objectives c1

Question 1

What Is Sport Management?

Answer 1

Sport management is a multidisciplinary field that integrates the sport industry and management.

Question 2

The sport industry

Answer 2

is an industryin which people, activities, business, and organizations are involved in producing, facilitating, promoting, or organizing any activity, experience, or business enterprise focused on sports.

It provides a market with an economic dimension for sport, fitness, or leisure time to its consumers.

Question 3

The North American Society for Sport Management (NASSM)

Answer 3

is the major professional association for college and university academics in sport management.

Question 4

Size of Sport Industry

Answer 4

One estimate states that the sport industry is a $350 billion to $400 billion a year industry.

Question 5

Topics of Interestto NASSM Members

Answer 5

Sport marketing
Future directions in sport management
Employment perspectives
Management competencies
Leadership
Sport law
Personnel management
Facility management
Organizational structures
Fund-raising
Conflict resolution

Question 6

Effective Sport Managers

Answer 6

managers use their skills to conceptualize solutions and business strategies all the time—after all, that is what managers do.
A sport manager is responsible for achieving the sports organization’s objectives through efficient and effective use of resources.

Question 7

Examples of Careersin the Sport Industry

Answer 7

Athletic directors (ADs)
Stadium and arena management
Sport marketing agencies
Players’ agents
Sport broadcasting
Recreation management
Sporting goods manufacturers
Managing in professional leagues

Question 8

Manager’s Resources

Answer 8

Human
Financial
Physical
Informational

Question 9

Performance on sport managers

Answer 9

is a measure of how well managers achieve organizational objectives.

Recall:A sport manager is responsible for achieving the sports organization’s objectives through efficient and effective use of resources.

Question 10

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Three Most Important Traits of successful managers

Answer 10

Integrity
Industriousness
Ability to get along with people

Question 11

Management Skills

Answer 11

Technical skills
People skills
Communication skills
Conceptual skills
Decision-making skills

Question 12

organization seek what kinf of skills

Answer 12

Organizations seek employees with soft skills who can communicate clearly, take initiative, problem-solve, and work well with coworkers.

Question 13

hard skills vs soft skills

Answer 13

Technical skills are often called hard skills, whereas people, communication, conceptual, and decision-making skills are referred to as soft skills.

Question 14

management level:top
primary management skills needed and performed

Answer 14

conceptual and descision making skills and planning and organzing

Question 15

management level:middle
primary management skills needed and performed

Answer 15

balance of both hard and soft skills and balance of all four soft skills (conceptual and descion making skills, people and communication skills)

Question 16

management level first line/ coach
primary management skills needed and performed

Answer 16

technical and people and communication skills and leading and controlling (short term)

Question 17

6 Important Traits for Managers

Answer 17

Supervisory ability
Need for occupational achievement
Intelligence
Decisiveness
Self-assurance
Initiative

Question 18

Four Management Functions

Answer 18

Planning
Organizing
Leading
Controlling

These management functions need to work as a system.

Question 19

10 Roles That Managers Play

Answer 19

Managers play the necessary role while performing management functions to achieve objectives.
interpersonal roles
-figurehead
-leader
-liaison

informational roles
-monitor
-disseminatior
-spolesperson

descional roles
-entreprenur
-disturbance hanfler
-resource alocator
-negaotiator

Question 20

Three Levels of Management

Answer 20

Top
Middle
First line

Question 21

Types of Managers

Answer 21

General
Functional
Project

Question 22

Technical Skills

Answer 22

Technical skills enable us to use methods and techniques to perform a task.

Question 23

People Skills

Answer 23

People skills enable us to work well with people.

Question 24

Communication Skills

Answer 24

Communication skills enable us to convey our ideas clearly and effectively.

Question 25

Conceptual Skills

Answer 25

Conceptual skills enable us to understand abstract ideas.

Question 26

Decision-Making Skills

Answer 26

Decision-making skills enable us to select alternatives to solve problems.

Question 27

Planning

Answer 27

Planning is the process of setting objectives and determining in advance how exactly the objectives will be met.

Question 28

Organizing

Answer 28

Organizing is the process of delegating and coordinating tasks and resources to achieve objectives.

Question 29

what is the difference between planning and organizing

Answer 29

Planning is about deciding what needs to be done and how to achieve goals. It’s forward-looking and strategic.
Organizing is about arranging how the plan will be executed by structuring resources and tasks effectively.

Question 30

Leading

Answer 30

Leading is about influencing employees to work toward achieving objectives.

Question 31

Controlling

Answer 31

Controlling is the process of creating and implementing mechanisms to ensure that the organization achieves its objectives.

Question 32

How would you use technical skills to improve the performance of a sports team?

Answer 32

I would analyze performance data, implement advanced training methods, and use technology like video analysis to refine techniques, ensuring the team meets its performance goals.

Question 33

How can people skills help you manage a team with diverse personalities?

Answer 33

By understanding and valuing each team member’s unique strengths, I can foster a positive environment, encourage collaboration, and resolve conflicts effectively.

Question 34

How would you use communication skills to present a new training program to the team?

Answer 34

I would clearly outline the benefits, provide step-by-step instructions, and encourage feedback to ensure everyone understands and is on board with the program.

Question 35

How can conceptual skills help you in long-term sports program planning?

Answer 35

Conceptual skills allow me to foresee potential challenges, understand the broader impact of decisions, and design a comprehensive plan that aligns with the organization’s goals.

Question 36

How would you use decision-making skills to select the best strategy during a critical game?

Answer 36

I would evaluate all available options, consider the current game situation, player conditions, and choose the strategy that maximizes our chances of winning.

Question 37

What steps would you take in planning a new sports event?

Answer 37

I would start by setting clear objectives, then develop a detailed timeline, assign tasks, and identify resources needed to ensure the event runs smoothly.

Question 38

How would you organize resources and tasks for a team traveling to an out-of-state competition?

Answer 38

I would delegate travel arrangements, ensure all equipment is packed, coordinate with the hosting venue, and assign roles to team members for smooth execution.

Question 39

How can you effectively lead a team that is underperforming?

Answer 39

I would motivate the team by identifying the root causes of underperformance, providing clear guidance, setting achievable goals, and inspiring confidence in their abilities.

Question 40

How would you use controlling mechanisms to ensure your team adheres to the new training schedule?

Answer 40

I would monitor attendance, track progress, provide regular feedback, and adjust the schedule if necessary to ensure compliance and effectiveness.

Question 41

Figurehead

Answer 41

Managers act as figureheads when they represent the organization or team in ceremonial and symbolic activities.

Question 42

Leader

Answer 42

: Managers are leaders when they motivate, train, communicate with, and influence others.

Question 43

Liaison

Answer 43

Managers act as liaisons when they interact with people outside their team to gather information and request favors.

Question 44

Monitor

Answer 44

Managers are monitors when they gather information to understand and assess the internal and external environment.

Question 45

Disseminator

Answer 45

Managers act as disseminators when they send information to team members or stakeholders.

Question 46

Spokesperson

Answer 46

Managers act as spokespersons when they provide information to people outside their organization.

Question 47

Entrepreneur

Answer 47

Managers act as entrepreneurs when they innovate and improve products and processes within the organization.

Question 48

Disturbance Handler

Answer 48

Managers are disturbance handlers when they take corrective action to defuse disputes or crises.

Question 49

Resource Allocator

Answer 49

Managers are resource allocators when they manage people, finance, physical, and information resources.

Question 50

Negotiator

Answer 50

Managers act as negotiators when they bargain with others to gain and use resources to achieve objectives.

Question 51

: Top Management

Answer 51

Top management includes positions such as CEO, Chief Operations Officer, President, and Vice President. They manage the entire organization or major units and develop the organization’s mission, objectives, and strategies. They are supervised by the Board of Directors.

Question 52

Middle Management

Answer 52

Middle managers include roles like Athletic Director, Sales Manager, Branch Manager, and Department Head. They carry out top management strategies and report to executives.

Question 53

First-Line Management

Answer 53

First-line managers include roles like Coach, Ticket Manager, Event Manager, Supervisor, and Office Manager. They supervise day-to-day operations, report to middle managers, and manage operative employees or athletes.

Question 54

how can a coach act as a figurehead during a major sports event?

Answer 54

A coach can act as a figurehead by participating in ceremonial activities, such as award presentations and public appearances, representing the team and its achievements.

Question 55

: In what ways can a sports team manager demonstrate leadership to enhance team performance?

Answer 55

A sports team manager can demonstrate leadership by motivating players, providing training, communicating effectively, and influencing team dynamics to improve performance.

Question 56

What strategies can a sports facility manager use as a monitor to stay informed about facility conditions?

Answer 56

A sports facility manager can conduct regular inspections, review maintenance reports, and gather feedback from staff and users to monitor and assess facility conditions.

Question 56

How can an Athletic Director use their role as a liaison to benefit the sports program?

Answer 56

Athletic Director can use their role as a liaison by networking with external stakeholders, such as sponsors and community leaders, to gather support, secure funding, and enhance the program’s visibility.

Question 57

How should a sports marketing manager act as a disseminator to share promotional information?

Answer 57

sports marketing manager should distribute promotional materials through various channels, such as social media, email newsletters, and press releases, to ensure the information reaches the target audience effectively.

Question 58

How can a sports team manager effectively act as a spokesperson during a media interview?

Answer 58

A sports team manager can be an effective spokesperson by preparing key messages, staying on topic, addressing questions clearly, and representing the team positively.

Question 59

How can a sports organization manager act as an entrepreneur to drive innovation?

Answer 59

A sports organization manager can act as an entrepreneur by introducing new technologies, developing unique fan engagement strategies, and finding creative solutions to improve operational efficiency.

Question 60

What steps can a sports event manager take as a disturbance handler during an unexpected crisis?

Answer 60

A sports event manager can take immediate action to address the crisis, communicate effectively with all parties involved, implement contingency plans, and resolve the situation to minimize disruption.

Question 61

how can a sports department manager effectively allocate resources for a new training program?

Answer 61

A sports department manager can allocate resources by assessing needs, budgeting for equipment and personnel, scheduling facilities, and ensuring that resources are distributed efficiently to support the program’s success.

Question 62

How might a sports team manager act as a negotiator when seeking sponsorship deals?

Answer 62

sports team manager can negotiate sponsorship deals by presenting the team’s value proposition, discussing potential benefits for the sponsor, and reaching mutually beneficial agreements on terms and contributions.

Question 63

What role does the CEO play in developing the a sports organization?

Answer 63

he CEO develops the mission and strategies by setting long-term goals, defining the organization’s vision, and guiding the overall direction of the sports programs to achieve those objectives.

Question 64

How can an Athletic Director effectively carry out top management strategies?

Answer 64

An Athletic Director can effectively carry out top management strategies by implementing tactical plans, managing resources, and ensuring that departmental activities align with the overarching goals set by top management.

Question 65

How can a coach effectively manage day-to-day operations of a sports team?

Answer 65

A coach can effectively manage day-to-day operations by planning and conducting practices, monitoring player performance, handling routine administrative tasks, and ensuring smooth coordination of team activities.

Question 66

General Managers

Answer 66

General Managers can be top or middle managers who oversee several departments within an organization, ensuring coordination and alignment across various functions.

Question 67

Functional Managers

Answer 67

Functional Managers can be middle or first-line managers who supervise specific job functions or athletic positions related to their area of expertise

Major functions or departments in sports organizations include:

Marketing: Selling tickets and promoting events.
Operations: Managing game day logistics.
Production: Manufacturing sporting goods.
Finance and Accounting: Handling budgets and financial planning.
Human Resources: Recruiting employees and players

Question 68

Project Management Positions

Answer 68

Project management positions are needed in organizations with team-based structures. A project manager coordinates resources across different functions to accomplish specific goals or tasks.

Question 69

How does a General Manager ensure effective coordination among various departments in a sports organization?

Answer 69

A General Manager ensures effective coordination by setting clear goals for each department, facilitating communication between departments, and overseeing the integration of efforts to align with the organization’s overall strategy.

Question 70

How can a Functional Manager in the marketing department improve ticket sales for a sports event?

Answer 70

A Functional Manager in marketing can improve ticket sales by developing targeted promotional campaigns, analyzing market trends to identify opportunities, and implementing strategies to engage potential attendees and drive sales.

Question 71

What are some key responsibilities of the operations department on game day?

Answer 71

The operations department is responsible for managing event logistics, ensuring the facility is prepared, coordinating with vendors and staff, handling crowd control, and ensuring a smooth and successful game day experience.

Question 72

How does the finance and accounting department support the budget management of a sports team?

Answer 72

The finance and accounting department supports budget management by tracking expenses, forecasting financial needs, preparing financial reports, and ensuring that expenditures align with the allocated budget.

Question 73

How can a project manager effectively coordinate a cross-functional team to launch a new sports initiative?

Answer 73

project manager can effectively coordinate a cross-functional team by defining clear project goals, establishing timelines, assigning tasks based on expertise, facilitating regular communication, and ensuring that all team members work towards the common objective.

Question 74

How can a Functional Manager in Human Resources enhance the recruitment process for new players?

Answer 74

Functional Manager in Human Resources can enhance recruitment by developing a robust recruitment strategy, leveraging networks and scouting resources, conducting thorough evaluations of candidates, and ensuring a positive and efficient hiring process.