Midterm Exam Review PDF

Chapter 1: Introduction to Sport Governance

Size / Scope of the Global Sport Industry

  • The global sports market is projected to grow from $388.28 billion in 2020 to $440.77 billion in 2021 (growth rate of 13.5%).

  • Expected to reach $599.9 billion by 2025 (growth rate of 8%).

  • The sports industry is people-oriented, service-oriented, and diverse.

Segments of the Global Sport Industry

  • Professional Sport

  • Provincial Sport Organizations (PSOs)

  • Intercollegiate Athletics

  • Sport for people with disabilities

  • Olympic / Paralympic Movements

  • Health and Fitness

  • Recreational Sport

  • Sport Club Management

  • Facility Management

  • Interscholastic Sport

  • Event Management

  • Sport Marketing

  • National Sport Organizations (NSOs)

  • Legal Aspects of Sport

Key Features of a Sport Organization

  1. Identity – a public identity.

  2. Program of Activity – set goals established in a mission statement.

  3. Membership – rules regarding participation and experience.

  4. Clear Boundaries – verifiable league-approved rosters.

  5. Permanency – organizations persist even without original members.

  6. Division of Labour – structured roles depicted in organizational charts.

  7. Hierarchy of Authority – reporting structure depicted in organizational charts.

  8. Formal Rules & Regulations – constitutions, bylaws, and operational manuals.

Sport Organization / Function

  • A Sport Organization governs and manages sports, competitions, teams, and associated programs, detailing rules about mission, membership, structure, operation, and authority.

How Sport Organizations are Governed

  • Sport Governance Levels: Local, national, and international.

  • General Assemblies: Primary governing body; convenes regularly; operates per constitution and bylaws; votes on legislation, rules, policies, and procedures.

  • Often operated by a board structure (e.g., Board of Directors).

Board Member Responsibilities (10 Basic Responsibilities)

  1. Establish vision, mission, and purpose of the organization.

  2. Hire, monitor, and evaluate the chief executive.

  3. Provide proper financial oversight.

  4. Ensure adequate organizational resources.

  5. Create and execute a strategic plan.

  6. Ensure legal compliance and ethical integrity.

  7. Manage resources responsibly.

  8. Recruit and orient new board members; assess performance.

  9. Enhance public standing of the organization.

  10. Strengthen the organization’s programs and services.

Sport Organizations Constitutions and Bylaws

  • Constitutions: Governing document outlining core principles and values.

  • Bylaws: Operational documents defining how the organization conducts business (elections, meetings, etc.).

Chapter 2: Managerial Activities Related to Governance

P.O.L.E in Sport Governance

Four Functions of Management:

  1. Planning

    • Core of sport management; requires developing short and long-term plans.

    • Short-Term: 1-3 years; Long-Term: 3+ years.

    • Standing Plans: Ongoing plans for repeated events.

    • Single Use Plans: For unique events.

    • Planning Process:

      • Vision Statement: Future aspirations.

      • Mission Statement: Organization’s purpose.

      • Goals: Broad qualitative statements.

      • Objectives: Quantitative targets to achieve goals.

      • Tactics: Specific actions to meet objectives.

      • Roles: Assigned responsibilities for tactics.

      • Evaluation: Assess the planning process.

  2. Organizing

    • Involves structuring staffing, positions, departments, and activities.

    • Uses an Organizational Chart to depict roles and relationships.

  3. Leading (Decision Making)

    • Collecting and analyzing information; managing decisions.

    • Routine Decisions: Straightforward, repetitive.

    • Non-Programmed Decisions: Complex or novel situations (e.g., COVID-19).

  4. Evaluating

    • Assessing the outcomes of the planning and decision-making processes.

The Rational Model of Decision-Making

  1. Identify the REAL problem.

  2. Establish the decision objective.

  3. Gather pertinent information.

  4. Identify hurdles.

  5. Brainstorm alternatives.

  6. Narrow down options.

  7. Weigh pros and cons.

  8. Make the decision.

  9. Evaluate the decision.

The SLEEPE Principle

  • Social

  • Legal

  • Economic

  • Ethical

  • Political

  • Educational

Chapter 3: Diversity, Equity, and Inclusion in Sport Governance

Importance of D.E.I

  • Essential for sustainable growth in sport.

  • Supports the inclusion of diverse groups.

  • Aims to dismantle upward mobility barriers.

Definitions of D.E.I

  • Diversity: Demographic mix based on identity categories (e.g., race, gender).

  • Equity: Focuses on fairness and access; considers unique needs for similar outcomes.

  • Inclusion: Creating environments that respect and value differences; promotes a sense of belonging.

Barriers to Diversity, Equity, and Inclusion

  • Leadership Gaps: Lack of representation.

  • Discriminatory Structures: Existing biases in governance.

  • Access Challenges: Limited opportunities for engagement in governance.

  • Primary Barriers:

    1. Structural Barriers: Lack of resources, diverse representation.

    2. Cultural Barriers: Non-engagement and performative diversity efforts.

    3. Conceptual Barriers: Lack of strategic planning and inclusive language.

    4. Emotional Barriers: Burnout and fatigue due to discriminatory practices.

    5. Social/Relational Barriers: Bias, tokenism, and exclusion.

Strategies for Advancing Diversity, Equity, and Inclusion – CHAMPION

  • CREATE safe spaces for all participants.

  • HOLD individuals accountable for actions.

  • ARM with LGBTQ-related policies and resources.

  • MODEL behaviors that reflect respect and diversity.

  • PROMOTE allyship on and off the field.

  • IMPLEMENT inclusive policies.

  • ORGANIZE inclusion training.

  • NEVER assume identities.

Facilitate Communities of Belonging

  • Employee Engagement Groups: Spaces for identity and experience fostering community.

  • Cultural Celebrations: Celebrating diversity to create inclusive environments.

  • Trainings and Education: Resources for continuous learning.

  • Industry and Community Resources: Connecting individuals to local support networks.

Chapter 6: Amateur Sport in the Community

Public Sport vs Non-Profit Sport Organizations

  • Public Sport Organizations: Operate within municipalities with open membership.

  • Non-Profit Sport Organizations: Deliver programs without profit motive, accessible to all.

Governance of Public Sport Organizations

  • Types:

    1. City Parks and Recreation Departments

    2. Recreational Sport Leagues

    3. State and Provincial Games

  • City Parks and Recreation Departments:

    • Mission: Offer safe and accessible activities.

    • Membership: Open to all city residents.

    • Funding: Primarily from tax revenue.

    • Structure: Operates as a city department.

Governance of Non-Profit Sport Organizations

  • YMCA: Focused on community wellness and education.

  • Boys & Girls Clubs: Provide safe environments with mentorship programs.

  • Jewish Community Centers: Support Jewish community initiatives.

  • Community Groups: Varied levels of structure based on needs.

Current Policy Areas

  • Fundraising Policies: Identifying sources, soliciting donations, maintaining donor relationships.

Chapter 8: Intercollegiate Athletics

History of American Intercollegiate Athletics

  • Originated as student-organized recreational activities.

  • 1859: First intercollegiate baseball game.

  • 1895: First meeting to establish eligibility and rules for football.

  • 1906: Founding of the IAAUS, precursor to the NCAA.

  • 1910: IAAUS renamed to NCAA.

Growth of Women’s Intercollegiate Sport

  • 1971: Formation of AIAW for women’s intercollegiate athletics.

  • 1980: NCAA began programming for women’s sports.

  • Title IX: Ensures women’s equal opportunities in sports and education.

Governance Structure and Operations

NCAA Overview

  • NCAA governs intercollegiate athletics and consists of a Board of Governors overseeing all divisions.

  • Grants autonomy to five power conferences.

Other Organizations

  • NAIA: Focus on academics and athletics with a smaller institutional focus.

  • NJCAA: Governs two-year colleges.

  • USCAA, NCCAA: Offers championships and support for smaller institutions.

Current Policy Areas in Intercollegiate Athletics

  • Eligibility: Rules for student-athlete participation.

  • Amateurism: Ensuring student-athletes are primarily motivated by education.

  • NIL Rights: Discussions on student-athletes monetizing their identity.

  • Social Media: Balancing opportunities and risks.

  • Gender Equity: Ensuring compliance with Title IX.

  • Gambling: Evaluating implications on collegiate sports integrity.

  • Compliance: Ensuring institutions follow regulations and maintain integrity.