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ERASMUS TEACHING MOBILITYJyvaskyla University, Jyvaskyla (Finland)

27th – 28th May 2009

Alexandru RADUResearch Assistant – Sports Management/Sports Development

Division of Sport Sciences

Northumbria University, Newcastle (UK)

ORGANISATION AND ROLE OF SPORT ORGANISATION AND ROLE OF SPORT

IN THE EU AND ITS MEMBER STATESIN THE EU AND ITS MEMBER STATES

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Alexandru RADU (IASI, ROMANIA)Research Assistant – Sport Management/Sports Development

Division of Sport Sciences, Northumbria University

IASI

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Great Learning, Great Experience, Great FutureGreat Learning, Great Experience, Great Future

- MSc Sports Management - Northumbria University, Newcastle (UK);- Degree of Licentiate in PE and Sports from “Al. I. Cuza” University Iasi, Romania - qualified PE Teacher;- Degree of Licentiate in Journalism from “Al. I. Cuza” University Iasi, Romania.- Romanian Basketball Coaching Licence and England Basketball Level 2 Coach (Head Coach of North Shields Basketball Club).- Ex-professional basketball player (Romanian 1st League).

• UK Centre for Sport and Event Research (UKSER)• Sport Management Research Unit (SMRU)

• The Sport, Learning and Teaching Research Group (SPLATR)

Alexandru RADU - profile

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Introductions

• In pairs• Name, country of origin, what do you study• “3 things you should know about me”

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Overview of sessions

Wednesday 27 th May 2009 (12.00 - 15.15)- 12.00-13.30: Managing Sport Organisations

- 13.45-15.15: Organising Sport Events in EU statesQuiz – test your knowledge about EU

Thursday 28 th May 2009 (9.15 - 12.00)- 9.15-10.15 am: Role of Sport in EU

- 10.30-12.00 noon: Contemporary Issues in European Sport

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Managing Sport OrganisationsManaging Sport Organisations

• Management & Sport Management• Organisational Structure• Leadership• Managing Resources in a Sport Organisation

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What is management:• Verb:

– The act or art of managing

• Noun:– The leadership structure of an organisation (e.g. “ the senior

management”)

“the fact that there is no one best way to manage underscores the excitement and challenge facing man agers today” (Masteralexis, 1998)

“Getting things done through people” (McFarland, 1985)

“Directing the resources of an organisation towards the attainment of its goals” (Chelladurai, 1992)

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Key Functions (Cole, 1993) :

– Planning

– Organising

– Motivating

– Control

Key Components:

• Leadership• Decision-making• Communication• Group behaviour

(Torkildsen, 1999)

Key Components:

• Within structured organisation• Achieving objectives• Formal authority over

activities/performance• Systems and procedures

(Mullins, 1993)

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SPORT ORGANISATION= a “social entity involved in the sport industry; it is goal-directed with a consciously structured activity system and a relatively identifiable boundary “

(Daft, 1989 and Robbins, 1990)

• All sport organisations exist to achieve a particul ar goal or set of goals. It may be pursuing a national championship, making a profit or developing young athletes.

• “The ultimate goal of most professional sport organ isations is to win the major championship in their sport”

(Parkhouse, 1996).

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SPORT MANAGEMENT

The Sport Organisation’s general and task environment

Sport Organisation

Sociocultural

LegalEconomic

TechnologicalPolitical

EcologicalDemographic

General Environment

Suppliers

Competitors

Athletes’Groups

Legislative Agencies

Customers/ Members/

Fans

Task Environment

(Slack, 1997)

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SPORT MANAGEMENTThe role of the sports manager is:

“to take general management functions and perform t hem in a sports setting”

(Watt, 2003)

Sheffield and Davis (1986) provide a simplistic view of the field: professionals in sport management perform their daily managementtasks in either:

- a consumer-orientated industry (driven by purchase power; for example: Nike, Reebok, Adidas, etc.);

- a spectator-driven industry (driven by team support/affiliation; for example: Real Madrid fans, Wimbledon spectators, etc.)

- or a participant-focused industry – the involved profit model (IPM) (driven by a person’s need to achieve or accomplish a goal; for example: players of Denver Grizzlies, BUPA Great North Run participants, etc.).

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Organisational Structure(organisational design, hierarchy)

= the arrangement and interrelationships of the = the arrangement and interrelationships of the various component parts and position of a various component parts and position of a company.company.

OrganogramOrganogram•• A diagram of an organisationA diagram of an organisation’’s structure, s structure,

showing the functions, departments or positions showing the functions, departments or positions of the organisation and how they are related.of the organisation and how they are related.

• which positions• how are these positions grouped• how is the flow of formal authority

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Organisational designThe determination of the The determination of the organisationalorganisational structure that is structure that is most appropriate for the strategy, people, technology most appropriate for the strategy, people, technology and tasks of the organization.and tasks of the organization.

Line authorityLine authorityThe authority of those managers directly responsible, The authority of those managers directly responsible,

throughout the organisationthroughout the organisation’’s chain of command, for s chain of command, for achieving organisational goals.achieving organisational goals.

Staff authorityStaff authorityThe authority of those groups of individuals who The authority of those groups of individuals who

provide line managers with advice and services.provide line managers with advice and services.

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Matrix organisation

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STRUCTURE OF SPORT

BOA

International Sports

Federations

IOC

IOC - Manage all Olympic matters

ISF - Manage their sport worldwide

BOA - Promote the Olympics

TASS

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20FIBA Europe Administration (source: www.fibaeurope.com )

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Creating a direction…

•• Different/other strategies demand other Different/other strategies demand other structures.structures.

•• STRUCTURE FOLLOWS STRATEGY !STRUCTURE FOLLOWS STRATEGY !

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Mission statement

An effective mission statement An effective mission statement answers three questions:answers three questions:

1. 1. WhatWhat is the business of the organisation?is the business of the organisation?

2. For 2. For whomwhom is the organisation in business?is the organisation in business?

3. 3. HowHow does the organisation fulfil its function?does the organisation fulfil its function?

WhatWhatforfor WhomWhom

WhyWhy

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Mission statement (the “raison d’etre”)

To be the most respected and successful sports league and sports marketing organisation in the world. In keeping with this mission, NBA is committed to conducting its business in a socially responsible and ethical manner. (www.nba.com )

To bring inspiration and innovation to every athlete* in the world (*if you have a body, you are an athlete).(www.nikebiz.com)

WhatWhatforfor WhomWhom

WhyWhy

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Context

fit

Mission

Objectives

actioninput output

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ManagerManager

StructureStructure CultureCulture

DirectionDirection

ContextContext ContextContext

ContextContext

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TASK 1 (link with Task 2/3)

• Create a sport organisation that operates in a country/town of your choice.

• This organisation intends to expand its operations/business at European level.

• Its main focus is organising sport events.• Create:

1. mission and vision of organisation.2. the organisational structure of this company –in diagrammatic form - and identify clear roles and responsibilities for each member of staff.

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Leadership is the process in which an individual Leadership is the process in which an individual influences other group members towards the influences other group members towards the attainment of group or organisational goalsattainment of group or organisational goals

(Shackleton, 1995)

- definition above - no assumptions about who is the leader: managers may or may not be leaders and leaders may or may not be managers.

Question time – as a group (5-10 min.):- What are the skills that a leader should possess?- Which is the “best way to lead”? (leadership styles)

LEADERSHIP

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Leadership skills

• Physical vitality and stamina

• Intelligence and action-oriented judgement

• Eagerness to accept responsibility

• Task competence• Understanding of

followers and their needs• Skill in dealing with

people• Need for achievement

• Capacity to motivate people

• Courage and resolution• Trustworthiness• Decisiveness• Self-confidence• Assertiveness• Adaptability/flexibility

Source: Gardner, J. (1989) On Leadership, New York: Free Press.

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Leadership skills comparedTop 5 skills in order of importance

1995-7: 1. ability to inspire trust and motivation2. visioning3. ability, willingness and self-discipline to listen4. strategic thinking5. interpersonal communication skills

Late 1980s 1. strategic thinking2. entrepreneurial skills3. originality4. flair5. problem-solving skills

Source: Adapted from Rajan, A., van Eupen, P. (1997) “Take it from the top”, People Management, 23 October, pp.26-28.

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Leadership styles

6 leadership styles – Goleman (2000)

COERCIVE STYLECOERCIVE STYLE Leader demands immediate compliance

AUTHORITATIVE STYLEAUTHORITATIVE STYLE Leader mobilises people towards a vision

AFFILIATIVE STYLEAFFILIATIVE STYLE Leader creates emotional bonds and harmony

DEMOCRATIC STYLEDEMOCRATIC STYLE Leaders use participation to build consensus

PACESETTING STYLEPACESETTING STYLE Leader expects excellence and self direction from followers

COACHING STYLECOACHING STYLE Leader develops people for the future.

Source: Goleman, D. (2000) Leadership that gets results, Harvard Business School Publishing Corporation

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LEADERSHIP

ManagerV’s

Leader

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LEADERSHIP

MANAGER1. A manager administers

2. A manager is a copy

3. A manager maintains

4. A manager focuses on systems & structure

5. A manager relies on control

6. A manager has a short term view

7. A manager asks how & when

8. A manager has an eye on the bottom line

9. A manager imitates & accepts the status quo

10. A manager is the classic good soldier, does things right

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LEADER1. A leader innovates

2. A leader is an original

3. A leader develops

4. A leader focuses on people

5. A leader inspires trust

6. A leader has a long term perspective

7. A leader asks what and why

8. A leader has an eye on the horizon

9. A leader originates & challenges the status quo

10. A leader is his or her own person

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Managing Resources Managing Resources in a Sport Organisationin a Sport Organisation

• What type of resources can you manage in an organisation?

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Managing Resources in a Sport Organisation

• Human resources• Physical resources (facilities)• Money (financial resources)

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Human Resources Management

PERSONNEL MANAGEMENT

• Employee based• Operational• Does not see the people

as a resource• Basic working conditions• reactive

HR MANAGEMENT• Management based –

shared goals• Investment in people• Long term proactive and

strategic approach• Resource = workforce is

an asset• Training and

development of employees

• proactive

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Facilities management

Indoor multi use sports hall

Emirates Stadium (Arsenal FC)

Facility management is a profession that encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, process and technology.

International Facility Management Association

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Facilities management

£350 SnOasis – indoor ski resort

Aim:

“Develop and manage a quality sport and recreation service from the facilities, giving good value whil e maximising participation of staff and customers”

(ISRM, 1990)

Golf course

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Facilities management

Key Functions:

• Plan, develop and promote the facility and its services

• Manage finance

• Manage information

• Manage operations

• Manage people working in or with the facility

• Quality Assurance

CURRENT ISSUES:

• Increasing competition (activities and locations)

• Increasingly expectant consumers

• Facility design and technology

• Funding and financing• Quality, standards and

targets• Investment in people• Legislation (e.g. disability,

working practice)• Litigation (H & S)

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Financial management• managing money, accounts,

financial reports• income – expenditure

OwnersInvestors

ShareholdersLenders

SuppliersCreditors

Government CustomersEmployees

Public

� What profit has the business made?

� How much does the businessown ?

� How much does the businessowe?

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Financial management / Accounting

What is a budget?What is a budget?– A plan quantified in

monetary terms– An aid to coordinating &

implementing strategy– A device for to support

management planning, control, & decision making

– Specific time period

Profit Equation:

Profit = Income - Expenditure(Sales) (Costs)

Methods:

1. Compared to turnover2. Compared to last year3. Compared to competitors4. Compared to targets

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TASK 2

• Create the budget for 2008-2009 season (financial year) for the organisation you just created for Task 1.

• Include: income (money in – sales, sponsorship, membership fees, etc.); expenditure (money out – salaries, operational costs – offices, phone, stationery, marketing & PR, travel, etc.).

• Be creative

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Organising Sport Events in EU statesOrganising Sport Events in EU states

• What is an event?• What is a sport event?

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EVENT – conceptual framework• Major one-time or recurring events of limited duration, developed primarily

to enhance the awareness, appeal and profitability of a tourism destination (Ritchie, 1984).

• To the customer, a special event is an opportunity for a leisure, social or cultural experience outside the normal range of choices or beyond everyday experience (Getz, 1997).

• Watt (1992) considers “an event is something that ‘happens’ not just ‘exists’ and here is the next big issue – somebody has to make it happen”.

EVENT CHARACTERISTICS• Unique/special• Finite services• Terms of reference• Involves resources – any examples?

Beijing 2008 – Opening ceremony (source: www.olympic.org )

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SPORT EVENT

• Sport event management is one of the fastest-growing segments in the sport management field.

• Graham et al. (1995) define sport event management as “the administration, the administration, coordination and evaluation of any type coordination and evaluation of any type of event related to sportof event related to sport”.

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Sports event management

• an international multi-million pound industry world wide.

• which generates significant interest at national, regional and community levels

• and requires individuals able to manage the hosting of international or national events and the service delivery of sports programmes, services and products.

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Types of sport eventsBowdin (2001) - events are often characterised according to their size and scale:

1) mega-events = are those events that are so large that they will affect whole economies and reverberate in the global media; generally developed following competitive bidding; for example Olympic Games, FIFA World Cup, etc.

2) hallmark events = events that become so identified with the spirit or ethos of a town, city or region that they become synonymous withthe name of the place. According to Hall (1992) hallmark events are “the image builders of modern tourism”. Classic example: Carnival in Rio (Brazil), the Wimbledon Championship.

3) major events = are events that, by their scale and media interest, are capable of attracting significant visitor numbers, media coverage and economic benefits. Sporting, cultural and business events are included under this umbrella.

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Types of sport events (II)

UK Sport (1999) considered that three elements are required to be classed as a major sporting event:

• the event involves competition between teams and/or individualsrepresenting a number of nations;

• the event attracts significant public interest, both at home and overseas, through spectator attendances and media coverage;

• the event is of international significance to the sport(s) concerned, and features prominently on their international calendar.

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Models in sports event management

• POLC model =Planning, Organising, Leading, Control.

• POLE model = Planning, Organising, Leading, Evaluation

• POMC model = Planning, Organising, Motivating, Control

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PLANNING- “a systematic, formal, logical long term approach” (Robbins, 2000)

- ongoing continuous activity which addresses where the organisation as a whole, or individual parts of it, should be going.

HUMAN RESOURCES

PLAN

ORGANISATION BUSINESS

OBJECTIVESCORPORATE PLAN

MARKETING PLAN FACILITY PLAN FINANCIAL PLAN

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TASK 3TASK 3• Choose an European city• Create an event for a sport which you will create now

(underwater basketball, football in forest, etc.) – use your imagination

• You are required to plan and organise the European Championship for this sport.

• Your presentation should contain: name of event; aims and objectives; type of event; schedule (date, place); number of competitors; staffing for organising committee with specific roles (transport, catering, mass media accreditations; accommodation/hotel, referees, venues, opening & closing ceremonies, PR officer, etc.

• Think also about sponsorship, PR and advertising your event (a poster would be useful).

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For tomorrowFor tomorrow

Bring to the seminar:• one newspaper• one website article• Sport in the headlines