Shmd 129 sport management
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SHMD 129 SPORT MANAGEMENT. 17 August managing change. Forces for change:. There are 5 different types of forces for change: Environmental Forces Economic Forces Social Forces Demographic Forces Technological Forces. Forces for change:. Environmental Forces:

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Shmd 129 sport management


17 august managing change
17 Augustmanaging change

Forces for change
Forces for change:

  • There are 5 different types of forces for change:

  • Environmental Forces

  • Economic Forces

  • Social Forces

  • Demographic Forces

  • Technological Forces

Forces for change1
Forces for change:

  • Environmental Forces:

    • Organizations interact continually with their external & internal environments.

    • Effective organizations try to “change the change” to their advantage.

    • Try anticipate & predict change, to shape it if you can & prepare for it, if you can’t shape it.

Forces for change2
Forces for change:

2. Economic Forces:

  • Changed so drastically, players make millions per year.

  • More star players - more fans & media interest - more money.

  • Huge amount of money involved - team management have very little margin for error when choosing players.

Forces for change3
Forces for change:

3. Social Forces:

  • Sociology of sport is an academic discipline that has evolved significantly in the past 40 years.

    Sociology of sport - area of sociology that focuses on sport as a social phenomenon & on the social & cultural structures, patterns, & organizations or groups engaged in sport.

  • Exp. Rugby players playing golf; Players going to schools.

  • Forces for change4
    Forces for change:

    4. Demographic Forces:

    • Teams must take into consideration the diverse populations in their marketplaces.

    • Exp. Age, culture

      5. Technological Forces:

    • Technology is very different today than it was only a few years ago.

    Management functions change
    Management functions & change

    • Leaders continuously manage change.

    • Plans already developed require change.

    • Organizing & delegating tasks require employees to make changes.

    • Hiring& training of employees, & their performance evaluations, indicate that aspects of their job, or their approach to their job, must change.

    Variables of change
    Variables of change

    • 4 variables of change refer to what organizations must do:

      • adapt,

      • adjust,

      • shift, or

      • re-create to stay current,

      • to keep or grow market share, or

      • to remain viable as an organization.

    Variables of change1
    Variables of change

    • Strategy:

      • Adjust strategies to adapt to changes in external & internal environment.

        2. Structure:

      • A change in strategy changes structure.

      • Structures evolve to adapt to emerging needs.

    Variables of change2
    Variables of change

    3. Technology:

    • High-tech innovations (computers, e-mail, internet) increased the rate of change.

    • Technology frequently drives change in strategy & structure.

    Variables of change3
    Variables of change

    4. People:

    • Key variable of change.

    • Day-to-day tasks change as technology changes.

    • As tasks change, our skills & performance change.

    • Organizations attempt to change our attitudes & behaviour.

    • We create, manage & use technology.

    • We are organization’s most important resource.

    Stages in the change process
    Stages in the change process

    • During change, people go through 4 distinct stages in the change process:

    • Denial

    • Resistance

    • Exploration

    • Commitment

    Overcoming resistance to change
    Overcoming resistance to change

    • Why do we resist change?

      • We fear uncertainty.

      • We don’t like to be inconvenienced.

      • We always move to protect our self-interest.

      • We fear loss.

      • We like to be in control or at least feel like we’re in control.

    Overcoming resistance to change1
    Overcoming resistance to change

    • How to overcome resistance:

      • Create a trust climate.

      • Develop a change plan.

      • State why the change is necessary & how it will affect your group.

      • Create a win-win situation.

      • Involve people.

      • Provide support.

      • Follow through.

    Organizational culture
    Organizational culture

    • Set of values, beliefs, & standards for acceptable behaviour that its members share.

    • Shared understanding about the identity of an organization.

    • It’s personality.

    Organizational culture1
    Organizational culture

    • Sport team culture adds a special dimension to the idea of organization culture:

      • Teams form very special, strong bond.

      • Behave same way,

      • Determination to win,

      • Deal with winning & losing.

    • Add to this fans – results in many strong forces at play.

    Components of culture
    Components of culture

    • There are 3:

    • Behaviour:

      • Action – what we do & say.

      • Artefacts are the results of our behaviour & include written & spoken language, dress & material objects.

      • Celebrations, ceremonies, heroes, stories.

      • Founders have strong influence on culture.

    Components of culture1
    Components of culture

    2. Values & Beliefs:

    • The way we think & behave.

    • Beliefs expressed as ‘if-then’ statements.

    • Values & beliefs are operating principles that guide decision making & behaviour in an organization.

    • Influence ethical or unethical behaviour.

    Components of culture2
    Components of culture

    3. Assumptions:

    • Deeply ingrained values & beliefs, never question them.

    • They are automatic pilots that guide our behaviour.

    • Often the most stable & enduring part of culture & most difficult to change.