SSA 2302 Looking Ahead Thursday 913 Lecture Discussion

SSA 2302 – Looking Ahead • Thursday 9/13 • Lecture & Discussion (Chapter 4) • GROUP 1 Reflection Assigned (DUE 9/18) • Tuesday 9/18 • Lecture & Discussion (Chapter 5) • Industry Profile assigned (DUE 11/1) • Thursday 9/20 • Exam #1 • Electronic – Meet in Imholte 11 (computer lab)

CHAPTER 4 Management Concepts and Practice in Sport Organizations Kathy Babiak, Kathryn Heinze, and Lucie Thibault

Groups for today 1. Jocelyn, Blake, Zach 2. Elli, Chase, Cooper 3. Joe B. , Dean, Megan 4. J. D. , Brandon, Josh 5. Sheri, Jordan, Nora 6. Nikki, Joe P. , Jake

Organization • Defined: A social entity created to coordinate the efforts of individuals with the intent to achieve goals • Sport example (figure 4. 1, organizational chart of a professional baseball team) • By working in a collective, organizations can achieve • Economies of scale: savings originating from the mass production of goods and services (increasing the scale of operations) • Economies of scope: maximization of resources used throughout an organization (having a variety of products and services that can reach a broadened base)

Organization Process by which sport organizations achieve goals: inputs → transformation → outputs Financial Human resources Raw materials Expertise/knowledg e Through technology (machinery; digital platforms); Skills of employees Goods and services sought by consumers

Types of Sport Organizations • Public organizations • Federal, state, and local government agencies • Nonprofit organizations • Volunteer/voluntary organizations • Commercial organizations • Main goal is to make a profit What are real-world examples of these? Sport Industry Sectors Model

Organizational Environment • Dealing with sport organization environments including: • devising strategies • using technology • exerting power • Role of stakeholders in addressing an organization’s environment • Stakeholders: individuals or groups that can affect or be affected by the organization or business • Primary: engage in economic exchanges with the organization • Secondary: those who affect or are affected by the actions of the org.

Organizational Environment • Environment: all elements outside the organization’s boundary that could potentially affect all or part of the organization • Two organizational environment categories: • General: • May not have a direct effect on the day-to-day operations • Economic conditions; Technology; Political climate; Social/cultural forces • Specific: • Task-oriented • Includes stakeholders

General Environment Elements • The economy • Fan consumption during a recession? • Technology • Fan engagement; Business communications/operations • Politics • Policy, law, legislation, foreign relations • Social and cultural forces • Social climate; Cultural influences • Demography • Gender, age, education level, etc.

Elements of the Specific Environment • Questions to ask about elements of the specific environment • • Who are the consumers and what are their preferences? Who are the suppliers? Who is the competition? What role does the government play in the environment?

Minnesota Vikings • What are examples of their general and specific environments? • Who would we consider their primary and secondary stakeholders? • Choose one general environment element and discuss how the Vikings’ organization may impact or be impacted by this?

Organizational Effectiveness • Effectiveness: • the extent to which goals are achieved (focus on results) • Efficiency: • the achievement of goals using minimum resources (focus on activities)

Strategy • Plans to cope with environment • Steps in the development of plans • Organizational processes involved in developing a strategy to gain competitive advantage • Development of partnerships and alliances • Motives for the creation of organizational partnerships • Studies that have examined strategies and alliances in sport organizations (continued)

Organizational Strategy Plans 1. Identify goals, objectives, and the mission of the organization – must be congruent with mission 2. Determine strategic objectives – assessing what the org. wants to achieve; analysis 3. Identify required resources – need adequate/appropriate resources 4. Establish a timeline for implementing a strategy – implement, measure milestones

Organizational Culture • Organizational Culture: a pattern of basic assumptions that are invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration • Pattern of basic assumptions • • • Stories and myths Symbols Language Ceremonies and rites Physical setting Symbolic artifacts How do you think these represented regarding the Vikings culture?

Dimensions of Organizational Structure • Organizational Structure: identifies the formal reporting lines amongst individuals and organizational units; determines the grouping of functions, and departments, and provides designs that enhance communication, coordination, and integration of the work to be achieved within the org. 1. Division of labor; Specialization • Vertical – number of levels, more = more complex • Horizontal – number of units across the org • Spatial – number of geographical locations in which an organization operates

Dimensions of Organizational Structure 2. Standardization/Formalization: documentation that controls employee behavior and activities 3. Centralization: hierarchical level that has authority to make decisions Centralized = top of hierarchy make decisions Decentralized = decision-making is delegated throughout the organization

Dimensions of Organizational Structure Factors affecting centralized or decentralized decisions • Cost: greater the cost = more centralized • Timing: greater the urgency = more centralized • Qualifications of employees: greater the number of qualified employees = more decentralized • Relationships among the dimensions of organizational structure

Organizational Design • Based on interplay of five organizational parts 1. Top management 2. Middle management 3. Technical core 4. Administrative support staff 5. Technical support staff

Organizational Size • Size affects organizational structure • • • Number of employees Number of organizational locations Value of organizational assets Sales volume Number of clients

Org. Change - Organizational Life Cycle • Also called the model of organizational growth • Stages of growth – Do we see this in sports teams? • Entrepreneurial – the vision • Collectivity – leadership established; develop clear goals • Formalization – rules and procedures are developed • Elaboration – collaboration and teamwork; address revitalization if needed

Org. Change - Contextualist Approach • Change does not take place in isolation or in a brief period • Change is accomplished over time by considering three elements 1. Content 2. Context 3. Process

Org. Change - Innovation • Product innovations • Creation of new product designs • Development of new products • Process innovations • Improve efficiency or effectiveness of organizational processes

Social Media and Management Concepts • Social media has the potential to advance organizational performance (effectiveness) and processes (efficiency) • Use of social media in organizations may influence and alter • Knowledge sharing • Socialization • Power processes • How are the Vikings doing this?

Practical Application • Critical thinking in sport organizations • Solve problems • Make informed decisions • Develop comprehensive plans • Ethics and the sport organization • Corporate social responsibility