Sports Management and Administration

By David C. Watt | Go to book overview

7

People

This chapter looks at a wide range of people management issues and applies them to the sports situation. It starts with the assertion that people are the most important asset of any organization and need to be nurtured and developed. It considers a range of relevant issues including performance appraisal, managing people (including motivation), the skills and qualities of a manager, staff appraisal and motivation, delegation, communication, recruitment, team building (including achieving unity of purpose), team development and personnel management. All these concepts are discussed in the context of the sports industry and examined as they apply to practical administration situations.

As mentioned earlier, change and challenge face everyone employed or occupied in the sports industry, in whatever sector. In facing change the personnel and their response to challenge will be the key factor.

The Audit Commission (1988) has stated that: 'the single most powerful reason why some organizations are consistently more successful than others is that their employees are better trained and more highly motivated than those of their competitors. They must feel that their contribution is valued by the organization in which they work.'


Performance appraisal

Effective managers within any situation, especially one in which a tremendous commitment is required, should spend considerable time on developing their staff, recognizing their needs (both personal and in terms of job skill requirements), and do everything possible to support and train them to improve performance.

The process of review in itself will lead to increased performance and, in turn, can improve staff morale. Through such appreciation, staff will feel that they are being taken seriously and that people are endeavouring to assess their training needs.

The attempt to produce motivated and trained staff implies that a number of steps are taken by managers at senior level and implemented at a lower level, by middle management and supervisory staff.

-96-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Sports Management and Administration
Settings

Settings

Typeface
Text size Smaller Larger
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen
/ 283

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.