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.'
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.