SPORTS MANAGEMENT

I. INTRODUCTION
Management is an important element in every organization. It is the element that coordinates currents
organizational activities and plans for the future.

The management adapts the organization to its environment and shapes the organization to make it more suitable
to the organization.

Students who pursue sports management learn how business principles are related to the sports industry. The
business and promotional concerns of athletes or athletic organizations are seen by sports management professionals.

II. DEFINITION
“Management is the art of “knowing what you want to do” and then seeing that it is done in the best and cheapest
way.……F.W.Taylor

Management as a process “consisting of planning, organizing, actuating and controlling, performed to determine
and accomplish the objective by the use of people and resources.”……George R. Terry

MANAGEMENT FUNCTIONS OR THE PROCESS OF MANAGEMENT

1. Planning, Organizing, Leading & Controlling (Newman & Summer)
2. Planning, Organizing, Commanding, Coordinating and Controlling (Henri Fayol)
3. ‘POSDCORB’: Planning, Organizing, Staffing, Directing, Coordinating, Reporting & Budgeting (Luther Gulick)
4. Decision Making, Organizing, Staffing, Planning, Controlling, Communicating & Directing (Warren Haynes & Joseph
Massie)
5. Planning, Organizing, staffing, directing & Controlling (Koontz O’Donnell)

III. FUNCTIONS OF MANAGEMENT

1. Planning – It is a process of deciding the business objectives and charting out the plan/ method for achieving the same.
This includes determination of what is to be done, how, and where it is to be done, who will do it and how result is to
be evaluated.
This function expected to be carried out throughout the organization. It should be performed by the manager at all
levels.

2. Organizing – According to Allen, the organizing refers to “ the structured which results from identifying and grouping
the work, defining and delegating responsibility and authority and establishing relationships.”
To organize a business is to provide it with everything useful to its functioning i.e. personnel, raw materials,
machineries, capital etc.
Once objectives are established, manager must develop plan to achieve them with help of human resources as well
as material resources.

3. Directing – Directing involves communication, leadership, and motivation.

Communication is the process of passing the information and understanding it from one person to another person.
Leadership is the function whereby the person or manager guides and influences the work of his subordinates.
Motivation is to motivate the employee to give their best to the organization.

4. Controlling – The controlling involves:

1) Establishing standards of performance.
2) Measuring current performance and comparing it against the established standard.
3) Taking corrective action that does not meet the standard.
*Control compels the events to confirm to plans.
5. Innovation and Representation – Innovation means crating new ideas which may either result in the development of
new products or finding new uses for older ones. It is necessary to grow better.

IV. TYPES OF EVENTS

The organization of events is perhaps the primary activity of sport and recreation organizations. Workers in the sport and
recreation industry, salaried and voluntary, are essentially organizers of people whether they be event directors, coaches,
referees, instructors, or facility supervisors. This organization of people is manifest by what we see and call an "event". The
term "event" in the sport and recreation industry usually refers to a situation where participants, facilities, equipment, and
other resources are coordinated to enable a form of sport or recreation to occur.

The events conducted by Sport/Recreation organizations include:

1. Competitive or non-competitive sport and recreation events
2. Courses
3. Promotional events
4. Conferences
5. Fundraising events

1) Competitive events may range from the Olympic Games to a small local under 7's soccer match and anything in
between. The scope of the events therefore depends upon the purpose of the event, the extent of participation, the
facilities and equipment required, and the importance of the event in terms of community interest.
2) The organization of courses to assist participants learn more about playing, coaching and officiating are a fundamental
part of the work carried out by recreation organizations. Such events must be carried out to ensure the continuance of
the sport or recreation activity.
3) Promotional events are not primarily organized for the benefit of the player or participant. They are organized to
promote the sport or form of recreation activity to a target market with the underlying objective to increase
participation. They may also have a second objective to promote the sponsor to the target market as well.
4) Conferences have many objectives. They may be organized gatherings of participants and/or members to carry out
planning, to review progress, discuss important issues, circulate new information, select committee personnel,
examine the position of the organization and to impart new knowledge about the sport or recreation activity.
5) Fundraising events include dinner functions, special entertainment functions, bingo or card nights, charity auctions
and awards evenings.

Irrespective of the type of event, the skills required to manage an event are much the same and only the magnitude
and complexity differs. Persons who are called upon to manage an event may acquire many titles but in this text for the
sake of simplicity they will be called the Event Director.

V. WHY ORGANIZE AN EVENT?

It's really a question of the legacy that events of importance leave. Often that legacy is very substantial although it
cannot be easily quantified. In the long-term there is little doubt that events can greatly benefit the organizations that host
them.
The legacy that special events leave includes:
• Raising performance standards
• Raising the profile of the organization in the community
• Providing promotional opportunities for sponsors
• Improving facilities
• Upskilling volunteers
 VI. SELECTING THE VENUE

Step 1: Analyze the event's need for a venue

It is necessary to ask many questions about what sort of venue is needed. Here are just a few of the questions that
should be considered.
• Do we need an indoor or outdoor venue?
• What audience capacity does the event require?
• How long do we need the venue for, including setup and takedown?
• Is it necessary to select a venue with good public transport access?

Step 2: Investigate possible venue

In a large metropolitan area, there may be a great variety of venues from which to choose. However, outside of the
metropolitan area’s choice may be extremely limited.

On the assumption that your organization does not own and operate a perfect venue for their event, event organizers
should research possible venues by:
• Contacting government agencies who may maintain and publish a database of sporting, cultural and educational
venues
• Consulting industry peak bodies that represent organizations in the sport and recreation industry and/or the
entertainment industry
• Searching the "Yellow Pages" Directory or the "Yellow Pages" Internet web site
• Utilizing one of the CD ROM products on the market to search an electronic database of telephone numbers by
name field or business category field
• Contacting schools, colleges and universities individually
• Telephoning a venue and asking for assistance, if they cannot help they will more than likely refer you to someone
who can
• Telephoning experience event managers and/or sports administrators.

All information, even subjective comments, found as a result of researching venues should be retained for future use.
Event managers should create their own database.

Step 3: Make site visits

Once some possible venues have been identified, it is important to make a site visit.

The purpose a site visit is to determine the suitability of the venue. The table below identifies and explains five
facets of suitability.
Venue suitability
Dimensions • Area must be appropriate to cater for the event i.e. abide by rules (if a sport). For indoor venues,
ceiling height must be sufficient.
Environment • The venue needs to be appealing to all participants. The venue should appear to be well
maintained and clean.
• Indoor venues - consideration needs to be given to lighting and air temperature control. Seating
needs to be comfortable and in good view of the performance area. Places to relax away from the
performance area also a beneficial feature.
 • Outdoor venues - advantageous elements include sufficient drainage, lighting, shading and
protection from wind.
Facilities • Sufficient changing areas, showers, sauna, etc
• Kitchens, canteens and food serving areas
• Offices or meeting rooms for Media and the Event Staff
• Telecommunication facilities - telephone, fax, Internet
• Public address system is available
Position • Can be accessed by public transport
• Nearness to majority of participants
• Sufficient accommodation within reasonable distance
• Shops in close proximity
Cost • The cost of the venue need to be within the realistic limitations of the event budget.

Step 4: Agree on price and terms

Once you have identified some possibly suitable venues, your next step is to enter into negotiations with venue
managers to get the best possible deal that you can.

Step 5: Make a booking and confirm

When you have selected which venue is the best for your event, it is time to make a booking. Although the venue
will take a booking over the phone, it is likely that you will be sent within a few days a contract that states:
• Facilities booked
• Dates and times booked
• Payments required e.g. deposit and final payments
• Other contractual obligations e.g. cleaning
• Your contact details

Step 6: Make further site visits

The purpose of making further site visits is to assure yourself that nothing has changed, or at least that any changes
that do occur will not affect your event. Changes that could occur include lighting, fixtures removed, equipment and decor.
Further site visits are useful also to plan your event e.g. shipping in equipment.

VII. THE EVENT DIRECTOR

The primary role of the Event Director is to organize and mobilize considerable human resources such as
participants, officials, administrators, and helpers. They are a focal point for communication, internally and externally, and
need to be contactable in and out of office hours, and over

Major Tasks of the Event Director

Tasks Notes

Recruit and convene a bid committee. Developing a bid proposal is not always required.

Recruit and convene an organizing Covered by the section "Organizing".

Plan and oversee the recruitment and training of

all human resources required to organize and conduct Human resources include volunteers as well as paid staff.
the event.

The event management plan is instrumental in coordinating

Develop an event management plan.
and training people to do organizing work.
 This includes dealings with sponsors, government and the
Represent the event in dealings with outside parties.
media.

Policies serve to assist in the process of managing the event as

Develop policies.
the Event Director cannot be in all places at the same time.

The event manager needs to know about aspects of the event

Monitor the progress of the planning and organization of
organization that are NOT going to plan so that corrective
event tasks.
action can be taken.

VIII. THE EVENT MANAGEMENT TEAM

The work involved in planning, organizing, and conducting a major event can be sufficiently great to require the
recruitment of a large team of people. Members of the team may be involved on a full-time, part-time, contractor, casual
and voluntary basis. At the head of the team is the Event Director whose job it is to keep everyone working together for a
considerable period.