Sports Managment

Table of Contents

1. Introduction

   • Definition of Sports
   • Definition of Sports Management

2. Differences Between Management, Organization, and Administration

   • Overview of Management
   • Overview of Administration
   • Overview of Organization
   • Key Differences

3. Historical Perspectives on Management

   • Contributions of Peter Drucker
   • Henry Fayol and Administrative Management
   • Frederick Taylor and Scientific Management

4. Sports Marketing Fundamentals

   • The Four “P’s” of Sports Marketing
   • The Six ‘M’s of Sports Management

5. Scope of Sports Management

   • Personnel Management
   • Program Management
   • Financial Management
   • Materials Management
   • Performance Management
   • Office Management
   • Infrastructure Management

6. Need for Management in Organizations

   • Importance of Management
   • Key Points on the Need for Management

7. Classification of Functions of Management

• Main Functions According to Different Experts
• Detailed Functions of Management
• Forecasting
• Planning
• Organizing
• Commanding
• Coordinating
• Controlling
• Reporting
• Budgeting

8. Introduction to Management Theories

   • Definition and Importance of Management Theories
   • Overview of General Management Theories

9. Key Management Theories

   • 2.1 Frederick Taylor: Theory of Scientific Management
   • 2.2 Henri Fayol: Administrative Management Theory
   • 2.3 Max Weber: Bureaucratic Theory of Management
   • 2.4 Elton Mayo: Behavioral Theory of Management

10. Classical Approach (1900 – 1930)

    • Overview of the Classical Approach
    • 3.1 Henri Fayol’s 14 Principles of Management
    • 3.2 Frederick Taylor’s Four Principles of Scientific Management
    • 3.3 Max Weber’s Types of Power
    • 3.4 Elton Mayo’s Hawthorne Effect and Behavioral Insights

11. Modern Management Theories

    • 4.1 Systems Management Theory (Ludwig von Bertalanffy)
    • 4.2 Contingency Management Theory (Fred Fiedler)
    • 4.3 Decision Making and Leadership Approach (Davis)

12. Modern Management Styles

    • Overview of Modern Management Styles
    • 5.1 Scientific Management
    • 5.2 Process Approach/Administrative Approach
    • 5.3 Management by Objectives (Peter Drucker)

13. Leadership Styles

    • 6.1 Traditional Leadership Styles
      • Authoritarian or Autocratic Leadership
      • Democratic or Equalitarian Leadership
      • Laissez-faire Leadership
    • 6.2 Supportive Leadership
    • 6.3 Directive Leadership
    • 6.4 Participative Leadership
    • 6.5 Charismatic Leadership
    • 6.6 Transformational Leadership
    • 6.7 Transactional Leadership
    • 6.8 Bureaucratic Leadership

14. Management Style in Physical Education

    • Overview of Eclectic Management in Physical Education

15. Conclusion

    • Summary of Key Theories and Their Relevance
    • Final Thoughts on the Importance of Management Theories in Organizations

Definition Sport and Sport Management

Sports defined - "all forms of physical activity which, through casual or organized participation, aim at expressing or improving physical fitness and mental well-being" - must think broadly

Sports Management defined - "the study and practice of all people, activities, businesses, or organizations involved in producing, facilitating, promoting, or organizing any sport-related business or product"

DIFFERENCE BETWEEN MANAGEMENT, ORGANIZATION AND ADMINISTRATION

Management is an art of getting things done through others by directing their efforts towards achievements of pre-set goals. Administration focuses on formulating of broad objectives, plans and policies. Administration means overall determinative and management is largely executive. Organization applies to any group of people formally formed into a body purporting to pursue certain specific objectives. Organization applies to any group of people formally formed into a body purporting to pursue certain specific objectives.

 Management is primarily concerned with planning, organizing, directing, and controlling resources to achieve organizational goals. Administration focuses on establishing policies, guidelines, and procedures to ensure the smooth operation of the organization.

Spriegal claimed: “Administration means the overall determination of the policies, the setting up of major objectives the laying out of broad programmes, while management is essentially the executive function involving actual direction of human efforts.

Administration means overall determinative and management is largely executive. These are the individuals helping with recruitment efforts, setting athletic goals for players, working with players’ agents to negotiate contracts, and arranging activities and events, like interviews and press conferences, off the field. 

 Important Points 

  Father of management – Peter Ferdinand Drucker 

  The earliest theory of management was developed by Henry fayol. 

  Father of Administrative Management – Henry fayol 

 Earliest theory of management by henry fayol was named as Modern Management theory 

 Scientific theory of management by was developed by Fredrick taylor. 

Sports marketing – Sports general works on four “P” (Product, price, promotion & Place) - Six ‘M’s of Management – Men/women, Money, Machines, Materials, Methods and Market

Scope of Sports Management 

 The scope of sports management is very vast as regards the areas. The underlying objective of physical education is to educate people how to be healthy, fit and strong. The major areas of physical education and sports discussed in detail as follows: 

 1. Personnel: Activities included in the personnel area of sports management are: 

 • Manpower requirements 

 • Recruitment and selection 

 • Development and placement 

 • Training Monitoring 

 • Behavioral audit 

 • Participation 

 • Public Relations 

 2. Programme A sound programme is the key to success for an organization. Activities included in the programming are as follows: 

 • Training schedules. 

 • Revision of curriculum and course of study 

 • Recruiting students or participants 

 • Maintaining and improving the programme’s image and reputation. • Coordination with other programmes 

 • Evaluation in terms of achievement of goals and objectives. 

 3. Finance: Financial management includes following activities:

 • Sources of Funds 

 • Allotments of funds 

 • Budget planning 

 • Long and short term Goals 

• Basics of planning 

 • Guidelines 

 • Expenditure Control measures 

 • Audit and accounts. 

 4. Materials: Materials Management is concerned with equipment and materials. It includes the following, 

 • Equipment needs in terms of objectives and activities. 

 • Purchasing policies, principles and procedures 

 • Selecting the equipment 

 • Care and maintenance of equipment 

 • Storing (indoors and outdoors) 

 • Handling security 

 • Issue and inventory 

 • Maintenance of registers Modification  

5. Performance: Performance management deals with the following 

 • Sports competition 

 • Preparation and participation 

 • Prognostics and selective diagnostics 

 • Performance dynamics and evaluation 

 • Psyco-dynamics and sports 

 • Ethical standards for teachers/coaches and athletes 

 • Maintenance of performance records 

 • Roll of honors/colours award boards   

• Reward-award records 

 6. Office Office management deals with fundamentals procedures of office management such as: 

 • Office administration 

 • Office Personnel 

 • Interpersonal relationships 

 • Staff and management correspondence maintenance of office records, registers and files. 

 7. Infrastructure: Infrastructure Management concerned with the following: 

 • Playfield engineering 

 • Basic concepts and planning 

 • Construction, upkeep and maintenance of playfields. 

 • Indoors halls, gymnasium, swimming pools, campssites etc. 

 • Security, safety and health considerations for infrastructure 

 • Multipurpose use of facilities. 

 • Futuristic approach to the construction and use of sports infrastructure 

 • Facilities for public 

 Need of Management 

 Management is the dynamic life-giving element is every organization; it is the activating force that gets things done through people. Without management, an organization is merely a collection of men, machines, money and materials. In its absence, the resources of production remain resources and never become production. The following points discuss the need for management in any organization: 

 a. Optimum utilization of resources 

 b. Effective Leadership 

 c. Sound Interpersonal Relationship 

 d. Achievement of Goals 

 e. Planning for future

Classification of Functions of Management 

 MAIN FUNCTIONS BY DIFFERENT EXPERTS - 

 1. Henry Fayol - Forecasting, Planning, organizing, commanding, coordinating and controlling. 

 2. Lyndall Urwik – Planning, Organizing, Commanding, Co-ordinating, communicating, forecasting, investigation 

 3. Luther Gullick - Coined the word POSDCORB to describe the functions: planning, organizing, staffing, directing, coordinating, responding and budgeting. 

 Classification of Functions of Management

 1. Forecasting - 

 Forecasting is the process of estimating future events for the purpose of effective planning and decision making. It is one of the most critical organizational functions as the forecast enables managers to anticipate the future and to plan accordingly. 

 2. Planning -

 Planning is looking ahead. According to Henri Fayol, drawing up a good plan of action is the hardest of the five functions of management. This requires an active participation of the entire organization. With respect to time and implementation, planning must be linked to and coordinated on different levels. Planning must take the organization’s available resources and flexibility of personnel into consideration as this will guarantee continuity. 

 3. Organizing- 

 An organization can only function well if it is well-organized. This means that there must be sufficient capital, staff and raw materials so that the organization can run smoothly and that it can build a good working structure. The organizational structure with a good division of functions and tasks is of crucial importance. When the number of functions increases, the organization will expand both horizontally and vertically. This requires a different type of leadership. Organizing is an important function of the five functions of management. 

 4. Commanding -

When given orders and clear working instructions, employees will know exactly what is required of them. Return from all employees will be optimized if they are given concrete instructions with respect to the activities that must be carried out by them. Successful managers have integrity, communicate clearly and base their decisions on regular audits. They are capable of motivating a team and encouraging employees to take initiative. 

 5. Coordinating -

 When all activities are harmonized, the organization will function better. Positive influencing of employees behaviour is important in this. Coordination therefore aims at stimulating motivation and discipline within the group dynamics. This requires clear communication and good leadership. Only through positive employee behaviour management can the intended objectives be achieved. 

 6. Controlling -

 By verifying whether everything is going according to plan, the organization knows exactly whether the activities are carried out in conformity with the plan. Control takes place in a four-step process: 

 1. Establish performance standards based on organizational objectives 
 2. Measure and report on actual performance 
 3. Compare results with performance and standards 
 4. Take corrective or preventive measures as needed 

 7. Reporting -

 Reporting refers to keeping the channels of communication open both the ways throughout the organization. This helps in reporting the progress of the work to the superior authorities and lets them make modifications to the plan if required. Similarly, all the essential exchange of information such as problems of employees, new regulations, appreciation etc. can be easily shared with the concerned parties thin very less time and minimal distortions. E.g. There will be weekly or bi-weekly meetings held in each of the departments where the progress of the period will be reported to and discussed with the departmental head. 

 8. Budgeting -

 Finance is the lifeblood of any organization. Appropriate and consistent account of every penny spent is crucial for the survival and prosperity of any organization. Resources – man, money, material and time – should be allocated to each and every work center or project in advance and the employees responsible should be held accountable for their stipulated usage.

 Management Theories 

Management theories are frameworks that provide guidelines for managers to effectively run an organization. These theories help employees align with business goals and implement strategies to achieve them. Here are four general management theories:

1.Frederick Taylor – Theory of Scientific Management (1890-1940): Focuses on improving economic efficiency and labor productivity through scientific methods.

2.Henri Fayol – Administrative Management Theory: Emphasizes the importance of managerial practices and the need for a formal organizational structure.

3.Max Weber - Bureaucratic Theory of Management (1930-1950): Advocates for a structured and formalized approach to management with clear rules and hierarchy.

4.Elton Mayo – Behavioral Theory of Management (Hawthorne Effect): Highlights the significance of human relations and the impact of social factors on productivity.

I. CLASSICAL APPROACH (1900 – 1930) 

 It is a formal system of organization clearly defines hierarchy levels and roles in order to maintain efficiency and effectiveness. 

 1. Henri fayol’s administrative management theory: 

 Fayol, and others like him, are responsible for building the foundations of modern management theory. His practical list of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way. 

                                Henri Fayol known as the Father Of Management laid down the 14 principles of Management.- 

 1. Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient. 

 2. Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility. 

 3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary. 

 4. Unity of Command – Employees should have only one direct supervisor. 

 5. Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated. 

 6. Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers. 

 7. Remuneration (payment for work done) – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation. 

 8. Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance. 

 9. Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command. 

 10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place. 

 11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate. 

 12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority. 

13. Initiative – Employees should be given the necessary level of freedom to create and carry out plans. 

 14. Esprit de Corps – Organizations should strive to promote team spirit and unity. It is a feeling of pride and mutual loyality shared by the members of a group.

2). Frederick taylor’s theory of scientific management: 

 Taylor’s theory of scientific management aimed at, improving economic efficiency, especially labor productivity. Taylor had a simple view about, what motivated people at work, - money. He felt that, workers should get a, fair day's pay for a fair day's work, and that pay, should be linked to the amount produced. Therefore he introduced the, DIFFERENTIAL PIECE RATE SYSTEM, of paying wages to the workers. 

 Four Principles of Scientific Management are: 

 1). Time and motion study 

 2). Teach, train and develop the workman with improved methods of doing work. 

 3). Interest of employer & employees should be fully harmonized so as to secure mutually understanding relations between them. 

 4). Establish fair levels of performance and pay a premium for higher performance. . 

3. MAX WEBER’S BUREAUCRATIC THEORY OF MANAGEMENT: 

 Weber made a distinction between authority and power. Weber believed that power educes obedience through force or the threat of force which induces individuals to adhere to regulations. According to Max Weber, there are three types of power in an organization:- 

 1.Traditional Power 

 2.Charismatic Power 

 3.Bureaucratic Power or Legal Power.

4. Elton mayo’s behavioral theory of management: 

 Elton Mayo's experiments showed an increase in worker productivity was produced by the psychological stimulus of being singled out, involved, and made to feel important. Hawthorne Effect, can be summarized as “Employees will respond positively to any novel change in work environment like better illumination, clean work stations, relocating workstations etc. Employees are more productive because they know they are being studied.

a) Hawthorne effect – 

Focused on behavioral in work place. According to them human element is most important. Elton mayo explained, “A happy worker is a good worker”. Man is a measure of all the things, satisfy them”. 

 5. Interpersonal Relationships theory- 

 Human relation approach is explained by Harold koontz called as “human relations”, “Leadership”, or behavioral sciences”. This approach explains and concentrates on the “people” part of management and rests on the principle that where people work together as groups in order to accomplish objectives, “people should understand people”. 

 6. SYSTEMS MANAGEMENT THEORY(Ludwing Ven) 

 Systems management offers an alternative approach to the planning and management of organizations. The systems management theory proposes that businesses, like the human body, consists of multiple components that work harmoniously so that the larger system can function optimally. According to the theory, the success of an organization depends on several key elements: synergy, interdependence, and interrelations between various subsystems. 

 7. CONTINGENCY MANAGEMENT THEORY 

 The main concept behind the contingency management theory is that no one management approach suits every organization. There are several external and internal factors that will ultimately affect the chosen management approach. The contingency theory identifies three variables that are likely to influence an organization’s structure: the size of an organization, technology being employed, and style of leadership.  Fred Fiedler is the theorist behind the contingency management theory. 

 8. Decision making and leadership approach– 

 Davis (1951) considered as “the function of working leadership anywhere. This is the work of planning, organizing and controlling action of the organization to achieve the organizational objectives. 

 MODERN MANAGEMENT STYLE

 i) Scientific Management (By Taylor) 

 ii) Process Approach/Administrative Approach (By Henry Fayol)

 iii) The Hawthorne Effect (By Elton Mayo)

 iv) Management by objectives (By peter Drucker) 

 v) Bureaucratic Management 

 vi) Technocratic Management

LEADERSHIP STYLES – - 

TRADITIONAL 

 Authoritarian or Autocratic Democratic or equalitarian Style Laissez faire 

 1. Supportive Leadership: Leaders are more attentive towards the welfare and individual needs of the subordinates. 

 2. Directive Leadership: Leaders establish the standards of performance for the subordinates and expect them to adhere to the rules and regulations. They provide complete guidance to the subordinates. 

 3. Participative or Democratic Leadership: Leaders invite opinions and suggestions from the subordinates while making decisions.

 4. Autocratic or Authoritative Leadership: Leaders have the complete hold over the subordinates and do not entertain opinions, suggestions, questions and complains. They take all the decisions solely without the participation of subordinates. 

 5. Charismatic Leadership: Charismatic Leader has an extraordinary and powerful personality and acts as a role model for his followers who follow him blindly. 

 6. Laissez-faire or Delegative Leadership: Leaders are lenient and assign authority and responsibility to the subordinates. The subordinates are free to work as they like to and take their own decisions with the minimal interference of the management. Laissez-faire is one of the least effective styles of leadership.  7. Transformational Leadership: Transformational Leaders initiates a revolutionary change in the behaviour, perception and attitude of the subordinates. They motivate and inspire the subordinates to develop their own skills to perform better and ultimately accomplish the vision of the organisation. 

 8. Transactional Leadership: Transactional Leaders believe in motivating subordinates through rewards and incentives and discouraging them through punishments. 

 9. Bureaucratic Leadership: Bureaucratic leaders use their position to exercise power and strict control over the subordinates. The subordinates have to be in complete discipline and are promoted on the basis of their capability to comply with the rules and regulations of the organization. 

 MANAGEMENT STYLE IN PHYSICAL EDUCATION – Eclectic Management