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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:. Technical Skills People Skills Communication Skills

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    2. WEEK 2: 13Mar

    3. Management Skills: (pg.7) Gaining experience in the workplace and completing courses similar to this one will help you develop these skills.

    4. The five skills all managers need are: • Technical Skills • People Skills • Communication Skills • Conceptual Skills • Decision-Making Skills

    5. 1. Technical skills The 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.

    6. 2. People skills Ability to work well with people. Eg. – Today, people want a partnership relationship rather than the outdated superior-subordinate relationship.

    7. 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.

    8. 4. Conceptual skills Ability 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.

    9. 5. Decision-making skills Ability to select alternatives to solve problems. • The success of any organization is based on the decisions its managers make.

    10. Management ability Six traits important for managers, although not all are necessary to succeed as a manager: • Supervisory ability. • Need for occupational achievement. • Intelligence. • Decisiveness. • Self-assurance. • Initiative.

    11. 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.

    12. TIME-OUT

    13. 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.

    14. WHAT DO SPORT MANAGERS DO? (pg.10) Sport managers perform four functions of management and ten management roles.

    15. Management Functions: (pg.10) • Planning • Organizing • Leading • Controlling

    16. 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.

    17. 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.

    18. 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.

    19. 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.

    20. 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

    21. 1. FIGUREHEAD • The Manager performs official and figurative duties as head of the organisation.

    22. 2. LEADER • Raises a proper work atmosphere and motivates and develops assistants

    23. 3. LIASION • Develops and maintains a network of external contacts to gather information.

    24. 4. MONITOR • Gathers internal and external information relevant to the organisation.

    25. 5. DISSEMINATOR • Transmits truthful and value based information to assistants

    26. 6. SPOKESPERSON • Communicates to the outside world on performance and policies.

    27. 7. ENTREPRENEUR • Designs and initiates change in the organisation

    28. 8. DISTURBANCE HANDLER • Deals with unexpected events and operational breakdowns

    29. 9. RESOURCE ALLOCATOR • Controls and authorises the use of organisational resources

    30. 10. NEGOTIATOR • Participates in negotiation activities with other organisations and individuals.

    31. TIME-OUT

    32. Using the coach and manager you’ve analyzed in previous Time-Outs, give examples of how they perform each of the four management functions.