Types of Managers
Module 1 –
Introduction to Managing Sports & Events
SES 465
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Developed by: E. Hope Shupp, MA, MS
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After reviewing these slides, you should be able to:
Describe career opportunities in sport management
Describe a sport & event manager’s responsibilities
Define the four management functions
Explain the interpersonal, informational and decisional roles of management
Diagram the hierarchy of management skills
Describe general, functional, and project managers
Explain how skills and functions differ by management level.
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Objectives
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What Is Sport Management?
Sport management is a multidisciplinary field that integrates the sport industry and management.
– Management positions like: college athletics, professional teams, fitness centers, recreation centers, coaching, officiating, marketing, youth organizations, and sporting goods manufacturing and retailing.
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Examples of Careers in the Sport Industry
- Sport broadcasting
- Recreation management
- Sporting goods manufacturers
- Managing in professional leagues
- Athletic directors (ADs)
- Stadium and arena management
- Sport marketing agencies
- Players’ agents
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Size of Sport Industry
One estimate states that the sport industry is a $350 to $400 billion a year industry.
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“Successful retail operations depend on merchandising and marketing skills.”
(Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics, page 4)
“…and jobs mean opportunities in management, because good managers are crucial if sport organizations are to retain and motivate the kind of employees who will make their programs thrive.”
(Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics, page 4)
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Sport & Event Industry
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New Professional Leagues Offer Career Opportunities
- New leagues such as the AFL and AFL2 (Arena Football), AAFL (All-American Football League) and MLL (Major League Lacrosse) offer internship and career opportunities.
- Teamworkonline.com is a good website for learning all about the new leagues and teams and opportunities in internships and careers.
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Sport & Event Manager’s Responsibilities
Sport & event manager is responsible for achieving the sport organization’s objectives through efficient and effective use of resources.
- Human Resources
- Financial Resources
- Physical Resources
- Informational Resources
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Sport Manager’s Responsibilities
- Human resources – aim to recruit and hire the best people available. It is people who come up with the creative ideas and technologies to improve the use of the other three resources.
(2) Financial resources – a budget provides the amount of financial resources you have available to achieve your objectives.
(3) Physical resources – managers are responsible for keeping equipment in working condition and for making sure that materials and suppliers are readily available.
(4) Informational resources – need to know which suppliers will get required materials the fastest and cheapest.
Time-Out Question #1
Categorize the resources used by one of your present or past coaches or managers.
Submit on Canvas after the watching the YouTube video by providing two complete sentences for full credit.
(refer to page 8 in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook)
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Take a moment…
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- Pause the PowerPoint
- Complete the Time-Out Question #1
- This week one of the assignments is to complete the Time-Out Questions for a grade.
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What does it take to be a successful manager?
Performance is a measure of how well managers achieve organizational objectives.
Three most important traits of successful managers, according to the results of a Gallup poll: integrity, industriousness and ability to get along with people
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Managers are responsible for meeting these objectives and are evaluated on how well they meet them. This means that managers must marshal their available resources effectively, efficiently and creatively.
Three traits of successful managers
- Integrity
- Industriousness
- Ability to get along with people
The Gallup survey is located in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook on page 10. This will be a weekly assignment for our module.
Effective Sport & Event Managers
Effective sport managers use their skills to conceptualize solutions and business strategies all the time—after all, that is what managers do.
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Other traits of successful managers
Other traits include:
Business knowledge intelligence
Leadership ability
Education
Sound judgement
Ability to communicate flexibility
Ability to plan and set objectives
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Managers who fail…
Tend to have the following:
Limited viewpoint
Unable to understand others
Do not work well with others
Indecisive
Lack initiative
Do not assume responsibility
Lack integrity
Lack ability to change
Reluctant to think independently
Can‘t solve problems
Too strong of a desire to be popular
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Time-Out Question #2
Think about a coach and a manager you know and explain what makes them good managers or poor ones. In what ways are they alike? In what ways do they differ? Give examples to support your conclusions.
Submit on Canvas after the watching the YouTube video by providing two complete sentences for full credit.
(refer to page 8 in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook)
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Management Skills
5 Management Skills:
- Technical skills
- People skills
- Communication skills
- Conceptual skills
- Decision-making skills
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Figure 1.1
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5 Management Skills
(1) Technical skills – ability to use and methods and techniques to perform a task.
(2) People skills – ability to work well with people.
(3) Communication skills – ability to get your ideas across clearly and effectively.
(4) Conceptual skills – ability to understand abstract ideas
(5) Decision-making skills – ability to select alternatives to solve problems.
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Time-Out Question #3
Think about a coach and a manager you know and list the management skills they use on the job. Be specific and try to identify each of the five skills discussed here.
Submit on Canvas after the watching the YouTube video by providing two complete sentences for full credit.
(refer to page 9 in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook)
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NASSM
- The North American Society for Sport Management (NASSM) is the major professional association for college and university academics in sport management.
- Much of the scholarly research in sport management is published in NASSM’s Journal of Sport Management.
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NASSM’S website
www.nassm.com
Topics of Interest to NASSM Members
- Sport marketing
- Future directions in sport management
- Employment perspectives
- Management competencies
- Leadership
- Sport law
- Personnel management
- Facility management
- Organizational management
- Fund raising
- Conflict resolution
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Important Traits for Managers
Professor Edwin Ghiselli identified six traits of managers (ranked by importance):
Supervisory ability
Need for occupational achievement
Intelligence
Decisiveness
Self-assurance
Initiative
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The number one trait is supervisory ability which require planning, organizing, leading and controlling skills.
Four Management Functions
- Planning
- Organizing
- Leading
- Controlling
These management functions need to work as a system.
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Rd 4 Management Functions
Planning – process of setting objectives and determining in advance exactly how the objectives will be met
Organizing – process of delegating and coordinating tasks and resources to achieve objectives
Leading – influencing employees to work toward achieving objectives
Controlling – process of establishing and implementing mechanisms to ensure that the organization achieves its objectives.
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Management Functions as a System
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Time-Out Question #4
Using the coach and manager you’ve analyzed in previous Time-outs, give examples of how they perform each of the four management functions.
Submit on Canvas after the watching the YouTube video by providing two complete sentences for full credit.
(refer to page 13 in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook)
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Management Roles
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Figure 1.3
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Managers play the interpersonal role when they act as figureheads, leaders, and liaisons.
Managers play the informational role when they act as monitors, disseminators and spoke persons.
Managers play the decisional role when they act as entrepreneurs, disturbance handler, resource allocator, and negotiator.
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Time-Out Question #5
Using the coach and manager you’ve analyzed in previous Time-outs, give examples of how they perform their management roles.
Submit on Canvas after the watching the YouTube video by providing two complete sentences for full credit.
(refer to page 15 in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook)
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How do managers differ?
Three levels of Management:
Top managers
Middle managers
First line managers
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Three levels of management
- Top managers have a greater need for conceptual and decision-making skills.
(2) Middle managers need a balance of all skills.
(3) First line managers need better technical skills.
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Time-Out Question #6
Think about a sport organization you are familiar with and identify the levels of management in the organization by level and title. Does this organization use all three levels? Why or why not?
Submit on Canvas after the watching the YouTube video by providing two complete sentences for full credit.
(refer to page 17 in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook)
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Types of Managers
- General
- Functional
- Project
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Types of Managers
- General managers supervise the activities of several departments or units.
- Functional managers supervise related activities such as marketing , operations, finance and human resources management.
- Project managers coordinate employees and other resources across several functional departments to accomplish a specific task.
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Time-Out Question #7
Which type of manger have you worked for? Write a job description for this person and categorize the tasks he or she performs by function.
Submit on Canvas after the watching the YouTube video by providing two complete sentences for full credit.
(refer to page 17 in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook)
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Managing for-profit and not-for-profit
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Conclusion
After reviewing these slides, you should be able to:
- Describe career opportunities in sport management
- Describe a sport & event manager’s responsibilities
- Define the four management functions
- Explain the interpersonal, informational and decisional roles of management
- Diagram the hierarchy of management skills
- Describe general, functional, and project managers
- Explain how skills and functions differ by management level.
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- Primary Resource
- Applied Sport Management Skills,3rd Edition, Lussier & Kimball, 2013, by Human Kinetics.
- Secondary Resource
- Contemporary Sport Management, 5th Edition, Pedersen & Thibalt, 2014, by Human Kinetics.
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Reference Information
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Sport Manager’s Responsibilities
- Human resources – aim to recruit and hire the best people available. It is people who come up with the creative ideas and technologies to improve the use of the other three resources.
(2) Financial resources – a budget provides the amount of financial resources you have available to achieve your objectives.
(3) Physical resources – managers are responsible for keeping equipment in working condition and for making sure that materials and suppliers are readily available.
(4) Informational resources – need to know which suppliers will get required materials the fastest and cheapest.
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Managers are responsible for meeting these objectives and are evaluated on how well they meet them. This means that managers must marshal their available resources effectively, efficiently and creatively.
Three traits of successful managers
- Integrity
- Industriousness
- Ability to get along with people
The Gallup survey is located in Lussier/Kimball/Sport Management, 3rd Edition, 2013, by Human Kinetics textbook on page 10. This will be a weekly assignment for our module.
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5 Management Skills
(1) Technical skills – ability to use and methods and techniques to perform a task.
(2) People skills – ability to work well with people.
(3) Communication skills – ability to get your ideas across clearly and effectively.
(4) Conceptual skills – ability to understand abstract ideas
(5) Decision-making skills – ability to select alternatives to solve problems.
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NASSM’S website
www.nassm.com
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The number one trait is supervisory ability which require planning, organizing, leading and controlling skills.
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Rd 4 Management Functions
Planning – process of setting objectives and determining in advance exactly how the objectives will be met
Organizing – process of delegating and coordinating tasks and resources to achieve objectives
Leading – influencing employees to work toward achieving objectives
Controlling – process of establishing and implementing mechanisms to ensure that the organization achieves its objectives.
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Managers play the interpersonal role when they act as figureheads, leaders, and liaisons.
Managers play the informational role when they act as monitors, disseminators and spoke persons.
Managers play the decisional role when they act as entrepreneurs, disturbance handler, resource allocator, and negotiator.
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Three levels of management
- Top managers have a greater need for conceptual and decision-making skills.
(2) Middle managers need a balance of all skills.
(3) First line managers need better technical skills.
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Types of Managers
- General managers supervise the activities of several departments or units.
- Functional managers supervise related activities such as marketing , operations, finance and human resources management.
- Project managers coordinate employees and other resources across several functional departments to accomplish a specific task.
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