Lecture Notes PDF

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These are the lecture notes for the first two quizzes that will help you get an A...

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Sports - forms of play that are organized around some type of competition ○ Competitive activity with play element - fun Sport - a collective noun that includes all sporting activities, not just those that we can place on a list ○ Not just those that are competitive Walter O’Malley ○ Letter from him who was the president chief stockholder of the brooklyn dodgers ○ 1957 letter to Ohio U ○ Asking what sort of training programs existed within higher education for people to oversee these type of activity centers: jr athletic leagues, marinas ○ Ohio U first ever sport management program Product Type Model ○ Based on the types of products sold or promoted by the businesses or organizations within them ○ Sport performance segment: sport performance as a participation or spectatorial product ■ the athletes/one’s performing the sport ○ Sport production segment: products used to enhance quality of performance ■ equipment companies/apparel companies/trainers/facilities ○ Sport Promotion Segment: products offered as tools to promote the sport ■ Merchandising ■ Sponsorship ■ Media ■ Endorsements Economic Impact Model ○ Based on three primary sectors within the sport industry in order to enable economic analysis of the economic activity associated with the sport ○ Sport Entertainment and recreation ■ Such as events, teams, and individual participants, sports and related recreational activities, and associated spending ■ Main bulk of things - san diego chargers ○ Sport products such as design, testing, manufacturing, and distribution of equipment, clothing, and instruments. ■ Designing new tennis rackets and golf clubs ■ Physical items we use to play sports with and enhance them ○ Sport support organizations such as leagues, law firms, and marketing organizations ■ Organize and situate sport Sport Activity Model ○ Sees the production of sport as the primary sector within the industry and locates all other subsectors around it. ○ Sport producing sector - includes teams, athletic departments, fitness clubs, athletes, coaches, and instructors ○ Supporting subsectors - include things like facilities, equipment, media,

management and marketing firms, state governing bodies, and athletic associations ■ Groups that we don’t necessarily need to have sport, but with them they improve the sports that are occuring

Unique Aspects of Sports Management ● Sport Marketing ○ A unique product in that the outcome of the event is unknown and consumers routinely incorporate sport into their personal identity ● Sport Enterprise & Financial Structures ○ Major sport companies and events often rely on extraneous sources such as television rights, concessions, parking, sponsorships, and merchandise ■ Major private and professional sporting events ● Sport Industry Career Paths ○ Industry is very insular ○ People who start out in industries other in sport and try to get into it, find that it’s very difficult and if not impossible to find a job in the sport industry ○ If you want a job in sports management its important to start early ● Sport as Social Institution ○ Sport brings people together in ways that can reify or subvert social discourse. ○ Play into our social norms ● Managerial Leadership Skills ○ Necessary for performing organization management tasks ● Critical Thinking Skills ○ Needed to make sound decisions about serious issues ● Critical Thinking ○ The awareness of a set of interrelated critical questions ○ The ability to ask and answer critical questions at appropriate times ○ The desire to use those questions and accept their results as a guide to behavior ○ What are the reasons? ○ What words and phrases are ambiguous? Developing a Professional Perspective ● Employment in Sport Management Industry ○ Hard to start off as a manager ○ Several steps to get to those positions ○ Not all high level paying positions ○ Aware that there is such a high demand for jobs, wages are often depressed, competition for jobs is high ● Professional Prep for Sport Industry

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Good general education Major courses in sport management teach us special outlooks on career path Extracurricular activities give us experiences and access to connections in sport industry ○ Gain experience through employment ○ Field experiences ○ Graduate level education Professional Attitude ○ Ethical decision making ○ Critical thinking skills ○ Professional image ○ Work transition and adjustment Gathering Occupational Information ○ Nature of the work ○ Work setting and conditions ○ Educational and personal qualifications required ○ Earnings ○ Employment outlook and competition Entering Sport Industry ○ SLAM INternship resources page ○ Career fairs ○ Team, league, conference, or organization web pages ○ Job board postings Common Law Standard for Internship Requirements ○ Must be similar to training ○ For the benefit of the intern ○ Intern cannot displace regular employees, they must work under existing staff ○ Employer cannot derive an immediate advantage from the activities of the intern ○ Intern is not entitled to a job, or compensation Employment without a contract ○ 1- the proposed employers right to control or dictate the activities of the proposed employee ■ Some control of employer over the employee ○ 2-the proposed employer’s right to discipline or fire the proposed employee ○ 3-the payment of “wages” and the extent to which the proposed employee is dependent on those wages ○ 4- whether the task performed was an integral part of the proposed employer’s business Employment at Will Doctrine ○ Defined ■ Either the employer or the employee may terminate the employment relationship at any time for any reasons ■ Exceptions: ■ 1) Workers with valid employment contracts

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2) Certain classes are protected by federal statue, meaning they cannot be fired because they are in that class ● Race, color, national origin, sex, religion, age, disability 3) Some federal and state laws have public policy exemptions

■ Harassment ○ Employment Law ■ Becomes unlawful when enduring harassment becomes a condition of continued employment or the conduct creates a work environment that could be reasonably described as being intimidating or hostile ○ Legislation ■ Legislated at the state level → Ohio anti discrimination statues ■ Legislated at the federal level → Civil Rights Act Sexual Harassment ○ Unwanted sexual advance, based on sex, affect terms or conditions of employment, employer known or should have known about it and failed to take action ○ Types: quid pro quo and hostile work environment ○ Constructive dismissal: when an employee resigns as a result of their employer creating a hostile work environment Employee Protections ○ Several federal laws regulate the employer/employee relationship to ensure workplace safety and fair treatment of employees ■ Limitations: often apply only apply to businesses with a lot of employees ■ Employees might fear retribution for reporting violations Occupational Safety and Health Act ○ Mandate specific safety standards employers must meet Fair Labor Standards Act ○ Establishes a federal minimum wage ○ Sets overtime at 40 hours/week ○ Prohibits child labor ○ Creates guidelines for employment status Civil Rights Act ○ Protects people from employment discrimination based on age, race, color, sex, religion, national origin ○ Job decisions must be based on job related qualifications Age Discrimination in Employment ○ Prohibits employment discrimination for people older than 40 ○ Applies to decisions hiring, firing, and giving promotions Americans with Disabilities Act ○ Prohibits employment discrimination for people with disabilities ○ Title 1 applies to all employers with 15 or more employees ○ Must provide reasonable accomodations

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Sport Sociology ○ The study of relationships, social interactions, and culture as they are related to the institutions, organizations, and subcultures within sport ○ Examines social, political, and economic activity ○ What could we do better about this? What is wrong with sport? How can we find inequality/potential issues with sport and make them better for all people? Benefits of sport ○ Socialization ■ Process by which people learn and develop through social interaction ○ Unification ■ Sport brings people together and offers a source of identity Problems with sport ○ Sexism ■ Sport if often considered a male preserve and industry often caters to male experiences at the expense of women ○ Heterosexis/Homophobia ■ Sport often contributes to dominant narratives of heteronormativity ○ Racism ■ Sport often reinforces narratives of achievement being associated with skin color and denies opportunities for people of color to serve in leadership positions ○ Classism ■ Opportunities to consume or participate in the sport are often related to a person’s social class Sport Sociological Perspective ○ Philosophy ■ Imperfect community ■ Constantly working to achieve a more equitable and harmonious relationship with other human beings Seven characteristics of modern sport (Guttman, 1978) ○ Secularization - no longer a spiritual endeavor ○ Equality - level playing field ○ Specialization - training for specific roles ○ Rationalization - codified rules ○ Bureaucracy - system of governing bodies ○ Quantification - mathematical measurement ○ Records - track progress and achievement Industrial Revolution ○ Rise of modern capitalism in the late 18th - 19th century which saw a rise of new technologies and a significant increase in production capacity ○ New technologies - factory, railroads, steam power, telegraph Muscular Christianity ○ A movement in the United States during the late 19th century which promoted the virtue of physical wellness

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Factory owners promote wellness in order to keep their workers healthy Tom Brown’s School Days ■ book that promoted the idea of muscular christianity and we also see it with teddy roosevelt Teddy Roosevelt ○ Promoted physical activity as a necessary for developing “manliness” ○ 1905 summit at the White House with coaches and athletic directors from Harvard, Yale, and Princeton Yellow Journalism ○ Sport section of newspapers developed in early 20th centry to increase consumer demand Radio Broadcasting ○ 1921 Heavyweight fight between Jack Dempsey and George Carpenter Roone Arledge ○ Television producer who revolutionized sports broadcasting in the 1960s

The organization of modern sport ● Age of Organization ○ A period of time (1880s-1890s) during which companies began to organize and market sport to specific audiences ● Bicycle Craze ○ 1890-1895: Demand outstrips supply and the industry booms ○ 1895-1900: Supply outpaces demand and by 1901 the bicycle market has crashed ○ Three key changes to business strategy ■ Raised questions about how firms handle uncertainty in intense competition ■ Influence of the message convinced sport firms to promote other kinds of sport ■ Changed marketing strategy to focus on integrated advertising, sponsorship, and endorsements as a way to promote brand equity ○ Horizontal Integration ■ When a company adds new products or services to its organizational structure ■ Example: ESPN adding X-games ■ Adding more diversity ○ Vertical Integration ■ When a company expands forward or backward within an industry along a product or service value chain ■ Example: sport leagues creating independent television networks ○ Segmentation ■ Focus primarily on white male middle-class sports enthusiasts as the key to financial success

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Endorsement Advertising ■ Increasing use of experts and athletes to help sell sports products Competition and Cooperation ■ Military programs brought new revenue and improved product quality to the sporting goods industry following World War 1 ■ Rise of direct sales (elimination of retailers) Increased participation and spectatorship ■ World war 2 saw a decline in equipment production due to rationing ■ Gender and racial integration in the mid to late 20th century drastically increased access to sport Spalding and Bros ■ One of the first and most successful good firms ■ Diversification, vertical integration, and decentralized organization revolutionized the sporting goods industry ■ First modern sport business enterprise

Management Concepts and Practice in Sports Organizations ● Organization ○ Social entities that are goal-directed, are designed as deliberately structured and coordinated activity systems, and are linked to external environments ○ We judge organizations by their success ● Economies of sale ○ Savings through mass production ○ Example: buying javelins in bulk for wholesale prices rather than individually ● Economies of scope ○ Savings from maximizing resources currently used ● How Organizations Achieve goals ○ Obtain inputs ■ Includes material products and labor power as well as knowledge and expertise ○ Transformation ■ Putting the materials to work either through technology or through labor production ○ Outputs ■ Products sold to consumers, dividends for investors, or salaries for employees ■ Inputs + Transformation = Outputs ● Types of Organization ○ Public Organizations ■ Federal and state government agencies ■ Ex: Public Parks and REcreations ○ Nonprofit Organizations ■ Volunteer executives ■ Service for free trying to provide or good cost

■ Examples: USOC, Tony Hawk Foundation Commercial Organizations ■ For profit ■ Professional teams Organizational Environment ○ Environment ■ All elements outside the boundary of the organization that have the potential to affect all or part of the organization ■ Two categories ○ General ■ Economy ■ Technology ■ Politics ■ Social/Cultural ■ Demography ○ Specific ■ Specific to where we are and in certain organizations ■ Things like labor or environmental as in weather factors Environment and Stakeholders ○ Stakeholders ■ Individuals or groups that can affect or be affected by the organization or business ○ Primary stakeholders ■ Those who engage in economic exchange with an organization or business ● Ticket buyers, apparel buyers, investors ○ Secondary stakeholders ■ People who are affected by the actions or practices of the organization ● People who live outside stadium but never engage economically Organizational Effectiveness ○ The extent to which an organization’s goals are achieved ■ Traditional Approach ● Focuses on outputs ● Did we achieve our goals? ■ Competing values Approach ● Measures along two axis, from internal to external and from stability to flexibility ■ Stakeholder approach ● Acknowledge and consolidate different stakeholder values to evaluate effectiveness ■ Efficiency ● The achievement of an organization’s goals using minimum resources Organizational Structure ○

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The formal system of task and authority relationships that control how people coordinate their actions and use of resources to achieve organizational goals ○ Tells us who is doing what at what time ○ Certain responsibilities should a crisis arise Dimensions of Organizational Structure ○ Specialization ■ Vertical Complexity ● Number of levels between the highest and lowest levels within an organization ■ Horizontal Complexity ● The number of units across the organization ■ Spatial Complexity ● The number of geographical locations in which the organization operates ● Do we have offices in Chicago and New Orleans? ○ Formalization/Standardization ■ The number of written documents, policies, or procedures within an organization ○ Centralization ■ Where is decision making authority held? ■ Can be centralized in a single authority or decentralized across the organization Organizational design ○ Process by which leaders select and manage aspects of structure and culture Mintzberg ○ Studied organizational design by the nature of operations ○ Top Management ■ Leadership within organization ■ CEO, Athletic Directors ○ Middle Management ■ Those who work between top level of management and those who are directly involved with the production of goods and services ■ Vice Presidents of different categories, associate directors ○ Technical Core ■ Employees responsible for production of goods and services ■ Coaches, facility operators ○ Administrative Support Staff ■ Non-technical support function ■ Human resources ○ Technical support staff ■ Employees who provide technical and technological support ■ IT Services Mintzberg’s Proposed designs ○ Simple structure

■ Small organizations Machine bureaucracy ■ High specialization, standardization, and centralization (sporting goods) ○ Professional bureaucracy ■ Professionals in charge of services ○ Entrepreneurial ■ Minimal staff ○ Innovative ■ Climate of creativity is emphasized ■ Power resides with experts ○ Missionary ■ Designed around an organizational ideology ○ Political ■ Flexible, often temporarily created (e.g. Olympic bid) Strategy ○ Plan ■ A course of action or direction in which to move the organization from one point to another ○ Four steps in developing a plan ■ Identifying goals and missions of the organization ■ Determining the strategic objectives ■ Identifying resources needed to complete the strategy ■ Establish a timeline for implementation and identify milestones Organizational Culture ○ Set of shared values and norms that controls the organizational members interactions with each other and with people outside the organization Organizational Change ○ The process by which organizations move from their present state to some desired future state to increase their effectiveness Frameworks of Organizational Change ○ Organizational Life Cycle ■ Also called model of organizational growth ■ Entrepreneurial Stage ● Founder begins to implement their vision but crisis forms in a need for leadership ■ Collectivity stage ● Organization now develops clear goals lower level employees unable to make autonomous decisions resulting in need for delegation with control ■ Formalization ● Rules and procedures are developed but they quickly produce constraints or too much red tape ● May have overproduced the rules ■ Elaboration Stage ○

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Collaboration across levels stabilizes the red tape and the company now must be aware of a need for revitalization to face changes in the environment Contextualist Approach ■ Content-What changed? ■ Context-Why did it change? ■ Process - How has change occured?

1/9 - Daily Objective left off Managing and Leading in Sports Organizations ● Management ○ Process of working with and through individuals and groups and other resources in order to accomplish organizational goals ● Specific Management Approach ○ Role of managers is to increase worker output ○ Reward results (i.e. commission) ● Human Relations Management Approach ○ Managers show concern for workers to increase employee job satisfaction ○ The more satisfied my workers are the more satisfied and productive they will be for the organization ○ Not very custom or centric, very focused on making sure workers are happy but can be overcorrection in comparison to the specific management approach ● Process Approach ○ Managing the organization as a whole entity ○ Currently five functions ■ Planning ● Where resources and people are going to be, what tasks are complete ■ Staffing ● Organized personnel in order to achieve goals ■ Organizing ● Logistical plan and at organizing phase moving people to places to perform functions ■ Directing ● What they are doing ■ Controlling and evaluating ● Make sure everything is going correctly ○ Decision making key at all levels ● Classification of Managers ○ Top level managers ■ Small number ■ Most authority ■ Executive or senior level ● General manager or athletic...