Sport Management Principles Exam 1 Review

Vocabulary practice flashcards covering management functions, skills, levels, decision-making styles, internal/external environments, ethics, and strategic planning for KSR 4764 Exam 1.

Sport Management

A multidisciplinary field that integrates the sport industry and management.

Sport Manager

The person responsible for achieving the sport organization's objectives through efficient and effective utilization of resources.

Manager's Resources

Include human, financial, physical, and informational resources utilized by managers.

Performance

A measure of how well managers achieve organizational objectives.

Planning

The process of setting objectives and determining in advance exactly how the objectives will be met.

Organizing

The process of delegating and coordinating tasks and resources to achieve objectives.

Leading

The process of influencing employees to work toward achieving objectives.

Controlling

The process of establishing and implementing mechanisms to ensure that objectives are achieved.

4 Management Functions

planning, organizing, leading, and controlling

Technical Skills

The ability to use methods and techniques to perform a task.

People Skills

The ability to work well with people.

Communication Skills

The ability to get your ideas across clearly and effectively.

Conceptual Skills

The ability to understand abstract ideas.

Decision-Making Skills

The ability to select alternatives to solve problems.

5 Management Skills

technical, people, communication, conceptual, and decision-making

Management Skills and Functions Model

A framework mapping management skills (conceptual and decision-making, technical, people and communication) to core functions (planning, organizing, leading, controlling).

Levels of Management

Top, Middle, and First-line.

Top Management

planning and organizing

Middle Management

All 4 functions

First Line Management

lead and controlling

Types of Managers

The main categories of management scope: General, Functional, and Project.

Management Roles

The categories of roles undertaken to accomplish management functions: Interpersonal, Informational, and Decisional.

Top Managers

Executives with titles such as CEO, COO, president, and vice president who manage the entire organization or major units, develop mission, objectives, and strategies, and report to the board of directors.

Middle Managers

Managers with titles such as general manager, athletic director, sales manager, branch manager, and department head who carry out top management's strategies and supervise first-line managers.

First-Line Managers

Managers with titles such as coach, ticket manager, event manager, supervisor, and office manager who supervise day-to-day operations and report to middle managers.

Skills and Functions Performed by Management Level

A diagram outlining that top managers focus on long-term planning/organizing using conceptual/decision-making skills, middle managers require a balance of all skills and functions, and first-line managers focus on short-term leading/controlling using technical and people/communication skills.

Sporting Goods Industry Market Value

The total market valuation of the sporting goods industry, identified as $67.2b in the CNBC case study.

Internal Environment

The factors within an organization's boundaries that affect its performance, comprising managers, mission, stakeholders, resources, structure, and system quality.

External Environment

Factors outside an organization's boundaries that affect its performance, including fans and customers, competitors, suppliers, athletes and workers, team owners and shareholders, society and activists, technology, and the economy.

Universalism

An ethical perspective holding that there are absolute truths in determining right and wrong.

Relativism

An ethical perspective holding that there are no absolute truths in determining right or wrong.

Stakeholders' Approach to Ethics

An approach to ethics that seeks a win–win situation for all relevant stakeholders so that everyone benefits from the decision.

Pragmatism

An ethical approach where consequences guide decision making and action, focusing on preferred consequences and mitigating unwanted consequences.

Pragmatic Management

focuses on preferred consequences and seeks to mitigate unintended and/or unwanted consequences.

Reflexive Decision Style

Making snap decisions without taking time to get all the information needed and without considering alternatives.

Reflective Decision Style

Taking plenty of time to decide, gathering considerable information, and analyzing numerous alternatives.

Consistent Decision Style

Taking time but not wasting time; knowing when more information is needed and when enough analysis has been done.

Programmed Decisions

Decisions used with recurring or routine situations where the decision maker relies on decision rules or organizational policies and procedures.

Nonprogrammed Decisions

Decisions used with significant, nonrecurring, and nonroutine situations requiring the decision-making model.

Brainstorming

The process of suggesting many possible alternatives without evaluation.

3 Stages of the Creative Process

The sequential phases of creative problem solving: (1) preparation, (2) incubation and illumination, and (3) evaluation and reevaluation.

Devil's Advocate

An evaluation approach where some group members defend an idea while others try to come up with reasons why it won't work to improve creativity before implementation.

Six Steps in the Decision-Making Process

The decision-making sequence: Step 1: Define problem or opportunity, Step 2: Set objectives and criteria, Step 3: Generate alternatives, Step 4: Select most feasible alternative, Step 5: Implement decision, Step 6: Control results.

Evidence Based Management (EBM)

A management approach that assumes decisions should be made based on evidence.

Nominal Grouping

The process of generating and evaluating alternatives using a structured voting method.

Consensus Mapping

The process of developing group agreement on a solution to a problem.

Strategy

A plan for pursuing the mission and achieving objectives.

Strategic Planning

The process of developing a mission and long-term objectives and determining how they will be accomplished.

Operational Planning

The process of setting short-term objectives and determining in advance how they will be accomplished.

Situation Analysis

Draws out those features in a company's environment that most directly frame its strategic window of options and opportunities.

SWOT Analysis

A strategic planning tool used to identify an organization's Strengths and Weaknesses in the internal environment and Opportunities and Threats in the external environment.

Competitive Advantage

Specifies how the organization offers unique customer value.

Goals

General targets to be accomplished.

Objectives

State what is to be accomplished in specific and measurable terms by a certain target date.

Management by Objectives (MBO)

The process by which managers and their teams jointly set objectives, periodically evaluate performance, and reward according to the results.

Merger

Occurs when two companies form one corporation.

Acquisition

Occurs when one business buys all or part of another business.

Figure 4.1 The Strategic Process

The 5-step strategic process: (1) Developing the mission, (2) Analyzing the environment, (3) Setting objectives, (4) Developing strategies (corporate, business, functional levels), and (5) Implementing and controlling strategies.

Individual SWOT Analysis

A strategic planning tool to identify personal Strengths and Weaknesses in the internal environment and Opportunities and Threats in the external environment.