The Role of the Manager in an Organisation's Ethical Policies and Practice - Literature review Example

Sports Management Client’s inserts his/her name Client inserts tutor’s name Subject of Study Date Carol (2000 p.550) argues that sports can be described as all types of activities which, through informal or structured participation, intend to use, maintain or improve fitness and offer entertainment to participants. Sports are often competitive, where winners are selected objectively. Sports are varied, ranging from those for single participants, all the way to those with through several participants. Though sports are usually based on physical athleticism, non-physical activities, such as board games and card games are at times referred to as sports. Sports have changed over time from the original intention in ancient times to the present. It has evolved from a casual, entertaining, and participatory activity into a structured, competitive, and profitable one. Several factors have influenced this progression of the sport. The biggest factor attributed to this evolution is urbanization together with a vast population growth. Other factors credited with this change are the varying currents within this profession coupled with the latest advancements both on and off the playing field. This has resulted in an all-time increase in, the popularity of sports. It has been argued that, sport was born out of play. According to Bob (1999 p.260) play can be described as a free activity comprised of rules, a need to play, freedom and imagination. Even, though, sports have evidently evolved over the years, majority of these changes have been physical changes. The fundamental nature of sport has not been lost over the years. Factors such as competition, activity, performance, rivalry are still present. It is safe to assume that these words are inseparable from sports. The evolution and growth of sports has necessitated sport management. Sport management refers to the field of education and vocation relating to the business facet of the sport. Some examples of sport managers include college sports, managers event management, recreational sport managers, sports economics, sports marketing, facility management, sports economics, sports information and sport finance. John (2005 p. 490) describes a sports manager as a person who works with the sportsperson or a teams to guarantee them the very best career opportunities by making sure that they receive the best training, play and compete with the best teams as well as remain motivated. A sports manager differs from a sports agent in the sense that a manager works with the athlete on matters touching on sports while agents are concerned with contracts and salary issues. He notes that most sports managers have far-reaching experience in team management, business management. Some even have experience working as coaches or trainers in a given sport. While some sports managers may have acquired specific certifications or degrees others, have had to work up through the ranks to management positions within teams or organizations. Matthew(2001 p. 370) argues that it is necessary for sports managers to be knowledgeable on how to manage people, have a clear understanding of the sport and keep up with current trends in the sport. Additionally, they have to be exceptional communicators, and there should be strong networks between players, coaches, trainers and other stakeholders involved in sport. Sports managers are the hands-on managers for teams and play a crucial role in booking games, running schedules and reading teams for games by ensuring that they are in top shape to compete. Other tasks that sports managers are charged with include assisting with the marketing and promotion of ideas and campaigns for the team or athletes, working hand in hand with coaches to make sure that athletes are in good shape and are prepared for competitions, managing football, coaching issues and working hand in hand with the teams to ensure that it functions properly. Resolution of conflicts as well managing of individuals within the team, putting together and determining game schedules and competitions out of the pre-determined schedule, appointing and training support personnel for the team, cooperating with facilities managers and owners to supply necessary requirement for the team either during a home or away games and improving professional standards for the team are some other duties of sports managers. For one to be a good sports manager, there are certain characteristics that he or she must possess. To begin with, he or she must be willing to work during odd hours to finish a task or assignment. Sports managers have to also be well organized. This means that they have come up with organizational styles that work and are effective. .Ability to multi-task is particularly crucial in sports. It is also crucial to develop technological skills so as to keep abreast with the ever-changing social media and internet. This is important in that it helps when they need to correspond to athletes and other team officials. Paul (2002 p. 270) goes on to further explain that over time things in sport keep evolving, they are not static, and stakeholders are ever increasing. As such sports managers must be committed to reading in order to access the latest developments in sports and the business of sport. Secondly they must be sensitive and open to change. This proves to be quite essential given that sports changes very rapidly and one must quickly evaluate emerging trends and determine their feasibility for their respective organizations. Also, sports managers must be open to ideas of others and willing to share their own ideas so that they can all benefit from the relations. In addition, they must possess the capacity to predict the future of sport in light of preceding characteristics. A sports manager must feel amply confident with the analyses in which he or she is affianced to dependably predict the future and be prepared for it. Richard (1998 p.370) notes that sports managers must also understand of the competitive structure of the event. They must be able to properly set for events so as to make them both exciting and audiences to watch. They must also be able to market the sporting events to broader audiences. While, at it, it is important to ensure that competitors remain the story and not people behind the scenes. It is also crucial that the competition is made fair for all competitors. The argument to make a profit or not solely depends on what one is doing and the expectations of the sport you are sport you are representing. Finally, the most vital characteristics of a sports manager can be summed up by the 5 Ps which are Personality, Persistence, Patience, Pressure or the ability to handle it and being able to be Politically Correct. Additionally, the skills of a people’s manager must include diplomacy, leadership, commitment and emotion. This is because sports are all about emotion, on and off the field. It is important to note that certain rules and policies place sports managers in situations requiring tough decisions with massive emotional impacts. As such one should be aware that, in sports, one can make friends and in other cases enemies. The Sports manager plays a crucial role in a sports organization’s ethical policies and practice. The manager is more often than not charged with the task of executing an organization’s purpose and intention as stated in its vision and mission statements. He also has to provide an ample and safe environment for all that devoid of discrimination, harassment and abuse. He has to ensure that all sportspersons are treated with dignity irrespective of their race, gender or beliefs. Additionally, a sports manager has to inform members of the expected standards of conduct on and off the field. He is tasked with hiring appropriately trained people to collect and handle complaints and allegations. This is further enhanced by making available the names and contact details of the people dealing with complaints in such a way that is accessible and convenient for all members (Robert 2003 p. 400). Sports managers too have to deal promptly with breaches or complaints in a neutral, insightful, regular, fair, judiciously and private manner. They also have to ensure that penalties imposed are enforced in line with organization’s policies, Constitution, complaints procedures and tribunal hearings. They have adopt, implement, comply with and promote significant policies, procedures and guidelines as obligated by state, national or international sporting organizations as well as government agencies. In addition, they have to understand and comply with relevant legislation relating to the organization including corporations, equal opportunity, environmental protection, privacy laws, occupational health and safety, child protection and association incorporation. Furthermore, they have to publish, promote, distribute and review resources and policies formed and executed by the organization, in addition to ensuring that they, are available and accessible to all members. They are also in charge of offering pertinent and constant training and professional development opportunities to the sportspersons. Also, they have to establish suitable risk management practices to safe guard the needs and interests of the organization as well as the sportspersons (Parks et al. 2000 p.504). Finally, they are tasked with ensuring there is effectual governance and sound strategic and business plans to ensure the success of the sportspersons and the organization presently and in the future. They also have to hold the management transparent and accountable, on financial matters, to its members and key stakeholders. In conclusion, it is essential that both managers and organizations engaged in sports management are run professionally and are truthful in performing their functions as well as in relationships which those whom they relate with. References Carol, A and Mary, H (2000). Principles and Practice of Sport Management, Jones and Bartlett publishers, Massachusetts. Bob, S. (1999). Principles and Practice of Sport Management, Butterworth-Heinamann, London. John, B. (2005). The Business of Sports Management, Pearson Education (Harlow), Essex. Matthew, N. (2001). Sport and social capital, Elsevier/Butterworth-Heinemann, London. Paul, M. (2002). Sport and social capital, 1, pp (256-300). Richard M, Kathryn G, and Jamieson M, (1998). Recreational sport management. London. Robert N.and David C. (2003). Applied sport management skills, United sports academy. Michigan. Pedersen, Paul, Parks, Janet, Quarterman, Jerome, Thibault and Lucie (2000). Contemporary Sport Management, human kinetics Champaign, USA. Read More