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SHMD 129 SPORT MANAGEMENT

SHMD 129 SPORT MANAGEMENT. 17 August managing change. Forces for change:. There are 5 different types of forces for change: Environmental Forces Economic Forces Social Forces Demographic Forces Technological Forces. Forces for change:. Environmental Forces:

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SHMD 129 SPORT MANAGEMENT

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  1. SHMD 129SPORT MANAGEMENT

  2. 17 Augustmanaging change

  3. Forces for change: • There are 5 different types of forces for change: • Environmental Forces • Economic Forces • Social Forces • Demographic Forces • Technological Forces

  4. Forces for change: • Environmental Forces: • Organizations interact continually with their external & internal environments. • Effective organizations try to “change the change” to their advantage. • Try anticipate & predict change, to shape it if you can & prepare for it, if you can’t shape it.

  5. Forces for change: 2. Economic Forces: • Changed so drastically, players make millions per year. • More star players - more fans & media interest - more money. • Huge amount of money involved - team management have very little margin for error when choosing players.

  6. Forces for change: 3. Social Forces: • Sociology of sport is an academic discipline that has evolved significantly in the past 40 years. Sociology of sport - area of sociology that focuses on sport as a social phenomenon & on the social & cultural structures, patterns, & organizations or groups engaged in sport. • Exp. Rugby players playing golf; Players going to schools.

  7. Forces for change: 4. Demographic Forces: • Teams must take into consideration the diverse populations in their marketplaces. • Exp. Age, culture 5. Technological Forces: • Technology is very different today than it was only a few years ago.

  8. Management functions & change • Leaders continuously manage change. • Plans already developed require change. • Organizing & delegating tasks require employees to make changes. • Hiring& training of employees, & their performance evaluations, indicate that aspects of their job, or their approach to their job, must change.

  9. Variables of change • 4 variables of change refer to what organizations must do: • adapt, • adjust, • shift, or • re-create to stay current, • to keep or grow market share, or • to remain viable as an organization.

  10. Variables of change • Strategy: • Adjust strategies to adapt to changes in external & internal environment. 2. Structure: • A change in strategy changes structure. • Structures evolve to adapt to emerging needs.

  11. Variables of change 3. Technology: • High-tech innovations (computers, e-mail, internet) increased the rate of change. • Technology frequently drives change in strategy & structure.

  12. Variables of change 4. People: • Key variable of change. • Day-to-day tasks change as technology changes. • As tasks change, our skills & performance change. • Organizations attempt to change our attitudes & behaviour. • We create, manage & use technology. • We are organization’s most important resource.

  13. Stages in the change process • During change, people go through 4 distinct stages in the change process: • Denial • Resistance • Exploration • Commitment

  14. Overcoming resistance to change • Why do we resist change? • We fear uncertainty. • We don’t like to be inconvenienced. • We always move to protect our self-interest. • We fear loss. • We like to be in control or at least feel like we’re in control.

  15. Overcoming resistance to change • How to overcome resistance: • Create a trust climate. • Develop a change plan. • State why the change is necessary & how it will affect your group. • Create a win-win situation. • Involve people. • Provide support. • Follow through.

  16. Organizational culture • Set of values, beliefs, & standards for acceptable behaviour that its members share. • Shared understanding about the identity of an organization. • It’s personality.

  17. Organizational culture • Sport team culture adds a special dimension to the idea of organization culture: • Teams form very special, strong bond. • Behave same way, • Determination to win, • Deal with winning & losing. • Add to this fans – results in many strong forces at play.

  18. Components of culture • There are 3: • Behaviour: • Action – what we do & say. • Artefacts are the results of our behaviour & include written & spoken language, dress & material objects. • Celebrations, ceremonies, heroes, stories. • Founders have strong influence on culture.

  19. Components of culture 2. Values & Beliefs: • The way we think & behave. • Beliefs expressed as ‘if-then’ statements. • Values & beliefs are operating principles that guide decision making & behaviour in an organization. • Influence ethical or unethical behaviour.

  20. Components of culture 3. Assumptions: • Deeply ingrained values & beliefs, never question them. • They are automatic pilots that guide our behaviour. • Often the most stable & enduring part of culture & most difficult to change.

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