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Chapter 5

Chapter 5. C H A P T E R. 5. Managerial Leadership in Sport Organizations. Jerome Quarterman, Howard University Ming Li, Ohio University Lucie Thibault, Brock University. Theoretical Approaches to Management. Theoretical approaches to managing people Scientific management approach

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Chapter 5

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  1. Chapter 5 C H A P T E R 5 Managerial Leadership in Sport Organizations Jerome Quarterman, Howard University Ming Li, Ohio University Lucie Thibault, Brock University

  2. Theoretical Approaches to Management • Theoretical approaches to managing people • Scientific management approach • Human relations management approach • Process (administrative) approach to management

  3. Management Functions • Underlying processes of management • Originally seven: POSDCRB • Reduced to five (Jones & George, 2009): • Planning • Organizing • Staffing • Directing • Controlling and evaluating

  4. Figure 5.1

  5. Management Process of a GM in a Sport Organization • See table 5.1 • Definitions of managerial functions • Examples of how a sport manager practices them

  6. Managerial Roles • Typical manager performs 10 roles, according to Mintzberg • Role categories • Interpersonal • Informational • Decisional

  7. Managerial Roles: Interpersonal • Figurehead • Leader • Liaison

  8. Managerial Roles: Informational • Monitor • Disseminator • Spokesperson

  9. Managerial Roles: Decisional • Entrepreneur • Disturbance handler • Resource allocator • Negotiator

  10. Mintzberg’s Managerial Roles Applied to Sport • See table 5.2

  11. Leadership • Parallels and differences in the roles of leaders and managers • Approaches to the study of leadership • Theories that attempt to explain why some people are good leaders and others are not • Models that represent observed patterns of effective leadership that can be learned

  12. Contemporary Approach to Leadership • Full range of leadership model (Bass & Avolio, 1994) • Transactional leadership • Nontransactional: laissez-faire leadership • Transformational style of leadership • Managerial leadership

  13. Classifications of Managers • Top-level managers • Middle-level managers • Supervisory-level managers • See table 5.6 for examples of titles of managers

  14. Decision Making, Authority, and Power •  Steps in decision making • 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 (continued)

  15. Decision Making, Authority, and Power (continued) • Power • The ability to influence others • Control over resources • Distinction between power and authority

  16. Sources of Power • Legitimate or positional power • Reward power • Coercive power • Referent power • Expert power • Information

  17. Human Resource (HR) Management • Decisions involving a sport organization’s labor force • HR elements to consider • What human resources are needed and in what role • Recruitment and selection of personnel • Orientation of personnel • Training • Performance appraisal

  18. Organizational Diversity • Diverse workforce in the sport industry • Importance and advantages of organizational diversity • Representations of diversity  • Factors leading to the unfair treatment of diverse employees

  19. Strategies to Manage Organizational Diversity • Four proposed by Dass and Parker (1999) • Reactive • Defensive • Accommodative • Proactive  • Studies suggest that diversity can promote the success of sport organizations

  20. Practical Application • Critical thinking in organizational behavior and HR management • Ethics in the leadership of sport organizations

  21. Three Review Questions 1. Why do sport management majors need to understand management theory? 2. What is the difference between power, authority, and leadership? Provide an example of each from the sport industry. 3. How can diversity enrich the operations and effectiveness of sport organizations?

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