SHMD 129

SPORT MANAGEMENT

WEEK 2: 13 MAR

MANAGEMENT SKILLS: (PG.7)

Gaining experience in the workplace and completing courses similar to this one will help you develop these skills.

THE FIVE SKILLS ALL MANAGERS NEED ARE:

1. Technical Skills

2. People Skills

3. Communication Skills

4. Conceptual Skills

5. Decision-Making Skills

1. TECHNICAL SKILLSThe ability to use methods and techniques to perform a task.

Eg. – When managers work on budgets, they use spreadsheet software, so they need computer skills; they also need some knowledge of accounting.

2. PEOPLE SKILLSAbility to work well with people.

Eg. – Today, people want a partnership relationship rather than the outdated superior-subordinate relationship.

3. COMMUNICATION SKILLS

Ability to get your ideas across clearly and effectively.

The combination of people skills and communication skills is referred to as interpersonal skills.

4. CONCEPTUAL SKILLSAbility to understand abstract ideas, the ability to understand an organization or

department as a whole and the relationships among its parts.

Eg. – Managers need to think outside the box and come up with creative ways to improve performance.

5. DECISION-MAKING SKILLS

Ability to select alternatives to solve problems.

The success of any organization is based on the decisions its managers make.

MANAGEMENT ABILITYSix traits important for managers, although not all are necessary to succeed as a manager:

1. Supervisory ability.2. Need for occupational achievement.3. Intelligence.4. Decisiveness.5. Self-assurance.6. Initiative.

MANAGEMENT ABILITY (CONT.) The number-one trait, supervisory

ability, requires skills in: planning, organizing, leading and controlling,

these four areas of supervisory ability are more commonly referred to as the management functions.

TIME-OUT

Think about a coach and a manager you know and list the

management skills they use on the job.

Be specific and try to identify each of the five skills discussed

here.

WHAT DO SPORT MANAGERS DO? (PG.10)

Sport managers perform four functions of management and ten management

roles.

MANAGEMENT FUNCTIONS: (PG.10)1. Planning

2. Organizing

3. Leading

4. Controlling

1. PLANNING Typically the starting point in the

management process.

Planning is the process of setting objectives and determining in advance exactly how the

objectives will be met.

Eg.: Managers Schedule the work employees perform and also develop budgets.

Requires conceptual and decision-making skills.

2. ORGANIZING Successful managers put a great deal of effort

into organizing, they also design and develop systems to implement plans.

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

objectives.

Eg.: Managers allocate and arrange resources.

Requires conceptual and decision-making skills, as well as people and communication skills.

3. LEADING Mangers work with employees daily as they

perform their tasks.

Leading is the process of influencing employees to work toward achieving

objectives.

Eg.: Managers not only must communicate their objectives to employees but also must motivate employees to achieve the objectives.

Requires people skills and communication skills.

4. CONTROLLING Not all employees do the things they say they

will do to standard, therefore objectives will not be met without follow-through.

Controlling is the process of establishing and implementing mechanisms to ensure that

objectives are achieved.

Eg.: An important part of controlling is measuring progress and taking corrective action when necessary.

Requires technical skills, as well as conceptual and decision-making skills.

MANAGEMENT ROLES 1. Figurehead 2. Leader 3. Liaison (Link) 4. Monitor 5. Disseminator 6. Spokesperson 7. Entrepreneur 8. Disturbance handler 9. Resource allocator 10. Negotiator

1. FIGUREHEAD

The Manager performs official and figurative duties as head of the organisation.

2. LEADER

Raises a proper work atmosphere and motivates and develops assistants

3. LIASION

Develops and maintains a network of external contacts to gather information.

4. MONITOR

Gathers internal and external information relevant to the organisation.

5. DISSEMINATOR

Transmits truthful and value based information to assistants

6. SPOKESPERSON

Communicates to the outside world on performance and policies.

7. ENTREPRENEUR

Designs and initiates change in the organisation

8. DISTURBANCE HANDLER

Deals with unexpected events and operational breakdowns

9. RESOURCE ALLOCATOR

Controls and authorises the use of organisational resources

10. NEGOTIATOR

Participates in negotiation activities with other organisations and individuals.

TIME-OUT

Using the coach and manager you’ve

analyzed in previous Time-Outs, give examples of how

they perform each of the four management

functions.