SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 8 Organizing and

SPORTS AND ENTERTAINMENT MANAGEMENT CHAPTER 8 Organizing and Staffing 8. 1 Coordinating for Success 8. 2 Networking and Delegating 8. 3 Management Careers in Sports and Entertainment CHAPTER 8 SLIDE 1 © SOUTHWESTERN/THOMSON

LESSON 8. 1 SPORTS AND ENTERTAINMENT MANAGEMENT COORDINATING FOR SUCCESS GOALS n Define human resources management and identify human resources management activities. n Describe the procedure to recruit and hire the best personnel. n Explain why coordinating and giving feedback are important responsibilities of human resources management. CHAPTER 8 SLIDE 2 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT MANAGING HUMAN RESOURCES EFFECTIVELY n Human resources management consists of all activities that are involved with hiring, developing, and paying the individuals responsible for doing the work. n Satisfied employees are more likely to contribute to a successful team effort. CHAPTER 8 SLIDE 3 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT MANAGING HUMAN RESOURCES EFFECTIVELY n Human resources activities include: n Recruiting n Hiring n Training n What’s important to employees? n Financial security is a big issue n Benefits are equally important CHAPTER 8 SLIDE 4 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT MANAGING HUMAN RESOURCES EFFECTIVELY n Fringe Benefits n Items in addition to pay that employees receive n Full-time employees are more likely than part-time employees to receive benefits. (Ex: health insurance, paid vacation) n Sports and Ent. Management positions often include the fringe benefit of attending events and socializing with celebrities. CHAPTER 8 SLIDE 5 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT HIRING THE BEST PERSONNEL n Employment – all activities required to maintain an adequate number of qualified employees for the company. n Money and time n Job description – lists the basic tasks of the job. n Job specification – lists all qualifications a worker needs to successfully complete the job. CHAPTER 8 SLIDE 6 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT HIRING THE BEST PERSONNEL n S & E industry is highly competitive. n Many individuals get their foot in the door by taking part in internships. n 60 -80 hours work weeks are common during busy season. n Productive and enthusiastic interns are often rewarded with full-time positions. CHAPTER 8 SLIDE 7 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT HIRING THE BEST PERSONNEL n Recruiting applicants n Future employees are recruited through recommendations from current employees, employment agencies, and applications. n Resume – a summary of an applicant’s previous and current job experiences. n Cover letter – explains why the applicant is qualified for the position and requests an interview. CHAPTER 8 SLIDE 8 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT IMPROVING EMPLOYEE PERFORMANCE n Orientation – initial training to make new workers feel comfortable with their jobs and organization. n Staff development – needed for new technology, new management, and productivity. Should be upbeat and well organized. n Flattened organizations with fewer managers are becoming popular. Businesses expect employees to work as a team. Teams expected to take more responsibility for work and make more decisions. CHAPTER 8 SLIDE 9 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT IMPROVING EMPLOYEE PERFORMANCE n Match making n Coordinating – matching the best employees with the tasks that must be completed. n Employee relations – critical piece of human resources. n Labor unions – represent S&E industries and bargain with management for members’ wages, hours, and working conditions. CHAPTER 8 SLIDE 10 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT IMPROVING EMPLOYEE PERFORMANCE n Performance – employee output evaluated in relation to company’s mission. n Performance problems may indicate a need for training. n 360 -degree feedback – evaluates an employee based upon info from a range of people who have contact with the employee (peers, customers, and suppliers). n Most employees appreciate this system, they believe the people they work with every day have a better understanding of their contributions. CHAPTER 8 SLIDE 11 © SOUTHWESTERN/THOMSON

LESSON 8. 2 SPORTS AND ENTERTAINMENT MANAGEMENT NETWORKING AND DELEGATING GOALS n Define delegation of duties. n Explain the latest trends in the sports and entertainment industries. n Describe the skills needed by employees in today’s workforce. CHAPTER 8 SLIDE 12 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT CHANGING BUSINESS CULTURE n Shift from producing physical goods to producing services and information n Manufacturing has moved overseas to benefit from cheap labor n Two-income families are opting to spend their extra money on entertainment, dining out, and information technology. n Customers’ needs take priority CHAPTER 8 SLIDE 13 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT PASS IT ON n Delegation is passing duties to another employee or team member with the expectation that the individual will fulfill the responsibility. n Trust becomes stronger with a flattened organization that has few layers of management. n When leaders delegate tasks, they understand the risk they are taking. Managers realize that even delegated tasks are ultimately their responsibility. CHAPTER 8 SLIDE 14 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT THE LATEST TRENDS n Globalization n Many companies have foreign operating divisions. n The foreign divisions customize services and products to the local cultures. n International divisions have management teams that operate both separately from and cooperatively with corporate headquarters. n Advanced computer technologies n Allow workers to operate “virtual offices. ” n Online services, cell phones, and PDAs make info available 24 hrs a day. CHAPTER 8 SLIDE 15 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT THE LATEST TRENDS n Diversity n Often refers to race and ethnicity, but also includes differences in lifestyles, age, nationality, physical abilities, religion, geographic background, position in an organization, and social and economic status. n Networking n Involves creating and maintaining relationships that are beneficial to all participating parties. CHAPTER 8 SLIDE 16 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT WHAT SKILLS DO EMPLOYEES NEED? n Self direction (work on their own) n Effective communication skills (laterally, upward, and downward) n Communication must be clear, accurate and wellorganized. n Written communication must have correct grammar, spelling, and punctuation to make a positive impression. n Nonverbal communication skills also are important. Managers must be able to respond to body language and nonverbal cues. CHAPTER 8 SLIDE 17 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT WHAT SKILLS DO EMPLOYEES NEED? n Decision-making skills – more evenly distributed power in flattened organization requires workers to make more decisions. n Critical thinking goes beyond completing an assigned task. CHAPTER 8 SLIDE 18 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT TEAMWORK IS KEY n Flattened organization – very common for employees to work as a team to create goals. n Focal point teams – work on each goal to accomplish the mission and strategic objectives of the organization. CHAPTER 8 SLIDE 19 © SOUTHWESTERN/THOMSON

LESSON 8. 3 SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS IN SPORTS AND ENTERTAINMENT GOALS n Define a career development program. n Describe various career levels in sports and entertainment management. n Explain the importance of a career portfolio. CHAPTER 8 SLIDE 20 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT CAREER DEVELOPMENT PROGRAMS n What jobs will be available in the future? n How many people will need to be employed in each of these jobs? n What knowledge and skills will be essential for successful employees? CHAPTER 8 SLIDE 21 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT CAREER DEVELOPMENT PROGRAM n Career paths – guides employees through a series of related jobs with increasing skill requirements and responsibilities. n Performance reviews – lets employees know their greatest contributions and the areas in which they need growth. n Career counseling – identifies jobs that are part of career path. n Career plan – what is needed to advance along career path. n Training and development – prepares employee skills. CHAPTER 8 SLIDE 22 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT STARTING A CAREER n Internship programs n Entry-level occupations – routine activities. Usually only a short period of time then promoted. n Career-level jobs n Specialist occupations – most skilled n Supervisors – first level of management n Executives CHAPTER 8 SLIDE 23 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT THE IMPORTANCE OF CAREER PLANS n Develop an understanding of business concepts and careers in your chosen field. n Complete a self-assessment n Discuss your education and experience n Develop a career plan CHAPTER 8 SLIDE 24 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT CAREER PORTFOLIO n A portfolio is an organized collection of information and materials developed to tell a story about you. n Include clear descriptions of achievements and career preparation. n May include hobbies/clubs related to career. CHAPTER 8 SLIDE 25 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS n Time management skills n Organizational skills n Budgeting skills n Communication skills CHAPTER 8 SLIDE 26 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS n Music production managers n Familiar with sound, staging, lighting, venues, talent searches. n Master complex productions and watch budget, handle big-name artists CHAPTER 8 SLIDE 27 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS n Sports camp organizers n Organizational skills to manage preregistration and check-out n Financial skills to pay bills collect money from sponsors and participants, and prepare budgets CHAPTER 8 SLIDE 28 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS n Athletic directors for universities n Budgeting skills n They must observe trends from past years to make current decisions about finances. CHAPTER 8 SLIDE 29 © SOUTHWESTERN/THOMSON

SPORTS AND ENTERTAINMENT MANAGEMENT QUALIFICATIONS FOR SPORTS AND ENTERTAINMENT MANAGEMENT CAREERS n College coaches n Time management and planning skills n Be aware of all NCAA rules n If recruiting they may need to schedule flights, rental cars, hotel rooms n Sports agents must have knowledge of contracts and other legal matters. CHAPTER 8 SLIDE 30 © SOUTHWESTERN/THOMSON