exam 2 Flashcards
Unity of command?
Means that each employee should report to only one boss with a clean line of command.
unity of direction?
Goal oriented, means that all activities focus on the same objectives- winning the game.
Chain of Command?
Or scalar principle, is the clear, hierarchical line of authority from the organization’s top to its bottom. It forms the hierarchy shown in organization charts.
Span of Management?
span of control; is the number of employees who report directly to the same manager. There is no optimal number of employees to manage. Lower-level managers have a wider span of control than do higher level managers.
Flat organization?
Few levels of management, and these levels have wide spans of control
Tall organization?
Have many levels of management with narrow spans of control.
Division of labor?
Occurs when jobs are organized by specialty. Differentiation is about organizing work groups into departments, and integration is about coordinating departmental activities that you need to balance the two.
Coordination?
shortcut:
* work together to achieve stratefic and operational obj’s
* use system based analysis and conceptual skills
* coordination and cooperation go together
Is about departments and individuals in an organization working together to accomplish strategic and operational objectives for its environment. Requires system-based analysis and conceptual skills. Every aspect of the organizing function involves coordination and coordination also requires cooperation.
Responsiblity?
Is one’s obligation to achieve objectives by performing required activities. An apology helps maintain trust and relationships, which are harmed if not done. You have to trust others with responsibility to get the job done.
National Standards for Sport Coaches (NSSC) includes these 7 areas of responsibility?
- Set vision, goals, and standards for sport program.
2.engage in and support ethical practices.
3.Build relationships.
- Develop a safe sport environment.
- Create a positive and inclusive sport environment
- Conduct practices and prepare for competition
7.strive for continuous improvement
Authority?
Is the right to make decisions, issue orders, and use resources. Authority is central to firms and crucial for people to fulfill their work roles, as authority guides behavior.
Accountability?
- measures managers responsibilites have been met
- managers accountable
Means that you are evaluated on how well you meet your responsibilities. Managers are accountable for everything that happens in their departments.
Delegation?
Delegation has to do with assigning responsibility and authority for accomplishing objectives. True delegation occurs when you assign something new to an employee. When you simply tell an employee to do a task, it is not really delegating.
Flexibility?
Has to do with understanding that there can be exceptions to the rule. Going by the book does not always produce the best results.
Authority?
Is the approved way of getting work done through specified relationships between employees and between departments.
Informal Authority?
Often gets the job done and gets it done quicker.
Levels of Authority?
Everyone needs to know their scope of formal authority to complete any given tasks. The levels of authority are informing authority, recommending authority, reporting authority, and full authority. [informing authority, the person simply presents an alternative][recommending authority, the person presents alternatives and suggests one][reporting authority, the person can take action in his own area of expertise and regularly informs the boss][full authority, the person takes action in her area of expertise and usually does not have to inform the boss]
Scope of Authority?
People’s formal scope of authority narrows the farther down their job is in the organizational chart. Responsibility and authority flow down the organization, whereas accountability flows up the organization.
Lines authority?
- makes decisions and issues orders down the chain of command.
- develops the obj’s and the staff follows them
- ex’s: operations, marketing, finical activites, SHS coach= line manager
Is the responsibility to make decisions and issue orders down the chain of command. Operations and marketing are usually line departments, and also finical activities. Line managers are primarily responsible for achieving the organization’s objectives, and their staff or team follows the directives that the line manager develops to achieve those objectives. SHS coach are line managers
Staff Authority?
- advise and assist other personel
- exs: HR, public relations, and MIS
- possible to order line personel
Is the responsibility to advise and assist other personnel. Human Resources, public relations, and management information systems are almost always staff departments. The staff’s primary role is to advise and assist, but situations occur in which they can give orders to line personnel
Functional authority?
general staff manager and general staff work for who? often called?
specialist staff?
is the right of staff personnel to issue orders to line personnel in established areas of responsibility. Staff managers may have dual staff and line authority. General staff work for only one manager. Often called “assistant to” they help the manager in any way needed. Specialist staff help anyone to the organization who needs it within their scope of authority.
Centralized authority?
Important decisions are made by top managers
Decentralized authority?
Important decisions are made by middle and first level managers. Decentralization pushes authority and accountability further down the line.
Micromanagement? functions/departmets examples that are decentralized and centralized
Term used to describe managers who closely watch their employees to make sure they follow standard procedures and rules, and they do not let employees make decisions without their approval. With the exception of very small companies, which tend to be centralized, most organizations lie somewhere between the two extremes. Production and sales are often decentralized whereas finance and labor relations are centralized to provide uniformity and control.
Organization chart?
- management hierachy
- boxes= positions
- lines= formal communication
lays out the organization’s management hierarchy and departments and their working relationships. Boxes represent positions in the organization and the lines indicate the reporting relationship and lines of formal communication.
4 major aspects of organizations?
- chain of command/scalar principle
- departmentalization
- levels of management hiearchy
- type and division of work
Level of management hierarchy, chain of command, division and type of work, departmentalization [level of management hierarchy, top-down hierarchy structure by the levels of management][ division and type of work, can be divided by product or functional area, academic area, etc.][departmentalization business of the firm is divided into work units(departments)]
Departmentalization?
- groups related activites into work units
- functional departmentalization is internal operations
- external/outpput departmentalization/ product/services/territory/georgaphical deparmentalization and based on activites that are outside the organization
Is the grouping of related activities into work units. Departments have either an internal focus or an external one. Departmentalization around internal operation or functions and the resources needed to accomplish the unit’s work is called functional departmentalization. External or output departmentalization is based on activities that focus on factors outside the organization; this also called product or service, customer and geographic or territory departmentalization.
Functional Departmentalization?
Organize departments around essential input activities, such as financing, making and selling the products. Event tickets, and game day operations.
Matrix departmentalization?
Combine functional and product structures to focus on projects.
Divisional departmentalization creates what? what is the challenge? based on?
Divisional departmentalization structure creates coordinated companies [subsidiaries/business units) within a parent company with their own departmentalization which may be different. This structure is common for large , complex global businesses using product diversification. One of the challenges is coordinating corporate strategy and subsidiaries strategies. Are based on semiautonomous strategic business units and focus on portfolio management.
Job design?
is the process of combining the tasks that each employee is responsible for completing. How jobs are designed affects job satisfaction and productivity.
Job simplification?
- specializes jobs; may eliminate, combine or/and change sequence of tasks
Make jobs more specialized and efficient by working smart not harder. Eliminate, combine task to save time, and change sequence of task.
Automation?
Is primarily focused on having machines do repetitive tasks better and faster
Job expansion?
- less specialized to make workers more productive
- job rotation- cross train for different jobs
- job enlargement- job design
- job enrichment- motivators such as flexible work hours and work at home
Makes jobs less specialized to empower workers and to make them more productive. Jobs can be expanded through job rotation, job enlargement, job enrichment
[job rotation is people perform different jobs for asset period of time. With cross training, related to job rotation, staff members learn to perform different jobs/ positions, so they can fill in when someone is on break, out sick or injured, or on vacation][job enlargement, job design adds more tasks to provide variety][ job enrichment builds motivators into a job to make it more interesting and challenging][ flexible work arrangements such as remote work (telecommuting) from anywhere which became required and popular for some during the pandemic, flextime (individualizing starting and finishing times), compressed workweeks, job sharing (employees splitting one job),
Work teams?
- form of job enrichment
- allow team to redesign members’ job
- types are integrated and self managed teams
Trend is to design jobs for work teams, or rather, to allow teams to redesign member’s jobs. Empower teams to cross train and to determine which members perform which roles. Moving to work teams is a form of job enrichment. 2 common types are integrated teams and self-managed teams.
Integrated Work Teams?
- manager is a team meber and allows team to break up her assigned tasks but has the final say
With traditional work groups, the manager assigns tasks and supervises the work. With integrated work teams, the manager is usually also a team member sharing leadership Teams are assigned a number of tasks by the manager and the team itself then assigns specific tasks to members and oversees the work with the managers having the final say on decision.
Self managed teams?
- Every one is their own manager
operate without a designated manager, every one on the team functions as both manager and worker.
Job characteristics model?
Addresses 5 core job dimensions, critical psychological states, and employee’s growth needs to improve the quality of working life for employees and productivity for the organization.
5 Core dimensions, critical psychological states, and personal and work outcomes, employee growth-need strength. [5 core dimensions: skill variety, task identity, task significance, autonomy, and feedback][3 critical psychological states: experienced meaningful work, experienced responsibility for work, knowledge of the results of work] [4 improvements in work outcomes: high internal work motivation, high-quality work performance, high satisfaction with the work, low absentee and turnover) [employee growth need strength: a person’s growth need strength determines the interest in improving the 5 core dimensions.]
Setting priorities?
Is an important aspect of organizing anything- a department, a job, yourself.
how to measure Productivity? how does the manager prioritize?
- measures if impt/prioritzed tasks are completed
- managers figure out the priority by asking Q’s
- do i get involved? will it affect deparment’s fincances? quick action needed?
Comes from effectively setting priorities and getting the important task completed. List the tasks you need to do and then rate each one by importance. The manager ask these questions to figure out the priority of the to do list. 1. Do I need to be personally involved? 2. If the task is my responsibility or will it affect the performance or finances of my department? 3. Is quick action needed (for a deadline?)
Assigning Priorities?
- delegate correctly tasks
- have details and rank by H.M.L priority, deadline
Assign each task a priority. Delegate priority, high priority, medium priority, low priority.
How to prioritize your to do list?
List the tasks to be performed in enough detail so you know what you have to do later. 2. Ansert the prioritizing questions with Y or N. note the deadline and the time needed to complete the task. You may also want to note a deadline for starting the task as well as it completion date. Assign a priority (D,H,M, or L) to the task. Determine which task you should work on now.
Delegating?
- assign responsibility for a task with the resources required to accomplish obj’
- sport manager accountable for employee success or failure
Assign others the responsibility for accomplishing a task and give the authority to meet the objective with the resources to complete the task. You can delegate responsibility and authority, but as a sport manager, you are held accountable for the actions of your employees or players. Delegation is giving other tasks that are not part of their regular jobs. When more tasks are accomplished productivity arises.
What stops managers from delegating?
Main managers believe that they can perform a task more efficiently than others, and they fear one of two things: 1. That the other person can perform a task more efficiently than others and that the person will fail to accomplish the task, thereby making things worse.
Four step model?
- delegation model
- explain reason to delegate team member
- set obj’s, defin responsibilites, level of authority and deadline
- make plan
- control checkpoints
Helps ensure that the job you need to get done is done right. Delegation model. 1. Explain the need for delegating and the reasons for selecting the team member. 2. Set objectives that define responsibilities, the level of authority, and the deadline 3. Develop a plan that will meet objective 4. Establish control checkpoints and coaches as needed.
**5 different forces of change? **
Environmental forces, economic forces, social forces, demographic forces, technological forces. [Environmental forces is the environment that is becoming increasingly global, and competitive, and organizations need to align their internal and external environments][Economic forces are when the economy and jobs are growing, there is more money to spend on sport programs from youth through the pros and more money to spend on sport apparel, equipment, and tickets][Social Forces is a sociology of sports is an academic discipline that has evolved significantly and cause popularity of sports to increase or decrease, social factors include: internal and external motivation, competition and reputation,excitement,accountability, social support, networking, income and employment, gender, and race] [Demographic Forces that whites are decreasing while latinos are increasing so add more diversity to teams][Technological Forces are sport apparel and equipment companies such as Nike and Under Armour that continues to improve their products to improve athletic performance]
**
4 variables of change? **
Strategy, structure, technology and people and refers to what oorganizations must adapt to, adjust, shift, or re create to stay current, to keep, or grow market share, or to remain viable as they are bombarded with changes that they must address in the marketplace. [strategy depends on whether it is corporate, business level, or functional marketing, and structure depends on the same factors] [technology is how firms achieve their objective goals. Tech increases productivity and thus helps the firm to gain a competitive advantage]Technology examples are: machnines, system processes, information processes, moneyball, and automation][machines are the equipment suppliers such as fitbits and applewatches][system process is the technology used to transform inputs into outputs][information process describes the way the firm uses big data, and an example is using MIS][People are the most valuable resources of change, a change in culture is also considere a people change]
Management Information systems (MIS)?
Under the category of information process, is also called information systems, and are formal systems for collecting, processing, and disseminating information that aids managers in decision making. This can create for an organization to better coordinate, and have higher productivity.
Sports Information System (SIS)? **
is the overreaching term for all information systems used in sports to handle data from different sources and generate information
**Automation? **
Computers and other machines have enabled organizations to replace people with robots whether it is the speed at making athletic equipment and its quality. Yet it also created new jobs.
Artificial Intelligence?
Is the use of any device that perceives its environment and takes actions to achieve its goals, such as self driving car continuing to adjust to road conditions to get you safely to your destination.
**Forms of change? **
*Incremental change, discontinuous change, and radical change *
**Incremental change? **
Is continual improvement of an existing product within the current technological cycle
**Discontinuous change/ creative destruction? **
Is a significant breakthrough in technology that leads to a new product, often a replacement product, creating a new technology cycle. This process requires competitors to make radical changes or go out of business.
Innovators’ dilemma
Calls firms to keep up with technology innovations or else fail
Radical change
Is a fast shift in the firm’s strategies orientation to adapt to an environmental change, such as a crisis like Covid-19, closing business globally, and natural disasters.
Stages in Processing resistance
Denial 2. Resistance 3. Exploration 4. Commitment
Why people resist change?
Uncertainty creates fear, inconvenience is off putting, their self interest is threatened, they fear loss, they don’t want to lose control of their jobs.
How to Overcome resistance?
Create a trust climate, develop a change plan, state why change is needed and how it affects people, create a win-win situation, involve people and provide support, and follow through
How can You overcome Your resistance to Change?
Cue. Routine, and reward
3 components of Resistance itself?
Intensity, source and focus.
intensity of resistance?
varies based on our willingness to change’ low- thrive on it, medium- gradual acceptance, strong-resist it forever
source of resistance?
Facts to prove our point. Beliefs are subjective opinions. Values are beliefs about everything
3
**Focus of resistance? **
From three points of view? Ourselves such as what is in it for me, others and how the changes will affect others that are important to me, work environment by asking you will decide to be control of the situation and we resit changes that take away from our feelings of control.
Organizational Control?
Is the set of values, beliefs, and standards for acceptable behavior that its members share. Think of organization’s personality
Components of Culture?
Are behavior, values, and beliefs, and assumptions.
Values and beliefs of culture?
Values represent the way we think we ought to behave and identify what we think it takes to be successful. Beliefs can be expressed as if-then statements. (If I do X, then Y will happen). Values and beliefs are operating principles that guide descion making and behavior in an organization, they influence ethical and unethical behavior. We observe values and beliefs only indirectly, through the behaviors and decisions they drive. Values and beliefs often do not match. They can say but not do.
**Assumptions of culture? **
Deeply grained values and belieds whose truth we never question.
**
Strong Cultures vs Weak Cultures? **
Strong culture is where people share the unconsciously share assumptions, and consciously know the organization’s values and beliefs while a weak culture does not share the same underlying assumptions.
**How to change a culture effectively? **
A change in cculture is apeople change. To be effective , changes in culture have to occur in all 3 components (people’s behavior, values and beliefs, and assumptions)
