SIATON CAMPUS

PHYSICAL EDUCATION IV
“CULTURAL PRESENTATIONS AND SPORTS MANAGEMENT”
MODULE 1

❖ COURSE LEARNING OUTCOMES

At the end of this module, the students are expected to

internalize the coherent knowledge about the history of
organization and sports management that contributed
the structure of sports today, recognize the functional
areas and key skills in the management of sport and
value the skills and functional areas that mold the sports
professionals.

❖ CONTENTS OF THE MODULE

This module contains of the following lessons:

Lesson I:
I. History of Sports Management
a. English Club System
b. Thoroughbred Racing
c. Sport Structures in the United States: Sport clubs adapt to a different culture
d. Harness Racing- The First Professional Sport
e. William Hulbert’s National League
f. Professional Golf
g. Corcoran’s Tournaments
h. Birth of Sport Management as an Academic Field

Lesson II:
I. Functional Areas in Sports Management
a. Planning
b. Organizing
c. Leading
d. Evaluating
II. Key Skills
a. People Skills
b. Communication
c. Competent Decision-Making
d. Ethics
e. Taking Initiative

❖ DIRECTIONS ON HOW TO USE THE MODULE PROPERLY

In order to benefit profoundly from this module, please be guided by all the key points presented below.

1. This module contains two (2) lessons. Each lesson is explained substantively. Read the explanations
thoroughly so that you could understand the lesson fully.
2. On the first page of each lesson, you will find the specific learning outcome (SLOs) of each lesson.
SLOs are knowledge and skills you are expected to acquire at the end of the lesson. Read them heartily.
3. You must answer the Learning Activities/ Exercises (LAEs). The LAES are designed to help you
acquire the SLOs.
4. Feel free to chat, call, text or send an email message to me if you have questions, reactions, or
reflections about the contents or activities in the module.
5. The Practice Task/ Assessment and the Assignment shall be checked by me.
 SIATON CAMPUS

LESSON 1:

I. History of Sports Management

a. English Club System
b. Thoroughbred Racing
c. Sport Structures in the United States: Sport clubs adapt to a different culture
d. Harness Racing- The First Professional Sport
e. William Hulbert’s National League
f. Professional Golf
g. Corcoran’s Tournaments
h. Birth of Sport Management as an Academic Field

❖ OBJECTIVES:
At the end of the lesson, the students will be able to:

K: Construct an essay about the importance of management especially

when it comes to sports events;
S: Create a sequence chart or (flow diagram) that showcase the
important events in the history of sports management; and
A: Evaluate the development of Sports Management that hone the
Sports Managers today.

❖ MOTIVATION/PROMPTING QUESTIONS

https://images.app.goo.gl/VGVUyFFjhTnFBbeG6 https://images.app.goo.gl/gjMC68sut3aiBps9A

Describe what you see in

the pictures. What do you
think are the pictures all
about?

https://images.app.goo.gl/KwmvQsbb2jDUjo1A7
 SIATON CAMPUS

❖ INTRODUCTION

As result of the contemporary sport industry that is complex and has a unique legal, business, and
management practices. Many of the ways we organize in the industry are unique too. The organization of
sport developed over the past 150 or so years and continues to evolve. Conference alignments, drafts, and
playoffs systems these are the structures that have been tinkering of the Sports mangers. (Crosset, T.W., &
Hums, M.)

In this lesson, we will explore the roots of our modern sports management structures. We will tackle about
the management structures of reviewed sports club, leagues, and professional tournaments. These are structures
that help managers organize sport and are the basic building blocks of many of our sports today.

❖ DISCUSSION

WHAT IS SPORTS MANAGEMENT?

Sports Management are any combination of skills, its primary product or service of their organization or
department is related to sport or physical activity. The skills that are involve in Sports Management is related to
planning, directing, controlling, budgeting, leading, and evaluating.

HISTORY OF SPORTS MANAGEMENT

With growing interest in sports across all ages and skill levels, the need for sport management
professionals is also expanding. As a result, the career outlook for sport managers is growing faster than the
national average for all occupations. (https://onlinesportmanagement.ku.edu/community/history-of-sport-
management)

Sporting competitions have been around for centuries, but the origins of sport management are much
more recent.

In the 18th and 19th centuries, the British Empire set the stage for modern Western sport management.
The English aristocracy developed sports clubs that had membership policies and organized events and
competitions. In the 19th century, the standardized rules of these clubs became the norm.

Since then, sport management has extended to youth organizations, competitions for special needs
athletes like the Special Olympics and university
athletics. (https://onlinesportmanagement.ku.edu/community/history-of-sport-management)

A. ENGLISH CLUB SYSTEM-Sport and Community

The birthplace of modern sport and sports management is in England. The roots of many Western sports,
like hockey, track and field, football, baseball, and cricket, can be traced to England. In the eighteenth and
nineteenth centuries, the broad influence of England’s sporting culture is the result of the British Empire’s
power. The world was colonized by Britain and took her sports to all of them.
The influence of the British sports tradition continues after the empire’s demise as much to do with how
the English organized sport as it does with England’s political and cultural domination. Even basketball,
gymnastics, and golf that originated outside England, initially adopted English sport organizational structures.
(Crosset, T.W., & Hums, M.)

The English aristocracy, made up of nobles and the landed gentry, develop sports club on the eighteenth
century. The membership was limited to the political and economically powerful English society. The clubs
were intended for social events that simply organized a one-time events or annual competitions. Club
standardized rules settled disputes between clubs, and organized seasons of competitions was on nineteenth
century.
 SIATON CAMPUS

The first sports transformed was the thoroughbred racing by the club management system. Other English
sports, such as cricket, rugby union, and soccer, also adopted a similar club management structure.
Thoroughbred racing was the focus because it is the earliest example of club management. (Crosset, T.W., &
Hums, M.)

B. THOROUGHBRED RACING

Early races were local events, associated with holidays or horse sales. Races were organized by local
groups of breeders. To show off their best horses and demonstrate prestige the horse owners arranged events,
put up purses and invited participants. Horse races drew a broad and diverse audience despite of the extreme
stratification of eighteenth-century English society. All levels of society attended the races. The owners, elite of
the community, in keeping with tradition and meeting their social obligation to entertain the masses and did not
charge admission.

The horse races were important for demonstrating prestige; however, they were rarely the primary
business interest of the horse owners who controlled the sport. Horse racing existed primarily for the
entertainment of wealthy club members and did not have to be an independent, self-supporting financial entity.
The system gave horse racing the appearance of honesty. The public believed that the aristocracy-men of
breeding, culture and wealth-would not be tempted by bribes, influenced by petty feuds, or swayed to make
unfair decisions. (Crosset, T.W., & Hums, M.)

There are two factors combined to create a need for more systematic management:

1). The desire of owners to breed and train the fastest horses in England, and
2). The increasing complexity of gambling.

Gambling also ensured honest competition. The crowd policed the jockeys. If the crowd suspected that
the jockey had allowed the other contestants to win, the jockey will be punished by the crowd, often physically.
(Crosset, T.W., & Hums, M.)

In the eighteenth century, innovations to sport designed to draw larger audiences and enhance the ways
spectators could wager. This system made the gabling more complex. Handicapping, tip sheets, and
sweepstakes; used to time the race, standardized race distances; and added weights to horses. As an outcome, it
enhanced the public interest of the sport. Because of the enhancements and innovations made it hard for the
audiences to detect when and how races were fixed. The result was the conventional methods could not be
counted on to guard the sport (Henriches, 1991).

C. SPORT STRUCTURES IN THE UNITED STATES: SPORT CLUBS ADAPT TO A DIFFERENT

CULTURE

The upper-class sports enthusiasts in the United States attempted to develop sports along the lines of the
English club system but found limited success in the early 1800’s. In the nineteenth century, the wealthy elite
formed clubs, complete with volunteer management, but these clubs were not able to establish a place in U.S.
culture the way clubs had done so in England and throughout Europe.

Whereas European clubs emphasized sport to attract large and broad memberships, the most prestigious
clubs in the United States were primarily social clubs that did not sponsor sporting events. Athletic clubs, such
as the New York Athletic Club, did not gain prestige until in the century when the profit-oriented league system
had already established a foothold on the cultural landscape in the United States (Gorn & Goldstein, 1993)

Thoroughbred horse, on the nineteenth century, in the United States, occasionally wildly popular
repeatedly fell on hard times. The country’s lack of the aristocratic tradition that had given the club system both
its means of support and its legitimacy in Europe was one of the obstacles to the club system in the United
States. Another one was the political power of religious fundamentalism, which periodically limited or
prohibited gambling. (Crosset, T.W., & Hums, M.)

Out of the shadow of the struggling thoroughbred horse scene; a uniquely American sport developed:
the harness racing. In the 1830’s and 1840’s, the League structure which dominates sport in the United States,
grew out of the success and failures of harness racing. (Crosset, T.W., & Hums, M.)
 SIATON CAMPUS

D. HARNESS RACING- THE FIRST NATIONAL PASTIME AND PROFESSIONAL SPORT

Harness racing was the sport of the common person, an early precursor of stock car racing on the
nineteenth century. In the 1820’s, the mode of transportation of the middle class was the horse and buggy. This
sport was more inclusive than thoroughbred horse racing. It was relatively inexpensive to own and maintain a
horse and horses that worked and pulled wagons day by day raced in the evening (Adelman, 1986).

By the 1830’s, harness racing surpassed thoroughbred racing as the most popular sport in the United
States (Adelman, 1986). The better sport for the spectators, was the harness racing. Although Harness racing
was not always as dramatic as thoroughbred. The traditional horse racing event was a four-mile race. The races
were so tiring that horses will be raced only once or twice a year. In contrast, harness racing was a sprint.
Horses can recover immediately and could compete almost daily. All breed of horses can race, ensuring a large
filed of competitors. These dynamics gave the public more races, excitement, and opportunities to gamble
(Adelman, 1986).

The management structure of harness racing was distinct from thoroughbred racing. Track owners and
promoters managed the sport. Promoters tried to match the best horses against each other to build spectator’s
interest. To ensure a high level of competition and “big name” competitors, innovative promoters began to offer
the owners of the best and most famous trotters.

Unfortunately, harness races were sometimes choreographed dramas. There were practices that violated
the notion of honesty. Spectators lost their faith in the integrity of the sport, and the race promoters, no matter
how honest, lacked the legitimacy to convince the public otherwise. By the start of the Civil War, harness
racing had lost it appeal and its audience (Adelman, 1986).

E. WILLIAM HULBERT’S NATIONAL LEAGUE

In 1876, William Hulbert took over management of the National Association of Professional Baseball
Players and split off from the amateur club system. Any club that was willing to pay its elite players could join.

In 1876, William Hulbert took over management of the National Association and renamed the body the
National League of Professional Baseball Players. He became as the “Czar of Baseball” for his strong
leadership of the game and his role as a major figure in the development of sport management in the United
States. He also understood that unless there were strict rules ensure honest competition. He vamped the
management of baseball to center on a league structure and created strong rules to enforce team’s allegiance
(Leifer, 1995; Seymour, 1960).

Learning from earlier experiences of owners and supporters abandoning a team or season when it began
to lose money, Hulbert structured the National League to force team owners to take a financial risk. In Hulbert’s
league, teams were expected to complete their schedules regardless of profit or loss. (Crosset, T.W., & Hums,
M.)

Hulbert understood that fans would see that teams were in earnest competition with one another. The
public would have faith that owners needing to win to increase their profits would put forth an honest effort.

Hulbert also understood that the integrity of baseball was suspect if the player’s honesty was questionable.
Baseball became popular at the height of the Victorian period in the United States. Large segments of Middle
America followed strict cultural conventions. Many followed religious regimes prohibiting gaming and
drinking-staples of the sporting subculture. So, Hulbert needed to create a cultural product that did not offend
the sensibilities of the middle and upper classes. He prohibited betting at National League ballparks. He also
included not to have played games on Sunday and selling of beer at ballparks. The Cincinnati club objected to
the non-liquor rule and was ultimately expelled from National League (Hickok Sports, n.d). Hulbert tried to
clean up the atmosphere at ballparks further by banning “unwholesome groups” and activities from the game.
He raised ticket prices to decrease the number of working-class patrons and make the games more appealing to
the “better’ classes (Abrams, 1988).

The National League owners-imposed curfews on the players to maintain their clean image. Hulbert
policed the sport with a vengeance. Players caught gambling were banned from the league for life (Leifer, 1995;
Seymour, 1960; Vincent, 1994)-a rule emphasizing the importance of the appearance of honest effort.
 SIATON CAMPUS

Central to the organization of American Victorian culture were notions of biological distinctions among
ethnic and racial groups. The National League, not surprisingly, prohibited African Americans form
participating. Although other major and minor leagues had blacks on their rosters in the mid-to late-1880’s. The
ban would extend to all white baseball leagues by 1888.
Once the league established a solid structure and the appearance of honest play, Hulbert still to create a
marker for the game. Hulbert’s dilemma was complicated by the fact that many of the independent clubs (not
affiliated with league) fielded superior teams. In the late 1870’s, National League teams lost more often than
they won in non-League play (Leifer, 1995).

In 1876, Hulbert’s solution was to create the pennant race, a revolution idea. The success of the National
League depended on spectators viewing baseball as a series of games and not a single event. A genuine pennant
race requires even competition. In other words, for the league to be successful business, even the best teams had
to lose a substantial portion of their games (Leifer, 1995).

Hulbert’s kept his league small by limiting it to eight teams. As such, the National League was small
enough to ensure that no team was so far out of first place that winning the pennant was so impossible.

Other innovations that Hulbert brought to the sport significantly influenced the history and development
of sport management. For example, to protect their teams from being raided by the National League Teams
during the season, owners agreed to respect each other’s contracts with players for one year. Other leagues
could pay the National League a fee to participate in this “reservation” system and protect themselves from
raids by National League Teams. The practice not only distribute talent more evenly but also kept their player
salaries down. This practice eventually developed into the “reserve system” which included a “reserve list” of
protected players on each team roster. These rules also limited the movement of players, enhancing the sense of
a local team and, thus, fan loyalty. (Crosset, T.W., & Hums, M.)

The league structure enjoyed a significant boost form newspaper. In the 1870’s, most major cities
supported a dozen or more newspapers. One effective way to attract readers was to cover local sporting events.
Reports on injuries, other teams’ records, players’ attitudes, and coaching strategies were given considerable
coverage before and after games. (Crosset, T.W., & Hums, M.)

The National League also appeared to fan’s loyalty and pride in their towns and cities. League rules
prohibited placing more than one National League team in or near any current National League city and
prohibited teams from playing non-league teams within the same territory as a National League Team
(Seymour, 1960).

National League teams had an early form of revenue sharing. Home teams were required to share their
gate revenues with the visiting team. This practice allowed even the least talented teams to draw revenue when
they played away from home. Gate sharing redistributed wealth around National League, enabling teams to
compete financially for players (Leifer, 1995).

F. PROFESSIONAL GOLF

Many early golf professionals were European men brought to the United States by country clubs to help
design, build, and care for golf courses and teach the finer points of the game to club members. (Crosset, T.W.,
& Hums, M.)

By its very nature, golf was an exclusive game, one that catered to upper-class white males. Although
these golfers were technically professionals, they were much different form the tournament professionals of the
contemporary Ladies professional Golf Association (LPGA) and Professional Golfers Association (PGA).

Prior to the 1930’s, numerous attempts were made to organize golf leagues, but professional leagues
failed to capture public interest or attract golf professionals. Professionals shunned these risky tournaments in
favor of the stability of exhibitions and clinics, and when they competed, they vied for prize money and had to
put up themselves. To stabilize the professional tournaments and to put up the prize money, professionals found
someone else-in the form of community and corporate sponsors. (Crosset, T.W., & Hums, M.)

The attempt to generate a profit from gate revenue for country club owners, was one entrepreneurial
type of tournament which ultimately failed. Spectators’ attendance was the primary revenue stream for most
sports on the half of the twentieth century.
 SIATON CAMPUS

The failure of the privately owned tournaments to catch on had less to do with the energy and creativity
that owners put into the events or with broader social issues than it did with the nature of the sport. Individually
8owned golf courses were rare, and even if there were consortium of course owners, as was the case in baseball,
players operated independently. The players did not need teams, managers, or promoters, and therefore were
difficult to control. (Crosset, T.W., & Hums, M.)

G. CORCORAN’S TOURNAMENTS

The architect of the professional golf tournament and understood the unique qualities of golf was Fred
Corcoran. He wrote, “operates upside down” in comparison to other sports. “The players have to pay tee off,
and they use facilities constructed for the use of the amateur owners who, occasionally, agree to open the gates”
to professionals (Corcoran 1965, p. 246).

Corcoran used athletes and golf tournaments the same way newspapers used news-to sell advertising
space to the public. He never promoted golf strictly as entertainment. For Corcoran, golf tournament was the
medium through which a celebrity, a local politician, a manufacturer, a charity, a town, or a product gained
exposure. He sold events. The outcome, unlike other sports operating 50 years ago, was less dependent on ticket
sales and more dependent on sponsorship from community groups and corporations.

Fred Corcoran, in 1937, was hired in a consortium of golf manufacturers as a tournament director for
men’s PGA circuit. He served in that capacity for more than a decade, deciding with public and private clubs to
host professional tournaments. He was also hired in golf equipment manufacturers to organize the women’s tour
on 1949 (Corcoran, 1965; Hicks, 1956).

The creation of the financially self-sufficient tournament was one of the Corcoran’s first contributions.
The PGA, prior to 1937, through entry fees, had guaranteed to pay the player’s purse to entice communities to
sponsor tournaments. Corcoran was able to convince communities to take responsibility for providing the purse
by demonstrating how the revenue generated by 70 professional golfers eating in restaurants and sleeping in
hotels would be three times greater than the minimum $ 3,000 purse (Corcoran, 1965).

Corcoran enhanced the tremendous growth in competitive golf by sharing status with celebrities. The
combination of a celebrity and a pro playing together in a team in a mock tournament was extremely successful.
The appearance of celebrities not only enhanced the athletes’ status but also increased attendance, thereby
increasing the proceeds for charity and the exposure for professional golf. The celebrity pro-am has been the
financial core around which most professional golf tournament have been built (Graffis, 1975).

During World War II, golf was used to raise money for the Red Cross. To raise millions of dollars for
the war effort and Red Cross, using a celebrity pro-am format, Bing Crosby teamed up with movie costar Bob
Hope, professional golfers, and various celebrity including Fred Corcoran, (Graffis, 1975). Corcoran kept the
pro-am tournament format and used civic pride and charities such hospitals and youth programs to draw crowds
even the war end.

Tying professional golf to charity was good business in addition to being good for the community. Local
businesspeople not likely to benefit directly from a golf tournament were more easily persuaded to contribute to
the tournaments with tax deductions as an incentive. For those donations to charitable organizations were fully
tax deductible. Corcoran transformed a potentially costly, labor-intensive event into a no-cost operation.

According to Corcoran, that if manufacturers could use their association with tournaments to sell golf
products, then celebrities could use it to add to their status, and local community groups could use it to raise
funds or gain political influences. Corcoran, as the tournament director of PGA and the LPGA, he orchestrated
the first non-golf-related corporate sponsorship of professional golf tournaments. He arranged for Palm Beach
Clothing to sponsor men’s tournament. He also organized a transcontinental series of Women’s tournaments
sponsored by Weathervane Ladies Sports Apparel (Corcoran, 1965).

Professional Golf was still not able to take full advantage of corporate interest in athletes until late
1950’s. Until that time, the major media wire services, Associated Press and United Press International,
followed a policy of using the name of the city or town to distinguish a tournament. According to them, using
name of the corporate sponsor was a cheap way to avoid paying for newspaper advertising. The newspaper
industry reversed its policy and agreed to call tournaments by the name of their corporate sponsor in the late
1950’s. By sponsoring a national sporting event, a corporation now gained tax-free exposure to a target market
 SIATON CAMPUS

in the name of charity (Graffis, 1975). From this arrangements, professional golf, charities, and corporations all
benefited.

H. BIRTH OF SPORT MANAGEMENT AS AN ACADEMIC FIELD

To be a successful sport manager in today’s industry, preparation in both sport and business is becoming
a necessity. Because of this need, the academic field of sport management began to develop.

The three of the more prevalent structures currently used to manage and organize sport are sports clubs,
leagues, and tournaments. The continuing growth of the sport industry and its importance to numerous sponsors
and institutions created demand for the systematic study of the sport management practices. In the late 1960’s,
the academic field of sport management has focused on the unique and special issues facing the people who
conduct the business of sport. (Crosset, T.W., & Hums, M.)

The concept of a sport management curriculum is generally credited to two people: James G. Mason- a
physical educator at the university of Miami- Florida; and Walter O’Malley- of Brooklyn (now Los Angeles)
Dodgers, who discussed the idea in 1957. (Mason, Higgins, & Owen, 1981). The first master’s program in sport
management was established at Ohio University in 1966 and was based on Mason’s and O’Malley’s ideas
(Parkhouse & Pitts, 2001). In 1971, the University of Massachusetts Amherst started the second master’s
program.

By 1985, the National Association for Sport and Physical Education (NASPE) indicated there were
more than 40 undergraduate programs, 32 graduate programs, and 11 at both levels offering sport management
degrees. According to North American Society for Sport Management today, the total number of sport
management programs is just over 300. (Crosset, T.W., & Hums, M.)

The growth of sport management as an academic field was prompted by the sport industry’s need for
well-trained managers, but it also was pushed by universities and colleges’ need to attract students.

The first group of scholars this issue formed an organization called the Sport Management Arts and
Science Society (SMARTS), it was initiated by the faculty at the University of Massachusetts, Amherst. This
group laid the groundwork for the present scholarly organization, the North American Society for Sport
Management (NASSM) (Parkhuse & Pitts, 2001).

According to North American Society for Sport Management, the purpose of NASSM is to promote,
stimulate and encourage study, research, scholarly writing, and professional development in sport management.
NASSM and NASPE monitor sport management curricula. The NASSM/NASPE guidelines for approved sport
management programs include content areas as sport management, legal aspects of sport, communication in
sport, and the sociocultural context of sport (Parkhouse & Pitts, 2001). Currently, the movement to program
accreditation is the topic of debate. NASSM is holding discussions about moving to this level of program
evaluation via the Commission on Sport Management Accreditation (COSMA). (Crosset, T.W., & Hums, M.)

Sport management professional organizations also exist in several nations outside North America. Two
of these organizations are the Sport Management Association of Australia and New Zealand (SMAANZ) and
the European Association of Sport Management (EASM).
In 2010, marked the establishment of the African Sport Management Association, with great hopes for
collaborations among these various international organizations. As sport management becomes more global in
nature, universities implementing successful country-specific curricula outside North America are producing
successful sport managers as well. As the sport industry evolves, sport management curricula will continue to
change to meet the needs of this global industry. (Crosset, T.W., & Hums, M.)
 SIATON CAMPUS

❖ LEARNING ACTIVITES/EXERCISES

Exercise 1:

Construct an essay about the importance of management especially when it comes to sports events.
__________________________________________________________________________________________
________________________________________________________________.

Task Achievement/Response 7 Presenting accurate

information/Addressing the task
(answering the questions)
Coherence and Cohesion 4 Having one central idea and
organized information/ideas
Grammar 4 Majority of the sentences are
error-free
Total Points 15

Exercise 2:

Create a sequence chart or (flow diagram) that showcase the important events in the history of
sports management. Each event must show its important contributions. At the end of your work, make a
conclusion about the development of sports management that hone the sporting competition today. You
can choose/create any style of sequence chart.

Put it in a long bond paper.

For Example:

❖ INTERVENTION:

For queries, do not hesitate to call me with this number 09059387428 or send an email thru my email account
[email protected].

❖ ASSESSMENT:

Describe how each event in sports management history differs from our management in today's sporting
competition.
__________________________________________________________________________________________
__________________________________________________________________________________________
_______________________________.
 SIATON CAMPUS

Task Achievement/Response 7 Presenting accurate

information/Addressing the task
(answering the questions)
Coherence and Cohesion 4 Having one central idea and
organized information/ideas
Grammar 4 Majority of the sentences are
error-free
Total Points 15

❖ REFLECTION/ SELF INSIGHTS

Q1. What are some of the most interesting discoveries that I have encountered as I was studying the
lesson?
__________________________________________________________________________________________
__________________________________________________________________________________________
______________________.

REFERENCES

https://images.app.goo.gl/VGVUyFFjhTnFBbeG6
https://images.app.goo.gl/gjMC68sut3aiBps9A
https://images.app.goo.gl/KwmvQsbb2jDUjo1A7
https://onlinesportmanagement.ku.edu/community/history-of-sport-management
http://samples.jbpub.com/9780763796075/96075_ch01_masteralexis.pdf

PREPARED BY:
MS. RICA ANN KINILITAN
INSTRUCTOR
 SIATON CAMPUS

PHYSICAL EDUCATION IV
“CULTURAL PRESENTATIONS AND SPORTS MANAGEMENT”

LESSON 2:

I. Functional Areas in Sports Management

a. Planning
b. Organizing
c. Leading
d. Evaluating
II. Key Skills
a. People Skills
b. Communication
c. Competent Decision-Making
d. Ethics
e. Taking Initiative

❖ OBJECTIVES:
At the end of the lesson, the students will be able to:

K: Discuss the role of functional areas and key skills in sports Management.
S: Differentiate Functional Areas and Key Skills in the Management of Sport;
and
A: Evaluate why sports enthusiasts/professional develop or own multiple skills.

❖ MOTIVATION/PROMPTING QUESTIONS

https://images.app.goo.gl/Gch4rWWHvJv2ZSQV6 https://images.app.goo.gl/FR8WNhPrt2k7fMkFA

https://images.app.goo.gl/zAStU2C62hm8E7jh7

Create 3-5 sentences that

describe the pictures given to you.
 SIATON CAMPUS

❖ INTRODUCTION

I know that you already have a lot of experience with organizations, teams, and leadership. You have been
through schools, in clubs, participated in social or religious groups, competed in sports or games, or taken on
full- or part-time jobs. Some of your experience was probably positive, but you were also likely wondering
sometimes, “Isn’t there a better way to do this?”

A manager’s primary challenge is to solve problems creatively, and you should view management as “the
art of getting things done through the efforts of other people.” The principles of management, then, how you
manage, that is, get things done through others—individually, in groups, or in organizations.
https://2012books.lardbucket.org/books/management-principles-v1.0/s05-introduction-to-principles-of-.html

❖ DISCUSSION

Functional areas of management mean the total of all those activities which are performed in an
organization to achieve the objectives of the organization. The main purpose of functional areas is to ensure that
all-important business activities are carried out efficiently. This is essential if the business is to achieve its aims
and objectives.

Sport managers must perform in several functional areas and execute various activities in fulfilling the
demands of their jobs.

Key areas = planning, organizing, leading, and evaluating.

a. Functional Area: Planning

-Planning is the function of management that involves setting objectives and determining a course of
action for achieving those objectives. Planning requires that managers be aware of environmental conditions
facing their organization and forecast future conditions. It also requires that managers be good decision makers.
https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlling-2/

-Defining organizational goals and determining the appropriate means by which to achieve these desired
goals.
-Setting “course of action” for the sport organization
-Organizational plans change and evolve.
-Should not be viewed as “set in stone”; adjustable
-Managers must participate in both short-term and long-term planning.
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There are various objectives of planning which are stated below:

1. To enhance the sports performance:

It is also one of the significant objectives to enhance the sports performance of athletes or players.
Without proper planning it is impossible to improve the performance of sportspersons. In fact, training of sports
is useless if it is not well planned.

2. To keep good control over all the activities:

To keep a good control over all the activities is another objective of planning. Planning and control
relate to each other. Planning helps in keeping a good controlling organizing a tournament.

3. To facilitate proper coordination:

This objective of planning is related to facilitate proper coordination among the various member of
committees formed for organizing the competition smoothly. A proper planning helps in making the proper
coordination.
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4. To reduce the chances of mistakes:

To reduce the chances of mistakes is also a significant objective of planning. A proper plan reduces the
chances of mistakes and oversights. If there are a few mistakes in organizing an event it will not leave a good
impression on the participants.

5. To increase the efficiency:

To increase the efficiency of sports officials in conducting sports events/competitions is one of the main
objectives of planning. It is the important purpose of planning to increase the capability and efficiency of
officials.
https://www.doubtnut.com/pcmb-questions/discuss-the-objectives-of-planning-in-sports-133969

b. Functional Area: Organizing

-Implementing a pattern of relationships among workers and making optimum use of the resources
required to enable the successful carrying out of plans.

-Putting plans into action; manager determines what types of jobs are needed and who will perform them
-Develop an organizational chart
-Develop position descriptions
-Develop position qualifications
-Staffing Selection, orientation, training, and development of staff members
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c. Functional Area: Leading

-Leading involves the social and informal sources of influence that you use to inspire action taken by
others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain
organizational objectives. https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-
controlling-2/

-Leading: “Action” part of the management process

Delegation:

-Involves assigning responsibility and accountability for results to employees.

-Managers must manage any differences or changes that may take place in organization.
-Managers handle conflicts, work problems, or communication difficulties; stimulate creativity; and
motivate employees.
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d. Functional Area: Evaluating

- any activity by a coach to evaluate a prospective student athlete’s athletic or academic ability.

-Measuring and ensuring progress toward organizational objectives.

-Progress is accomplished by the employees effectively carrying out their duties.
-Establish reporting systems, develop performance standards, compare employee performance to set
standards, and design reward systems. https://slideplayer.com/slide/5384996/

II. Key Skills

Those who work in sports management have to have the right connections and must keep abreast with
current developments that may affect their clients. They have to be nimble with numbers on different aspects to
optimize opportunities for clients and for the company they represent. Education and experience count for a lot
when it comes to preparing for this role, but developing key sports management soft skills will be crucial to
thriving in the sports management field, according to the Houston Chronicle. https://www.sports-management-
degrees.com/lists/five-sports-management-soft-skills/
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a. Key Skills: People Skills

-One of the main tasks involve helping your sports client to prioritize the demands on their time to focus
on what matters most in their career and public persona. You are the gate keeper and facilitator, which means
exercising your people skills to make sure that everyone stays on schedule, delivers on the tasks assigned to
them and stays on track with regards to meeting common goals. https://www.sports-management-degrees.com/lists/five-
sports-management-soft-skills/

-Sport management industry is a “people-intensive” industry.

-Interaction with unique clientele.
-Must be able to treat all people fairly, ethically, and with respect.

b. Key Skills: Communication

-Communicating effectively means the ability to provide accurate information efficiently, persuading
others to change their minds when necessary and smoothing over any differences that may hinder contract
negotiations, endorsement opportunities and salary issues. https://www.sports-management-degrees.com/lists/five-
sports-management-soft-skills/

-Knowing how to say something to another person is equally as important as knowing what to say to
another person.

-Answering each question professionally and courteously wins a lifelong fan.

-Sport managers must be able to treat all people fairly, ethically, and with respect.
-Sport managers often asked to give speeches.
-Sport managers must be able to write in many different styles.
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c. Key Skills: Competent Decision-Making

-Decision making can be observed as the intellectual process resulting in the selection of a belief or a
course of action among several different options. Every decision-making process produces a final choice that
may or may not prompt action.

-Gathering and analyzing information

Classic Model of Decision Making:

-Need to define problem

-Generate alternatives
-Evaluate alternatives
-Select best alternative
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f. Key Skills: Ethics

-The field of sports is plagued with problems of morals and inopportune ethical choices. Sound
judgment arising from a strong ethical foundation will help you ace the right decisions while guiding your
clients to make the right choices. With a strong commitment to ethical practices, you and your clients may be
able to avoid scandals and problematic situations that may shake up their careers. The temptation to reach the
top of the field is a looming temptation, but it may not pay off as intended, and it may even destroy promising
careers. https://www.sports-management-degrees.com/lists/five-sports-management-soft-skills/

e. Key Skills: Taking Initiative

-Initiative enables you to learn about a different aspect of sport organization you are working with.
-Allows you to meet and interact with people outside of office you work in, thus increasing your
network.
-Shows your employer your commitment to working in sport industry.
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❖ LEARNING ACRTIVITES/EXERCISES

Exercise 1:
Discuss the role of functional areas and key skills in sports Management.
______________________________________________________________________________
___________________________________________________________________________.

Task Achievement/Response 10 Presenting accurate

information/Addressing the task
(answering the questions)
Coherence and Cohesion 5 Having one central idea and
organized information/ideas
Grammar 5 Majority of the sentences are
error-free
Total Points 20

Exercise 2:

Create a graphic organizer that shows the difference between functional areas and key skills in
sports management. You can choose whatever organizer you would like to use.

Put your answer in a long bond paper.

______________________________________________________________________________
__________________________________________________________________________.

Task Achievement/Response 10 Presenting accurate

information/Addressing the task
(answering the questions)
Coherence and Cohesion 5 Having one central idea and
organized information/ideas
Grammar 5 Majority of the sentences are
error-free
Total Points 20

❖ INTERVENTION:

For queries, do not hesitate to call me with this number 09059387428 or send an email thru my email account
[email protected].

❖ ASSESSMENT:

Examine why sports professionals acquire or develop numerous skills. Explain your
______________________________________________________________________________
____________________________________________________________.
Task Achievement/Response 10 Presenting accurate
information/Addressing the
task (answering the
questions)
Coherence and Cohesion 5 Having one central idea and
organized information/ideas
Grammar 5 Majority of the sentences
are error-free
Total Points 20
 SIATON CAMPUS

❖ ENRICHMENT ACTIVITY

Q. Define administrative leadership.

Q. Cite 10 characteristics of administrative leadership.

❖ REFLECTION/ SELF INSIGHTS

Q1. What are some difficulties you I have encountered while I was working in the module?
_______________________________________________________________________
_______________________________________________________________________
____________________________________________________________.

REFERENCES

https://images.app.goo.gl/Gch4rWWHvJv2ZSQV6
https://images.app.goo.gl/FR8WNhPrt2k7fMkFA
https://images.app.goo.gl/zAStU2C62hm8E7jh7
https://2012books.lardbucket.org/books/management-principles-v1.0/s05-introduction-to-principles-of-.html
https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlling-2/
https://slideplayer.com/slide/5384996/
https://www.doubtnut.com/pcmb-questions/discuss-the-objectives-of-planning-in-sports-133969
https://open.lib.umn.edu/principlesmanagement/chapter/1-5-planning-organizing-leading-and-controlling-2/
https://slideplayer.com/slide/5384996/
https://www.sports-management-degrees.com/lists/five-sports-management-soft-skills/
https://www.sports-management-degrees.com/lists/five-sports-management-soft-skills/

PREPARED BY:
MS. RICA ANN KINILITAN
INSTRUCTOR