Chapters 7-10 Flashcards Preview

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Flashcards in Chapters 7-10 Deck (36):
1

What are the traditional models of organizational design? 7

Functional str.
Division str.
Conglomerate str.

2

What is the Functional structure? 7

Organization is divided into units, with each unit performing one of the specialized functions essential to the operation of the business.

3

What is the Division structure? 7

The work of the organization is divided according to the kind of products/services being provided, the type of customer being served, or the geographic area in which the organization competes.

4

What is the Conglomerate structure? 7

Separate divisions operating in entirely different industries; allows organizations to expand into many different types of entertainment activities.

5

What are Edgar Schein's elements of organizational design? 7

Common goals
Division of work
Coordination of effort
Authority structure

6

What are common goals? 7

Provide sense of direction, the target to aim for, and the basis of cooperation that are critical for success of any organization; have to know where you are going and how you're going to get there before you can design a structure to take you there

7

What is division of work? 7

The work necessary to achieve those goals must be divided up in the most productive way possible.

8

What is coordination of effort? 7

Coordination is critical to ensure that the work being done within each unit is consistent with the overall goal of the organization.

9

What is authority structure? 7

Chain of command to define the goals, divide the work, and require coordination to the extent that others will accept and follow this direction.

10

What are the four key factors to support performance motivation? 8

Engaging, challenging goals.
Training.
Performance incentive/
Involving employees.

11

What are engaging, challenging goals? 8

Provide basis for focus, challenge, and feedback, all essential for high performance

12

What is training? 8

Critical means for ensuring that people have the skills they need to meet the performance challenge

13

What are performance incentives? 8

Creating a stake in achieving success: clear link between high levels of performance and incentives/rewards for achieving performance goals

14

What is involving employees? 8

Sharing responsibility for performance: part of an overall management effort to more fully involve people in the responsibility of their own performance

15

What are the characteristics of transformational leadership? 8

They inspire a shared vision.
They challenge the process.
They enable others to act.
They model the way.
They encourage the heart.

16

They inspire a shared vision. 8

They have a mission in which they passionately believe, and they tirelessly enlist others to share in that mission and to help make it happen.

17

They challenge the process. 8

They are unwilling to accept things as they are, they push for change, and they risk mistakes to find better solutions.

18

They enable others to act. 8

They emphasize cooperation and collaboration; they build teams and empower their followers.

19

They model the way. 8

They live their beliefs; they communicate their vision through the consistency of their actions.

20

They encourage the heart. 8

They dramatize encouragement, reward performance, and celebrate winning; they love their people, their customers, their products, and their work.

21

What is training? 9

Increasingly important human resource management process; new job-specific skills

22

what is development? 9

Contributes to the overall competencies and knowledge base of the employee, are the responsibility of the organization

23

What are the fundamentals of effective learning? 9

Learning goals
Modeling
Practice
Feedback

24

What are learning goals? 9

A clearly defined target in terms of what the trainee will be able to do or understand as a result of the learning

25

What is modeling? 9

A demonstration of the targeted skill broken down to its key components with a meaningful, detailed, and engaging presentation of the key information.

26

What is practice? 9

Multiple and varied opportunities to "try out" the targeted skills or understanding.

27

What is feedback? 9

Reinforcement and information about performance during practice and beyond.

28

What are traditional tour sports? 9

Features a number of teams/individuals competing in a tournament-type format (golf, NASCAR)

29

What are outdoor adventure/action sports? 9

Encompasses activities seen as non-traditional in nature and an amalgamation of competitions/contests; they are high-risk and dangerous activities that often involve intense levels of physical exertion or endurance (x Games, Surfing, Cross Endurance Games)

30

What is sport entertainment? 9

Highly commercial in nature and may have a predetermined outcome; sport even is often scripted and comedy/drama is played out within a sport context (WWE, Harlem Globetrotters)

31

What are driving forces? 10

forces/factors in the situation that initiate, assist, and support the change; include: changes in the organization's environment, key individuals/groups within the organization who support change, the availability of training, technology and other resources necessary for change to be effective, and information/experiences that make clear what will happen if organization doesn't change

32

What are restraining forces? 10

forces/factors working against change, forces generating resistance at the individual and corporate levels; include: opposition from individuals/groups within organization, and lack of availability of training/other resources needed for change to succeed

33

What are the three stages in the change process? 10

Unfreezing stage
Actual change stage
Refreezing stage

34

What is the unfreezing stage? 10

The organization addresses the problems of resistance and prepares its people for change.

35

What is the actual change stage? 10

The new beliefs and new behaviors are communicated, modeled, and initiated.

36

What is the refreezing stage? 10

The new beliefs and behaviors are supported and reinforced.