Hello team! Welcome to another lecture for Kinesiology 2314: Sport Management. So, this lecture covers management principles applied to sport management, and this is a great place to start to learn more about support management because a great deal of the foundational aspects of Sport Management were drawn or borrowed from business and the synonym for business is management. So this chapter has some great information for us to learn and to digest as we begin to delve into what is sport management. So, in terms of the history and definition, managers in any context whether it's sport business or other—any other sort of area and field, they're charged with maximizing their resources that are allocated to them, and it's their job to work as efficiently and cost effectively as possible. So a manager might have several types of resources at his or her disposal. It could be financial resources like money, or physical resources like real estate, or certain supplies that are the inputs into their product, or there could be human resources; human capital/human resources the people that run whatever processes are used to make the product. So, it's the manager's job to maximize the efficiency of these resources. So in terms of the history of management, two phases evolved in management: scientific management and human relations movement. And today, this field of management from the organizational standpoint known as organizational behavior, really is talking about examining and applying the human side of management to maximize the ability of your organization in terms of its resources. So initially, the art or trying to maximize the potential of employees was viewed as a scientific endeavor, and Taylor viewed this process of trying to hone the efficiency of workers as the science of trying to find that one best way of doing a job, and Taylor believed that that one best way would be where that workers would be enticed to work that one best way through different rewards, whether its economic or related, so more money or more time off, a bonus etc. So people on the assembly line would be encouraged to work in that manner that one best way regardless of how painstaking or difficult that was, but it was done to maximize efficiency within that industry, and then people would be rewarded for that. However, there was a movement away from the belief that efficiency was a science and that it could that there was only one best way for managers to teach their workers to engage in whatever job they were doing. Instead, this human relations movement believed that actually social factors in the workplace were what was important and that output depended on a feeling of worth and happiness and sort of a belief that you were complete in the workplace, that it was that you gain satisfaction. So it wasn't that monetary rewards were driving the desires of workers to succeed in the workplace, but instead the focus was on satisfaction from a belief sort of way—social construction—and so there was a movement in the Follett believed that effective management was to motivate both their employees to work for them, and work in cooperation with them. So today, we see the study of organizational behavior in the workplace as a combination of both at the scientific side and the human side of workers within the workplace. And the point of organizational behavior, again, is still to maximize your resources so that the organization can gain a competitive advantage in the workplace in whatever industry that it exists. And businesses have to deal with a constantly changing environment whether it's dealing with the even flow of the economy or knowing that there were there's global competition within the workplace or that there's constant innovations within the workplace—or constant innovations within your industry, and that there is not only changes within the industry, but also within your workforce—that there is diversification of employees. So the textbook introduces the concept of the planning, organizing, leading, and evaluation management process that is done in order, that's done by successful organizations: each of these functional areas is used to help with the completion of whatever responsibilities exist within an organization. So this planning, organizing, leading, and evaluating process is what organizational behavior uses as the backbone to help a business or an organization thrive within whatever industry it's a part of. So to start, with in terms of the business theory, the planning stage is defined as the process of creating in determining the goals that are desired by the organization, and how are those goals going to be completed? So as part of the planning stage, leadership within the organization sets their course of action for how that organization is going to actually complete its goals. So they're, through this process, the organization tries to put in the motion what it believes are in the best interest of that organization. So for example the organization Under Armour meets to set objectives and planning, and then they will go ahead and actually organize themselves, implement their plan, and then evaluate that and see if they actually met their objectives. Now the organizational process is something that is going to evolve--it's not--it's not static, its dynamic: things are not set in stone. So managers must actually set both short-term and long-term goals through the planning process, so again, going back to Under Armour, they might have a short-term goal of hitting a specific sales revenue number for their products, but then there's also long-term planning in terms of developing different product lines, smart tech lines, like you see in that picture, to marry both clothing and functionality and that would be something that is not going to happen from an R&D perspective until some point in the future. Now once the organization actually meet—sets its planning criteria, next would be organizing how to execute a plan to meet your goals, and so this is where plans are actually going into action, and the manager actually work (chuckles) manager act—works to determine what jobs are needed and who is going to perform those jobs. So, there's three specific elements the textbook talks about which is developing an organizational chart creating position descriptions for what jobs or what jobs will fill that organizational chart—what positions, and then develop the qualifications for whoever is going to fill that position, so this is a very, very important part of the planning, organizing, executing, and evaluating stage, because here you need to make sure that the organization is creating the proper position for the function that's necessary, and not also hiring that person that's qualified and that's going to help with…helping with…helping those goals succeed. And proper staffing must be supported by training and professional development of the people that you hire so for example here we've get got an athletic department organization chart. So within the organizational chart for each position, there needs to be certain descriptions of, not only the job functions of that position, but what authority that that individual has, who reports to that individual, and who that person themselves reports to. And I can tell you from personal experience, that having an organizational chart that has clearly defined the parameters for the authority that's given to that individual who that person must report to and must defer to you, and then who reports to that person because if it's unclear, then there creates a potential likelihood that multiple people will believe that they have the same responsibilities or similar responsibilities, or that they have authority that they do not actually have, and this ambiguity can create issues that would arise and potentially injure that person's effectiveness and the ability of the organization actually complete their objectives. Leading is the next part, so this is where the rubber hits the road, and now the sport manager is actually helping with assigning responsibility and accountability to the different employees that are with—that work within the organizational hierarchy, and the manager is also responsible for dealing with any issues or conflicts that come up along the way, so communication issues or any sort of interpersonal dynamics. So this is a very important stage of this flowchart because this is where potential issues or conflicts that might arise could derail the success of the organization. Finally, evaluating: so once the execution the leading stages is has concluded, the manager is going to sit back and collect data and measure and evaluate the effectiveness of the organization towards meeting those objectives. So objectives also need to contain a component that can be adequately and objectively measured; usually a time component and amount component and a date component. So it can't just be, in terms of an organization, wanting to set an objective saying we want to improve our customer service it might say we want to increase our the positive feedback from customers who use our service and take the poll from eighty-five percent satisfaction to ninety-five percent satisfaction within the next 12 months or with the next fiscal year, so that way you can actually see objectively whether or not that percentage increase to the targeted point within that time period. So also different systems of monitoring evaluation standards and might be designed, and then rewards might be delegated for to employees. So key skills of managers: what does a manager need to have in order to be successful in Sport Management? Well because sport management is a people industry, interpersonal skills and people skills are very important to be able to interact with clientele and be able to hold a conversation. Of course, baseline abilities to treat people fair and ethically and show respect have emotional intelligence things like that; kind of street smarts skills are all required. Now in terms of communication, that's also part of your interpersonal skills, and your part of your people skills so communication is more than just about knowing what to say, but also how to say that so um the vast majority of our communication is nonverbal; its body language, it's our gestures, it's our posture, are we making eye contact. I mean although tone in what we say is important, but well, I would say that tone is even part of how we say it or what we do, so because we might be unconsciously communicating a message that differs from our words, we must make sure that that's on the same that both types of verbal and nonverbal communication are consistent. Also of course being courteous and professional is also important and ethics is important because sport managers often are asked to give public speeches, and that sport managers also might also need to often times write in different styles, and the text book references different suggestions for dealing with communication so I would recommend take a look at that. We also a communication happens within the workplace in different ways: formally, informally, or unofficially. So a formal communication might be a written memorandum that has the organization's header on it or informal—might be just a short email or passing in the hall, and unofficial might be some sort of communication that someone is not really authorized to give but they're doing it in a different way. So there's different ways to communicate through channels and there's a whole lot more about communication and effective communication. And since Sport Management is just like most any other industry involving management, communication is very important. Diversity and managing diversity is also an increasingly important aspect of Sport Management because, again, sport managers deal with people from all walks of life. So the difference in people might differ in age, their race, their sexual orientation, they might have a disability, they might come from a different country, but these—because sport is a language that speaks to everyone, oftentimes it brings very diverse people together. There's also a trend within Sport Management to bring underrepresented individuals from different walks of life into positions of power and management within the sport industry. The Major League Baseball, the National Football League, and other leagues within the big four don't traditionally have the greatest track record for inclusivity but there is now a concerted effort to bring more people of a greater diverse background into that fold, and so that might also work with the employment process, so sport managers must be aware of that diversity is important within that these organizations value diversity and knowing how to how to interact in a respectful manner with people who might be a little different than you is also important. Another key skill is trying to manage technology. So in addition to things like email that are now ubiquitous and online ticketing systems and sale systems, we also see technology that's heavily influencing sport managers in the form of social media. And social media is that really a double-edged sword; it can be used for both good and for evil. We see creative uses of social media, like snapchat, or Facebook, or Twitter, or Instagram, YouTube that help to drive new customers and new potential fans to that organization, but because it's such an egalitarian type of media, social media can also be used to create potential, I guess, controversies or scandals. Like we had with I believe his name was Larry Tunsil who was an offensive lineman from Ole Miss who right before the NFL Draft went live, the pictures surfaced on social media showing him in partaking in illegal drugs and also other things, and led to him losing face; both him and the Dolphins lost face, and this is just one example of many different examples that exist involved in social media. The decision-making process and understand how understanding how to make decision is another key aspect of the managerial process. So we make thousands of decisions every week, the textbook add uses the example of ‘why are you wearing what you're wearing today? Was it because it was clean? It matched? It was just something that was convenient? Would you have an important meeting?’ So we make decisions fairly often of different levels of importance, and the one of the—one classic model of decision-making suggests that we go through this process. You define the problem, what's the issue at hand; you set objectives was it a long-term objective, was it a short term objective; what's sort of the element to hold yourself accountable to meeting that objective; generating alternatives, and you could do that by either bringing in outside opinions or doing it on your own, so is it egalitarian or is it just you yourself; selecting the most feasible alternative meaning that it might not be the alternative that you like the most but it's the one that's the most feasible that can be done; implement the decision and then try to control the results. As I said before, it could be more participated decision-making by including people from the organization to make it more egalitarian or you can just do it by yourself. The text suggests that group decision-making should be used when more ideas need to be generated, there is a great amount of information we shared, alternative perspectives are needed, fairness is highly valued. So if it's a decision that affects a great deal of people it might be fair to bring them into that decision-making process. And just going—another key skill similar to diversity managing change. Often times employees resist change, so as a manager, it will be your job to try to work with managing people's expectations and getting and hopefully making their resistance to change less steadfast, and managers should try to set priorities for what is to be changed, deliver viable results and try to work with different stakeholders to make sure that there are all fully committed to that change. Motivation is also important as we get towards the end here. Setting goals and objectives helps with motivation: there's many theories out there involving hertzberg's two-factor ideas, so is it something that are people motivated by money or are they motivated by prestige and things relate to their ego? Maslow's hierarchy of needs is it you know we're within the hierarchy of needs is someone currently: do they need is it—are they motivated just to survive or they motivated to precise prestige, so these are some sort of examples of help with motivation. So in summary, sport managers really do face rapidly changing environments with as technology—the pace of technology is changing, continuing to accelerate, as the world becomes more increasingly connected and expanded space from the realm sport management. Sport managers need to be able to be skilled at the planning, organizing, leading, and evaluation process. And again we want to take it back to sport managers are charged with managing a variety of resources within the organization, but one of the most pivotal is human resource which is the person. And by using different these different theories that we talked about, and understanding how to motivate your people and get the best out of your people, that's really how an organization is going to gain a competitive advantage in the workplace, and be successful. So with that, we've come to the end of the chapter. Please feel free to send me an email or call me or step by my office if you've got any questions, and then I'll rejoin you for the next lecture shortly in a bit. Thank you very much, bye bye!