Sports academic management
Abstract : In the last few years, we have experienced a global economic crisis, but also a crisis in the social world and in the sports world. During the past decade, sports management directed an institution focused on competitive sports, and characterized by ignorance of the educational level of the staff, limited training and lack of continuing education for the trainers, and under-utilization of human resources. An analysis of the role of leader in sports management will permit the study of ways to improve the organization with the resources at hand. The leader has taken responsibility for a change in the cooperative relationship in the institution as evidenced by a closer relationship among all the personal, employees’ confidence in important decisions made by the leader, and customer loyalty.
? Private or publicly listed companies exist to make profits and increase wealth of shareholders or owners, whereas in sport, other imperatives such as winning premierships, providing services to stakeholders and members, or meeting community service obligations may take precedence over financial outcomes.
? This advantage is also a negative, as sporting codes that wish to expand market share find it difficult to attract new fans from other codes due to their familiarity with the customs and traditions of their existing sport affiliation.
? Sport also enjoys a high degree of product or brand loyalty, with fans unlikely to switch sporting codes because of a poor match result or the standard of officiating.
? There are some aspects of strategic management, organizational structure, human resource management, leadership, organizational culture, financial management, marketing, governance and performance management that are unique to the management of sport organizations.
? Those attributes (abilities and behavior) that the members bring to the team, for example, charisma, integrity, etc., which have an impact on the group processes and performance.
? Sport has a symbolic significance in relation to performance outcomes, success and celebrating achievement that does not occur in other areas of economic and social activity.
• The desired quality a sports institution achieves is a product of the new role the leader has assumed, sports marketing, and above all, the day to day reality of greater cooperation and sense of purpose the institution now experiences.
• The unique nature of sport organizations and the variation in missions and purposes has led to the development of a variety of criteria with which to assess the performance of sport organizations.
• Sport management students need to understand the ways in which organizational performance can be conceptualized, analysed and reported and how these principles can be applied in the sport industry.
? The changes that have taken place in our society have pushed sports centers towards more organized and efficient management.
? In regard to the effectiveness of the work team, it has been shown that there is a positive relation between shared leadership and the efficiency of the task in certain contexts, such as senior management, non-profit organizations, etc.
? However, user satisfaction should not and cannot be considered separate from the business philosophy and objectives on which the future of the organization is based (Luna-Arocas & Mundina, 1998).
? The leader of a sports institution knows how to use all the resources he has at hand.
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