Communication

and

Motivation
in

Sport Management and

Physical Education
MPES 310
Prof. Marilou E. Arguelles
Part 1

Communication
Communication

10 Ways to Achieve
Better Communication
 10 Ways to Achieve Better Communication
1. Understand the purpose
of communication--it is
designed to achieve a
goal.
2. Encourage internal
customers to get
together to discuss the
issues
3. Gather additional input.
10 Ways to Achieve Better
Communication
4. Identify your
audience.
5. Create “key
messages.”
6. Develop a timeline--in
what order do your
audiences need to
know information
10 Ways to Achieve Better Communication
7. Develop a plan.
8. Start on the inside of
the organization first.
9. Use multiple tools,
multiple times.
10. Think circular--start
with the end in mind
(Pophal, 2001-2002).
Communication

How to Clear
Communication Lines
 Steven Covey: Attitudes and Behaviors
Essential to Clearing Communication Lines
 Attitudes:
 I assume good faith; I do not question your
sincerity or your sanity.
 I care about our relationship and want to resolve
this difference in perception. Please help me see
it from your point of view.
 I am open to influence and am prepared to
change.
 Steven Covey: Attitudes and Behaviors
Essential to Clearing Communication Lines
 Behaviors:
 Listen to understand.
 Speak to be understood.
 Start dialogue from a common point of
reference or point of agreement and move
slowly into areas of disagreement
Communication
Barriers or Distortions
of a Communication
Exchange
Barriers or Distortions of a
Communication Exchange (Olson and Forrest, 1999)
1. Physical noise (e.g. gymnasium full of
screaming fans)
2. Distance and time
3. Spatial arrangements
4. Organizational distance
5. Source of message
6. Distraction
7. Lack of common knowledge
Barriers or Distortions of a
Communication Exchange (Olson and Forrest, 1999)

8. Lack of concentration
9. Gobbledygook (smoke-
screen type of verbiage)
10.Perceptual readiness
(the way events, words and
actions are perceived)
11.Semantics
Barriers or Distortions of a
Communication Exchange (Olson and Forrest, 1999)
Lack of Communication
Communication

Basic Components of
Communication
 Basic Components of Communication
 Originator - the translation of an idea, thought or
description into symbols to convey intended
meaning.

 Encoding - finding the right symbols, which

are most frequently words.

 Channel - sending a message by speaking,

writing or gesturing
 Basic Components of Communication
 Receiving and decoding - for communication
the message must be received and then
decoded by giving meaning to the message.

 Feedback - an acknowledgment that the

message was received, such as a nod, frown,
statement, or question (Olson and Forrest,
1999)
Basic Components of Communication
 Evolution
of Organizational Communication

Three Stages of Evolution:

1 One-way communication down
• No interacting, little
understanding (not
communication)
• Most efforts in school
administration directed in this
manner
 Evolution
of Organizational Communication

Three Stages of Evolution:

2 Administration seeking to
determine what staff is thinking
• Pulse check
(through reports, quick checkups, visits,
questionnaires, or suggestion boxes)
• Method: shallow and incomplete
• Many administrators attempt to use
it
 Evolution
of Organizational Communication

Three Stages of Evolution:

3 Participative management
• Involves staff in decision-making
• More likely accomplish true communication
• Must build rapport and confidence for staff to
“speak up”
• Questioning decisions/proposal of
“administration” may be seen as danger to one's
promotion and retention
 Evolution
of Organizational Communication

Three Stages of Evolution:

3 Participative management
• Sometimes management does not oppose
input, but not prepared to receive it
• In other cases, management fails to act on the
input
Communication

Methods of Personal
Communication
Methods of Personal Communication
1. Listening
• Some studies show that generally we retain
only about one-quarter of what we hear
• To improve listening skills:
1) Start by talking less
2) Work on putting the speaker at ease
3) Show that you want to listen
4) Remove distractions (radio playing or door open
to noise)
Methods: Listening
5) Show empathy (nodding, smiling, or leaning toward the
speaker)
6) Show complete attention
7) Be patient
(don't interrupt to finish slowly developing themes)
8) Frequently ask questions or ask for a
clarification
9) Be careful to draw a line between a good,
active discussion and an argument
10) Avoid attempting to communicate when angry
Methods: Listening

 Listening will reveal that both parties have

communicated; just have different positions
 Talking less and compromising more become
necessary
Methods of Personal Communication
2. Formal and Informal
• Formal - written/spoken; deliberately
planned
 documented in writing or by
recording
 frequently related to a legal or policy
matter
Methods: Formal and Informal
• Informal - spontaneous
 sender doesn't even know
communication is occurring
 vehicles: use of body language, tone of
voice, status symbols, and space and
height
 Space and Height: (location: e.g. higher chair,
large desk)
Methods of Personal Communication
3. Nonverbal and Electronic Communication
 3 Types:
1) Body language
• physical movement of our bodies
 waving
 folding our arms =
disagree/negative feeling
 lean forward to listen intently =
great interest and openness
Methods: Non-verbal and Electronic Communication
 3 Types:
2) Space language
• many levels:
 intimate space (max of 18 inches away)
 personal space (18 in to 4 feet away)
 social space (4 ft to 12 ft away)
 public space (12 ft away to distance of
seeing and hearing)
Methods: Nonverbal and Electronic Communication
 3 Types:
3) Time language
• how you give various meanings to
time
 arriving early or late for appointments
 prioritizing phone calls
 managing daily schedule
 preparing an agenda for a meeting
Methods: Nonverbal and Electronic Communication

 Nonverbal Communication
• In fact, during the first four
minutes of an interview,
almost 100% of your
impressions are based on a
candidate's nonverbal
presentation (Henderson, 1989, p.22)
Methods: Nonverbal and Electronic Communication
 Nonverbal Communication
• When we look at a person, we
must see the person with whom
we communicate
 keep one's eyes and ears glued to
the other person
 Nonverbal: tension, blushing,
contraction of facial muscles,
fidgeting, undue preoccupation,
strained laughter, giggling, staring
into silence
Methods: Nonverbal and Electronic
Communication

• The preferred method

by administration is
face-to-face verbal
communication
• The second method is
via the telephone
Methods: Nonverbal and Electronic
Communication
• The third preferred method is to draft
handwritten messages
• Last, utilize a typed memorandum

 If “paper trail” is necessary (e.g.

personnel matter or another subject
requiring paper trail) - typed copy is
preferable.
Methods: Nonverbal and Electronic Communication

 Use of E-mail Accounts

• for much daily routine interoffice communication
in many organizations
• Easy, quick, at the stroke of a key, received immediately
by one or several people or everyone in the organization
• Studies have shown that the use of e-mail grew
by more than 600 percent between 1995 and
2001.
Methods: Nonverbal and Electronic Communication

 Use of E-mail Accounts

• The study further showed that about two-thirds
(2/3) of the executives believed face-to-face
communication skills had declined due to use of
e-mail.
• Eighty-one percent (81%) of the employees
preferred both good and bad news to be
delivered to them face-to-face (Crowther,
2001).
Methods of Personal Communication
4. The Johari Window
• Sport managers may find
that communication
improves when
interpersonal
relationships between
themselves and their
staff are enhanced.
Methods: The Johari Window
Johari window concept
 Leaders can enhance interpersonal relations with
their subordinates by taking risks through sharing
more information, beliefs, and feelings. In return,
they need to encourage and reward subordinates
to do the same.

• As both the leader and the subordinates increase

this sharing, interpersonal relationships improve
and communication will grow
Methods of Personal Communication
5. Conflict Resolution
• If the manager sees a conflict as
a problem, a negative mindset is
created.
 If it is seen as a normal
business situation or challenge,
it will be easier to solve.
 Conflict might be seen as
opportunity
Methods: Conflict Resolution
 When an angry person
approaches you:
1. Use the umbrella
visualization
 Having an open umbrella
shields you from taking
things personally
Methods: Conflict Resolution
(When an angry person approaches you...Cont'd)

2. Use reassuring phrases like “I really want to try to

help you.”
3. Thank the person for calling the problem to your
attention.
4. Try consulting a coworker regarding the situation (If
you cannot solve the complaint)
5. If possible, solve the problem on the spot; If not
possible, give your reasons and simply state that
you're sorry you cannot meet the person's needs.
Methods of Personal Communication
6. Communicating to
Participants
• In the matter of equipment, exact
instructions must be provided to
participants (fit, maintenance,
care of equipment)
• Clearly stated emergency
procedures must be written and
communicated to participants
Methods: Communicating to Participants
• Rules and regulations from physical education
instructors to students, coaching skills and
techniques to varsity athletes, or instructions on
use of complicated exercise equipment
• It must be ensured that the participants
understand the instructions
• Example of failure to communicate: U.S. court
case: Corrigan vs. Musclemakers, Inc.
Methods: Communicating to Participants
• U.S. court case: Corrigan vs. Musclemakers, Inc., D.B.A.
Gold's Gym (Supreme Court of New York, Appelate
Division, 258 A.D. 2d 861, February 25, 1999)
- Case Summary: A sedentary older woman was
able to win a case against Gold's Gym after getting
injured using a treadmill in the facility. Her
personal trainer set the treadmill at a pace that is
too fast, without informing her about how to use
the equipment.
Communication

Policies and Procedures

Policies and Procedures
• When experienced
executives move to a new
organization, one of their
first major priorities will be
to establish or revise these
documents
• Each new policy must carry
the endorsement of the staff
or a clear majority of votes.
• All new policies must be
approved by your supervisor.
Communication
Communicating with
the Staff in Written
Forms
Communicating with Staff in Written
Forms
• “The most effective and cost-efficient
means of communicating with patrons or a
staff that is too large or diverse to meet
each week is to send out a periodic bulletin
or newsletter.“
Communicating with Staff in Written
Forms
• Another method is through
the staff bulletin board. The
key to this method is to have
one location that is
automatically seen by the
staff (and yet somewhat
removed from most students
or patrons)
Communication

Personal Conferences
Personal Conferences
• Teachers and coaches should have personal
conferences once or twice a year with department
chairpersons or principals.
• “Conferences must be held during the first six
weeks of each school year and again during
the last quarter.”
• First conference: Agree on goals and objectives for the
year.
• Second conference: Results of the year-to-date should
be evaluated. Keep the discussion open-ended, relaxed
friendly, and very private.
Personal Conferences
• “Emphasize the positive things accomplished
and acknowledge the negatives not as failures,
but as areas to work toward improving.”
• Examples of negatives: poor facilities, lack of
equipment, poor schedule, etc.
• Have staff members submit a preconference
summary to the administrator to review before
the meeting.
Communication

Committees
Committees
• “Administrators must become skilled at
establishing committees and ensuring they are
given adequate guidelines.”
• Committees of three to five staff members function
effectively.
• The administrator should either appoint a committee
chairperson, or identify a person responsible for
convening the group and arranging for the election of
one.
• Important: Duties of the committee be made clear and
that a date be set for the completion of the work.
Communication

Leading Meetings
Leading Meetings
1. Define the purpose
- First thing: Establish an agenda to distribute before
the meeting.
- Schedule meetings with a reasonable lead time. No
meeting should be called without one week's notice.
- Establish an ending time for each meeting. End
meetings on time or a little early.
2. Capitalize on what groups do best.
- Whether it is troubleshooting problems, clarifying
issues, and critiquing solutions to problems, select
where each group is good at.
Leading Meetings

....Capitalize on what groups do best.

- Keep the group's attention on the problem.
- Avoid meetings lasting longer than one and one-half
hours.
3. Rewrite the meeting agenda.
- The committee chairperson must reorder the agenda
or consolidate several items into one discussion.
Leading Meetings
4. Avoid common tasks.
- “If meetings are scheduled regularly for a set
time and then frequently canceled, the staff
becomes conditioned to expect meetings not to
be held.”
5. Eliminate unproductive groups.
- A new administrator could use the “zero-base”
approach. In this method, all groups would be required to
petition for their continuance by outlining and justifying
their existence.
Leading Meetings
.....Eliminate unproductive groups.
- Committees with a record of rendering poor
recommendations need to be disbanded.
6. Define appropriate topics for the size of the group.
- For a large gathering of more than a dozen or so
persons, the topics must be general enough to be of
interest to all persons.
- The topic should be of specific interest to them,
otherwise they will find excuses not to attend future
meetings.
Leading Meetings
6. Define appropriate topics for the size of the
group.
- For a large group, appoint a subcommittee ahead of
time to bring a suggested course of action.
- “Remember that if a committee presents a
recommended course of action, this may be
considered a 'motion' and requires no 'second'.”
- For small groups of about seven to nine, meetings
on narrow topics can be effective.
- “The typical business meeting involving three or
more people is a total waste of time.”
Communication

MOTIVATION
Motivation Theories

1.Traditional
• Money is the
primary motivator
• Based on merit pay
or “rate” pay
 Motivation Theories
2. Maslow's need
hierarchy theory
• Early 1940s - people are
motivated on the basis
of five classes of needs
1. Physiological
 basic biological needs:
food, shelter and
avoidance of pain
 Motivation Theories: Maslow's Need
Hierarchy Theory
2. Security and safety
 orderly, predictable,
organized environment (free from unmanageable,
dangerous events)
3. Love and Social Needs
 achieved through warm interpersonal
relationships and friendships and being
accepted by others
Motivation Theories: Maslow's Need
Hierarchy Theory
4. Esteem Needs
 desire for recognition and self esteem
 desire for status, achievement, respect,
confidence.
5. Self-actualization
 to be everything a person can be by
achieving to the full extent of his or her
potential
 Motivation Theories
3. Herzberg's motivation
maintenance theory
• referred to as the dual-factor or motivation-
hygiene theory
• satisfying the basic hygiene needs would not
motivate employees but would keep them
from being dissatisfied.
• To motivate: job enrichment (e.g. more
challenging duties)
 Motivation Theories:
Herzberg's motivation maintenance
theory

• theory works for management-level positions,

but not for lower-level workers
• research continues on this theory, one of which
is based on utilization of the instrument of the
Motivation Assessment and Performance Scale
Motivation Theories: Herzberg's
motivation maintenance theory
Motivation Theories: Herzberg's
motivation maintenance theory
 Motivation Theories

4. Skinner's reinforcement theory

• based on the premise that if good work is
reinforced, it will be repeated.
• If a teacher or coach produces an outstanding
performance and receives a high evaluation or
a certificate of merit, the teacher or coach will
continue to produce according to
reinforcement theory.
 Motivation Theories
5. Vroom's expectancy model
• a hedonistic theory
• employees seek to maximize pleasure and
minimize pain
• Influenced by the “outcomes” or actions
• Outcomes can be immediate or direct, or
delayed or indirect
• The perceived outcome is termed the
“expectancy”
Motivation Theories
 Motivation Theories
6. Likert's linking pins group leadership
model
• that organizations were interconnected by
overlapping groups, with some individuals
acting as linking pins by belonging to two
groups
• by emphasizing open communication within
and between these groups, information sharing
and participatory decisions would emerge to
motivate individuals within the organization
 Motivation Theories

Likert's
Linking Pins
 Motivation Theories
7. Goal Setting Theory (Edwin Locke)
• conscious goals, incentives and intentions are
related to job performance.
• people set goals concerning their future
behaviors
• The process is influenced by 6 task/goal
dimensions:
1) Goal Specificity
2) Goal Difficulty
3) Participation in Goal Setting
 Motivation Theories

4) Feedback on goal-
directed behavior
5)Peer competition
6)Goal acceptance
 Motivation Theories
8. Competition
• widely utilized in industry, education, sport and
recreation.
• competition must work wonders as a
motivator because it is so universally
accepted
• When an outstanding staff member is selected
in an organization, to various degrees every
other person in the organization who has
worked diligently may well feel like a loser
 Motivation Theories
8. Competition
• It is easier to measure quantitative output
than qualitative production.
• more effective when the work is interdependent
among workers than it is in most sport-related
jobs
• Competition as a motivator is likely as
effective as the “worth” of the reward in
Sport Management
 Motivation Theories
9. Hackman and Oldham Model
• Positive behavioral and affective results occur
when the three psychological states are
experienced by workers:
1) Meaningfulness
2) Responsibility
3) Knowledge of results
• Positive results include:
 internal work motivation
 general satisfaction
 growth satisfaction
 Motivation Theories
9. Hackman and Oldham Model
• The following can enhance psychological states:
 increases in skill variety
 task identity
 task significance
 autonomy
 feedback from work
 Motivation Theories

9. Hackman and Oldham Model

• A study was conducted using Job Diagnostic
Survey to evaluate the levels of job satisfaction
of administrators of physical education,
intercollegiate athletics, and
recreation/intramural programs
 Motivation Theories:
Hackman and Oldham Model
• Those who “generally perceived their jobs as more
complex, experienced higher level of critical
psychological states, exhibited more positive
affective responses, had stronger growth needs,
and were more satisfied with the context of their
positions than the general working population.”
(Cleave, 1993, p.149)
THANK
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