DIPLOMA IN SPORT MANAGEMENT (BS101)

HSM1093
FUNDAMENTAL OF SPORT MANAGEMENT
TITLE:
MIND MAPS TOPIC 5-8
PREPARED BY:
MUHAMMAD SALMAN FARIS BIN SAIFULLAH (BGN222410843)
PREPARED FOR
MADAM ALIZAATUL NADIRAH BINTI ABIDDIN
DATE OF SUBMISSION
22 FEBRUARY 2023
 definition of organizing purpose of organizing
5.1 what is organizing
"process of delegating and coordinating tasks and cluster jobs into units
second function of management
developing and organizational structure resources to achieve objectives" - lussier & establishes formal lines of authority
effect the management process kimball,2020 allocates organizational resources.
interactive and on-going process "the process of determining the tasks to be done, who divides work to be done into specific jobs and
every sport organization has a structure will do them, and how those tasks will be managed departments .
that outline the task to be performed and coordinated" - lewis, doofman & gilbert,2001 coordinates diverse organizational tasks.

benefit of organizing
1. Generating effective group action 5.3 ORGANIZATIONAL DESIGN
organizations should fully utilize employees knowledge and skills. WORK SPECIALIZATION
2. Synergizing resources ENTIRE JOB IS NOT DONE BY ON INDIVIDUAL AND THE STEPS IS BROKEN
pool resources and increase the efforts which leads to efficiency DOWN
DEPARTMENTALIZATION
Chapter 5

3. facilitating implementation and control

controlling personnel's tasks in accomplishing goals BRINGING TOGETHER OF INDIVIDUAL INTO GROUPS SO THAT THE RELATED
TASKS CAN BE COORDINATED
Organizing
4. identifying responsiblities
CHAIN AND UNITY OF COMMANDS
specify the responsibilities of individual personnel to eliminate doubt
THE CLEAR LINE OF AUTHORITY FROM THE ORGANIZATION'S TOP TO ITS
about authority
BOTTOM.
SPAN OF CONTROLS
5.2 theories of organizing NUMBER OF EMPLOYEES WHO CAN BE EFFECTIVELY AND EFFICIENTLY
CLASSICAL THEORY SUPERVISED BY A MANAGER.
FORMAL STRUCTURE OF ORGANIZATION AND LEAVES CENTRALIZATION AND DECENTRALIZATION
HUMAN ASPECT OF ORGANIZATION TO PERSONNEL CENTRALIZATION IS A FUNCTION OF HOW MUCH DECISION-MAKING AUTHORITY
5.4 DELEGATING WORK IS PUSHED DOWN TO THE LOWER LEVELS IN THE ORGANIZATION.
SPECIALISTS.
THE ASSIGNMENT OF A TASK, DECENTRALIZATION IS THE DEGREE TO WHICH LOWER-LEVEL EMPLOYEES
NEOCLASSICAL THEORY
RESPONSIBILITY OR AUTHORITY BY A PROVIDE INPUT OR ACTUALLY MAKE DECISION.
FOCUSED ON PHYSIOLOGICAL AND MECHANICAL VARIABLES
OF ORGANIZATIONAL HUMAN MANAGER TO A SUBORDINATE FORMALIZATION
EMPLOYEE BEHAVIOR IS GUIDED BY RULES AND PROCEDURES.
MODERN ORGANIZATION THEORY
CONSIDER THE ORGANIZATION TO BE A SYSTEM COMPOSED
OF THE STRATEGIC PARTS.
 6.3 Motivation
6.1 Definition of Leadership Manager vs Leader
leaders are key in determining the success or failure
all motives are directed towards the goals
Manager are appointed and

of coordinated tasks and organizational initiatives. have legitimate power that

willingness to achieve organizational

allows them to reward and

influencing your people towards common goal. punish. objectives

"influencing and enabling others towards the
Leader either appointed or
satisfaction or dissatisfaction
emerge within a group and

attainment of aspirational goals." - Hoye,2018 they can influence others to

"Motivation is the intention of achieving a goal,

"As the process of directing human resources

perform beyond the actions
leading to goal-directed behavior" - Columbia

dictated by formal authority

efforts toward organizational objectives." -
encyclopedia. (2004). New York : Columbia

Schermerhorn,1997 University Press.

6.2 Theories of leadership Early theory of motivation

Trait Theories 1. Maslow Hierarchy of needs theory
Receives certain qualities and traits to become a
a wide variety of academic disciplines, such as

leader CHAPTER 6
7 Trait theories : sociology and behavorial psychology.
drive (exhibit a high level effort) LEADING Hierarchy of needs : external (psychological and

desire to lead (leaders have a strong desire to

safety), Internal (social,esteem,self-actualization)
influence and lead others)
honesty and integrity (leaders build trusting

relationship between themselves)

self-confidence (followers look to leaders for an
2. McGregor Theory X and Theory Y Maslow hierarchy
absence of self-doubt) Theory X: negative view (assumes that worker Physiological Needs: Basic needs

job relevant knowledge (high degreee of knowledge

(food,water,sleep)
have a little ambition, dislike work and require Safety Needs: Second level of needs (safe work

about company matters)

extraversion (leaders are energetic, lively people) close supervision. environment, security and safety from criminal

Theory Y: positive view (assumes that workers acts, etc.)

Social Needs: The need for affiliation and sense

Behavorial theories can exercise self-direction, desire responsibility of belonging becomes preeminent.
the belief that great leaders need to be made than born
and like to work) Self-esteem Needs: Self respect which comes

naturally from being accepted and respected by others

Theory X encourages use of tight control and Self-actualization: highest order of needs.
leadership abilities can be learned
supervision

based on principle that a leader behaviour can be learned

rather than exist Theory Y encourages decentralization of

Leadership style : teamwork and participate decision
autocratic (centralized authority
democratic (involvement, high participant)
laissez faire (hands off management)
Managerial Grid :
two-dimensional view of leadership style developed by

Robert Blake and Jane Mouton in the !960s

 FUNCTION AND PROCESS OF COMMUNICATION
7.1 What is communication
A vital management component to any
Function
organization. Control (formal and informal communications

The process of transmitting information

act to control individuals behaviors in

and meaning organization)

Two level of communication: Motivation (clarifying employees progression)
Interpersonal communication Emotional Expression (Social Interaction)
Organizational Communication Information (key in making decision)
Process
The actvity of sending message from the sender

Definition of communication to receiver.

"Communication as the process by

which people seek to share meaning via

the transmission of symbolic

messages"-Stoner, Freeman and

CHAPTER 7 Communication Barriers
Gilbert,2002 Filtering (manipulation of information)
the process of exchanging information,
COMMUNICATION
which involves sending and receiving
Emotions (Disregarding rational and objective

information. thinking)
Information Overload (confronted with a

quantity of information that exceed individual

Importance of Communication process)

Knowledge of the job environment
a variety skill Defensiveness
able to communicate effectively. Language (Different meaning and specialized

Verbal communication ways)

use of words to convey messages
written (texting, letters, emailing) Communication Flows
oral (face to face conversation, radio,
Downward (flow from How to overcome communication barriers
speech) managers to employee) Use feedback (check the frequency
Nonverbal communication Upward (flow from
transmitted without words Simplify language (intended audience
body languange (gestures,facial
employees up to understand)
expression and other body movements) manager) Actively listen (listen for the full meaning)
Lateral (same level in the Comstraing emotion (recognize emotion temp)
organization)
Diagonal (cuts across both
work areas)
 8.4 Frequency of Controlling
Constant controls
8.1 WHAT IS CONTROLLING self control: will your staff do their job if they are not monitored

last of the four major management

closely
Clan control: this control is about organizational cultured and norms

function
which are powerful ways to shape desired behavior
process of monitoring activities Periodic control
effective control establish mechanism use on a regular fixed basis
Occasional control
the planning control link:
use on an as needed basis
planning,organizing,controlling,leading Human control (coaching)
motivational feedback
Definition feedback is main entire
Schermerhorn,1997:"Controlling as
maintain and improve performance
give more positive feedback
process of monitoring performance and

taking actions to ensure desired

results."
Lussier & kimball,2019:"process of

creating and implementing mechanisms to

ensure that objectives are achieved"

IMPORTANCE
To create better quality
CHAPTER 8 8.2 The Controlling Process
Measuring actual performance
help employee to find a way to beat

To cope with change

To create faster cycles
CONTROLLING current performance
Deals with human limitations source of information(how):statistical

To facilitate delegation and teamwork reports,written reports

control criteria(what):employees

(satisfaction,turnover,absenteeism,budgets

(costs,output,sales)
Comparing actual performance against a

8.3 Types Of Controlling standard

feed forwards control determine the degree of variation
a control that prevents anticipated problemsbefore actual occurence of the Taking managerial action
problem maintain the desire degree of control in

the operation
Concurrent control doing nothing:only if the devlation is

It takes place while an activity is in progress judged to be insignificent

Feedback control correcting actual performance:immediate

a control that takes place after an activity is done corrective action to correct the problem

at once