What Sports Managers Do So as to Manage the Organizational Environment - Coursework Example

Evaluate what managers do so as to manage the organizational environment Managing any organization is an immensely difficult activity and the mainstream management theories play a handy role at devising the pertinent practical demonstrations of these philosophies in an instant fashion. Mainstream management theory has come about due to the evolution of certain measures within the management regimes; hence it is a fact that the changing times have seen that the business world has evolved drastically and with that the different methodologies and the ways through which management regimes are brought under action. One needs to realize the fact that business is a consistently changing world and in this context only the people who are ready to acclimatize themselves would be hailed as successful. Thus to put it in the related context, change is the only constant in the world and in the business scheme of things, changing to suit the will and desire of the customers and/or the stakeholders as well as doing one last bit to bring in more revenues and profits for the company just plays the right trick for the business to succeed both in the short term as well as in the long run. Similarly, managing any sports organization could be a Herculean task. This is because managing the sports enterprise means understanding the psyche of the players, the attached officials and team trainers, coaches, people who make the management regimes work in a smooth manner as well as a whole lot more. (Reeves, 2000) Sports management has come to the fore with the increasing viewership of sports within the world with the global audiences touching close to 2 billion people at a single time. This is equally true for soccer events, rugby matches, the Olympics and many other sporting tournaments and events. Within the sporting tenets, managers need to uphold work and staff quality at all times which means that the work done by the workers and the employees alike should match some pre set standards and there is no alienation as far as this point of view is concerned. Sports managers need to plan in a sound manner the different things, control these activities and tasks and make them plot against short term gains rather than having a long run perspective and integrate the activities so that there is a complete mesh in the related ranks and the synchronization is pretty apparent at the end. Sports managers look out for constant changes that happen within the realms of a sports organization in essence. (Duke, 2003) This means that the change factor has to be studied in the light of the consistency basis since as the maxim goes change is the only constant, thus we have to understand the basis of change from that very point of view nonetheless. (Randall, 2004) Within a sports management, it is important to realize the role of the culturally diverse workforce. This can only be encouraged when there are efforts made by the sports organization to incorporate certain policies which are in line with the ethical and moral code of workers’ regimes. This means that the sports workers must be considered human beings first and then they are assigned work in a manner which is manageable for them realistically as well as theoretically. Just getting the work done out of them is an exercise in futility since it would not reap rich dividends at the very end and there would be problems for the organizational environment left, right and center. This could be made applicable if the human rights policies are in line with the procedures as laid down in the companies’ act. (Young, 1997) The laws that permit the effective handling of sports employees and sports workers should be followed to the end limits since the authorities at the helm of affairs know that it is best for both the organizational environment as well as the employees to make effective use of these laws and respective procedures as the end result is one that will benefit not only them but also the government and the related industries. Sports managers must see that the new changes within the sports management regimes mark the very basis for a sports organization and it is because of these changes that the sports company is moving in a swift manner in a forward direction. Thus all their efforts have to be in line with the sports organization’s ever changing needs and desires, to get its advancements on top of the other sporting competitors or in terms of promotional activities. For this they devise routes which could lead them towards success and achieving benchmarks within the shortest possible time. However on the part of these sports managers, there is an earnest wish not to compromise on quality of the management regimes at the same time. These new changes are very significant to the eventual basis of the sports management business because they set forth the direction in which the sports business would actually shape up as well as the needs and wants of the sports business would also be fulfilled due to the very same. (Kakabadse, Bank & Vinnicombe, 2005) Initially, a sports manager concerns his own self with regards to the sports management perspective which means that an effective sports management can only lead to a complete synchronization activity within the realms of a sports enterprise and hence all the roles that are played by this sports manager have to be in line with the desires of the new changes that are being taken care of. What this actually means is the fact that the sports manager has to chalk down the exact mechanisms by which he would counter pressure and deliver goods when the going gets tough. This is just a single example of the immense possibilities that might arise in the wake of hindrances that sports managers have to face every now and then. Having said that, the need is to ascertain the exact basis for their working regimes and then meshing the same along with the junior level sports managers so that they could deliver their respective duties and fulfill the goals which rest upon their shoulders. Effective sports management is only possible when the sports manager prioritizes things accordingly and there is absolute connection between the different workflows and activities. There should not be any flaws in the system and as we may speak, the whole synchronization should be present in the operational basis of the sports management system on which the sports manager is focused towards whilst delivering his best towards the sports organization and indeed the distinctive departments of the sports business. The deployment of an efficient performance management system policy within the sports organization would indeed help it to essentially tackle its internal issues in a better and more effective manner possible. Performance management systems will definitely ensure that the performance levels of all employees under the sports management discipline would exceed the expectations since it will guarantee them instant rewards and incentives. Their interaction with each other would develop in an informal manner and thus a competitive environment would sustain within the sports management organizations. The ideology could literally backfire if there is a complete lack of commitment on the part of the people who are at the helm of affairs in the said sports organizations and were just interested with bringing the system to their respective sports organizations but not with their actual working methodologies. The sports companies which will benefit from the results of the performance management systems would indeed be the leaders in their business geographical zones and thus stand out amongst the very best. Sports managers need to make fast and accurate decisions in the best of times and for that they are accountable to each and every person in the company, not to forget the top management who keeps a note of all the dealings and processes that the sports managers undertake. For this, sports managers have to be sharp and visionary with the future in mind, both from the sports organization’s perspective as well as that of the stakeholders and customers for which the sports company is actually striving to make some efforts. Sports managers also need to understand that the strategic options can be balanced alongside the tactical and short lived goals which are basically brought into play so as to meet some realistic goals and tasks. They need to align the same in the light of the mission and vision statements which are drawn up by the sports management organization when it was formed. (Mercer, 1991) Moving further ahead, a sports manager needs to maintain and uphold quality level at all times and in doing so, he has to ensure that there are no such discrepancies. For this to happen, the sports manager has to make giant leaps in order to forego the loopholes which usually arise from time to time. The basic function that could be accredited to the role of a sports manager is the fact that he brings to the whole equation a sense of calm and smoothness when the processes are involved and there is discussion of the different tasks and activities. The technological changes that are being introduced in the sports organization must definitely have to be seen in the context of the quality levels which are spoken of in very prominent and clear cut terms. More than that, the induction of these very changes in the realm of a sports organization involves strict quality control levels so that there are no shortcomings at all. This is a major point of loss and distress when we see the same in the perspective of the sports managers. Competitive advantage is developed when there is a differential undertaking on the part of the player or sport official. (Handy, 2005) This could be in the form of lower bids for the players from a specific sports management organization than the competitors, better quality within the service levels, efficient handling and documentation of different processes and a number of other features. All of this has to be experienced with different set of offerings that are made available. (Kelly, 2000) These offerings could be in the form of better quality products for the players and officials, higher and more efficient services or a bundle of both high class products and state of the art service levels, in which case it would not be categorized under either of them rather as a mixture of both. It is pretty true that the sports market dynamics suggest that the competitive advantage can only be achieved when the player is given what he or she wants. The sportsperson expects value for money and thus the best possible service levels at the most effective rate, thus it would be correct to understand his point of view and then go about changing the service management offerings, prices and the value thus provided. Similarly, another factor that accredits itself on the part of the sports manager encompasses that of the activities being planned, controlled and integrated in a fashion which only makes it look as a complete whole more than anything else. The sports manager has to plan things accordingly and place priorities over processes either in s sequential manner or in the form of significance attached to the very same. When we talk about the activities in the whole related schema we find that the control aspect, as discussed before is pretty much significant and this has to be ensured even at the most feasible of times. The same is imperative since sports system breakdowns at any level can happen any time within the process and there could be urgencies attached with the whole ideology nonetheless. The integration of sports activities similarly is one significant aspect that has to be studied time and again because it brings together all the related processes, activities and tasks coming under the sports manager’s regime on a single platform and thus this forms as the point of focus and attention as far as the whole sports organization and its tilt is concerned. Indeed it is up to the sports manager as to how best he meets the needs of the sports system that is already in place and which control and planning activities he brings forward every now and then. The end result is something that holds a lot of significance and value. In the end, a sports manager also has to look out for the constant changes that happen in the sports management organizations and look to balance his actions and behaviors in line with the sports organizational norms and procedures. (Pedler, Burgoyne & Boydell, 2006) Further, he needs to focus on the present whilst thinking about the future. Also what this means is that the vision is set in the path of the present sports activities, an aspect which holds a lot of weight when seen in the related context of things. (Boddy, 2005) In order to anticipate changes and the like within the operative boundaries, the sports manager has to keep a complete track of the new changes and innovations happening in the sports management industry. Having said that it also means that there are a lot of other tasks and processes which must be taken special care of when one speaks of the operative and administrative needs of the sports business and this organization in particular. Bibliography BODDY, D. (2005). Management – An Introduction, 3rd Ed. DUKE, Shearlean. (2003). Managing Business Crises: From Anticipation to Implementation. Public Relations Quarterly, Vol. 48 HANDY, C. (2005). Understanding Organizations, 4th Ed. KAKABADSE, A, Bank , J & Vinnicombe, S. (2005). Working in Organizations, 2nd Ed. KELLY, G M. (2000). Employment and Concepts of Work in the New Global Economy. International Labour Review, Vol. 139 MERCER, James L. (1991). Strategic Planning for Public Managers. Quorum Books PEDLER, M, Burgoyne, J & Boydell, T. (2006). A Manager’s guide to self development, 5th Ed. RANDALL, Julian. (2004). Managing Change, Changing Managers. Routledge REEVES, Terrie. (2000). Leading Change by Managing Paradoxes. 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