Principles of sport management KINE 1500 Wednesday September 10, 2025 Sociological aspects of sport Sport reflects and amplifies the underlying values of Sociology: the study of human society, social relationships -Explore how sport functions as a social institution, sport as a microcosm of study -Understand fan behavior, team dynamics, access, inequality, social impact -Social identities and sport in Canada -Sex, gender, sexuality, indigeneity, race, ethnicity, newcomer status, age, aging, socioeconomic status, religion, spirituality Sex: physiological combination of a person's hormones, genetics, and reproductive organs, denoting that someone is male or female. Gender: informed by societal expectations and cultural norms of what it means to be male/masculine or what it means to be female/feminine. - Organization of sport is based on binary system of sex categories - Sport often reflects and reinforces built in ideas that society believes about gender (men being superior to women, different rules for men and women's sport) - Men's sport as the default version of sport (gender marking in league names, resourcing) - Homophobia in sport, exclusion of queer and transgender individuals - Sex, gender, and notion of fairness - Indigenous athletes have faced barriers to participation in sport, systemic challenges linked to historical ongoing colonialism, socio-economic disparities, and cultural erasure - Sport was used as a tool of cultural genocide of Indigenous peoples; notion of legitimate sport and derogatory names and images of team mascots - Underrepresentation of Indigenous athletes at elite levels of sport, ongoing marginalization of Indigenous body cultural practices Race: physical characteristics, such as skin color, facial features, and hair texture, that have beed used over time to characterize people Ethnicity: common cultural characteristics that people within groups share - Sport experiences are often shaped by individuals racial and ethnic background reflecting broader social dynamics of inclusion, exclusion, and inequality - Anti racism lens to address racism at individual, institutional, and structural levels. - Aging and disability - Lifelong participation in sport ys early specialization opportunities to access sport - Greater understanding of the health and social benefits as one ages - Relationship between disability and sport continues to be shared by systemic inequalities Wednesday September 17th, 2025 Organizations defined - Social entities that are goal directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment. - Public organizations, nonprofit organizations, and commercial organizations Organizational environment - Everything that exists outside the boundary of an organization and has the potential to affect all or part of the organization - Organizational environment operates with economic conditions, technology, political climate, social and cultural forces - Management: the process of working with and Scientific management approach, human relations approach, process approach - Scientific management approach: task breakdown and specialization volunteer roles based on small, repeated tasks - Standard operation procedures volunteers are given step-by-step script checklist on how to perform tasks - Training and time studies manager trains each volunteer on how to perform their task in the most efficient way, time studies for how long it takes to complete the task - Top-down supervision supervisors assigned to monitor volunteers and ensure adherence - Incentives for efficiency recognizing and rewarding efficient team or individuals Organizations as open systems Inputs: * raw materials * human resources * capital * technology * information Transformation process->>>>> * employees work activities * management activities * tech and operations methods outputs->>>>>> * products and services * financial results information * human results Human relations approach: building relationships as a manager, you get to know staff members personally, foster a culture where everyone feels like they are a part of the team and appreciated Dimensions of organizational structure Organizational strategy: Refers to the long-term planning and decision making processes that guide an organizational toward achieving its mission, vision, and competitive goals. Encompasses the deliberate alignment of internal resources with external opportunities and threats to ensure sustainable success both on and off the field. - Encouraging input staff are encouraged to share ideas for improving operations - Recognition and morale boosting publicly recognize individuals or teams for good work during or after the game, offer small perks. - Supportive supervision supervisors focus on coaching, not commanding - Team cohesion activities organize team bonding opportunities, build a sense of belonging amongst employees Process approach: - pre crisis (planning and organizing) crisis protocols and contingency plans are already in place - During crisis (leading and controlling) Quickly assess situation, direct each functional area according to a clear chain of command make real time adjustments - Interdepartmental coordination act as a central hub ensuring that the department is acting in sync, communication is fast and structured - Post crisis review evaluate the response process and share lessons learned - Monday September 22, 2025 Management functions planning: developing and implementing goals, objectives, strategies, procedures, policies, and rules to produce goods and services in the most effective and efficient manner Operating: resources to produce goods and services in the most effective and efficient manner Staffing: recruiting, selecting, orientating, training, developing, and replacing employees to produce goods and services in the most effective manner Dividing: influencing members as individuals and as groups to produce goods and services efficiently Outstanding and evaluating: Paris 2024 summer Olympics/ Paralympics Planning: sustainability in planning 95% were existing or temporary long-term urban Organizing: coordination with international governing bodies, local government, and sponsors Staffing: recruiting and training 45k volunteers and paid staff Directing: managing teams across language, cultural and operational divides Evaluating: constant risk assessment All managers have formal authority for organizing, directing, and controlling the work activities of others - Organizational hierarchy based on levels of management - People play an important role in the management of sport at all levels, and in all contexts - Organizational principles Effectiveness: extent to which goals are achieved focused on results Efficiency: extent wo which goals are achieved using the fewest possible resources focussed on activities 4 approaches to organizational goals 1. Goal attainment 2. Resource based 3. Internal process 4. Strategic constituency Organizational strategy: Refers to the long-term planning and decision making processes that guide an organizational toward achieving its mission, vision, and competitive goals. Encompasses the deliberate alignment of internal resources with external opportunities and threats to ensure sustainable success both on and off the field Key points: - strategic alignment, stakeholder involvement, competitive advantage, performance measurement, dynamic environment, resource management - Strategic plan is the course of action or a direction to move an organization from one point to another 1. Identifying the goals, objectives, and mission of the organization 2. Determining strategic objectives 3. Identifying the resources required to implement the strategy 4. Establishing a timeline and identifying milestones Organizational culture the shared values, beliefs, behavior's, and norms that shape how people within an organization interact, make decisions, and pursue collective goals - Culture shapes performance and behaviour - Leadership drives culture - Values must be lived not stated - Culture is dynamic, evolves over time - Subcultures can exist within larger organizations - Culture influences reputation and retention Organizational structure: identifies the formal positions and reporting relationships with organizations. Specifies the grouping of individuals into functions, roles, department Organizational design: process of shaping or aligning the structure of an organization to achieve its strategic goals, how and why structure is created. specialization - degree to which activities in the organization are subdivided into separate jobs (task and responsibilities of individual) centralization - degree to which decision making is concentrated at a single point in the organization (where decision making happens) formalization - degree to which jobs within the organization are standardized (the rules policies of the organization) organizational change & innovation * organizational change- refers to the process by which organizations modify their structures strategies, processes, or culture to adapt to internal and external pressures * innovation- the introduction of new ideas, technologies, or practice that ensconce organizational operations and goal achievement key points * change is inevitable and often necessary for growth and survival * innovation can be disruptive but is essential for long term success * resistance to change is common due to tradition, hierarchy, or fear of the unknown * successful change requires strong leadership, communication, and stake holder involvement Wrap-up & Q & A - organizational effectiveness- how we define success within an organizational context - organizational strategy- roadmap for the organization - organizational culture- “how we do things “ & iceberg analogy - organizational structure and design- layout of roles Classifications of managers - all managers have formal authority for organizing directing and controlling the work activities of others - organization hierarchy based on levels of management Levels of management Professional Baseball Organizations: Investor owned health and fitness club Intercollegiate athletic program: Top level managers presidents, chief executive officer, vice president of business operations, vice president of baseball operations : Owners, Gm, Intercollegiate athletic program: board of trustees,university presidents, V.P, A.D middle level managers director of public relations, director of corporate sales, director of marketing operations, team manager, director of scouting site mangers Director of development director of analytics and business intelligence supervisory level managers Manager of stac im . operation: Manager of broacicasting Manager of community relation Manager of baseball administration coordinations of aerobatics, fitness,golf,pro shop assistants ads, sports information director coordinator of athletic training Conceptual Skills Technical Skills Human Relations Skills • Possesses the ability to see the organization as a whole Can perform a job based on the job requirements • Possesses ability to work with people (interpersonal skills) • Effectively uses analytical, creative, and initiative skills • Effectively uses skills required for a given positions (e.g., computer, IT) • Effectively uses communication and listening skills • Aids in planning and organizing processes of managers • Aids in completing everyday operational tasks • Aids in planning, staffing, organizing, directing, and controlling/evaluating processes of managers; each process requires interaction with people DEVELOPMENT OF A STRATEGIC PLAN • Strategio plan is a course of action or a direction to move an organization from one point to another; development of a plan involves... 1. Identifying the goals, objectives, and mission of the organization Determining strategic objeotives (SWOT) SWOT * strength * weakness * opportunities * Threats identifying the resources required to implement the strategy Establishing a timeline and identifying milestones ORGANIZATIONAL CULTURE "Refers to the shared values, beliefs, behaviours, and norms that shaper how people within an organization interact, make decisions, and pursue collective goals" Key Points and Assumptions: * Culture shapes behaviour and performance * Leadership drives culture * Values must be lived, not just stated * Culture is dynamio and evolves over time + Suboultures can exist within larger organizations Cultural fit vs. oultural add * Culture influences reputation and retention 🧠 Leadership Theories (Expanded Summary – KINE 1500 Style) Leadership Theory Core Principles Advantages Disadvantages Trait Theory Leaders are born with innate traits that make them effective; traits predict leadership success. Simple and easy to use; helps identify potential leaders. Over-simplified; ignores how traits are developed; not universal. Skills Theory Leadership can be learned and developed; focuses on technical, human, and conceptual skills. Inclusive and adaptable; useful for developing leadership competencies. Complex to assess; doesn’t consider context. Behavioral Theory Leadership is learned through behavior; focuses on task- and relationship-oriented actions. Provides clear examples of effective behavior; learnable and practical. Ignores situational and personality factors; not universal. Situational Theory Effective leadership depends on context and follower readiness; uses four styles (telling, selling, participating, delegating). Flexible and adaptable; encourages follower development. Requires accurate assessment of followers; may overlook core values. Servant Leadership Leaders prioritize serving others, focusing on followers’ growth, well-being, and empowerment. Builds trust, loyalty, and strong relationships; encourages collaboration. Can slow decision-making; leader may be taken advantage of. Authentic Leadership Leadership based on self-awareness, honesty, integrity, and acting consistently with personal values. Promotes trust and transparency; enhances morale and ethical behavior. Can be difficult to maintain under pressure; may appear inflexible. Ethical Leadership Leadership guided by fairness, respect, and strong moral principles. Builds ethical culture and trust; improves reputation and accountability. Hard to balance ethics with organizational demands; subjective moral standards. Shared (Distributed) Leadership Leadership roles are shared across a team; everyone contributes based on strengths. Encourages teamwork, empowerment, and diverse input. Can lack clear direction; risk of conflict or confusion without coordination. ⸻ ⚙️ Leadership Styles (KINE 1500 Summary) Leadership Style Core Principles Advantages Disadvantages Transactional Leadership Based on structure, rules, rewards, and punishments; focuses on efficiency and short-term goals. Clear expectations; predictable results; good for stability. Limits creativity; can reduce motivation and long-term innovation. Transformational Leadership Inspires followers through vision, passion, and personal growth; promotes innovation and change. Increases motivation and engagement; encourages creativity. Relies heavily on leader charisma; may overlook daily operations; risk of burnout
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