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BlazeSports Institute for Applied Science CDSS Level III Curriculum

BlazeSports Institute for Applied Science CDSS Level III Curriculum. Disability Sport Administration. Course Objectives. Identify the five areas of program management Identify the five components of planning within the program management process

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BlazeSports Institute for Applied Science CDSS Level III Curriculum

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  1. BlazeSports Institute for Applied Science CDSS Level III Curriculum

  2. Disability Sport Administration

  3. Course Objectives • Identify the five areas of program management • Identify the five components of planning within the program management process • Identify characteristics of successful leaders

  4. Program Management RYBLAB

  5. Program Management • Five Functional Areas (Bedeian, 1993) • Planning • Organization • Human Resource Management • Leadership • Control

  6. Planning • Reduces the number of variables • Minimizes the impact of the unknown • Reduces the unproductive use of time, materials, manpower, and finances (Leonard, 2005)

  7. Planning • Five Components of Planning • Objectives and goals • Policies • Organizational structure • Resources • Environmental and external factors

  8. Planning • Athletic Program Plan • Section 1: Mission Statement • Section 2: Program History • Section 3: Key Players/Executive Summary/Organizational Chart • Section 4: Long-Term Program Goals • Section 5: Short-Term Program Goals • Section 6: Policies and Procedures • Section 7: Marketing and Promotional Plan • Section 8: Financial Projections and Fundraising Programs • Section 9: Appendix

  9. Planning • Section 1: Mission Statement • What is your program about? • What is your principal purpose? • What is your philosophy in running your program? • What is your operational environment? • What is the future of your operations?

  10. Planning • Section 2: Program History • When did the program begin? • Key individuals • Landmark accomplishments • Records of results • Pictures • Memorabilia • Hall of Fame • What else??

  11. Planning • Section 3: Key Players/Executive Summary/Organizational Chart • Key Players • Job descriptions for each staff position and important volunteer positions • Executive Summary • Biography/resume/vitae of each person in the “Key Players” summary • Organizational Chart • Hierarchal flow chart of the organization with chain of command

  12. Planning • Sections 4 & 5: Long-and Short-Term Goals • Long-Term Goals 3-5 years • Short-Term Goals 1-2 years • Should derive from the mission statement • Define long-term goals first • Goals should be realistic • Easily understood • Unique and salient • Complete “buy in”

  13. Planning • Section 6: Policies and Procedures • Facilitate an organizations efficiency and effectiveness • Policies are broad guidelines and are people oriented • Procedures are sequentially related steps and are task oriented • Beneficial only if they are acknowledged, established and applied

  14. Planning • Section 7: Marketing and Promotions • 4 P’s of Marketing • Product • Price • Place • Promotion (Awareness)

  15. Planning • Section 8: Financial Projections/Statements • Two methods • Method 1 • Break even amount • Method 2 • Adapt to revenue on hand

  16. Planning • Section 8: Financial Projections/Statements • Customary Rules • Use recorded facts • Forecast expenditures high and revenues low • Get quotes in writing • Anticipate miscellaneous expenses • 5-10% of total amount • Incorporate every realistic expense • Triple-check calculations • Keep organized files for future planning

  17. Planning • Section 9: Appendix • Used to incorporate additional information for stakeholders • Fundraising programs • Travel itineraries • Training and conditioning programs • Competition schedules • Special events • Uniform samples

  18. Planning • Benefits of Program Plan • Furnish stakeholders with a concrete, tangible focus on the future • Project professionalism to external groups • Tool for acquiring funding • Give staff sense of continuity • Recruit new staff and athletes • Provide a realistic outlook • Living and breathing document

  19. Program Management • Five Functional Areas (Bedeian, 1993) • Planning • Organization • Human Resource Management • Leadership • Control

  20. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

  21. Organization • Personal Organization • If the coach or program administrator is an organized and structured individual, the program will be organized and structured.

  22. Organization • Is your staff organized and structured? • Is work getting done in a timely manner? • Is there spare time in the day to reflect on accomplishments, direction and goals or is one constantly inundated with daily assignments that seem endless? • Can pertinent data and materials be retrieved instantaneously?

  23. Organization • Is your staff organized and structured? • Is one always rushing to get to critical engagements and meetings? • Is it possible to manipulate and control the length and content of phone calls and meetings? • When leaving the program at night, does one feel prepared for the next day?

  24. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

  25. Organization • Time Management • Establish selective control: refocus and harness the time you can control and institute defensive measures to minimize the impact of demands that you cannot control.

  26. Organization • Time Management • Three Fundamental Steps • Determine how time is used • Analyze and evaluate current time usage • Develop an improvement plan

  27. Organization • 18 tips adapted from the The Management Handbook for time management and time improvement planning: • Define the essentials of the job and ensure that the majority of time is pent on them. • Ration staff time. Arrange schedules so so top-priority items are dealt with when people are at their best. • Gradually allow less time for tasks as experience increases. • Show disapproval if wasting time • Always question the importance of specific tasks.

  28. Organization • Before committing to a task, check to see if it can be delegated. • Conduct brief meetings; set time limits for objectives. • Protect productive time from intrusions. • Make it known that your time is precious so that other compete and negotiate for it. • Always thank others for being brief and to the point. • Spend time understanding the organization. • Minimize the time players and staff spend on unpopular tasks. • Spend time understanding your profession.

  29. Organization • Encourage enthusiasm; it makes people work faster. • Create surges of activities towards goals. • Set deadlines for yourself, athletes, and staff, but do not sacrifice speed for quality. • Constantly question if an activity is the best use of time. • Utilize auxiliary aids.

  30. Organization • Auxiliary Aids • To Do List • Daily Schedule/Daily Planner • Screen Calls • Re-channel Unscheduled Visitors • Utilize an Alternate Work Site

  31. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

  32. Organization • Office Organization • The goal of office organization is to maximize proficiency and efficiency. • Four components of office organization • Filing systems • Pitch method • Office flow • Computers

  33. Organization • Filing Systems • The simpler the better • Keep a back up • Identify paramount program categories • Athlete files • Travel files • Home event files • Staff files • General administrative files • Policies and procedures • Reverse chronological order

  34. Organization • 5 Common filing mistakes from Organize Your Workspace • Not remembering how items are categorized • Creating a good system but not maintaining it • Creating a file for only one type of document • Files with long, convoluted titles • Filing indefinitely with no policy for purging files

  35. Organization • Office Organization • Pitch Method • 3-Step Evaluation System • Act on it • File it • Pitch it (recycle if you can)

  36. Organization • Office Organization • Office Flow • Define the administrative goals • What is the office used for and what does it produce? • Is record storage a priority? • Is the office a meeting area? • Carefully examine the current work area situation • Establish a detailed set of user requirements • Develop and implement solutions that fulfill these requirements

  37. Organization • Office Organization • Office Flow • Maximize efficiency and proficiency by: • Keeping work areas as far away from foot traffic as possible • Arrange the work area so that you can access everything in the office (desk, files, fax, etc.) from a seated position and on the phone

  38. Organization • Office Organization • Filing systems • Pitch method • Office flow • Computers

  39. Organization • Office Organization • Computers • Get one and learn how to use it!! • Utilize an universally recognized and integrated software package such as Microsoft Office

  40. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

  41. Organization • Program Organization • Two principle considerations • Structure • Macro elements • Power • Micro elements

  42. Organization • Structure – Macro Elements • Complexity • Formulation • Centralization

  43. Organization • Structure – Macro Elements • Complexity • Extent to which the program is divided into divisions, departments, groups, roles, each with its own tasks and responsibilities • Formulation • Extent to which rules, regulations, job descriptions, and policies and procedures govern an organization

  44. Organization • Structure – Macro Elements • Centralization • Refers to the level of hierarchal authority to make decisions

  45. Organization • Personal Organization • Time Management • Office Organization • Program Organization • Power and Authority

  46. Organization • Power– Micro Elements • The ability to affect organizational outcomes • Internal Influencers • Staff, volunteers, athletes, parent group, etc • External Influencers • Athletic administrators/ministers, board of directors, fans, support groups, other programs

  47. Organization • Power– Micro Elements • Internal Influencers • People over whom the coach or administrator has sovereignty and control, including formal authority and legitimate power through the organizations' hierarchal structure.

  48. Organization • Power– Micro Elements • Internal Influencers • Internally structuring the program by: • Prioritizing the factors for program success • Model and configure them into job descriptions • Classify those job descriptions into a hierarchal form • Fill those positions with the most qualified people

  49. Organization • Power– Micro Elements • External Influencers • People who have a stake in the program and have formal or informal authority over the program. • Two methods of interacting with external influencers • Diffusing external influencers power • Aggressively incorporating external influencers

  50. Organization • Power– Micro Elements • External Influencers • Diffusing external influencers power • Utilized in times of conflict or confrontation • Resolve conflict calmly and move • Meet all requirements by deadlines and avoid excessive interaction • Has some advantages but, • Comes at a cost

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