Cardset

“All forms of physical activity which, through casual or organised participation, aim at expressing or improving physical fitness and mental well-being, forming social relationships or obtaining results in competition at all levels” (council of europe, 2001)

YMCA, the Boys and Girls Clubs, YWCA (equity)

• PAL, Pop Warner football, CYO, the Little League, the Royal Canadian Legion

• originally boys only

Should the focus be education or elite sport development?

• Who should govern youth sport? (e.g. NCAA or national governing body for amateur sport)

• Who has access to various sport opportunities?

• How should opportunities and resources be allocated?

The term community comes from the Latin communis, which means common, public, shared by all or many.

• Viewed as a place where solidarity, participation and coherence can be found

• Community is a group of people with a shared identity (online community, brand community)

• Community sport: organized physical activity that is based in community, school, and local sport organizations—Stewart, Nicholson, smith, and Westerbeek (2004)

• Includes recreation and competitive sport, but not fitness activities or programs

• Does not have to lead to development of high performance sport

• Main aim is sporting inclusion.

• Main aim is social inclusion. • These projects will be more ‘needs based’ not sport centered.

Reducing levels of vandalism and crime.

– Improved school attendance/educational performance.

– Increasing physical activity in targeted groups.

– Removal of barriers to sports participation

– Providing opportunities to develop skills

– Moving from recreational participation to competition

– Training and support

“Any activity, experience, or business enterprise for which the primary focus is fitness, recreation, athletic and leisure related” (Pitts et al., 1994)

• expertise, motivation (personal training)

• experience, entertainment (oil kings)

• childcare, performance, skills development, socialisation (kids sports camps)

• Venue, equipment, (recreation centre)

• Sport marketing (live, unscripted)

• Sport enterprise financial structures

• Sport industry career paths

• Sport as a social institution (sense of self)

organization management

general sport management tasks

communication management

Budgeting, accounting, coordination, managing personnel, managing facilities, controlling directing evaluating, leading

Marketing and sales, correspondence, public speaking, community relations, record keeping

Writing, selling, working with media, developing publications, keeping game, notes and stats, interviewing, promoting, advertising, fundraising

• Urbanisation (mvt from working till its done to working set hours)

• Technology 

  • Railways (can travel further, standardisation needed), telegraph, electrification (play indoors), vulcanization (hardening rubber)

• Leisure Time

• Standardisation (a way of playing becomes the way of playing)

1. Vertical integration (control and distribute directly to consumers)

2. Diversification (brought in different activities, introduce sports in communities)

3. Developed a modern management system (most efficient manufacturing, departments)

4. Promotional skills of AG Spalding

Ex) AG Spalding & Brothers - one of the first + most sucessful sporting goods firms, experimented in marketing good and services, first modern sport business enterprise, decntralization (movement from one catalogue item to speciality manufactured item)

• WATERSHED events (bicycle craze)

• (movement from one catalogue item to speciality manufactured item)

• Ancillary developments (fight for market share)

• Distribution, promotion, and tech improvements (bells, rat traps)

• Manufacturing and sales (boom in amount of manufacturers (27-300-100), price for bikes decreased)

• Advertising and brand equality (sponsor racing teams)

• Competition and supply and demand

• H&B (louisville slugger) approached Babe Ruth, Honus Wagner, Ty Cobb

• Spalding endorse athletes and leagues

• Bicycle manufacturers with racers

• Arms and ammo industry start to endorse athletes until it was regulated

• Impact of WW1 on sporting goods industry (less manufacturing of sports goods because more manufacturing of war things)

• Consequences of postwar demand anticipation

• Increased business competition (too much supply)

• Increased availability of sporting goods products and outlets

• New distribution strategies (selling through schools, department stores)

• WWIIs effect on sport industry, events, and goods

• Industry growth to meet needs of participants and spectators

• Integration and breaking of colour barriers in sport

• Military policies and sport (importance of staying fit)

• Entrance and growth of women into sport

• Revolutionary plans for covering games (more cameras, instant replay, mikes on players)

• Televised sport as a commercial entertainment business

• Sport tailored to appeal to more followers (highlights, mandatory timeout to increase commercial breaks)

“social entities that are goal-directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment” (Daft, 2010, p. 11)

• Economies of scale (less expensive the more you make)

• Economies of scope (already existing can branch into new things)

Inputs- transformation - outputs

• Public organisations 

• Non profit organisations

• Commercial organisations (profit driven)

Dealing with sport organization environments, including devising strategies, using tech exerting power

• The economy (inflation)

• Technology (online registration, inventory in stores)

• Politics (free trade agreements)

• Social and cultural forces (concussions)

• Demography (age, education, standard of living)

• Includes stakeholders internal and external to the organisations

• Who are the consumers and what are their preferences?

• Who are the suppliers? (are they reliable or do you need to stock up)

• Who is the competition? (what is the competition for white water rafting - specific (gondolas)  and general (any other recreational activities))

• What role does the government play in the environment? (in kelowna government will give money - to fill up hotels)

the extent to which it achieves its goals (focus on results) (EYBA: how many kids are playing basketball)

the achievement of goals using minimum resources (focus on activities) (facilities reduce hours to maximise efficiency)

• Plans to cope with environment

• Steps in the development of plans

• Organisational processes involved in developing a strategy to gain competitive advantage

1. Identify goals

2. Determine objective(s) (SWOT) (Strengths, weaknesses, opportunities, threats)

3. Identify resources required

4. Establish timeline for implementation

• Manifestations of culture

  • Stories, myths, symbols, language, ceremonies, rites (player of the game), physical setting(office vs open work spaces), artefacts (trophies)

• Numerous studies have investigated culture (eg subcultures, values) in sport organisations

A “formal system of task and authority relationships that control how people coordinate their actions and use of resources to achieve organisational goals”

• specialization

• standardization

• centralization

• relationship amoung these dimensions

Specialisation: vertical(employee manager, owner), horizontal(all same level, departments) and spacial(geographical) complexity

Standardisation (formalisation) and centralization (a way of doing something become THE way of doing something)

Factors affecting centralization or decentralised decisions (cost, timing, employee) (cheaper for subway to centralise, physio more decentralised, have more decision making authority)

• Top management (how standardised + centralised, vision, strategies)

• Middle mag\nagement (leiase w/ technical core + top management, some knowledge)

• Technical core (responsible for production) (lawyers in law firm)

• Administrative support staff (letters, appointment

• Technical support staff (physios in sports teams) make things run more smoothly

• Simple structure (top management, tech core)

• Machine bureaucracy (subway, designed to be highly standardised and centralised)

• Professional bureaucracy (tech core and administrative core very important ex physio, lawyers) standardised but decentralised

• Entrepreneurial (very flexible, prepared to change quickly)

• Innovative (very complex, fast changing, ex gaming, tech industry)

• Missionary (around an ideology)

• Political (temporary, ex bid committee for olympic)

low, low high

high, high, high

high, high, low

low, low, high

high, low, low

low, high, low

high, low, undetermind

• organizational life cycle (grows and dies out) (aka organization growth)

• Contextual approach (change occurs in contect)

• Entrepreneurial (leadership, idea)

• Collectivity (delegate)

• Formalization (create rules and procedures)

• Elaboration (change or you will die)

• Change does not take place in isolation or in a brief period

• Change is accompanied over time by considering three elements

  • Content (ability to work out during covid)

  • Context (covid)

  • Process (how you are devising way ie zoom)

• Indigenous sport

• Early races and contests from settlers

• Voluntary sport clubs emerge in major North American cities in 1800s

• 1900s Playground movement (US and Mexico)

• Governance of community sport in Canada

Attracting and retaining participants

Programs offered

The time and place

The organization and delivery of programs

Cost and pricing considerations

Participation and education on the rules and strategies of the game

• Related social and ethical development of the children

• Quality of Life

– Physical benefits: Cardiovascular, decreased stress, etc

– Mental health benefits: Improved concentration, analytical ability

• Family Life

– Increased bonds, improves satisfaction in families

• Sense of Community/Social capital

– Civic engagement

The Canada Survey of Giving, Volunteering and Participating (“Canada”, 2012): 1.53 million Canadians aged 15 or older volunteered for sport organizations that served participants of all ages in their community

• local, regional and national sport organizations

• community sport clubs: non-profit sport organizations

• Non-profit organizations: YMCA, the Boys and Girls Clubs

• Commercial organizations: swimming, golf, and tennis clubs

• Public entities: schools, local government parks and recreation facilities, government subsidized

• Multisport organization (MSO): an organization that is composed of, involves, or accommodates several sports

Variations in structure and management styles

– Some highly professional with paid staff; others informal, loose volunteer networks

• Tensions between volunteers and professional staff

Professional human resource management (HRM) model: a model that describes scientific methods for staffing, training, developing, and managing human resources. Although well suited for paid employees, it does not often fit for volunteers

• Provide guidelines, structure, and accountability for community sport organizations

• Streamline program delivery: worker recruitment, selection, training, and development

Programs and services planning: examining organization’s strategies, goals, and resources

• According to the planning, personnel needs

• Volunteers VS paid professional staffs

– Resources

– Work to be performed, activities to receive compensation

– Necessary numbers of volunteers

– Work volumes

– Background checks (participant safety & privacy protection) – Skills and training

• Starting recruitment process: search mechanisms (e.g. job poster, word-of-mouth

• Volunteer training procedure: volunteer coaches (ethical standards, proper child safety, education in the sport techniques and tactics, education in motivation and behavior management

• classes

• leagues

• tournaments

• classes

• instructional leagues

• compeditive leagures

• after school programs

- Scientific management approach

• increasing/improving output

• Rewarding performance

• Human relations management approach

• Focus on morale, job satisfaction

• Process (administrative) management

  • Dominant paradigm today

  • Organisation seen as a whole entity

  • Organized into groups based on skill/interest to complete tasks as whole

• Planning (anticipating new demand, programming)

• Staffing (advertise for positions, who do you need)

• Organizing (refurbished spaces, hours)

• Directing (new employees)

• Controlling and evaluating

• Top level managers (executives decide what gets done, who is doing it)

• Middle level managers (listen, leaders and followers, take direction)

• Supervisory level managers (know how to do things, produce product)

• Conceptual (T, M)

• Human relations 

• Technical (S, M)

• Links to levels of management

• Leaders

  • Must have power

  • Ability to influence

  • Must have people to follow that ideals align

• Followers 

  • Must have expectations and values that align

• Context

  • Complexity and task uncertainty (rapidly changing  needs someone calm)

• Centred on tasks (coaches focus on what has to be learnt)

• Centred on employees (players coach, get to know the players and their needs)

• Transformational leadership (recognize change, create vision, lead by example)

• Full range of leadership model (Bass and Avolio 1994)

  • Transactional

    • Contingent reward

    • Active management by exception

    • Passive management by exception (step in when they get it wrong)

  • Non transactional: laissez faire leadership (minimal leadership)

  • Transformational leadership

    • Idealised influence

    • Inspirational motivation

    • Intellectual stimulation

    • Individualised consideration (mentor, understand strengths)

• Managerial leadership

– Defining and framing the problem

– Identifying criteria for decision

– Developing and evaluating alternatives

– Selecting an alternative

– Implementing the alternative

– Evaluating the effectiveness of the decision

• Ability to influence others 

• Control over resources

Power control over resources, authority is when your are given power over resources

• Legitimate or positional power (given power by organization)

• Reward power (can give raises, playing time)

• Coercive power (can take away, bench you)

• Referent power (charisma, charm)

• Expert power (knowledge and skills that gives you power)

• Information (access to control info, administrative assistants)

• Governance (policies, by laws)

• Strategic planning (identify issues, establish goal)

• Communication and promotion (celebrate diversity successes)

• Membership involvement (put into management structure)

• Aka corporate culture

• Recent development in org theory

• Grown out of success of japanese auto industry, more invested in their company, pride

  • Combination of beliefs, ideology, language, ritual, myth (every environment tries to establish a culture)

  • A set of understandings (often implicit) shared by members of a community

  • Provides stability to an organization, work harder

• Ex Disneyland

stories and myths

symbols

language

ceremonies or rites

physical setting

• Strength of culture varies between org

• Strong cultures are associated with high performance

• A thick culture occurs where members are on the importance of certain values and employ them

  • Will guide recruitment

• Thin cultures found where constant turnover occurs

  • ex) oilers,

• Thick cultures work best in stable environments

• Thick cultures are difficult to change

  • ex) kodak

• Labour (watching the players work)

• Management

• Governance (no economic competition among teams)

Barnstorming: travelling around and plays exposition games (harlem globetrotters)

• Pro sports are franchises

•Interdependence

•Structure and governance

•Labor–management relations

•Role of electronic and new media

•Nature of the League product

• Watching the workers work

•Need of teams to compete and cooperate simultaneously

• Need someone to compete with, both make money

•League think

• Individual league clubs think together as a group

• Think collectively about the league as a whole as opposed to one game

•Revenue sharing

•Competitive balance

• Every team has an equal likelihood of winning

• Cyclical rebuild-get better

•League commissioner

•Board of governors or committee structure composed of the team owners

• Boss, above league commissioner

• Votes to decide on what happens ( a team can move, add a new team)

•Central administrative unit

• League

• Decide who gets to mass produce goods

•Territorial rights

•Reduce intra-league competition

• Rules and regulations

• Don't want the team owners competing with each other

• Flames and the oilers have a combined TV deal, barely have games on at the same time

fee to buy out a territorial rights

one you sign with a team you are bound to them together

NHL draft: reward the lowest ranked team with the best players

•Antitrust and Labor exemptions

• Labour can negotiate in a way that is anticompetitive

•Collective bargaining

•Players want competitive labour market

• Move wherever they want

•Restrictions on player mobility

•   Free agency

•Restrictions on management

• Salary cap

salary cap

Cap so can pay for player so players get too much money

• NHL

• NFL (but no guaranteed contracts)

luxury tax

• Penalty for paying over a certain about

• MLB

TV

•   Increasing visibility

•   Increasing source of revenue

•   Sport/media complex

•Emerging sources of media coverage

• Tracking technology (creates new data, how fast they are going etc)

• Consumption experience

• Co creation: blogging, talking online, highlights

•Media contracts

• Prime source for most professional sports

•Gate receipts

• Tickets, merchandise, food, parking

•Licensing and merchandising revenues

•Sponsorship

• Official statues, naming rights agreement

•Public subsidies for facilities

• Revenue from all events held in the arena

•Maintaining labour–management harmony

• Hard to get owners and players to agree

• Usually players give in - owners can sustain loses for longer, players have shorter careers (avg 2 years in NFL)

•Developing new revenue streams

• Maximised revenue, high cost of tickets

• Personal seat licence: pay for the right to buy the seat

  • Gives you the opportunity to buy the tickets, but you have to buy a seat to keep the ticket

•Meeting technology challenges

• Devaluating TV contract by adding streaming

•Managing Globalisation