Chapter 1 (a) & 1 (b) Introduction

Honelako gehiago

WordPress

by Ragnar Lodbrock

Validity and Reliability

by Kristine Komorowski

Elements of the language curriculum design process

by Diana Ordoñez

THE YOUNG TECHNOLOGIST IN THE FOUNDATION PHASE

by Seipati Molipa

Chapter 1 (b)

1.7 Management Process / Function

P, O, L, C

1.6 Management Roles

Decisional Roles

Negotiator

Informational Roles

Spoker Person

Interpersonal Roles

Leader Roles

1.5 Managerial Levels

FIRST LINE MANAGERS

Supervisor

Project Managers

MIDDLE MANAGERS

Head of Department

Functional

Technical

Balance conceptual

Controlling

Leading

TOP MANAGERS

CEO

e.g

General

Types Of Manager

People Skills

Conceptual

Management Skills

Organizing

Planning

Management Functions

1.8 Sport Industry Environment

Environment & Interactive Management

Chaos in the External

Government

Economy

Society

Work force

Supporter

Customers

External Environment

Structure

System Process

Resources

Mission

Management

Internal Environment

1.4 How Are Managers Different from Operative Employees

Managers

Direct the activities

Operatives

Work directly to jobs

1.3 Good Managers Vs Poor Manager

The Poor Managers

Do not work well with others

Unable to understand others

Lack integrity

The Good Managers The Poor Managers

Business knowledge

Ability to get along with people

Industriousness

-Integrity

1.2 Measuring Managerial Performance

Performance effectiveness

Goal Attaintment

High Attainment

Performance efficiency

Resource Usage

Low Waste

1.1 What is Manager?

A person in a organization, responsible to work more than one person

Chapter 1 (a) Introduction

1.9 What is ISO?

 ISO International Standards ensure that products and services are safe, reliable and of good quality.

6. ISO 14000: an evolving series that provides business management with the structure for managing environmental impacts, including the basic management system, performance evaluation, auditing, labeling and life cycle assessment.

5. ISO 9004: This provides quality management guidelines for any organization wishing to develop and implement a quality system. Guidelines are also available to determine the extent to which each quality system model is applicable.

4. ISO 9003: This a quality system model for quality assurance in final inspection and testing.

 Quality system standard applicable to any product, service or process anywhere in the world

3. ISO 9002: This a quality system model for quality assurance in production and installation.

 Based in Geneva, Switzerland.

2. ISO 9001: This defines the model for a quality system when a contractor demonstrates the capability to design, produce and install products or services

 Represent The International Organization for Standardization.

1. ISO 9000: This define the key terms and acts as a road map for the other standards within the series.

1.8 Total Quality Management

5. Method

4. Technology

3. Materials

2. Employee Involvement

1. Top Management Commitment

1.7 Management Skills

5. Decision Making Skills

- The ability to select alternatives to solve problems

4. Conceptual Skills

- Ability to coordinate all of the organization’s interests and activities

3. Communication Skills

- Ability to get your ideas across clearly and effectiveness

2. People Skills

- Ability to work with understand mentor and motivate others, both individually and in groups

1. Technical Skills

- Ability to use the tools, procedures and techniques of a specialized field

1.6 Sport Managers’ Responsibilities

4. Informational Resources

3. Physical Resources

2. Financial Resources

1. Human Resources

1.5.1 What Do Manager Do ?

(ends- goal attainment)

Effective

(resource usage-low waste)

Efficient

1.5 Possible Careers

Recreation Management

Sport Broadcasting

Player's Agent

Athletic Directors

1.4 Sport Management Today and Future

 These include intense competition and new performance standards that every management team must now achieve.

 Gradual change has now been replaced by rapid change and managers face new challenges brought on by changing environment.

 Organizations by their nature are complex and difficult to manage. As long as society, the economy, and technology remained somewhat stable or changed only slowly, management had time to make the adjustments necessary to maintain and improve performance.

 The responsibility for performance involves combining and coordinating human, technological, and financial resources to achieve organizational goals.

1.3 Pioneers In Management

6. Harry L.Gantt He is noteworthy because he added a ''Humanistic Approach to Management''

5. Elto Mayo  This Harvard Professor introduced managers to the importance of good "Human Relations" in the work place

4. Henri Fayol  He is the first Originated School of Management

3. Lilian Gilbreth  She is rightfully called the “First Lady of Management”

2. Frank Gilbreth  He is known as the “Father of Work Simplification”

1. Frederick W. Taylor  He is considered the “Father of Scientific Management

1.2 What is Management ?

 “the process of getting things done, effectively and efficiently, through and with other people”.

Effectiveness - Means doing the right things; attaining organizational goals

Efficiency - Means doing the thing right/correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs - Getting the most output for the least inputs

 Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

1.1 What is Sport ?

Key concepts  Involves competition  Goals are fun and pleasure  Has intrinsic rewards  Is structured  Has history and traditions  Is institutionalized

Rules & regulations

Excercise

Tournament

Activity