SPM 205: Managing and Leading Sport Organizations - Exam 1 Review

Managing and Leading Sport Organizations (SPM 205)

Instructor: Sue Cornelius Edson, Professor of Practice

Foundational Philosophy

• "Watch your thoughts, they become words. Watch your words, they become actions. Watch your actions, they become character."

Exam #1: Upcoming Schedule and Focus

Lecture Topics to Understand

• Principles of Sport Management

• The sport industry sector

• Main messages from the speaker

• Functions of guest speaker organizations

Exam #1 Format

• True/False questions

• Multiple Choice questions

• Short Answer questions

Key Focus Areas for Exam #1

• Principles of Sport Management

• Definitions and Characteristics of Sport

  • Key elements of sport

  • Revenue generation within the sport industry

• Fundamentals of Sport Management

  • Core definitions

  • Related disciplines

  • Key audience segments

  • Essential sport management skills

• Managing and Leading a Sport Organization

  • Understanding various goals and leadership styles

  • Key functional areas (further discussed in class)

• Communications, Public Relations, and Media in Sport (Covered on Wednesday, September \text{24})

• Guest Speakers

  • Syracuse Crunch

  • Legends

  • Cuse Crew

  • JMA Wireless Dome

  • Section III

Activity Task

• 
  \text{1}. Choose a sport organization (excluding NHL, NFL, NBA, MLB).

• Write a vision statement and a mission statement for the chosen organization.

• 
  \text{2}. Develop a strategic, an operational, and a tactical goal for the organization.

Goal-Setting Guideline (SMART Goals)

• At least one goal (typically strategic or operational) is suggested to be a SMART goal:

  • S: Specific - Clearly defined and focused.

  • M: Measurable - Quantifiable progress indicators.

  • A: Achievable - Realistic and attainable.

  • R: Relevant - Aligned with the organization's overarching mission.

  • T: Timed - Established deadline for completion.

Checkpoints for Vision and Mission Statements

• Vision Statement Checkpoints:

  • Is it future-oriented?

  • Is it ambitious?

• Mission Statement Checkpoints:

  • Does it provide an overarching description of what the business does?

  • Important: It should not be too specific.

Checkpoints for Strategic, Operational, and Tactical Goals

• Do the goals collectively help the organization reach its vision?

• Strategic Goals:

  • Should be the most long-term and/or detailed.

• Tactical Goals:

  • Should be the most short-term and/or detailed.

• Interconnectedness:

  • Strategic, operational, and tactical goals should be linked to each other (e.g., operational goals should directly contribute to achieving strategic goals).

Functional Areas in Sport Management

Core Management Functions (POLE)

Sport managers must perform in many functional areas and execute diverse activities to fulfill their job demands. The primary management functions include:

• Planning

• Organizing

• Leading

• Evaluating

Detailed Look: Organizing

• Definition: Putting plans into action.

• Manager's Role: The manager determines the types of jobs that need to be performed and assigns responsibility for these jobs.

• Key Activities within Organizing:

  • Developing an organizational chart.

  • Developing comprehensive position descriptions.

  • Establishing clear position qualifications.

• Staffing: Involves the orientation, training, and ongoing development of staff members.

Leadership: An Industry Need

Significance of Leadership in Sport

• The sport industry is a multi-billion-dollar enterprise, operating like any other business with the objectives of building revenue and minimizing expenses.

• There is a pervasive need for effective leaders across all levels of sport:

  • Youth sports organizations

  • High school athletic programs

  • Non-profit sport entities

  • College athletics departments

  • Professional sports teams

  • Sports leagues

  • Governing bodies

• Question: Is a formal title required to exert leadership? (This implies that leadership is not exclusive to titled positions).

Definition of Leadership

• "Effective leaders make decisions based on conviction rather than convenience."

Essential Elements of the Management Process

• ACTION: An indispensable component of the management process.

• DELEGATION: Involves assigning both responsibility and accountability for desired results to employees.

• Managers' Proactive Roles: Managers are expected to and typically:

  • Handle conflicts and work-related problems.

  • Address communication difficulties.

  • Stimulate creativity among team members.

  • Motivate employees to achieve their best.

  • Examples of these actions are crucial for effective management.