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The Strategic Management of Sport & Leisure Organizations

The Strategic Management of Sport & Leisure Organizations. SLC 7503 Dr. Timothy D. Ryan. Organizational Conflict. Adapted from: Slack, T., & Parent, M. M. (2005). Understanding sport organizations: The application of organizational theory (2 nd ed.) . Champaign, IL: Human Kinetics.

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The Strategic Management of Sport & Leisure Organizations

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  1. The Strategic Management of Sport & Leisure Organizations SLC 7503 Dr. Timothy D. Ryan

  2. Organizational Conflict Adapted from: Slack, T., & Parent, M. M. (2005). Understanding sport organizations: The application of organizational theory (2nd ed.). Champaign, IL: Human Kinetics.

  3. Major conflict • NHL: Cancelled 2004-05 season • MLB: 1994 baseball postseason • NFL: 1987 strike – replacement players • NBA: 1998-99 shortened season • Youth sport • HS sport • Volunteers

  4. Why conflict? • P level • Management issues • H level • O level • Ideas • V level • Externally • Suppliers, buyers, customers • Competition & regulation

  5. For managers • Because of conflict, conflict management equally important • Planning • Communication • Motivation (Thomas & Schmidt, 1976) • Involves organizational change and decision making • Functional or dysfunctional • Process

  6. What is conflict • Conflict is “behavior by organization members which is expended in opposition to other members (Thompson, 1960, p. 390). • Continuum from “no conflict” to “total annihilation and destruction of the opposing party” (Robbins, 1974). • Important items • Parties involved must perceive that a conflict exists • Must involve two or more parties • One party preventing other parties from achieving goals by some form of “blocking behavior”

  7. Horizontal and Vertical Conflict • Horizontal – those on • Vertical – those on different levels (power) • Control v • Pro sports • Management vs. leadership • Congruence between individual, sub-unit, department, and organizational goals • Tr

  8. Is conflict dysfunctional • Yes • More worker stress, less satisfaction • Less effective interaction among employees • Hinders achieving organizational goals • Avoidance • Not always • Source of and • Sign of dissatisfaction

  9. A High Organizational effectiveness Low Low High Level of conflict The Relationship Between Conflict and Organizational Effectiveness

  10. Pondy’s 5-stage Model of Conflict • Stage 1: Latent conflict: No outright conflict exists, but there is a potential for conflict • Competition for scarce resources • Drive for autonomy • Divergence of subunit goals • Incompatible performance criteria • Interdependence • Low formalization • Differences in reward systems • Power incongruence • Communication problems • Participative decision making • Role conflict

  11. Pondy’s 5-stage Model of Conflict • Stage 2: Perceived conflict • Subunits become aware of conflict and begin to analyze it. • Some conflicts are suppressed • Conflict escalates as groups battle over the cause of conflict. • Stage 3: Perceived conflict • Emotions encountered (anger, frustration, etc) • “Us versus them” attitudes can surface

  12. Pondy’s 5-stage Model of Conflict • Stage 4: Manifest conflict • Adversarial behavior is exhibited • Apathy & rigid adherence to rules • Violence, threats, abuse • Stage 5: Conflict aftermath • Resolved • Basis for future conflict

  13. Management strategies • Listen and observe • Attempt to change attitudes, not just behaviors • Strategies • Authority • Avoidance • Separate or merge conflicting units • Increase resources • Integrating devices

  14. Management strategies • Strategies continued • Confrontation & negotiation • Third-party intervention • Superordinate goals • Job rotation • Issues Management • Don’t assume everything is “fine” • Move on

  15. Thomas-Kilman Conflict Handling Model (1974)

  16. Why/when to stimulate conflict • Are you surrounded by “yes people”? • Are subordinates afraid to admit ignorance and uncertainties to you? • Is there so much concentration by decision makers on reaching a compromise that they may lose sight of values, long-term objectives, or the company welfare? • Do managers believe that it is in their best interest to maintain the impression of peace and cooperation in their unit, regardless of the price? • Is there an excessive concern by decision makers in not hurting the feelings of others?

  17. Why/when to stimulate conflict • Do managers believe that popularity is more important for the obtaining of organizational rewards than competence and high performance? • Are managers unduly enamored with obtaining consensus for their decisions? • Do employees show unusually high resistance to change? • Is there a lack of new ideas forthcoming? • Is there an unusually low level of employee turnover?

  18. Stimulating conflict • Introduce • Manipulate • Create • Diversity • Manage it well • You can be right in what you say, and wrong in how you say it.

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