As an example, Azmi, a manager in Football Association of Malaysia (FAM)

plans for regular-season games, holiday tournaments, and post-season

games. To do this, he has to organise the employees (including coaches, assistants,

team doctors, equipment people, and ticket takers) so that theycover each and every

game.An important part of organising, sometimes listed as a separate function, is

staffing. Staffing is the process of selecting, training, and evaluatingemployees: Azmi is

responsible for staffing his teams. Effective organising requires both conceptual and

decision-making skills, as well as people skills and communication skills.

(c) L Leading

Leading is the process of influencing employees to work toward achieving

objectives. Managers must not only communicate the objectives toemployees, they must also motivate them to achieve the objectives.

Effective leaders have strong people skills and strong communication skills.

(d) C Controlling

Only three out of ten people do the things they say they will do (H.K.

Steensma, L. Marino, and K.M. Weaver, 2000). Controlling is the process of

establishing and implementing mechanisms to ensure the objectives are

achieved. An important part of controlling is measuring progress and

taking corrective action when necessary. Effective controlling requires

technical skills (you have to use appropriate measures), as well as

conceptual and decision-making skills. All managers perform the four functions of

management as they and their teams get the work done. However, many managers

perform n non-management, or employee functions as well. If a sport manager makes a

photocopy of the athletic department budget she is working on, she is performing a non-

management function. Most managers are called working managers because they

perform both management and employee functions. The Management Functions Work

as a s system. Management functions do not work in a single dimension. Managers do

not plan, then organise, then lead, and then control. Each function depends on the

others. For example, if you start with


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a poor plan, your objective will not be met even though things are well organise,

well led, and well controlled. Also, if you start with a great plan, but are poorly

organised, or poorly led, you will probably not meet your objective. Figure 1.3

illustrates this process. Remember, management functions are based on setting

(planning) and achieving(organising, leading, and controlling) objectives.

THE THREE LEVELS OF MANAGEMENT

At various levels of management, different management skills are needed, and

different management functions are performed. The three l levels of management

(also called strategic, tactical, and operational management) are top, middle, and

first-line management (Kimball and Lussier, 2004).

(a) T Top Managers

These executive positions have titles such as chairman of the board, chief executive

officer (CEO), president, or vice president. Top managers manage the entire

organisation or major parts of it. They develop and fine-tune the organisations mission,

objectives, strategies, and long-term plans. They report to other executives or the board

of directors and supervise the activities of middle managers.

(b) M Middle Managers

People holding these positions have titles such as general manager, athletic director,

sales manager, branch manager, and department head. Middle managers implement

top managements strategies by developing shortterm operating plans. They generally

report to executives and supervise the work of first-line managers.

(c) First-line Managers

Examples of the titles at this level include coach, assistant coach, academic advising

coordinator, ticket manager, event manager, supervisor, and office manager. These

managers implement middle managers operational plans. They generally report to

middle managers. Unlike those at the other two


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levels of management, first-line managers do not supervise other managers; they

supervise operative employees.

(d) O Operatives

They are the people who report to first-line managers. They work in the concessions,

take tickets, make the products, wait on customers, perform repairs, and so on.

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ISL MINGGU 2 Alex n Clare