MANAGEMENT MANAGEMENT FUNCTIONSFUNCTIONS

CHAPTER 2

Read Case Study: Chancellor’s Read Case Study: Chancellor’s Decision Not ApprovedDecision Not Approved

CASE STUDY QUESTIONSCASE STUDY QUESTIONS

1. List (4) mistakes that were made by the Chancellor’s decision.

2. What were the consequences of his decision.

3. List the first four steps you would have taken in building a new facility.

ORGANIZATIONAL STRUCTURESORGANIZATIONAL STRUCTURES

I. Organizational Structures – are the manner in which tasks are broken down and responsibilities are allocated/divided.

II. Organizational Charts – are the pictorial representation of the organizational structures. a. Direct Line and Staff – is the most common chart, p. 18. b. Circular Model – mostly used in an educational setting The head administrator is accessible to all within the entity, p. 19.

c. Matrix-type – support taking advantage of others expertise, p. 20.

TENNIS CORE COMPANYTENNIS CORE COMPANY

CEO-Tennis Core

SiteManager

SiteManager

AssistantManager

AssistantManager

Site

ProsSitePros

Vice PresidentOfEveningPrograms

Vice PresidentOfDayPrograms

ADMINISTRATION

Organizational Structure:

Complexity-HOW IS IT DIVIDED

Centralization-THE LEVEL IN WHICH DECISIONS ARE MADE

Formalization-HOW THE RULES AND POLICIES GOVERN THE ORGANIZATION

ORGANIZATIONAL SYSTEM

TQM

MCGREGOR X THEORY

MCGREGOR Y THEORY

QUALITY CIRCLES IN SPORT

THEORY Z

TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT

TQM – is a process of continuous improvement that is focused on responding to customer’s need and customer service. 1. It is based on data.

2. Everyone in the organization participates in the process.

3. It emphasizes teamwork.

4. Promotes on-going training of personal.

Theories of ManagementTheories of Management

McGregor’s Theory X

Administrator’s assume most workers are lazy, goof-offs and need to be told what to do.

Executive style is autocratic.

A traditional view.

Theories of ManagementTheories of Management

McGregor’s Theory Y

Administrators promote positive environment and encourage workers.

Executive style is democratic.

A modern view.

Theory ZTheory ZThis relates to the culture of the whole organization.

Administrators and employees work toward the good of the company.

Everyone share in establishing goals.

To be successful, administrators and staff must trust each other.

The Z concept comes from the Japanese industry.

OTHER KEY FUNCTIONSOTHER KEY FUNCTIONS

Diversity – the inclusion of people who are different (race, culture, gender, and etc. To understand, respect, and accept an individuals uniqueness.

Empowerment – the process of enabling or authorizing an individual to think, behave, take action, and control work.

Vision - driving an organization toward an achievable, successful, long-range goal for the future.

Misoneism – hatred, intolerance of innovation or change.

DELEGATINGDELEGATING

DECISION MAKING PROCESSDECISION MAKING PROCESS

A popular way of identifying great leaders is how they solve problems by making tough decision:

Decision process should cover (3) c’s

A. conflict- debate

B. consideration- all views be heard

C. closure- know when to end deliberations

TEAM WORKTEAM WORKPut the following delegating statements in order :

1.The staff must be capable of succeeding.

2. Establish accountability.

3. Give feedback and evaluation.

4. Staff must have the resources and power to succeed.

5. Provide clear instructions and communicate.

DELEGATINGDELEGATING

1. Staff must have the resources and power to succeed.

2. The staff must be capable of succeeding.

3. Provide clear instructions and communicate.

4. Establish accountability.

5. Give feedback and evaluation.

HOW TO MAKE A HOW TO MAKE A DECISIONDECISION1. Identify Problem

2. Gather facts

3. Interpret the facts

4. Evaluate the facts

5. Possible decisions

6. MAKE A DECISION!!!!!!

DECISIONDECISION1. As the head supervisor of

the South L.A Sport Rehabilitation Clinic, one of your Assistant Therapist often work with their assigned patient but allowed them to work on their own while she takes a break until they are at the end of the work-out. She then appears to help them finish. One patient filed a complaint that they hurt themselves while unsupervised.

2. Decision2. DecisionYou are an Athletic Director at school Y. After a football practice, one of your Assistant Football coach discussed with other coaches as to the gender preference of the Head Women’s Basketball Coach. The Women’s Coach comes to your office mad as a firecracker.

3. DecisionThe Head Men’s Basketball Coach has

been asking for another assistant coach on his staff, you explain as the A.D. that you are trying to get funds for that position.

At a home game, you notice that he has another coach on his staff. After the game you ask him about it and he states that he is a volunteer.

4. DecisionAs the head of the compliance office at your institution, you have a terrible relationship with the Athletic Director. You have a potential eligibility nightmare developing with the baseball program.What are your next steps?

5. DecisionAs the Director of your school’s

athletic trainers’ staff, you have two members that on several occasions fail to complete minor paper work on your athletes. Your next steps are?

CRITICAL CRITICAL THINKINGTHINKINGCLASS ACTIVITIY: P. 37

rr

SUMMARYI. Types of Organizational Charts

II. Total Quality Management

III.Theories of Management (McGregor’s X, Y)

IV.Theory Z

V. Management Terms (diversity, vision, and etc.)

VI.Guidelines for Delegating

VII.How to make a decision

Organizational Chart Structure: Organizational Chart Structure: Students will develop an organization chart of their organization/company. Students will develop an organization chart of their organization/company. A summary explaining the organization. This assignment must fit on one A summary explaining the organization. This assignment must fit on one page.page.

LEARNING TASKS

EXAMPLES OF ASSIGNMENTEXAMPLES OF ASSIGNMENT