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Managing and Leading Sport Organizations

Managing and Leading Sport Organizations. Today’s Topics. Thinking Critically about Sport Management Sport Organization Managers and Organizations Behavior Managing and Leading Sport Organizations. Thinking Critically About Sport Management.

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Managing and Leading Sport Organizations

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  1. Managing and Leading Sport Organizations

  2. Today’s Topics • Thinking Critically about Sport Management • Sport Organization Managers and Organizations Behavior • Managing and Leading Sport Organizations

  3. Thinking Critically About Sport Management “The clear implication of all these suggestions is that, as managers of the future, you will need exceptional thinking skills in order to make the decisions necessary to deal effectively and responsibly with the myriad of challenges you will encounter” (p. 79)

  4. Good Decisions are not: • Based on Expediency • The easy way out • What will cause the least turmoil or make the most money

  5. Decisions must be consistent with your values and based on good information.

  6. Values • Values • Framework for understanding values

  7. Rokeach Value Survey • Types of values • Importance of values

  8. Critical thinking involves: • Systematic • Rational • Movement

  9. Sport Organization Managers and Organizational Behaviour “A sport organization is a deliberately structured and coordinated system of individuals and groups with special skills and talents in the sport industry working together to achieve a common set of goals.” (p. 150)

  10. “Organizational Behaviour is the field of study that systematically investigates the impact of individual behaviour, small group behaviour, inter-organizational structures, and inter organizational processes on an (sport) organization” (p. 152)

  11. Why Study Organizational Behaviour? • self and others • part of an organization • Teamwork • Manager or entrepreneur

  12. How Will Knowing Organizational Behaviour Make a Difference? • For Managers • better corporations. • organizational commitment. • organizational citizenship.

  13. Formal Aspects What you do Structure Policies Goals Financial Management Volunteers Specified roles and responsibilities of various groups within the organization Informal Aspects Interpersonal relationships Politics Values Norms Conflict Feelings of success, anger, affection, fear Communication among members ABC Organizational Iceberg

  14. Managing and Leading Sport Organizations No institution needs leadership all of the time, unless it is in a state of continuous change. Instead, institutions need a blend of leadership and management in different proportions at different times.

  15. Management: Leadership:

  16. Leader Manager

  17. The Management Process Planning Controlling Organizing Taking action and making decisions Staffing Directing

  18. Theoretical Approaches to the Study of Leadership • Trait Approach • Behavioural Approach • Situational Approach

  19. Leadership Myths( Warren Bennis) • Rare skill • Born • Charismatic • Top of an organization • Controls

  20. EXEMPLARY LEADERSHIP

  21. Characteristics of Successful Leaders They: • trust • vision • cool • experts • invite dissent • simplify • encourage risk

  22. BASIC STYLES High Relationship and Low Task High Task and High Relationship RELATIONSHIP BEHAVIOUR Low Relationship and Low Task High Task and Low Relationship TASK BEHAVIOUR

  23. Situational Leadership:Description of Leadership Styles “Telling” “Selling” “Participating” “Delegating”

  24. Providing Team Leadership • Leading teams requires new skills. • Leading teams requires new roles.

  25. Team Leaders • Team leaders need to focus on two priorities: • Four specific roles:

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