PART 1 –
INTRODUCTION TO
SPORT MANAGEMENT
Sports are a big part of world economies.
The number of Sport Managers has increased
over the years.
What does this mean in terms of jobs?
 Coaches
for children’s swimming & soccer
teams.
 Athletic directors at schools and universities.
 Managers at sporting companies.
Jobs mean opportunities in
management. Good managers are
crucial if sport organizations are to
motivate and keep the kind of
employees who will make their
programs successful.
 Managers
determine organizational
performance on and off the field.
 Sport
management is a
multidisciplinary field that
integrates the sport industry and
management.
Sport management programs train people for
management positions in:
 college
athletics,
 professional teams,
 fitness centers,
 recreational centers,
 coaching,
 officiating,
 marketing,
 youth organizations,
 and sporting goods manufacturing and
retailing.
A sport manager is responsible for achieving
the sport organization’s objectives through
efficient and effective use of resources.
Efficient – getting the maximum out of your
available resources.
 Effective – doing the right thing (following the
proper strategy) to attain your objective; it also
describes how well you achieve the objectives.
 Manager’s Resources – include human,
financial, physical and informational resources.

 People
are a manager’s most valuable
resource.
 If you don’t take care of your people, your
organization will not be successful.
 As a manager, you will strive to recruit and
hire the best people available.
 Most
 Their
managers have budgets.
budgets state how much it should cost
to operate their department, store, or team
for a set period of time.
 Getting
the job done requires effective and
efficient use of physical resources.
 Managers
are responsible for keeping
equipment in working condition and for
making sure that materials and supplies are
readily available.
Managers need all kinds of information:
 To
know which suppliers will get them golf
balls fastest and most cheapest.
 To track medical aid costs for all their
employees.
 Increasing the speed at which information is
passed through organizations is crucial as a
means of getting products to consumers
faster.
 This means taking advantage of new
technologies.
 Performance
is a measure of how well
managers achieve organizational
objectives.
 Managers
are responsible for meeting these
objectives and are evaluated on how well
they meet them.
 This
means that managers must marshal
their available resources effectively,
efficiently, and creatively.

Integrity (Honesty),

Industriousness
(Seriousness),


Ability to get along
with people,
Business knowledge,

Intelligent,

Leadership ability,

Education,

Sound judgment,

Ability to
communicate,

Flexibility,

Ability to plan and set
objectives.

Unable to understand
others,

Lack integrity
(Honesty),

Do not work well with
others,

Lack ability to
change,

Are Indecisive
(Hesitant),

Reluctant to think
independently,

Lack initiative
(Creativity),

Cannot solve
problems,

Do not assume
responsibility,

Have too strong a
desire to be popular.
Think about a coach and
a manager you know and
explain what makes them
good managers or poor
ones.
•In
what ways are they alike?
•In
what ways do they differ?
•Give
examples to support your
conclusions.
Getting to
Know Yourself!