Organizing Skills in Sports Management

Practice flashcards covering the foundation of organizing and delegating work, including key concepts of organizational design and departmentalization.

Organizing

The second function of the management process and an ongoing process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated.

Organizational resources managed by managers

The four resources including human, physical, financial, and informational.

Importance of organizing: Synergizing resources

The process of pooling resources and increasing efforts to lead to efficiency within sports organizations.

Organizational Structure

The formal arrangement of jobs within an organization that identifies each job, its function, and where it reports.

Organizational Chart

A visual illustration used to represent the organizational structure.

Work Specialization

The degree to which tasks in an organization are divided into separate jobs, involving individuals specializing in doing part of an activity rather than the entire activity.

Human diseconomies of overspecialization

Negative outcomes such as boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover resulting from excessive work specialization.

Chain of Command

The continuous line of authority that extends from upper levels of an organization to the lowest levels and clarifies who reports to whom.

Unity of Command

The concept that a person should have only one boss and should report only to that person.

Span of Control

The number of employees who can be effectively and efficiently supervised by a manager.

Flat Organization

An organizational structure characterized by fewer layers of management and wide spans of control.

Tall Organization

An organizational structure characterized by many layers of management and narrow spans of control.

Authority

The rights inherent in a managerial position to tell people what to do and to expect them to do it, based on the figure's position.

Power

An individual’s capacity to influence decisions.

Responsibility

The obligation or expectation to perform any assigned duties.

Centralization

A function of how much decision-making authority is pushed down to lower levels; in highly centralized firms, upper-level managers retain say over what happens.

Decentralization

The degree to which lower-level employees provide input or actually make decisions.

Employee Empowerment

The act of giving employees more authority and power to make decisions.

Departmentalization

The basis by which jobs are grouped together in an organization.

Functional Departmentalization

Grouping jobs by functions performed, such as Operation, Marketing, Finance, and IT.

Geographical Departmentalization

Grouping jobs based on territory or geography to handle specific regional issues.

Product Departmentalization

Grouping jobs by product line, such as Cross-Training, Basketball, Soccer, and Running.

Process Departmentalization

Dividing a firm according to customer flow or the production processes used to create a good or service.

Customer Departmentalization

Grouping jobs by the type of customer and their unique needs, such as Women’s Sports or Professional Athletes.

Delegation

The assignment of a task, responsibility, or authority by a manager to a subordinate, often involving tasks that are not part of the employee's regular job.

Items that should NOT be delegated

Personal matters (performance appraisals, counseling, firing), confidential activities, crises, and activities assigned personally by a boss.