Flashcards in Chapters 4-6 Deck (37):
Goal setting acronym
Specific enough for focus and feedback.
Meaningful enough to motivate.
Accepted by the participants.
Realistic yet challenging.
Potential problems with goal-setting. (4)
Measurability, Stress, Too narrow a focus, and Too many goals
In some areas performance results are difficult to quantify or measure.
Goals that are too demanding can result in stress and performance problems over the long term.
Too narrow a focus
Some goals are so concentrated in their focus that they could cause unwanted results.
Too many goals
When sport organizations head in too many different directions, performance loses focus.
Benefits goals can provide. (5)
1. Blueprint for performance.
2. A basis for feedback.
3. Focuses attention on the right agenda.
4. A basis for cooperation and teamwork.
5. Criteria for decisions.
Health and fitness club classification categories. (3)
Commercial clubs, Not-for-profit clubs, Miscellaneous other for-profit clubs.
For-profit businesses, pay taxes, may not collect charitable donations for enhancement of own financial resources.
Do not pay taxes, but may conduct fundraising programs for their own benefit.
Miscellaneous other for-profit clubs
Operate as an amenity/complimentary part of a business.
The Decision Making Process (6)
1. Define the goals of the decision.
2. Gather relevant information.
3. Generate the broadest possible range of alternatives.
4. Evaluate the alternatives for strengths and weaknesses.
5. Select the optimal alternative.
6. Implement and monitor for effectiveness.
General environment (5)
Social, economic, political/legal, technological, global
Changes in social pattern, demographics, values, and intuitions.
Status of the economy.
Impact of governmental laws and the legal system, as well as the relationship between government and business.
Advances that create new products and new ways of producing goods/providing services.
Most volatile recent economic factor.
Task environment (4)
Factors in the environment that directly impact a specific organization, and are elements located closer to the organization. Customers, competitors, suppliers, and regulators.
Individuals, groups, and organizations that purchase the products/services an organization provides.
Organizations that vie for an organization's customers.
Exert strong influence outside the organization.
Have ability to control/influence the internal working of the organization.
Forecasting Techniques: Quantitative (2) vs. Qualitative (2)
Quantitative: Time series analysis and linear regression
Qualitative: Delphi method and Opinion and method feedbacks
Time series analysis
Estimates future values based on sequence of statistical data.
Predicts how changes in one variable might be related to changes in another variable.
Input from a variety of experts, w/ opinions on individual basis; all opinions are gathered, evaluated, and summarized to form the basis of a forecast.
Opinion and method feedbacks
Opinion surveys of executives, sales force feedback, and information from consumers.
Graphic scheduling techniques (3)
Gantt charts, Pert charts, and event scripts.
Show significant activities required to meet an objective or to complete a project, with the events arranged in chronological order and the amount of time allotted for each activity.
Pert charts (program, evaluation, and review technique)
Designed to show the interrelationship of large and complex projects.