KINS 4830 Test 2
SLEEPE principle
-Social -Legal -Economic -Ethical -Political -Educational
"Globalization and the governance of Chinese sports: The case of professional basketball"
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"The most evil thing about college sports: The one-year scholarship and former NCAA athlete's personal narrative"
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governance of Olympic Games
--levels that govern the Olympics from the International, national, and Olympic hosting perspective: -Olympic Games are organized through the jurisdiction of IOC (International Olympic Committee) -bids to host Olympic Games are made by National Olympic Committees (NOC) from interested countries -once a bid has been awarded to a particular country, then it is the responsibility of of organizing Olympic of the particular country to organize for the games (OGOC)
policy areas (Paralympic sport)
-Changing Technologies: three assessments on what equipment to sanction (safety, ability of people to access/acquire equipment, fairness) -Developing Nations: people with disabilities face great challenges in developing nations, cost prohibits people in developing nations access to advanced technologies -Performance-Enhancing Activities: special awareness campaign established by European Paralympic Committee "Doping Disables", banned substances are required medications for some athletes who are disabled -Women in Paralympic Sport: two-tiered barrier of being a female and being disabled, IPC initiatives to increase female participation -Sport and Human Rights: UN general assembly and IPC Governing Board approved policy on sport and human rights, any person with a disability can participate and be a part of the Paralympic Movement -Inclusion of Athletes with Disabilities into Able-bodied Sports: measuring integration through the following organizational components- governance, media and info distribution, funding and sponsorship, awareness and education events and programs, awards and recognition, philosophy, advocacy
governance in North American Professional Sport
-Commissioner's Office: major professional leagues are led by a Commissioner approval of player contracts, resolution of disputes, disciplinary matters, rule-making authority, exercises regulatory power through decisions concerning fines/suspensions/disciplinary actions -Board of Governors/Owner's Committee: ultimate authority on policy development regarding rules and rule changes, expansion and franchise relocation, league-wide broadcast contracts -league office: responsible for league-wide issues-- scheduling, hiring and training officials, disciplining players, licensing logo'd merchandise, coordinating publicity-broadcast contracts, coordinating advertising -individual team level: owners that are multi-billionaires who like excitement and publicity and have goals of winning and making profits, the front office staff: daily operations for individual team, departmentalized by function, typically divided into business and sport operations -on the players' side: governing bodies are players' unions AKA players associations (PA's), each of the Big Four has a PA
current policy areas/issues (olympic games)
-Doping Control Through Drug Testing- communicating to ensure that coaches athletes and administrators understand the rules and reasons for doping control, defining by identifying what substances and practices are illegal, testing through detecting and eradicating doping practices and punishing the cheaters -Defining Amateurism- doing things for the love of the games without reward or material gain (defined and redefined over the years), most olympians are still considered amateurs, in 1971 IOC eliminated the term "amateur" from charter, modified rules to allow some professional athletes to compete. the debate continues. -Choosing a Host City- policy must stipulate exactly: how decisions are made, what criterion are used and what timeline is used; policy will provide framework for bidding committee -Corporate Sponsorship- commercialization must not run the games (IOC runs the games), the issue is power (if a sponsor gives millions and requests an action to be taken, then problems arise), government funding is used to offset undue influence of corporate money -TV Rights- who owns the rights to the Olympic symbols/marks, IOC decided to retain the right to negotiate TV contracts and to share revenues among IOC, NOC, and OCOGS, involves ownership and value, IOC has acted to retain rights of negotiations and dispersal of TV revenues (must ensure continual control and value) -New Olympic Sports- spectator interest, worldwide participation, # of competitors -Image- past corruption, election of Olympic athletes to the IOC, IOC vacancies and terms of office, women on the IOC, public awareness of financial matters -Security- emergency action plans, fan/participant/dignitary access, Olympic Village security, practices for managing cash at venues -Politics- political motives and athletic competitions, political ramifications of the games as an issue for defining policy, matters internal to the IOC, matters external to governments of participating nations
current policy areas/issues (intercollegiate sports)
-Eligibility- who is allowed to play, must have required grades and acceptable course, what is required of ones GPA to remain eligibility, transfer students -Amateurism- the line between amateur and professional sports, rules to prohibit professionals from competition -Substance Abuse and Performance Enhancement- unequivocal opposition to doping, student athlete consent forms, education and enforcement, random testing -Financial Aid- restrictions on the value of awards, overpaying or withdrawing scholarships, student athletes and part-time jobs -Gender Equity- Title IX compliance on individual campuses, enforcing principles of equity and equality, inequities played out in many ways -Gambling- concerns regarding use of internet betting, zero-tolerance policy and its rationale, enforcement of rules resulting from policy -Enforcement- reduce violations through education/discovery/disbursement of penalties, NCAA formal inquiry process, self-reporting as a mean of policing infractions -Funding- myths surrounding funding issues, connection to problems of national economies in US/Canada, policies formulated by NCAA/CIS to curb spending
attributes of organization (IPMCPDHF)
-Identity - (name) -Program of Activity - (goals tied to mission statement) -Membership - (rules about it) -Clear Boundaries - (rosters) -Permanency -Division of Labor - (determined tasks with people assigned) -Hierarchy of Authority - (organizational chart) -Formal Rules & Procedures - (constitution, bylaws, operational manuals)
major policy areas (professional sport)
-Labor Issues: revenue sharing-- players vs. owners, salary caps, salaries, pensions, benefits -other policy areas: drug policies, criminal activity by players, gambling, increasing diversity in front offices
"Establishing a 'safety net': Exploring the emergence and maintenance of College Hockey Inc. and NCAA Division I Hockey"
-NCAA created CHI (college hockey inc.) as an alternative to counteract the disadvantage faced because of the difference in rulings when competing against the CHL to recruit Canadian youth players -the Rules of Recruitment and Rules of Eligibility (NCAA) which differs from CHL and make it harder to get players to come play D1 because they are able to make money at a very young age in the CHL -CHI: educational opportunities (safety net after NHL career), be a part of a university community, player development, professional hockey opportunities -organizations can work with each other to maintain competitiveness in the industry by using institutional maintenance through a third party to remain sustainable
NOC (National Olympic Committee)
-Mission: connect to themes of the Olympics as outlined by the IOC -Financials: budget for 4-year span is ~$500 million with revenues from product sales, corporate partnerships and advertising -Membership: 78 member organizations divided among 7 categories -Organizational Structure: board of directors, exec committee and other committees, 500 staff members
IOC (International Olympic Committee)
-Mission: encourage sport development, coordination, and collaboration, ensure that games are held regularly (Summer and Winter every 2 years to be held once every 4), promote peace, sport ethics, fair play, and concern for the environment, fight discrimination, violence, doping, and other health endangering practices, oppose political or commercial abuse of athletes and sport, support the International Olympic Academy and the study of Olympics -Financials: generates revenues from ownership of the rights to the Olympic Games from associated marks and terminology and the host city bid process -Membership: maximum of 115 members elected by the General Assembly; 70 individual members, 15 Olympic athletes, 15 members from International Sports Federations (ISFs), 15 members from NOCs -Organizational Structure: session (General Assembly), executive board, office of president
CIS (Canadian Interuniversity Sport)
-Mission: enrich educational experience through a national sport program stressing equality/integrity/fair play/trust/respect -Financials: revenues from championship guarantees, sponsorship and events, government support, membership fees, publications, investments. Expenses include championships, special events, association-wide programs, office and meeting management and sport development -Membership: virtually all Canadian undergraduate degree-granting institutions; about 50 members total -Organizational Structure: executive committee, annual general assembly, elected board of directors
NAIA (National Association of Intercollegiate Athletics)
-Mission: promote education and development through intercollegiate athletics participation; athletics as an integral part of education -Financials: nonprofit, revenues generated by membership fees, sponsorship, merchandise sales and national championships -Membership: more than 300 members from mostly small US and Canadian institutions in active and associate categories -Organizational Structure: Council of Presidents, Council of Athletics Administrators, Council of Faculty Athletics Reps, Council of Affiliated Conferences and Independents
NCAA
-Mission: provide expert administration of intercollegiate athletics for members; provide programming & deliver national championships. goals are to promote college athletics, protect athletes' interests, prepare athletes for life, provide funding -Financials: nonprofit (but multi-million dollar enterprise), revenues generated by tv rights, championships, royalties, investments, sales, contributions. expenses: special events, revenue sharing, programs, mgmt & NCAA foundation -Membership: more than 1280 institutions/conferences/organizations/individuals, member institutions belong to Division I, II, or III; more than 1000 institutional members divided fairly among divisions -Organizational Structure: Executive committee, board of directors, presidents council
CCAA (Canadian Collegiate Athletic Association)
-Mission: provide leadership, programs, services for student athlete development through intercollegiate sport -Financials: revenues from championships, events, membership fees. Expenses include championships, special events, programs and office mgmt -Membership: all universities-- just over 100 Canadian post-secondary institutions offering 2-3 year programs, includes community colleges, university-colleges, and tech institutes -Organizational Structure: board of directors
Sport Canada
-Mission: responsible for elite sport and dedicated to the valuing and strengthening of the Canadian experience in sport -Financials: funding from federal government -Membership: is an umbrella organization that seeks to support the mandate for high performance sport; composed of civil servants of the federal government -Organizational Structure: led by director general, variety of program managers and sport consultants within units
AAU (Amateur Athletic Union)
-Mission: seeks to promote and deliver amateur sport widely in US, inclusiveness of programming (programs for all people), founded in 1888 to establish standards for amateur sport participation -Financials: nonprofit funded mostly through membership dues and donations -Membership: thousands of members: athletes, coaches, volunteers, officials; 500k participants and ~50k volunteers -Organizational Structure: 57 associations representing either states or regions, board of directors, executive committee, executive director, full-time staff
OCOG (Organizing Committees for the Olympic Games)
-Mission: to be the best, to host the best, to show the world the best Olympic Games ever -Financials: money raised through government grants and funding, tv rights, corporate sponsorships, advertising, licensing, ticket sales and other marketing and special event functions -Membership: paid professional staff and volunteers -Organizational Structure: volunteer president and board, a staff CEO, subdivided into areas of responsibility such as finance, facility development, etc.
Sport & Community
-Offside website-- offering $100 to anyone who submits a video of parents being nasty to officials -speaker worked for Oconee County Parks & Recreation
examples of major games in amateur sport
-Pan American Games -Commonwealth Games -World University Games -World Games for the Deaf -Special Olympics World Games
5 P's
-Planning (set course of action) -Purpose (have strategies) -Ploy (have maneuvers to deal with issues) -Position (where org is compared to its business & competitors) -Perspective (know culture/perspective of org)
current policy areas/issues (major games in amateur sport)
-Sport & International Policies- advancement of democracy vs. communism, sport as a show of moral authority and political legitimization (sport might be selected to further other national objectives), involvement of business and commercialization -Marketing & Fundraising- concepts of fundraising and marketing are critical to hosting major games in amateur athletics: increasing commercialization leads to shifting of power/control toward sponsors, broadcasting and sponsorship revenues with a cause (conflicts will arise), need policies to define sponsorship rights associated with each partner, revenue generation beyond corporate sponsorship and advertising -Global Conflict, Terrorism, & Scrutiny- potential for terrorism at games with global representatives and world media attention, need for coordinated policy defining parameters for safe travel, admittance, contact, and conduct for everyone involved with games -Performance Enhancement- protecting those who play fair, deterring those who might cheat by doping, applying common sanctions for doping infractions, providing detailed procedures for establishing a breach in the rule
governance of amateur sport in North America/Canada
-US: state and local governments exist in order to provide rules, regulations, promotion, and competition for specific sports; view: sport is independent of government -Canada: promotion of national unity and identity are central themes in government involvement -Both: some government involvement is present as related to athletes' representation at major games of amateur athletics
governance roles in intercollegiate athletics
-University President- involvement in campus athletics varies by institution -Athletic Board (b/w pres and AD)- purpose is to advise AD and oversee athletic development operations -Faculty Athletics Representative (FAR)- appointed by pres and role is to make sure athletic department remains within the educational context of the institution -Athletic Director (AD)- responsible for the unit and must understand the policies, activities, and actions within each department -Coaches- are managers in that they plan, organize, lead, and evaluate their teams
Planning (steps) (POLE)
-Vision Statement: what organization will become, gives direction to the future -Mission Statement: who you are/what you do, concise terms (purpose, philosophy, values) -Goals: direction for the organization, broad and achievable statements (qualitative) -Objectives: specifics into how to meet planned goals, measurable statements (quantitative) -Tactics: specific how-to steps to achieve objectives -Roles: identify organizational units to carry out tactics and behaviors/actions necessary to ensure success
Paralympic Games contd.
-Vision: to enable Paralympic athletes to achieve sporting excellence and inspire and excite the world -Financials: funding sources include membership dues and partnerships with public and private bodies; local organizing committees get funding and support from the government, the Olympics, and sponsorship -Organizational Structure: General Assembly, executive committee, management committee, paid executive staff -Committees: clearly defined responsibilities according to IPC, most countries have their own separate NPC -International Paralympic Sport Federations (IPSF): act as governing bodies for a particular sport at the international level
Sport in Germany (guest lecture)
-What day of the week is everything closed in Germany? SUNDAY -College athletes in Germany? NO -Is higher education free? YES, TO CITIZENS -What German futbol player was very vocal about racism? KEVIN PRINCE-BOATENG -Besides futbol, what is the biggest sport organization in Germany? GYMNASTICS -What sports did the guest speaker play in Germany? PICK UP BBALL AND TENNIS -What athlete walked off the field in protest of racism? KEVIN PRINCE-BOATENG
"An investigation into the existence of child sex abuse policies within youth sport day camps"
-chose 5 diff sport day camps serving abut 300 children in the same county; examined the sexual abuse policies by interviewing the camp directors -purpose was to determine if camp directors had developed policies, held an orientation for staff members, and implemented plans to deal with allegations of child sex abuse -findings indicated that these camps lacked a written policy/procedure for preventing and addressing child sex abuse (ex. lack of updated background check, non-requirement of physical exam and other factors, no orientation or training sessions, not educated about signs and symptoms, directors themselves struggled to identify proper steps that would need to be taken to address situations) -recommendations: better education, development of written policies and procedures, staff orientation and participation agreements, purchase insurance
CSR (Corporate Social Responsibility)
-concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders on a voluntary basis -operates at 4 levels (least to most CSR): Economic, Legal, Ethical, Philanthropic
Case Method Analysis Steps for Developing Policy
-define in detail the issue and the facts describing the scope of the problem/its impact for the org -collect and assess info on both sides of the issue -evaluate the potential impact of each option -choose favored option for solution and specifically define the action (this then becomes the written policy statement)
to accomplish a strategic management plan
-define the vision -convert the vision into measurable objectives -implement plan -measure results & revise plan
Organization (POLE)
-divide into units for effective organization -organizational structure influences: Flow of info, Collaboration, Coordination, Allocation of power/responsibility -Structural features - hierarchal levels: Membership (determine policies, rules, regulations) President/Exec. Committee (appointed by members) Paid staff (implement but dont set governance policies) -structures dictate: flow of info, setting of policies & rules, philosophical statements
why policies are important in regard to sport governance
-enables creation of policy manuals -promotes fair decisions supported by reasonable rationales/consistency in solving problems -links org's mission statement/mgmt strategy to its operation -provides systematic framework that aids decision-making
Olympic Games
-first games held in 776 BC in Greece -games abolished by Roman Emperor in AD -Discussion of the revival of he games started with Baron Pierre de Coubertin and others -1894: representatives from 34 countries supported the revival of the Olympic Games -1896: Modern Olympic Games were reborn in Athens, Greece -was restricted to men only -events included boxing, footraces, pentathlon, chariot racing, etc.
strategic decision-making
-forecasting the environment & effects of particular decision in the acquisition of long-term goals -strategy is important in order to: plan effectively, capitalize on opportunities, make effective decisions, enhance manager's entrepreneurial role
organizational units
-general assemblies - (primary governing body, volunteers, meetings follow Robert's Rules) (ex. NCAA) -executive committees/governing boards/management councils - (subset of General Assembly, is where the real power lies in organizations) -standing committees - (specific responsibilities like a legal or media committee) -ad hoc committees - (deal with short-term issues, temporary) -executive staff - (paid sport mgmt professionals employed by the sport governing body)
"Sport policy and the new public management in the Caribbean. Convergence of resurgence?"
-globalization of modern sports in Caribbean countries: there's a need to develop more explicit public sport policies in order to deliver more successful sport, more in-depth analysis to be done on the public policy for sport, possibly a more business-like approach should be used for efficiency -convergence and the NPM (new public management): NPM refers to a more entrepreneurial and managerial approach to the conduct of public policy, all states are converging on the NPM, becoming the same -four levels of convergence -different public policies created for different states -conclusion that there needs to be more research in order to answer the question of convergence of resurgence
Rational Model of Decision Making
-identify problem -identify the decision objective -gather pertinent info -identify hurdles -brainstorm for alternatives -narrow options -examine pros/cons of each option -make decision -evaluate decision
what is a national sport governing body/national sport organization & how is it organized/involved in sending teams to major games?
-in USA and Canada, one national organization is recognized as the regulatory body for a particular sport such as Basketball (USA) & Judo (Canada) -major games are national or international events run as a single sport like FIBA World Basketball Championships or FIFA World Cup -
"Impact of social expectations on ethical governance of sport organizations"
-interviews done with directors and CEOs of Australian Football League and its clubs to examine the concept of social expectations and ethical governance -5 key social expectations of sport themes: scrutiny, sport business, sport context, social investment, the historical development of the club -the amateur tradition: many amateur sports in Australia have grown into big-time pro sports -cultural significance of sport: sport influences all aspects of society -emergent ethical challenges: recently sports ethics has been growing in importance -research method: the analysis of the impact of social expectations; semi-strcutured interviews take place with the duration of an hour spaced throughout the session -analysis and discussion: social expectations will have an impact on the management of sport and vice versa -public interest: people have an expectation that public figures will act a certain way -ethical governance in sport must take into account the community and consumer base that these organizations are catering to, and how they will react to clubs' actions (large public reaction to policies involving conflict of interests, competitive advantages, domestic violence/breaking the law, etc.)
North American professional sport
-is the most visible of all the sport industry segments -the big four: MLB, NFL, NBA, NHL -the odds of making any of these team sports is astronomical, but the games would not happen without athletes' involvement
major games in amateur sport
-major games of elite amateur athletics -amateur sport as a highway: spans from informal recreational opportunities (pick-up basketball) to elite (multi-event competition) -major advances in technology and urbanization - sport development increased greatly (urbanization brought people to the city and created leisure activities, technology aka long distance transportation for national and international competitions) -idea of sport as alternative to war (1800s) -Olympic Games reinstated 1894 -1913 Far East Championship Games -1930 The British Empire Games -Amateur Sports Act 1978- promotes, coordinates, and sets national goals for amateur sport through development of national bodies (national level) -Stevens Amendment Act 1998- strengthened athletes' rights, provided procedures for dispute resolution, and incorporated Paralympics into the Act (national level) -Americans with Disabilities Act (ADA) 1990- written to prevent discrimination on the basis of disability
"UEFA as a new agent of global governance: a case study of relations between UEFA and the Polish government against the background of UEFA EURO"
-major points: UEFA Euro 2012 and the relationship between UEFA and the host country in Poland, including clashes with the Polish government and the scope of changes in the Polish legal system -argument: UEFA is an emerging global governor because they set rules for global sport which brings together the interests of states and corporations -UEFA Euro 2012 and the relationship between UEFA and the host country in Poland, including clashes with the Polish government and the scope of changes in the Polish legal system -organization of UEFA Euro 2012 may be interpreted though the theoretical lenses of two types of actors of the emerging global order: the state & new global governor -sport mega-events began to be perceived as spotlights through which states might present themselves to a global audience of investors, tourists, consumers -ownership of those events belongs to nongovernmental organizations; states/corporations then quickly learned how to set the rules of the game in accordance with their own interest -UEFA was established in 1954 as an international umbrella nonprofit organization consisting of autonomous national football federations (now works with FIFA) -UEFA Euro: global mega-event, a marketing spotlight for companies and states to sell products by linking their brands with the UEFA's Euro brand -"global governors"- active agents who want new rules to change outcomes and transform international life; their goal is to create policy and set agendas -"global order"- the relationship between diff types of governors creates synergy but also conflict
sport governance at international level
-making effective choices among policy alternatives -3 techniques for best choice: ideology-based, political risk, & stakeholder analyses
"Transition to non-toxic gunshot use in Olympic shooting: Policy implications for IOC and UNEP in resolving an environmental problem"
-many shooting events in which lead gun is shot at targets -the lead is rarely disposed of properly because of difficulty and high costs -poses a multitude of environmental risks especially to animals that may ingest the lead -an international environmental toxic risk associated with lead has been documented scientifically -non-toxic substitutes (steel is main sub) for the lead shot are readily available that allow continuation of the games with minimal change; and a framework for regulating the use of the substitute metal exists -in order for this to happen, there must be an assurance of market demand that only an ISSF rule change can provide
strategic management
-purpose of plan of action that enables sport organization to reach its goals/plans -used synonymously with business strategy and organizational strategy -serves as link between macro organizational approach and what an individual manager does (broad vs. mgmt view) -enables managerial activities to be more successful in defining/setting policy -decisions and action plans derived from mission -takes into account external & internal environments -use of short and long-term objectives/tactics/plans -in summary... involves POLE-ing the organization's strategy-related decisions and actions
"Comparative analysis of university sports in the US and Turkey"
-purpose was to dissect the structure of the Turkish University Sport Federation and show how it can use its status as a federation to help sport grow in Turkey, provided comparative overview of college sport governance in the US and Turkey, interviewed the organizational structures and operations of both TUSF and NCAA and compared -approaches in the comparative research: universalist approach that looks at wide-range culture to develop context-free theory, culturalist approach that develops from cross-cultural ethnographic studies, societal approach that seeks to identify the social aspects of the differences/similarities (approach used largely depends on country's culture, sports history, population) -TUSF promotes sport in diff cities and regions by assigning a provincial representative to cities with a university, providing the area with a domestic contact that they can stay in touch with -NCAA- more of a joint effort among multiple organizations rather than one governmental body, is older than the TUSF, has 25x as many athletes -similarities: purpose, sources of income, organizational structure -differences: period of existence, budgets, participation among athletes, # of members -for TUSF to draw closer to NCAA: marketing (independence), programming (increased participation), talent identification (more opportunities)
sport governance at professional level
-regulation between professional teams -governance of team sports by pro leagues -governance of individual sports by players association
"The need for global amateurism standard: International student-athlete issues and controversies"
-serious issues arise when international student athletes are recruited in the US due to the difference in rules regarding amateurism rule and paying players (NCAA rule is different) -main controversy over the inclusion of ISAs has to do with the peculiarity of the American notion of amateurism and determining if they have violated NCAA rules; each college and university is in charge of researching and confirming eligibility of each recruited ISA -recent examples: Muhammed Lasage (Nigerian basketball player, ruled ineligible to play at University of Louisville to having signed a contract with a Russian professional team), Nikola Kecman (of OSU ruled ineligible for part of season for playing for a pro team although receiving no money for playing) -some ISAs coming to the US could have been playing at professional circuits overseas putting domestic athletes at an unfair advantage -arguments that there should be limitations placed on international athletes but it is also believed that placing such a limitation would violate anti-discrimination laws -until the NCAA policies are examined and new procedures and bylaws are enforced, pro student-athletes will continue to dominate in collegiate amateur sports for the foreseeable future
managers face the following when ethical dilemma occurs
-significant value conflicts among differing interests -real alternatives that are equally justifiable -significant consequences on stakeholders in situation
the future of sport governance
-sport managers must prepare for and expect change, but this change must be monitored and carefully planned -every segment of the sport industry will face its unique set of governance challenges in the future
international professional sport
-sport managers working in global environments must learn to be respectful of local cultures, norms, customs -governing bodies for soccer (FIFA, Premier League, Japanese League, FIA, Formula One) -current policy areas (soccer): racism in football, formula one scandal -the international sport federations for each sport often play a direct role in league governance -concerns around financial and economic matters are central to the operation of international sport leagues (just as it is in North American professional sport) -although soccer and motor sports were chosen as examples in this chapter, numerous other professional sports operate internationally
growth of intercollegiate athletics
-started as rec activity organized by students, then college administrators/faculty took control -62 members of university administrators founded the organization of Intercollegiate Athletic Association of the United States (IAAUS) 1906 (now the NCAA) -faculty representatives founded the Canadian Interuniversity Athletic Union Central (CIAU-Central), CIAU renamed CIS (Canadian Interuniversity Sport 2001 -1910: IAAUS renamed NCAA -1971 AIAW (Athletics for Women), 1982 merged with NCAA -more than a thousand colleges and universities offer intercollegiate sport
"Social media policies with NCAA member institutions: Evolving technology and its impact on policy"
-student athletes are heavy consumers of social media and this communication tech. shows few signs of being a fad that will disappear in a few years -athletic department needs to take a proactive stance on managing social media while working together with the athletes to find mutually beneficial solutions -important for athletes to be informed of the risks of social media -athletic department should find ways to work in tandem with athletes (encouraging them to use hashtags, mention the department accounts), are likely to promote a more harmonious and sustainable social media culture that will be predicated on trust and understanding rather than fear and negativity -rules in existence: content rules, monitoring rules, other-oriented rules
Paralympic Games
-the Paralympic Games represent the major international competition for elite athletes with physical disabilities -is completely different from Special Olympics in terms of athletes, competitions, and goals -the Summer and Winter Paralympic Games take place in the same year, city, and venues as the Summer and Winter Olympic Games (two weeks after) -the governing body for the Paralympic Movement is the International Paralympic Committee (IPC), headquartered in Bonn, Germany -sport began as a means of rehabilitation for the injured after WWII -1964: Formation of International Sport Organization for the Disabled (ISOD) -1989: International Paralympics Committee (IPC) was founded
sport governance
-the exercise of power and authority including policy making in sports organizations -use of power, control, high-level decision-making -in order to determine: Mission, Membership, Eligibility, Regulatory Power -takes a macro view of sport organization (the big picture)
sport ethics
-the understanding and evaluation of moral values that are inherent in sports organizations and that condition the practice of sport -the understanding and evaluation of the contribution sports render to the realization of general societal and moral ends/values
why important to study sport governance?
-understand the big picture within sport organizations -understand compliance with NASSM/NASPE -apply to career (who has power, where it lies, where you fit)
Sport and Entrepreneurship (guest lecture)
-what are the three stages of institutionalization: pre, semi, full -what is institutional entrepreneurship: actors that introduce divergent change within an institutional setting; occurs when a person or group of people work to drastically change an institution, and in the process form a new institution
Five R's of Good Governance
1. Regulations - (criteria, code of eligibility conduct ethics) 2. Rules - (for mgmt/officiating events) 3. Rankings - (performances based on results from first to last place) 4. Records - (best performances ever) 5. Results - (final standings, stats from competitions)
sport governance occurs at 3 levels
Local National International
Mission, Membership, Financials, Structure, Policy Areas - of organizations that govern intercollegiate athletics in North America:
Mission, Membership, Financials, Structure, Policy Areas - of organizations that govern intercollegiate athletics in North America:
POLE
Planning Organizing Leading Evaluating
policy
a broad guideline or procedure followed to meet organizational objectives (links the formulation of a strategy with its implementation)
bylaws
document like constitution but more operational, outlines how organization should conduct business in terms of elections and meetings
two basic decision-making components
gathering info & analyzing info
code of ethics
governing bodies set the ethical tone for membership by exhibiting ethical behaviors at top levels
constitution
governing document that includes core principles and values
intercollegiate athletics
have a paradoxical appeal: collegiate athletics are exciting in nature but wrought with problems
ethical dilemma
occurs in a situation where the course of action is unclear or where reasonable people cannot agree on what should or should not happen
regulatory power
the ability to enforce rules and impose punishments or sanctions
importance of using ethical decision-making models
they present a framework to make ethical decisions and they help managers have a logical approach to decision-making