1 / 18

The Strategic Management of Sport & Leisure Organizations

The Strategic Management of Sport & Leisure Organizations. SLC 7503 Dr. Timothy D. Ryan. Organizational Conflict. Adapted from: Slack, T., & Parent, M. M. (2005). Understanding sport organizations: The application of organizational theory (2 nd ed.) . Champaign, IL: Human Kinetics.

marie
Download Presentation

The Strategic Management of Sport & Leisure Organizations

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. The Strategic Management of Sport & Leisure Organizations SLC 7503 Dr. Timothy D. Ryan

  2. Organizational Conflict Adapted from: Slack, T., & Parent, M. M. (2005). Understanding sport organizations: The application of organizational theory (2nd ed.). Champaign, IL: Human Kinetics.

  3. Major conflict • NHL: Cancelled 2004-05 season • MLB: 1994 baseball postseason • NFL: 1987 strike – replacement players • NBA: 1998-99 shortened season • Youth sport • HS sport • Volunteers

  4. Why conflict? • P level • Management issues • H level • O level • Ideas • V level • Externally • Suppliers, buyers, customers • Competition & regulation

  5. For managers • Because of conflict, conflict management equally important • Planning • Communication • Motivation (Thomas & Schmidt, 1976) • Involves organizational change and decision making • Functional or dysfunctional • Process

  6. What is conflict • Conflict is “behavior by organization members which is expended in opposition to other members (Thompson, 1960, p. 390). • Continuum from “no conflict” to “total annihilation and destruction of the opposing party” (Robbins, 1974). • Important items • Parties involved must perceive that a conflict exists • Must involve two or more parties • One party preventing other parties from achieving goals by some form of “blocking behavior”

  7. Horizontal and Vertical Conflict • Horizontal – those on • Vertical – those on different levels (power) • Control v • Pro sports • Management vs. leadership • Congruence between individual, sub-unit, department, and organizational goals • Tr

  8. Is conflict dysfunctional • Yes • More worker stress, less satisfaction • Less effective interaction among employees • Hinders achieving organizational goals • Avoidance • Not always • Source of and • Sign of dissatisfaction

  9. A High Organizational effectiveness Low Low High Level of conflict The Relationship Between Conflict and Organizational Effectiveness

  10. Pondy’s 5-stage Model of Conflict • Stage 1: Latent conflict: No outright conflict exists, but there is a potential for conflict • Competition for scarce resources • Drive for autonomy • Divergence of subunit goals • Incompatible performance criteria • Interdependence • Low formalization • Differences in reward systems • Power incongruence • Communication problems • Participative decision making • Role conflict

  11. Pondy’s 5-stage Model of Conflict • Stage 2: Perceived conflict • Subunits become aware of conflict and begin to analyze it. • Some conflicts are suppressed • Conflict escalates as groups battle over the cause of conflict. • Stage 3: Perceived conflict • Emotions encountered (anger, frustration, etc) • “Us versus them” attitudes can surface

  12. Pondy’s 5-stage Model of Conflict • Stage 4: Manifest conflict • Adversarial behavior is exhibited • Apathy & rigid adherence to rules • Violence, threats, abuse • Stage 5: Conflict aftermath • Resolved • Basis for future conflict

  13. Management strategies • Listen and observe • Attempt to change attitudes, not just behaviors • Strategies • Authority • Avoidance • Separate or merge conflicting units • Increase resources • Integrating devices

  14. Management strategies • Strategies continued • Confrontation & negotiation • Third-party intervention • Superordinate goals • Job rotation • Issues Management • Don’t assume everything is “fine” • Move on

  15. Thomas-Kilman Conflict Handling Model (1974)

  16. Why/when to stimulate conflict • Are you surrounded by “yes people”? • Are subordinates afraid to admit ignorance and uncertainties to you? • Is there so much concentration by decision makers on reaching a compromise that they may lose sight of values, long-term objectives, or the company welfare? • Do managers believe that it is in their best interest to maintain the impression of peace and cooperation in their unit, regardless of the price? • Is there an excessive concern by decision makers in not hurting the feelings of others?

  17. Why/when to stimulate conflict • Do managers believe that popularity is more important for the obtaining of organizational rewards than competence and high performance? • Are managers unduly enamored with obtaining consensus for their decisions? • Do employees show unusually high resistance to change? • Is there a lack of new ideas forthcoming? • Is there an unusually low level of employee turnover?

  18. Stimulating conflict • Introduce • Manipulate • Create • Diversity • Manage it well • You can be right in what you say, and wrong in how you say it.

More Related