Managerial Ops in Sport and Rec -- FINAL
Module 1 – Introduction to Sport Management
Be able to explain the responsibilities of a successful sport manager
Sport manager: is responsible for achieving the sport organization's objective through efficient and effective use of resource
Manager’s resources:
Human: people are a manager’s most valuable resource
Financial: as a manger, you will be responsible for using a budget to tell you what financial resources you have available to achieve your objectives
Physical Resources: include store buildings, the merchandise it sells, the fixtures that display the merchandise it sells, the fixtures that display the merchandise, and the computers used to record sales
Informational resources: information gives you power in our information age
Be able to define the four management functions
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 that objectives are achieved
Be able to define the five management skills
Technical skills: are those that enable you to use methods and techniques to perform a task
People skills: enable you to work well with people
Communication skills: the skills that enable you to get your ideas across clearly and effectively
Conceptual skills: refer to the ability to understand abstract idea through critical thinking
Decision-making skills: those that enable you to select alternatives to solve problems
Levels of Management
Top Managers: executives who have titles that manage the whole organization or major units or departments of it; develop the organization’s mission, objectives, and strategies
Middle Managers: carry out top management’s strategies
First Line Managers: supervise day-to-day operations and report to middle managers
Module 2 – The Sport Industry Environment
Be able to describe the five components of the internal environment
Internal Environment: includes the factors within its boundaries that affect its performance (things that the organization can control)
Factors:
Management: managers are responsible for their organization’s performance, and they are responsible to look out for the interests of the owners
Mission: the purpose or reason for being of the organization
Resources: manager’s resources include human, financial, physical, and informational resources
Systems Process: the method used to transform inputs into outputs
Structure: the departmentalization of its resources to accomplish its mission and objectives
Be able to define the nine factors in the external environment
External Environment: includes factors outside the organization's boundaries that affect its performance
Factors:
Competition: organizations must compete with their competitors for customers and fans
Suppliers: suppliers are a key factor in success and developing close relationships with them is smart
Workforce: an organization’s employees have a direct impact on its performance
Customers: without customers or fans, an organization cannot exist
Shareholders: are the owners of corporation because they have purchases a share (stock) in the corporation
Society: society expects business to be socially responsible and ethical
Technology: computers and smartphones are a major part of every firm’s systems processes
The economy: when the economy is in recession or depression, fewer fans attend games and purchase merchandise
Governments: the difference between the door opening to opportunity and the door closing on it is often determined by the support of local government
Develop an understanding of how businesses can go global in six ways
Global Sourcing: the use of worldwide resources for inputs and transformation
Importing and Exporting: with importing, domestic firms buy products from other countries and sell them as is; with exporting, domestic firms sell their products to buyers in other countries
Licensing and franchising: under licensing agreements, one company allows another to use its intellectual assets; in franchising, the franchisor licenses the entire business to the franchise for a fee and a share of its ongoing revenues
Contracting: a company hires a firm in another country to manufacture the goods, but the company retains the marketing process
Joint Ventures and Strategic Alliances: a joint venture is created when firms share ownership of a new enterprise; a strategic alliance is a partnership sharing resources that usually does not create a new company
Foreign Direct Investment: occurs when a company builds or purchases operating facilities in another country
Be able to explain the four levels of social responsibility in business
Social responsibility: the conscious effort to operate in a manner that creates a win-win situation for society
Four levels of Corporate Social Responsibility:
Social obstruction: managers deliberately perform, or request employees to perform unethical or illegal business practices
Social Obligation: managers only meet the minimum legal requirements
Social Reaction: managers respond to appropriate societal requests
Social Involvement: managers voluntarily initiate socially responsible acts
Module 3 – Problem Solving and Decision Making
Be able to define problem solving and decision making.
Problem Making: the process of taking corrective action to meet objectives
Decision Making: the process of selecting a course of action that will solve a problem
Be able to list and explain the six steps in the Decision Making Process.
Step 1: Define the Problem or Opportunity
Programmed decisions: recurring or routine situations in which the decisions maker should use decision rules or organizational policies and procedure to make the decision
Nonprogrammed decisions: significant but nonrecurring and non routine situations in which the decision makers should use the decision making model
Step 2: Set Objectives and Criteria
Objectives: the end results outcome of the decision and the plan is the means to achieve the objective
Criteria: the standards that must be met to accomplish the objective
Step 3: Generate Alternatives
Creativity: a way of thinking that generates new solutions to problems and new ways to approach opportunities
Innovation: alters what is established by introducing something new
Step 4: Select the Most Feasible Alternative
Step 5: Plan and Implement the Decision
Step 6: Control the results
Module 4 – Planning
Be able to define strategic planning.
Strategic Planning: management develops a mission and long-term objectives and determines in advance how these will be accomplished (longer than a year)
Be able to list and explain the five steps in the strategic process.
Step 1: Develop the mission
Mission: defines who the organization is and why it exists (is the foundation on which the plan will be constructed)
Step 2: Analyze the environment
Situation analysis: draws out those features in a company’s environment that most directly frame its strategic window of options and opportunities
SWOT analysis: strengths, weaknesses, opportunities, threats
Step 3: Set objectives
Goals: state general targets to hit
Objectives: state what is to be done in specific and measurable terms by a certain target date
Step: Develop strategies
Levels of Strategy
Corporate Level: organization’s plan for managing multiple lines of business
Business Level: organization’s plan for managing one line of business
Functional Level: organization’s plan for managing one area of business
Step 5: Implement and control the strategies
Be able to explain operational planning.
Operational Planning: management sets short-term objectives and determines in advance how they will be accomplished (can be completed in a year or less)
Module 5 – Organizing
Define organizing.
The process of delegating and coordinating tasks and resources to achieve objectives
Explain how flat and tall organizations differ.
Span of management/control: the number of employees who report directly to the same manager
Flat Organization: have very few levels of management and these levels have wide spans of control
Tall Organizations: have many levels of management with narrow spans of control
Be able to list and explain the four levels of authority.
Informing authority: at this level, you inform the leader of possible alternatives, then the leader analyzes them and makes the final decision
Recommending authority: at this level, you generate alternative actions, analyze them, and recommend action to the leader who may or may not implement the recommendation
Reporting authority: at this level, you have the authority to select a course of action and carry it out, but you have to routinely report the courses of action to your leader
Full authority: at this level, you can get the job done your own way without telling the leader
More authority terms:
Formal authority: the approved way of getting specified relationships between employees and between departments
Informal authority: develops from building trust and relationships with other workers
Line authority: the responsibility to make decisions and issue orders down the chain of command
Staff authority: the responsibility to advise and assist other personnel
Centralized authority: important decisions are made by top managers
Decentralized authority: important decisions are made by middle and first level managers
Describe organizational charts.
Organization Chart: lays out the organization’s management hierarchy and departments and their working relationships
Define and describe the aspects of Job Design
Job Design: the process of combining the tasks that each employee is responsible for completing
Job simplification: makes jobs more specialized and efficient by eliminating tasks, combining tasks, or changing the sequence of work
Job expansion: makes jobs less specialized by rotating employees, enlarging the job, or enriching the job to make it more interesting and challenging
Module 6 – Culture, Innovation, and Diversity
Be able to identify the five forces for change.
Environmental Forces: organizations need to align their internal and external environments
Economic Forces: when the economy and jobs are growing, there is more money to spend on sport programs
Social Forces: causes the popularity of sports to increase or decrease
Demographic Forces: teams must take into consideration the diverse populations within their marketplaces
Technological Forces: all companies must continually improve their products to stay relevant
Be able to list the four variables of change.
Strategy
Structure
Technology
People
List the major forms of change
incremental
discontinuous
radical
Define organizational culture.
Organizational Culture: the set of values, beliefs, and standards for acceptables behavior that its members share
Components:
Behavior (actions we take)
Values (the way we think we should behave) and beliefs
Assumptions (values and beliefs that are so deeply ingrained that we never question their truth)
State the core values of Total Quality Management (TQM).
Delivering customer value
Continuously improving the system and its processes
Describe a Learning Organization.
Learning Organization: has a capacity to learn, adapts, and change as its environment changes to continuously increase customer value
Develop an understanding of diversity within organizations.
Diversity: the variety of people with different group identities within the same team or workplace
Equity: is being just, fair, and impartial giving everyone respect and the help they need to succeed by providing equal opportunities
Inclusion: a practice of ensuring that all employees feel they belong as a valued member of the team and organization
Module 7 – Human Resources
Be able to explain the four parts of HR management.
Human Resources Management: consists of planning, attracting, developing, and retaining employees
Planning: the process of staffing the organization to meet its objectives
Attracting: recruiting promising applicant and line managers then select candidates to fill positions
Recruiting: the princess of attracting qualified candidates to apply for job openings
Selection: the process of choosing the most qualified applicant recruited for a job
Developing: an organization must develop its employees by orienting and training them
Orientation: introduces new employees to the organization, its culture, and their jobs
Training: about acquiring the skills necessary to perform a job
Development: ongoing education that improves skills for present and future jobs
Performance Appraisal: the ongoing process of evaluating employee performance
Retaining:
Compensation: the total cost of pay and benefits to employees
Develop an understanding of the legal issues involved with HR.
Legal Environment
It is the job of HR to ensure that everyone in the organization complies with the law
BFOQ (Bona Fide Occupational Qualification)
Allows organizations to base their hiring decisions on otherwise discriminatory attributes when they are reasonably necessary to the normal operation of a particular organization
Module 8 – Behavior in Organizations
Define Organizational Behavior and be able to explain the three components of behavior.
Organizational Behavior: the study of actions that affect performance in the workplace
Personality: the combination of traits that compose individuals
Perception: the process through which we select, organize, and interpret information form the surrounding environment
Bias in our Perception:
Selectivity: the manner in which we focus on information to favor the outcome we want
Frame of Reference: our bias for seeing things from our own point of view
Stereotyping: happens when we project the characteristics or behavior of an individual onto a group
Expectations: we hear what we expect to hear
The “Like Me” Assumption: other perceive things as we do because they are like us
Attitudes: positive or negative evaluations of people, things, and situations
Be able to explain the five personality traits.
Extroversion: how outgoing is a person?
Agreeableness: how easy or difficult is a person to work with?
Emotionalism: how emotionally stable or unstable is a person?
Conscientiousness: how responsible or irresponsible a person is?
Openness to Experience: how willing or unwilling is a person to try new things?
Describe the Single Traits System of Personality
Locus of Control: concerns who believe controls our destiny
Risk Propensity: willingness to take risks
Optimism: helps to overcome self doubt
Self Esteem: overall view of ourselves
Self Efficacy: believing you can or cannot do a specific tasks
Be able to list and explain Sources of Power and Bases of Power.
Power: the ability to influence the actions of others
Sources of Power
Position Power: management has the position power that is delegated down the chain of command through formal authority
Personal Power: based on your personality, abilities, skills, and relationships
Bases of Power (7)
Coercive power: uses threats or punishment to achieve compliance
Connection power: when people use their relationships with influential or important people to influence your behavior or attitudes
Reward power: the ability to influence others by giving them something they value
Legitimate power: power given to people by organizations or by society
Referent power: voluntarily giving someone power over you
Information power: people who have knowledge or data that others need
Expert power: people who have expertise or specialized skills that others need
Politics: the process of gaining and using power
Networking: about developing relationships to gain social or business advantage
Reciprocity: involves using mutual dependence to accomplish objectives
Coalition: an alliance of people with similar objectives who have a better chance of achieving their objectives together than alone
Define conflict and the styles of conflict management
Conflict: exists whenever people disagree
Dysfunctional conflict: prevents groups from achieving their objectives
Functional conflict: foster disagreement and opposition that actually help achieve a group’s objectives
Styles of Conflict Management
Avoiding: refusing to take a stance, mentally withdrawing, or simply leaving (passive)
Accommodating: passively giving in to other’s needs but ignoring their own (passive)
Forcing: using agressions to get their way (aggressive)
Negotiating: using assertive give and take (assertive)
Collaborating: jointly and assertively trying to get to the best solution (assertive)
Be able to explain BCF statements.
BCF Statements” describe conflicts in terms of specific behavior, consequences, and feelings
Be able to explain stress and the causes
Stress: our body’s internal reaction to external stimuli from the environment
Think of stress as a tug of war with you in the center
On the left are causes of stress
On the right are stress management techniques
Module 9 – Team Development
Explain how groups and teams differ
Groups: have a clear leader and two or more members who perform independent jobs with individual accountability, evaluation, and rewards
Teams: groups whose members share leadership and whose members perform interdependent jobs with individual and group accountability, evaluation, and rewards
Define the three major roles group members play.
Job Roles: shared expectations of how group members will fulfill the requirements of their position
Task roles: when the group member does and says things that help to accomplish the group’s objectives (action oriented)
Maintenance roles: when a group member does or says things that sustain the group process (people oriented)
Self Interest roles: when a group member does or says things that help themselves but hurt the group
Be able to identify and explain the four factors that make up the Group Performance Model.
Group Performance Model: performance is a function of organizational context, group structure, group process, and group development
Organizational Context
Environment
Mission
Strategy
Culture
Structure
Systems Processes
Group Structure Dimensions
Group Leadership: success of the group depends of the effectiveness of their leadership
Group Type
Formal groups: created by organizations as their official structures
Informal groups: are not a part of the organization’s official structure
Functional groups: perform work of one type
Cross-functional groups: members come from different functional areas
Command groups: consist of managers and their staffs and they get the job done no matter what
Task groups; composed of staff who work on specific objectives
Group size
Group composition: the mix of members’ skills and abilities
Group Process Dimensions: roles, norms , cohesiveness, status, decision making and conflict resolution
Norms: the group’s shared expectations of members’ behaviors
Group Cohesiveness: the extent to which members stick together
Status: the perceived ranking of one member relative to other members in the group
Describe the five major stages of group development and the leadership style appropriate for each stage
Stage 1: Orientation – Autocratic Leadership Style
Stage 2: Dissatisfaction – Consultative Leadership Style
Stage 3: Resolution – Participative Leadership Style
Stage 4: Production – Empowerment Leadership Style
Stage 5: Termination
Is not reached unless there is a drastic reorganization or change
Module 10 – Communication
Develop an understanding for the importance of good communication.
Communication: the process of transmitting information and meaning
Vertical Communication: the downward and upward flow of information through the organization
Horizontal Communication: the flow of information between colleagues and peers (formal communication)
Grapevine: the informal flow of information in any direction throughout an organization
Be able to list and explain the four steps in the communication process.
Communication Process: the transmission of information, meaning, and intent
Step 1: A sender (the person doing the communicating) encodes the message (puts it into a form that the receiver of the message will understand)
Step 2: The sender transmits the message by using a form of communication to the receiver
Step 3: The receiver decodes the message by translating the message into a meaningful form (interprets)
Step 4: The receiver may or may not give feedback
Explain the channels of communication
Nonverbal Communication: consists of the messages we send without words
Facial Expression
Vocal Quality
Gestures
Posture
Setting
Oral Communication
Face to face
Meetings
Telephone
Written communication
Memos
Letters
Reports
Visual communication
Posters
Websites
Explain how to choose the correct channel
use oral channels for difficult and unusual messages
use written channels for transmitting simple and routine messages
use a combination of channels for important messages
Explain the message sending process
1. develop rapport
2. state your communication objective
3. transmit your message
4. check the receivers understanding
5. get a commitment and follow up
Describe the response styles
Advising Responses: advisors evaluate, give their personal opinion, direct, or instruct
Diverter’s Response: switch the focus to a new subject
Prober’s Response: asking the sender for more information so that they can better understand the situation
Reassurer's response: making statements to reduce the intensity of the emotions associated with the message in order to build the sender's confidence
Reflector's response: paraphrases the message and communicates understanding and acceptance
Empathy: the ability to understand and relate to someone else's situation and feelings
Module 11 – Motivation
Be able to define and explain how motivation works.
Motivation: the willingness to achieve organizational objectives
Our needs and wants motivative every aspect of our behavior
Motivation Process: people go form need to motive to behavior to consequence and finally to either satisfaction or dissatisfaction
Define Performance Equation.
Performance = Ability x Motivation x Resources
Be able to define the four content-based motivation theories. (focus on identifying and understanding people’s needs)
Hierarchy of Needs Theory: proposes that people are motivated by five levels of needs
Physiological (basic human needs)
Safety (safety and security)
Social (love, friendship, and acceptance)
Esteem (ego, status, and recognition for accomplishments)
Self Actualization (our need to develop to our full potential)
ERG Theory: proposes that people are motivated by three levels of needs
Existence (physiological and safety)
Relatedness (social)
Growth (esteem and self actualization)
Two Factor Theory: proposes that motivator factors, not maintenance factors drive people to excel
Maintenance factors (extrinsic): physiological, safety, and social
Motivator factors (intrinsic): esteem and self actualization
Acquired Needs Theory: proposes that employees are motivated by three needs
Need for achievement
Need for power
Need for affiliation
Be able to explain the three process-based motivation theories.
Equity Theory: people are motivated when their perceived inputs (effort, experience, status) equal outputs (praise, recognition, pay, benefits)
Goat Setting Theory: setting difficult but attainable goals motivates people
Expectancy theory: people are motivated when they believe they can accomplish the objective and rewards for doing so are worth the effort
Define Reinforcement Theory.
Proposes that consequences for behavior cause people to behave in predetermined ways
Types of Reinforcement:
Positive: used to encourage desired behaviors and performance
Avoidance: the threat of certain consequences repels negative behavior
Extinction: is used to reduce or eliminate an undesirable behavior by withholding reinforcement
Punishment: using undesirable consequence to stop negative behavior
Module 12 – Leadership
Be able to explain the differences between managers and leaders.
Leaders: influence people to work to achieve the organization’s objectives
Leading is the process of influencing others to achieve objectives
Managers: are given position power that is broader in terms of responsibilities
Compare the trait, behavioral, and situational theories of leadership.
Trait Theories: investigated characteristics that make leaders effective
Leadership Trait Theory: early studies were based on the assumption that leaders are born, not made (wanted to identify a set of characteristics that distinguish leaders from followers)
Ghiselli’s Study: concluded that certain traits are important to effective leadership but not all of them are necessary for success
Behavioral Theories: investigate the leadership style of effective leaders
Leadership style: the combination of traits, skills, and behaviors that managers use to interact with employees
Basic leadership styles
Autocratic: the manager makes the decisions, tells the employees what to do, and monitors them closely
Democratic: the manager encourages employee participation in decisions, works with employees to determine what to do and does not supervise them closely
Laissez-faire: the manager lets employees go about their business without much input
Two Dimensional Leaders: focus on job structure and employee considerations
Initiating Structure (job centered)
Consideration (employee centered)
Leadership Grid: uses the same dimensions, but they are called concern for production and concern for people
Contemporary Behavioral Perspectives:
Leader-Member Exchange Theory: is based on the relationship between leaders and their followers (emphasizes the unique one-on-one relationships that develop between managers and subordinates)
Visionary and Charismatic Leaders
Visionary leaders: are top level managers that bring about innovative change and affect the future
Charismatic leaders: create enthusiasm to achieve objectives by developing strong relationships with followers they may or may not know
Transformational and Transactional Leaders
Transformational leaders: emphasize continuous learning and making innovative changes (top level managers)
Transactional leaders: focus on stability as they implement change by creating standing plans to standardize policies, procedures, and rules (middle and first line managers)
Symbolic, Servant, and Authentic Leaders
Symbolic leaders: establish and maintain a strong organizational culture
Servant leaders: look out for the employees’ and the organization’s interests, rather than their own self interest
Authentic leaders: develop open, honest, trusting relationships leading by example
Situational Theories
Contingency Leaders: are task or relationship oriented, and their style should fit the situation
Situational favorableness: the degree to which a situation enables leaders to exert influence over followers
Continuum Leaders: choose their style based on a range between boss-centered (autocratic) or employee centered (participative) leadership for the given situation
Path-Goal Leaders: determine employee objectives and achieve them using one of four styles
Normative Leaders: use one of five decision making styles
Decide
Consult individuals
Consult group
Facilitatie
Delegate
Module 13 – Controlling
Be able to explain how controls function within the systems process.
Preliminary Controls: anticipate and prevent possible problems (focus on looking ahead)
Standing plans: control employee behavior in recurring situations to prevent problems
Contingency plans: tell employees what to do if problems occur
Concurrent Controls: actions taken during transformation to ensure that standards are met
Rework Controls: actions taken to fix output (usually used when preliminary and concurrent controls fail)
Damage Controls: actions taken to minimize negative impacts on customers attributable to fault output (when customers get a defective product)
Feedback: used at every stage of the system to continually improve performance
Describe the control process.
Step 1: Set Objectives and Standards (preliminary control)
Standards: minimize negative impacts on customers attributable to fault output by controlling quantity, quality, time, cost, and behavior (ongoing)
Step 2: Measure Performance
Critical Success Factors (CSFs): pivotal areas in which satisfactory results will ensure successful achievement of the objective or standard
Step 3: Compare Performance with Standards
Use performance reports
Step 4: Correct or Reinforce
Concurrent controls are used to correct performance to meet standards
List which controls methods are used with which frequency
Constant Controls: are in continuous use
Self control
Clan control (peer pressure that helps to prevent freeloaders
Standing plans: policies procedures, and rules that exist to influence behavior in recurring predictable situations
Periodic Controls: used on a regular, fixed basis (such as hourly, daily, weekly)
Budgets
Audits (internal and external)
Management Audit: analyzes the organization’s planning, organizing, leading, and controlling functions to look for improvements
Occasional Controls: used on an as-needed basis
Observation
Management by Walking Around
Exception Principle
Places control in the hands of staff unless problems occur, in which people can go to their supervisor for help
Special Reports
Used when problems and opportunities are identified
Project Controls
Ensures that projects are completed on time and on budget
Explain Financial Controls
Accounting: the process of recording, summarizing, analyzing, and reporting financial transactions of an organization
Budgets: plans for allocating resources to specific activities
Types of Financial Controls
Master Budget Process
Develop the revenue and expenditure operating budgets
Develop the capital expenditures budget
Measure costs and revenue flow
Operating Budgets: use revenue forecasts to allocate funds to cover projected expenses
Fixed costs: costs that do change as business activity fluctuates
Varibale costs: do change as business activity fluctuates
Capital Budgets: allocate funds for improvements (new land or buildings)
Financial Statments
Income Statement: shows the company’s revenue and expenses and its profit or loss for the stated period
Balance Sheet: lists assets, liabilities, and owners’ equity
Statement of Cash Flows: shows cash receipts and payments for the stated period
Explain how people are managed
Coaching: involves giving motivational feedback to maintain and improve performance
Discipline: the process of taking corrective action to get employees to meet standards
Coaching Model
Step 1: Describe current performance
Step 2: Describe desired performance
Step 3: Get a commitment to change
Step 4: Follow up
Management by Walking Around: involves listening, teaching, and facilitating
Module 14 – Facilities and Event Management
Be able to explain what managing a sport facility entails
Facilites: something built, installed, or established to serve a purpose
Event: a contest in a program or sport (game)
Venue: the place where the event takes place within facilities
Types of Sport Facilites
Single purpose facilities: used for one sport or activity
Multipurpose facilities provide a venue for multiple events
Stadiums: facilities commonly used for outdoor sports played on a field
Arenas: facilities commonly used for indoor sports
Describe what is involved in event planning
Pre-event tasks
Training
Communication
Emergency planning
Post Event Tasks
Crowd control
Breakdown
Cleanup
Be able to explain how standing plans and single-use plans differ
Five Dimensions of Plans
Management level that develops the plan (top, middle, or first line)
Type of plan (strategic or operational)
The scope coverend in the plant (broad or narrow)
The time fram (long or short range)
Repetitiveness of the plan (single-use or standing plans)
Standing plans: the policies, procedures, and rules for handling routine issues or situations that arise repeatedly
Policies: general guidlines for decision making
Procedures: sequences of actions to be followed to achieve an objectives
Rules: state exactly what should or should not be done
Single-use plans: include programs and budgets that address nonrepititve sitautins
Program: describes a set of activities designed to accomplish an objective over a specified period
Budgets: the funds allocated to operate a department or program for a fixed period
Contingency plans: alternative plans that can be implemented if uncontrollable events occur
Define and Explain Sales Forecasting and Techniques
Sales forecast: predicts the dollar amount of product that will be sold during a specified period
Techniques:
Qualitative forecasting: uses subjective judgement intitution, experience, and opinion to predict sales
Quantitative forecasting: uses objective mathematical techniques and past sales data to prejudice future sales
Explain scheduling and the tools used
Scheduling: the process of listing essential activities in sequence with the time needed complete each activity
Planning tools:
Planning sheets: state an objective and list the sequence of activities, when each activity will begin and end, and who will complete each activity to meet the objective
Performance Evaluation and Review Technique (PERT) diagrams: includes independent activities that can be performed simultaneously and dependent activities that must be done in the correct order by highlighting the interdependence of activities by diagramming their network 5
Develop an understanding of Gantt Charts
Gantt charts: use bar graphs to illustrate progress on a project (activies are shown vertically and time is shown horizontally)