"Quiz" 1 SPMT 455
The individual manager level
Each manager and other corporate participants are responsible for their own ethical behavior
Four different CSR levels
Economic- Focus only on economic concerns Legal- Follow the letter of the law Ethical- Follow the spirit of the law Philanthropic- Act as a leader in promoting CSR
Why do people resist planning?
Effort, time, resistant to new management, management thinks it reflects poorly on them, "this is the way we've always done it"
Assessment
Environmental scan Background information Situational analysis SWOT analysis
Performance management
Establish a regular review cycle using your balanced scorecard Analyze and compare trends using graphs for rapid communication Don't be afraid to change your metrics Planning must be flexible to accommodate change Recognize and reward good performance results Brainstorm and change - take corrective action on poor performance results
Incentives
Individuals within the company tend to act according to incentives provided to them in terms of rewards and the performance evaluation process
Context
Individuals' lives extend beyond the organization into their family, communities, and voluntary associations, which also have cultures, create incentives, and offer opportunities
Criteria for good measures
Integrity - Complete; useful; inclusive of several types of measure; designed to measure the most important activities of the organization Reliable - Consistent Accurate - Correct Timely - Available when needed: designed to use and report data in usable timeframe Confidential and secure - Free from inappropriate release or attack
CSR areas of responsibility
Internal areas of responsibility -Market responsibility/economic efficiency -Legal compliance with loopholes Middle areas of responsibility -Values -Environmental standards -Labor standards -Supply chain management -Stakeholders External areas of responsibility -Contributions (corporate giving) -Sponsoring -Social activities (corporate volunteering)
Goals
broad, qualitative statements that provide general direction for a sport organization
Corporate Social Responsibility (CSR)
the notion that corporations are expected to go above and beyond following the law and making a profit integrate social and environmental concerns in their business operations and interactions
Ad hoc committees
temporary committees appointed to consider special issues or problems Usually less than a year
Operations
the activities and processes used in making both tangible and intangible products
How contingencies became manifest
(organizational culture, incentives, opportunities, context)
Organizational Profile 2. Business relationships
-Organizational structure (e.g., business units, functions, board, management layers, etc.) -Customer relationships (e.g., requirements, satisfaction, loyalty, expectations, etc.) -Value chain (i.e., relationships among people and organizations in the value chain) -Partner relationships (e.g., alliances, long-term suppliers, customer partnerships)
Organizational Profile 1. Operating environment
-Products and services (e.g., suppliers, delivery channels, contracts, arrangements) -Organizational culture (e.g., climate, barriers, leadership, communication, cohesiveness, etc.) -Workforce productivity (e.g., skill levels, diversity, contractors', aging, etc.) -Infrastructure (e.g., systems, technology, facilities, etc.) -Regulatory environment (e.g., legal requirements [health, safety, environment, equity....], government oversight, industry standards, union contracts, etc.)
Executive summary
A brief recounting of the key points contained in a business plan
marketing plan
A formal, written document that directs a company's activities for a specific period of time.
Social activism in sport
Black lives matter, Natasha Cloud wearing the orange gun violence awareness shirt
Zinn's model for ethical decision making (11 steps)
1. Identify the correct problem to solve (not any symptoms otherwise you'll never solve it) 2. Gather all pertinent information (try to be as informed as possible, don't get lazy) 3. Explore codes of conduct relevant to one's profession or to this particular dilemma 4. Examine your own personal values and beliefs Understand your values and how they could impact your decision (be aware of your personal values and how they could influence your decision) 5. Consult with peers or other individuals in the industry who may have experience in similar situation (advice from friendly colleagues) 6. List decision options (look at as many options as possible so you can make the best choice) 7. Look for a win-win situation if at all possible (try to make a decision that maximizes the outcome for the parties involved) 8. Ask the question "How would my family feel if my decision and how and why I arrived at my decision appeared on the internet tomorrow?" (Make sure there isn't anything you wouldn't want to be upfront about) 9. Sleep on it (don't rush into the decision and consider the options and consequences you'll face) 10. Make the best decision possible, knowing it may not be perfect (people will disagree with you and there is no perfect answer) 11. Evaluate the decision over time (important to reflect on the decision later to see how it is working or how changes could be made to improve it... Important if the issue or similar one arises again)
Importance of Strategy in sport management
1. To plan effectively Strategy is extremely important because sport orgs have historically had reputations for effective planning Not doing this could lose you money 2. To capitalize on effectively Capitalizing on opportunity is enhanced by the tenets of strategic management Having a strategic management plan that includes designs for acting relative to both future acquisitions and outselling the competition might well enable you to merge your business with your competitor 3. To make effective decisions An organization charting a specific course of action is most likely to make effective decisions Strategic management will enable strategic decision making by keeping the organization in tune with environmental realities and reducing internal resistance to change 4. To enhance the manager's entrepreneurial role Entrepreneur, disturbance handler, resource allocator, and negotiator Sport org with clear business strategy has the greatest potential of enhancing the manager's entrepreneurial role encouraging the development or acquition of innovative goods and services and effectively manageing organizational change.
Why study governance?
1. You need to be able to understand the big picture 2. You need to understand how governance fits within the sport management curriculum 3. You definitely will use your knowledge of sport governance in whichever industry segment you work -You will need to know which governing bodies you will deal with in your industry segment Be knowledgeable about the federation's rules and regulations dealing with athlete eligibility You will need to understand who has the power and where the power lies in any sport organization you work or interact with ETHICS
Organizations increasingly require staff and managers to be trained about ethics, often including:
A message from the CEO, GM, or senior official Development and discussion of code of ethics Procedures for discussing and reporting unethical behavior
Strategic plan format and template
ABCDE Assessment (Where we are) Baseline (where we want to be) Components (how will we do it) Down to specifics (how will we do it) Evaluate (how we are doing)
Why does sector matter?
Affects how you do basically everything in the organization is done from mission statement to vision to goals/objectives/tactics/action plans and marketing etc
Link budgets to strategic plan
Aligning resources validates that initiatives and action plans comprising the strategic plan support the strategic objectives -Strategic plans cannot succeed without people, time, people, and other key resources -the world's best Strategic Plan will fail if it is not adequately resourced through the budgeting process
Policy
All orgs deal with different types of difficult situations, often issues related to HR, service delivery, risk management or finance Sport orgs require policy in the areas of finance, HR, facility use and control, equipment, travel, public relations, promotion, and other items relating to risk mangement EX. Travel in college athletics
Hierarchy of authority
An organizational chart also reflects an organizations hierarchy of athourtiy. Who reports to who is clear from the lines and levels within the chart. At the top of the chart, a basketball team has a GM in charge of day-to-day operations of the club; all others answer to her In a hierarchy people higher up are responsible for the actions of the people below them.
Does an ethical conflict exist?
Are value conflicts present? Do real alternatives exist that are equally justifiable? Are there significant consequences to stakeholders, including owners, sponsors, or investors?
Socially responsive
Balancing multiple stakeholder obligations Pay attention to pressure groups, use CSR to build competitive advantage
Gap Analysis
Baseline/Org profile vs. Challenges/SWOT Gap= basis for long term strategic plan looks at what you need to do
What are the specific purposes of planning?
Become proactive rather than reactive (clarify club purposes and direction) Initiate and influence outcomes in favor of the club Exert more control over its destiny -- deciding where it wants to be in the future Adopt a more systematic approach to change and reduce resistance to change Improve financial performance and use resources effectively Increase awareness of its operating environment (ex. competitors, government policy, threats) Improve organizational control and coordination of activities Develop teamwork off the field
Continuous feedback through the balanced scorecard
Build and use organizational structures and processes to enable a Strategic Management System ▪ Use the Balanced Scorecard framework to organize and report actionable components ▪ Use the Scorecard for managing the execution of your strategy ▪ Scorecard prompts you to look at different perspectives and take into account cause-effect relationships (lead and lag indicators) ▪ Improves how you communicate your strategy
How do we reach into the economy as a whole? From the standpoint of governance and policymaking, how and why does it hurt us to think about sport in isolation (i.e. as if it were a separate and distinctive economic enterprise)?
Can't partner with people and offer postgame events Can't partner with people for promotions Don't consider where your stadium goes and how it could effect the local economy and how the local economy can effect attendance and such and that'll backfire
Threats
Challenges confronting the organization -External in nature (bad press coverage, shifts in consumer preferences, substitute products, new regulations) *Not the direct effect of a weakness although the potential effect of a threat might be exacerbated by a weakness **May be useful to classify or assign probabilities to threats **The more accurate you are in identifying threats, the better your position for dealing with change
Case method analysis: step two
Collect information and formulate options Study English Premiere league Identifying ways and means for increasing MLS profits through team expansion, player acquisitions, promotion and publicity, television, merchandising, and stadium capacity
Organizational Profile 3. Key performance categories
Customers Products and services Financial Human capital Operations External (regulatory compliance, social responsibility)
Data and strategic marketing
Data obtained from sales records, customer comments, account records, complaints, and online interactions may be used in decision making Using data from websites and social networking sites gathered via technology also plays an important role in decision making.
Case method analysis: step one
Define the problem Soccer doesn't have the same fan or media following in the US
The society level
Defines ethical behavior and assesses the effect of business on society
Strategic decision making steps
Defining the problem Listing all possible alternatives, taking into consideration the internal and external organizational environments Assessing the pros and cons of the alternatives Considering the global and long term impact of the alternatives Selecting the best course of action
Strategic management plan
Defining the vision or clear purpose Converting the vision to measurable objectives Defining a plan to achieve the end goal Implementing the plan Measuring the results and revising the plan based on actual versus planed events Involves looking backward and forward to assessing the current organizational environment (Managers will evaluate historical, current, and forecasted data in the light of values and priorities of the organization's stakeholders.)
Why do these characteristics of organizations for Sport governance and policy making? Identity Program of activity Membership Clear Boundaries Permanency Division of labor Hierarchy of authority Formal rules and procedures
Depends on the thing
The organization level
Different organizations have their own set of ethical standards
What does strategic planning do? Why is this necessary for governance and policy making
Establishes priorities for what you will accomplish in the future Describes where resources should be allocated Prompts and enables you to make choices on what you will do and what you will not do Pulls the entire organization together around a single game plan for execution Necessary because how else will you have your shit together long enough to do anything
Case method analysis: step three
Evaluate the options evaluate the pros and cons as well as the potential impact of each of the options identified above
What resources? How to link?
Every Action Plan should identify: -The people resources needed to succeed -The time resources needed to succeed -The money resources needed to succeed -The physical resources needed to succeed (facilities, technology, etc) Resources (including human resources identified for each Action Plan are used to establish the total cost of the initiative
Business plan components
Executive summary, mission statement, company background, product description, marketing plan, competitor analysis, SWOT analysis, operations, financial planning, timeline
product description
Explains the major characteristics of the product and describes the relationship between the business need and the product. This is also referred to as high-level requirements.
Division of labor by task?
Facilities Marketing Personnel Finance etc
Role of decision making in sport governance
Far reaching implication
Targets
For each measurement, you should have at least one target ➢ Targets should stretch the organization to higher levels of performance ➢ Incremental improvements over current performance can be used to establish your targets ➢ Targets put focus on your strategy ➢ When you reach your targets, you have successfully executed your strategy
Decision making
Gathering and analyzing information
Example of Goals/Objectives/Tactics/Roles
Goal 1: Increase attendance Objective 1: Increase game-day walk up sales by 5% Tactic 1: Add two new promotional nights (bobble-head giveaway and $1 hot dog night) Role: Ticket office, Marketing Goal 2: Increase sponsorship revenues Objective 1: Secure five new corporate sponsors Tactic 1: Have each sales rep contact ten new local corporations Role: Marketing/Sales
Standing committees
Have specific responsibilities within their governance structures
Legal
He should play: Hasn't been convicted of anything yet What does legal mean? Has he violated team or university rules related to such conduct? How would a student who is not an athlete be treated by the university? If he doesn't play and the team loses is it possible to hold him in some way legally responsible for the loss of revenue resulting from losing the game.
Educational
Here sport managers need to reflect on what they have learned by going through the decision-making process in the situation Going through this complex decision making process will inform future good practice when tough decisions arise again
Diagnosing and Managing Unethical behavior
Identify behaviors of concern Study the organization to find the prompts, reinforcers, and punishers (including conflicting contingencies) associated with the behavior of concern, and to determine how they are structured. -Culture -Incentives -Opportunities -Context Restructure prompts, reinforcers, and sanctions to align with target behaviors (and to eliminate conflicting contingencies)
Model of comprehensive rationality
Identify the problem Establish decision criteria Weigh decision criteria Generate alternatives Evaluate the alternatives Choose the best alternatives Evaluate the decision
The rational model for decision making (ex. Title IX BSU)
Identify the real problem (university is not in compliance with Title IX which guarantees equal athletic opportunities for men and women athletes) Identify the decision objective (bring department to compliance) Gather all pertinent info (look at all program areas Title IX covers, such as facilities, coaches, equipment, travel and per diem, scholarships, and so forth) Identify any hurdles (beware of tangible hurdles... budgetary constraints and intangible hurdles... people's attitudes toward women's sports) Brainstorm for alternatives (List all possible ideas now and sort through them later) ... Adding sports w/o increasing budget, asking university for more money, cutting some men's non-revenue sports to free up money, dropping football, finding additional funds, donors, increase ticket prices for major revenus sports Narrow down the options (determine top three or four options ex. finding additional funding sources and dropping some men's non-revenue sports) Examine the pros and cons of each option (dropping men's sports is a quick fix but PR nightmare, asking for money has a limit, increasing ticket prices won't provide enough money and fans will only pay so much) Make the decision (pick combination approach, using tactics of finding additional sponsorship dollars and increasing ticket prices) Evaluate the decision (tactics will be evaluated over coming years... Athletic department will need to continually account for sponsorship dollars and fan's responses to increased ticket prices by measuring the impact on tickets sold)
What is an organization?
Identity Program of activity Membership Clear boundaries Permanency Division of labor Hierarchy of authority Formal rules and procedures
Assesment model: SWOT analysis
Internal: Strengths and weaknesses (organizational assets, resources, people, culture, systems, partnerships, suppliers) External: Opportunities and threats (marketplace, competitors, social trends, technology, regulatory environment, economic cycles)
Reasons why people make unethical decisions
Lack of personal integrity Job dissatisfaction Financial rewards Pressure to meet goals Ignorance of code of conduct
In what positions in the sport industry would you be concerned about sport governance? When? Why?
Literally everyone all the time because everything is linked to sport governance
How might sector matter in terms of the following aspects of sport governance?
Literally everything you do is based on what sector you're in
Case method analysis: step four
MLS executives identified and pursued player acquisition as a means for increasing the exposure for soccer in North America.
Reality check
Make sure everything is linked and connected for a tight end-to-end model for driving strategic execution
Key factors in promoting ethical workplace
Management behavior Direct supervisors behavior Positive reinforcement Compensation (bonus and salary) Behavior of peers
Financial planning
Managing money continuously through life in order to reach your financial goals
Components
Mission & vision Values/guiding principles Key objecties
Key components of the strategic plan
Mission: why we exist Vision: What we want to be Goals: What we must achieve to be successful Objectives: Specific outcomes expressed in measurable terms (NOT activities) Initiatives: Planned actions to achieve objectives Measures: Indicators and monitors of success Targets: Desired level of performance and timelines
What happens after policy has been defined?
Must be communicated within the organization and properly enforced
Evaluation
Must evaluate the planning process to see if they are fulfilling organization's mission statement by successfully completing the state goals, objectives, tactics and roles did ya do what ya needed to
Sport ethics examples
Non-discrimination/equity in sporting participation Fair play Inclusive facilities and equipment Protection against abuse and violence Safety and security Sport-related labor conditions Employment and hiring practices Right to due process
Complex decisions
Non-routine decisions are novel and referred to as non-programmed decisions
Division of labor by region?
North, south, east, west etc
Political
Not limited to elected officials includes any groups or stakeholders who may exert some type of political power or influence in a given situation University's faculty, staff and admin will most likely make public statements about situation School's conference or even NCAA may also make statements about the decision and as a state university members of the state legislature may also voice their opinions
What are the five systematic ways that sectors differ?
Objectives Outputs Evaluation criteria Context and contingencies Outlook on goods and services
Public surplus generating
Objectives- Compound (mission and fiscal) Outputs-services Evaluation Criteria- fiscal sustainability Context and contingencies- economic and political incentives, negotiation of overlaps with the private sector, market and multiple stakeholder demand Outlook on goods and services- cope simultaneously with political controls and the marketplace
Private for profit
Objectives- Focused (material/financial) Outputs- Enhanced owner's equity (profits) Evaluation Criteria- profitability and efficency Context and contingencies- financial incentives, regulation by external agencies, market and competitive forces Outlook on goods and services- innovate and promote to meet the market and beat competitors
Private not for profit
Objectives- Multifaceted, mission driven Outputs- Services Evaluation Criteria- Attainment of mission Context and contingencies- Appeal to donors and volunteers, governance with reference to mission, relatively narrow array of stakeholders Outlook on goods and services- Seek funds, volunteers, and access to target populations
Public not for profit
Objectives- composite, service directed Outputs- services, public goods Evaluation Criteria- political sustainability Context and contingencies- political expectations, bureaucratic rules and processes, needs, wants, and claims of multiple constituencies Outlook on goods and services- manage price and quantity in the absence of market feedback
Strategic management
Often occurs as a result of some environmental factor impacting the operation of the organization and its ability to achieve defined goals Dynamic, both short and long term in nature and sometimes results in structural changes to organizational arrangement
What is policy development
Ongoing process through which a framework for decision making is developed relative to issues broadly encountered throughout the organization developed on recurring issues or problems and is usually guiding decision making around critical organizational resources such as finances and personnel
Organizing and staffing
Organizations are 1. Social entities that are 2. Goal directed 3. Are designed as deliberately structured coordinated activity systems and 4. are linked to the external environment
Organizational culture
Organizations can promote a spirit of integrity that goes beyond compliance
Formal rules and procedures
Organizations have formal rules and procedures such as constitutions, bylaws, and operational manuals. Examples include office dress codes, policies on accepting gifts from clients, sexual harassment policies, or policices on acceptable use of organizational property.
Why do we organize? Why not just a single flat team structure?
Organize to prevent chaos and able to collaborate and gain additional ideas by not being the only one
company background
Overall description of the company, the firm's current status, and the history of the business Vision statement / mission statement Specific goals, Business' competitive advantage
Down to specifics
Performance Measurement Targets/Standards of performance Initiatives and projects Action plans
Evaluate
Performance management Review progress- balanced scorecard Take corrective actions Feedback upstream- revise plans
5 P's of Strategy
Planning- Setting a course of action to deal with a situation Purpose- Actions that are sometimes deliberate and other times emergent that deal with change and opportunity Ploy- Some specific maneuver to deal with an issue Position- The location of the organization relative to its business and competitors Perspective- The culture or perspective of the organization
What is policy
Policies are broad guidelines or procedures an org follows as it moves towards its goals and objectives Policies have wide ramifications and are formal expressions of an org's standing decisions on important, often recurring issues. Emerge from org's philosophy by creating a framework for resolving issues directly and consistently Effective policies evolve over time in reaction to the environment within which organization exists Policy does not dictate how or on what items to spend but rather creates a bottom line principle specific to the importance of only spending within the means of the organization
The importance of policy in sport organizations
Policy manual can be an invaluable tool that helps personnel to deal quickly and effectively with issues. Policies also promote fair, equitable decisions supported by rationales that are both reasonable and easy to understand Encourage consistency
What is institutional context
Political Sociological Cultural Fiscal Ethical Legal Technological environments
4 Types of Contingency
Positive reinforcement (providing a reward for a desired behavior) Negative reinforcement (removing an unpleasant consequence when the desired behavior occurs) Punishment (applying an undesirable condition to eliminate an undesirable behavior) Extinction (withholding reinforcement of a behavior to cause its cessation)
Opportunities (SWOT)
Potential areas for growth and higher performance External in nature (marketplace, customers who are unhappy with one or more competitors, better economic conditions, failing competitor, changing technology, etc) *Internal opportunities are strengths **Timing may be important for capitalizing on opportunities (like the speedo alternative example)
Socially obligative
Prioritizing longer-term shareholders Comply with laws
Socially obstructive
Prioritizing short-term shareholder interests Avoids highly regulated business locations, lobby to change laws
Case method analysis
Procedure looking for a problem, collecting information to assess the available options for solving the problem, choose the alternative most closely aligned with the strategy and philosophy of the organization
Ethical considerations for sport managers
Professionalism Equity Legal and financial management Personnel concerns Governance and policies League and franchise issues Matters of social justice
Why create a baseline?
Puts key aspects of the organization into a single context for evaluation, benchmarking, and planning Descriptive about the organization as well as the overall environment Includes information about relationships -Customers -Suppliers -Partners -etc ---Create an organizational profile
Objecties
Quantitative statements that help a sport org determine if it's fulfilling its goals
Corporate strategy
Refers to global strategy for the larger corporation, an entity that may include several smaller businesses Partnerships Tactics such as advertising, acquiring facilities, managing risk, and developing rules and regulations are employed to enact the overall strategy
Five R's
Regulations, rules, rankings, records, results
Action plan execution
Requires that you have answered the Who, What, How, Where, and When questions related to the project or initiative that drives strategic execution ✓ Coordinate with lower level sections, administrative and operating personnel since they will execute the Action Plan in the form of specific work plans ✓ Assign action responsibility and set timelines - Develop working plans and schedules that have specific action steps ✓ Resource the project or initiative and document in the form of detail budgets (may require reallocation prior to execution) ✓ Monitor progress against milestones and measurements ✓ Correct and revise action plans per comparison of actual results against original action plan
How should we evaluate policy alternatives
SLEEPE (social, legal, economic, ethical, political, educational) Triple bottom line (financial, social, environmental) Organizational mission Pragmatics (Effectiveness and efficiency, necessity and sufficiency) Means vs. Ends
Division of labor by product?
Say Monumental sports? so basically dividing by what is sport is produced (WNBA, NBA, NHL, G-League, AFL)
Ethical
Saying Franklin can't play takes the ethical stance that domestic violence is wrong and can't be tolerated and athletes aren't above the law Not allowing him to play may make the ethical statement that a person is innocent until proven guilty MOST COMPLEX PART
Socially contributive
Seeking to shape society Promoting sustainability and locally led economic development
membership
Set rules about membership (to play pro basketball you need certain pre-reqs)
What are the four types of plans?
Short-term plans (less than three years) Long-term planning (three or more years) Standing plans (repeated events) Single use plans (one time events)
Baseline
Situation (past, present, and future) Significant issues Align/fit with capabilities Gaps
Sport managers define their general market by using data on what?
Size (number of customers) Trading radius (distance customers will travel) Demographics (male vs. female, age, income) Psycographics (personal likes and dislikes and future trends... impact of changing game times)
Model of incremental decision making
Slowly building the blocks
SLEEPE principle
Social Legal Economic Ethical Political Educational
Social
Social ramifications of the decision Letting guy play suggest winning the game is more important to Athletic Department than standing up against domestic violence by athletes (and could lead to protests by both on-and-off campus groups) Don't let him play... Many fans and university supporters will be angry if your team loses the game but you'll have made a statement DV is not acceptable behavior
Four ethical stances of organizations
Socially obstructive Socially obligative Socially responsible Socially contributive
When are policies made
Solve a problem or take a stand on an issue that is likely to occur
Clear Boundaries
Sports rosters are easily verifiable because of the internet
Routine decisions/Programmed decisions
Straightforward, repetitive, mundane ex. If a toilet overflows... call maintenance
Strategic Approach: Strategic Adaptability
Strategic Risk: Strategic Blunders (misreading trends)
Strategic Approach: Strategic Opportunism
Strategic Risk: Strategic Drift
Strategic Approach: Strategic commitment
Strategic Risk: Strategic Stubbornness
The industry level
Suggests that different industries have their own set of ethical standards (e.g. public recreation industry vs. commercial tourism industry)
Rankings
Systems that report and place athlete/team performances based on results and competitive criteria into numerical order from first to last place
Regulations
Systems that report organizational governance structures, constitutions, legal control mechanisms, event selection criteria, and codes of eligibility, conduct and ethics
Rules
Systems that report technical rules for the officiating and management of the respective sport's competitive events
Records
Systems that report the best performances ever accomplished by athletes/teams within competitions, time periods, or overall
Results
Systems that report the final standings and performance statistics from competitions
Sport Governance
The exercise of power and authority in sport organizations, including policy making, to determine organizational mission, membership, eligibility, and regulatory power within the organization's appropriate local, national, or international scope
Organizations rely on policy and precedent to solve problems fairly and consistently
The importance of policy in sport
What does policy development enable?
The organization to link its mission statement and management strategy to its operations, ensuring the business strategy is implemented through overall policies and tactics
To be effective an organization must create a good fit between strategy, organizational structure, and governance plan
The result of a divergent policy or unacknowledged shifts in the environment could lead to chaotic, illogical management illustrated by inconsistent decision making, poor planing, and inadequate organization
Four levels of ethical concern
The society level The industry level The organization level The individual manager level
What do subsector and sector affect?
The ways we plan, strategize, organize, make decisions, and evaluate policies and programs
Weaknesses
Things that prevent you from doing what you really need to do (bad leadership, unskilled workforce, insufficient resources, poor product quality, slow distribution and delivery channels, outdated technologies, lack of planning, etc.) within your control but not necessarily easy to fix
Strengths
Things you do well (core competencies, best leverage points for growth without draining resources) Can be tangible-- loyal customers, efficient distribution channels, very high quality products / services, excellent financial condition, etc.) Can be intangible-- good leadership, strategic insights, customer intelligence, solid reputation, highly skilled workforce)
Economic
This situation (playing or not) could mean player looses money no matter what Allowing him to play maximizes the opportunity to win the game meaning increased revenue for the university, especially in terms of sales of licences products and perhaps ticket sales for the upcoming year If Franklin plays well he could increase his potential professional earnings. If he doesn't play BSU could lose and all revenue streams associated Franklin's draft status could suffer, costing him money in his contract and potential endorsement deals.
Strategic decision making
Top management decisions related to substantial resources Involves forecasting both the environment and the effects of a particular decision in the acquisition of long-term goals Ex. developing partnerships with sponsors or other organizations, long-term planning, establishing the organizational brand, and dramatic shifts in programming)
Planning process according to the text
Vision and mission statements Goals Objectives tactics roles evaluation Who is going to do what by when using what resources
Timeline
When you're going to do things
Fundamental questions to ask in strategic planning?
Where are we now? (assessment) Where do we need to be? (gap/future end state) How will we close the gap? (strategic plan) How will we monitor our progress? (metrics)
Mission statement
a statement of the organization's purpose - what it wants to accomplish in the larger environment
Tactics
are the specific actions sport managers take to achieve organizational objectives
Opportunities
effective corporate governance, internal controls, and enterprise risk management can reduce the opportunity for unethical conduct
Aspects that cause incentives conflicts
high levels of stress long hours fast-paced environment inflexible schedule highly competitive environment
competitor analysis
identifying key competitors; assessing their objectives, strategies, strengths and weaknesses, and reaction patterns; and selecting which competitors to attack or avoid
Program of activity
implies that an organization has a certain set of goals it wishes to achieve and that these goals are tied to its mission statement and its successful business operation
Why does the model of incremental decision-making predominate in practice?
it allows you to assess and work backwards if something goes wrong Also more timely and allows you to make incremental changes
Who needs to care about ethics
literally anyone Governments and all the agencies that work with them Sports and sport related orgs Individuals including parents, teachers, coaches, refs, officials, sport leaders, athletes who serve as role models, administrators, journalists, doctors, and pharmacists
identity
teams establish public identity by name corporate identity separate from the players or fans so the team can still exist and be consistent in their identity when players leave
Traditional hierarchal organization structure
most sport orgs with one person at the top and work like a pyramid down
Examples of measurements: Lead indicators
o Average time to initiate customer contact => shorter time should lead to better customer service o Average response time to incident => below average response times should lead to increased effectiveness in dealing with incident o Facilities that meet facility quality A1 rating => should lead to improved operational readiness for meeting customer needs
Examples of measurements: Lag indicators
o Overall customer satisfaction rating => how well you are doing looking back o Business units met budgeted service hour targets => after the fact reporting of service delivery volume o Number of accidents at work sites => historical report of what has already taken place
Roles
refer to the organizational unites specifically responsible for carrying out the sport organizations tactics and the behaviors needed to achieve success
Strategy
refers to the plans and actions implemented to achieve a goal in the most efficient and effective manner
SWOT analysis
strengths, weaknesses, opportunities, threats
Permanency
true organizations have relative permanency but the organizational members can come and go Players can leave the team and the team still exists
division of labor
within organizations labor is divided among members Tasks are determined, and then people are assigned to the tasks Front office of a basketball team has specialization areas such as marketing, media relations, community relations, and ticket sales
Characteristics of action plans
❖ Assign responsibility for the successful completion of the Action Plan. Who is responsible? What are the roles and responsibilities? ❖ Detail required steps to achieve the Initiative that the Action Plan is supporting. Where will the actions be taken? ❖ Establish a time frame for the completion each steps. When will we need to take these actions? ❖ Establish the resources required to complete the steps. How much will it take to execute these actions? ❖ Define the specific actions (steps) that must be taken to implement the initiative. Determine the deliverables (in measurable terms) that should result from completion of individual steps. Identify in-process measures to ensure the processes used to carry out the action are working as intended. Define the expected results and milestones of the action plan. ❖ Provide a brief status report on each step, whether completed or not. What communication process will we follow? How well are we doing in executing our action plan? ❖ Based on the above criteria, you should be able to clearly define your action plan. If you have several action plans, you may have to prioritize.
Mission statement (components)
❖ Captures the essence of why the organization exists - who we are, what we do ❖ Explains the basic needs that you fulfill ❖ Expresses the core values of the organization ❖ Brief and to the point ❖ Easy to understand ❖ Conveys the unique nature of the organization and the role it plays that differentiates it from others
Goals
❖ Describe a future end-state - desired outcomes that support the mission and vision ❖ Point the way forward in actionable terms ❖ Put strategic focus into the organization - specific ownership of the goal should be assigned to a unit or person within the organization ❖ Best applied where there are clear choices about the future ❖ Should be adaptable where necessary, especially in the face of rapid change ex. Maintain and enhance the physical conditions of our public facilities
Vision
❖ How the organization wants to be perceived in the future - what success looks like ❖ An expression of the desired end state ❖ Challenges everyone to reach for something significant - inspires a compelling future ❖ Provides a long-term focus for the entire organization
Guiding principles and values
❖ Provide an underlying framework for making decisions - part of the organization's culture ❖ Values are often rooted in ethical themes (e.g., honesty, trust, integrity, respect, fairness, etc.) ❖ Values are expected to be applicable across the entire organization ❖ Values are intended to be appropriate for desirable management practices (e.g., best quality, exceptional customer service, etc.)
Objectives
❖Relevant - directly support goals ❖Compel the organization into action ❖Specific enough so we can quantify and measure the results ❖Simple and easy to understand ❖Realistic and attainable ❖Convey responsibility and ownership ❖Acceptable to those who must execute ❖Several may be necessary to meet a goal ex. launch at least three value stream pilot projects to kick-off our transformation to a leaner organization
A good strategic plan will do what?
➢ Address critical performance issues ➢ Create the right balance between what the organization is capable of doing vs. what the organization would like to do ➢ Convey a desired future end state (vision) ➢ Allow and accommodate change (be flexible) ➢ Guide decision making at lower levels Operational Tactical Individual ➢ Enable evaluation of the organization's performance
Down to specifics: what are action plans
➢ The Action Plan identifies the specific steps that will be taken to achieve the initiatives and strategic objectives - where the rubber meets the road ➢ Each Initiative has a supporting Action Plan(s) attached to it ➢ Action Plans are geared toward operations, procedures, and processes ➢ They describe who does what, when it will be completed, and how the organization knows when steps are completed ➢ Like Initiatives, Action Plans require the monitoring of progress on Objectives, for which measures are needed
Quantify from action in terms of measurements
➢Measure your milestones - short-term outcomes at the Action Item level ➢Measure the outcomes of your objectives ➢Try to keep your measures one per objective ➢May want to include lead and lag measures to depict cause-effect relationships if you are uncertain about driving (leading) the desired outcome ➢Establish measures using a template to capture critical data elements
