Applied Management in Sports Organizations: Strategies, Resources, and Decision-Making

Sport Manager

Responsible for achieving the sport organization's objectives through efficient and effective use of resources.

Human Resources

Refers to people in the organization, who are considered the most valuable asset because of their skills, creativity, teamwork, and effort drive the success of the business. Examples include employees, amateur athletes, professional athletes, managers, and creative individuals.

Financial Resources

Refers to budgeting/funding that are available to plan, operate & grow sports organizations & teams. Examples include financial decisions related to salaries, equipment, facilities, travel, marketing, and event operations.

Physical Resources

Refers to the physical tools and spaces needed to train, compete, and operate efficiently. Examples include sports facilities & venues, training/game equipment, transportation, and stores like Dick's Sporting Goods (such as price tags, hangers, & charge slips).

Informational Resources

Refers to data, knowledge, & communication systems that help managers make decisions, plan strategies, & run operations effectively. Examples include statistics, scouting reports, schedules, rules, technology systems, and any other information that supports the performance and administration of a sports organization.

Integrity

Being honest, trustworthy, and ethical in all actions and decisions. Examples include admitting mistakes and taking responsibility.

Industriousness

Being hardworking, dedicated, and persistent. Examples include spending extra time preparing for games or events.

Ability to Get Along with People

Communicating and cooperating well with others. Examples are listening to team members and solving conflicts respectfully.

Technical Skills

Using specific knowledge or tools for the job. Examples include designing training drills or using sports software.

People Skills

Working well with others and building relationships. Examples include resolving team conflicts or motivating players.

Communication Skills

Clearly giving and receiving information. Examples include explaining team strategy or listening to staff feedback.

Conceptual Skills

Understanding the big picture and planning strategically. Examples include creating a long-term vision for the team.

Decision-Making Skills

Analyzing situations and making smart choices. Examples include choosing the right lineup or investment for team success.

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 to achieve objectives.

Controlling

The process of creating and implementing mechanisms to ensure their objectives are achieved.

Interpersonal Roles

Include figurehead, leader, and liaison. When managers are acting in this role, they use people and communication skills.

Informational Roles

Include monitor, disseminator, and spokesperson. When managers are acting in an informational role, they need people and communication skills.

Decisional Roles

Include entrepreneur, disturbance handler, resource allocator, and negotiator.

Management

The individuals and groups responsible for coordinating resources, making decisions, and guiding the organization toward its objectives.

Mission

The organization's purpose or reason for existing; it explains who the organization is, what it does, and why it exists.

Resources

The assets the organization uses to operate effectively, which include human (people), financial (money), physical (facilities/equipment), and informational (data/technology) resources.

Systems process

The method organizations use to transform inputs (resources) into outputs (products or services).

Structure

The way an organization arranges its jobs, authority, and communication.

Quality

Needed within the system process to ensure successful outcomes.

Customer value

The benefits that customers obtain if they buy a service or product.

Competition

Other organizations that provide similar products/services.

Suppliers

Organizations that provide resources needed to produce goods/services.

Workforce/labor

Availability, skills, and demographics of employees.

Customers

Buyers whose needs and preferences drive demand.

Shareholders

Owners or investors who expect returns.

Society

Societal values, community expectations, and corporate responsibilities.

Technology

Innovations that affect efficiency, communication, or products.

Economy

Overall economic conditions (inflation, unemployment, interest rates).

Government

Laws, regulations, and policies impacting operations.

Problem-solving

The process of taking corrective action to meet objectives.

Decision-making

The process of selecting a course of action that will solve a problem.

Decision-making model

A model that includes steps such as defining the problem, setting objectives, generating alternatives, selecting alternatives, implementing the decision, and controlling results.

Reflexive decision-making style

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

Reflective decision-making style

Taking time to gather information and consider alternatives before making a decision.

Consistent decision-making style

A balanced approach that involves a moderate amount of information gathering and consideration of alternatives.

Strategic planning

When management develops a mission and long-term objectives and determines in advance how they will be accomplished.

Operational planning

When management sets short-term objectives and determines in advance how they will be accomplished.

Time frame difference

Strategic and operational planning differ primarily by time frame and by the management level involved.

Strategic plans

Typically developed for 5 years and done by top level managers.

Operational plans

Developed for time frames for a year or less and done by middle managers or first-line managers.

5 steps in the strategic process

1. Developing the mission: defining the purpose of the organization and why it exists. 2. Analyzing the environment: SWOT analysis. 3. Setting objectives: establishing long-term goals aligned with the mission. 4. Developing strategies: creating action plans to achieve objectives. 5. Implementing and controlling strategies: executing strategies, monitoring progress, and adjusting as needed.

Corporate level strategy

The organization's plan for managing multiple lines of business. (e.g. Adidas)

Business-level strategy

The organization's plan for managing one line of business. (e.g. Reebok (subsidiary of Adidas))

Functional level

Organization's plan for managing one area of business (e.g. marketing department at Reebok).

Corporate Growth Strategies

1. Concentration: grow existing line of business aggressively. 2. Integration: forward is the line of business is closer to the final customer and backwards is further. 3. Diversify: add related or unrelated product lines. 4. M&A: buying and selling companies.

Boston Consulting Group's (BCG) growth share matrix

1. Cash cow: good selling products that generate lots of revenue. 2. Stars: emerging businesses with a rapidly growing market share. 3. Question marks: new lines of businesses with a low market share in an expanding market, believed to be future stars. 4. Dogs: low returns.

Business Level-Strategy

1. Prospect: aggressively offering new products or entering new markets seeking growth opportunities. 2. Defend: implement strategies to defend the current place with market share. 3. Analyze: move into new markets cautiously and deliberately or seek new opportunities to offer a core product group.

Competitive strategies

1. Product differentiation: logos. 2. Cost leadership: low prices to attract customers. 3. Focus: target a specific regional market, product line or buyer group.

Product life cycle stages

Introduction, Growth, Maturity, Decline.

Corporate-Level Strategy

Growth, Stability, Turnaround and retrenchment.