This chapter looks at organizational management from the point of view of the sports manager. It starts by identifying the role of the sports manager and the skills they require.
It goes on to look at general management technique, and then considers quality management and its focus on customers and delivering their requirements efficiently and effectively. This approach is seen as relevant to the sports administrator as it centres on planning, objective setting and delivery mechanisms for management practice. It is not about concepts, but prac-tice—sports management, like sport, should be practical.
Strategic management of the organization is then considered, as well as the processes involved and some of the settings in which it is necessary. The possible contents of a strategic plan, ranging from a mission statement to a marketing plan, are listed. The need to assess performance and the complexity of sports management are mentioned, as well as the issues of SMART objectives, control, organizational change and its management—set in the context of 'moving goalposts' in which sport operates.
The chapter closes with a brief consideration of the concept of decision-making.
Management is the art of getting other people to do all the work.
The sports manager's role can vary enormously depending upon the setting, but the specific task of the manager will be to take general management functions and perform them in a sports setting. All management functions can apply in different situations at different times—the really skilful manager will know when each applies and will use that process appropriately. It is essential for sports managers to realize that they are managing in a sports situation, and that they should be applying the correct business principles and practices as appropriate and relevant to that situation, as colleagues will be doing in other industrial situations. There has been some delay in