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Sport Development Unit 6

Understand how quality is measured in sports development

John Hyatt

on 25 April 2013

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Transcript of Sport Development Unit 6

Understand how quality is measured in sports development Explain two methods of
measuring quality in sports
development Opening Task List 3 Key Providers of sport in the UK How are they structured? Committees Working Groups Forums Consultation groups What are there roles? Enabling Facilitating Direct Delivery Strategic Operational Advisory Participation Performance Sports development officers Sport Specific Non sport specific Community Volunteers SWOT Analysis SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, and for identifying both the Opportunities open to you and the Threats you face. Methods of Measuring Quality UK Quality Scheme for Sport and Leisure National Benchmarking Service The National Benchmarking Service (NBS) is a partnership approach to providing critical data on the performance of your leisure facility. Quest is a tool for continuous improvement, designed primarily for the management of leisure facilities and leisure development. Quest defines industry standards and good practice and encourages their ongoing development and delivery within a customer focused management framework. http://www.questnbs.org/quest-home Internal Self Assessment being assessd or evaluated for a test by the internal staff the process of looking at oneself in order to assess aspects that are important to one's identity Task 1 Around the Room
If you have the ball when I say stop you need to ask a question on the Learning outcomes. External Audits A review of the reports of an entity, usually a government or business, by someone not affiliated with the company or agency. Purpose for measuring quality measure improvement continuous improvement standardisation Advantages benchmarking,
accessing funds quality delivery recognition Disadvantages cost time expertise P4 explain two methods of
measuring quality in sports
development M3 evaluate two methods of
measuring quality in sports
development Sport and Physical Health Management Management v Leadership Todays Agenda Recap Tennis Sport Manager Task 1. What do we think are the key roles of a sports manager? Groups of 3 or 4 ‘ a person who's job entails planning, organising, staffing, directing, and controlling to be performed within the context of an organisation whose primary or predominant product or service is sport and sport related’
Mullin (1980) 5 minutes Management Functions Planning Organizing Controlling Leading ManagementFunctions Task 2. What skills do you think a sports manager would need? Come up with as many as you can. Individual Task 5 minutes Technical skills Human Skills Conceptual Skills The ability to apply specialized knowledge or expertise The ability to work with, understand, and motivate other people, both individually and in groups The mental ability to analyze and diagnose complex situations Task 3. with other members on your table start to place your skills into the three areas below. Complete on A1 paper provided Effective Versus Successful Managerial Activities Traditional Management
Decision making, planning, and controlling
Exchanging routine information and processing paperwork
Human Resource Management
Motivating, disciplining, managing conflict, staffing, and training
Socializing, politicking, and interacting with others Discussion question….. ‘ For sport to be delivered effectively, top-quality management must be practiced: often the level of achievement – at all levels – corresponds directly to the quality of management.’ Task 4. Styles of Leadership
Leader makes decisions without referencing to anyone else.
High degree of dependency on the leader.
Can create de-motivational and alienation of staff.
Maybe valuable in some types of business where decisions need to be made quickly and decisively. Autocratic
Encourages decision making from different perspectives – leadership may be emphasised through out the organisation.
Consultative: process of consultation before decisions are taken.
Persuasive: leader takes decisions and seeks to persuade others that decisions are correct.
May help motivate and involvement.
Workers feel ownership of the firm and its ideas.
Improves the sharing of ideas and experiences within the business.
Can delay decision making. Democratic Let it be! – the leadership responsibilities are share by all.
Can be very useful in business where creative ideas are important.
Can be highly motivational as people have control over their working life.
Can make coordination and decisions making time consuming and lacking in overall direction.
Relies on good team work.
Relies on good interpersonal relations. Laissez-Faire Leader acts as a father figure.
Paternalistic leader makes decisions but may consult.
Believes in the need to support staff. Paternalistic Task 5. Identity Race!!! Place the correct leaders with the style A Chronology of Approaches to the Study of Leadership Trait Early 1900s onwards (Situational 1930s onwards)
Leadership Styles 1940s onwards
Functional 1950s onwards
Contingency 1960s, 1970’s
Transformational 1980s, 1990’s
Team-based Current Trait: leaders are born not made
Leadership Styles: concerned with the effects of leadership on those being led.
Functional: focused on function and responsibility of leadership. Believes a leader can be made
Contingency: Believes there is no one single style of leadership on all situations (Mixture of types)
Transformational: creating a vision/ Visionary
Team-based: Inspiring and influencing other people Definitions Management Leadership The difference between managing and leading Task 6. come up with as many as you can. Power and Influence Issues Defining
Formal or Informal?
Person or Position?
Positive or Negative?
Group or Individual?
Politics Definition “the potential ability to influence behaviour, to change the course of events, to overcome resistance”
(Pfeffer, 1994)

“the total amount of influence that an individual has in an organization, that is, the total ability to influence the behavior of other people”

(Kazmier, 1980) Who is the Most Powerful Person in the Room? Formal Informal

Authority Charisma

Positional Personal
Stable Unstable SITUATIONS Relationships Keywords Keywords Power Sources (French and Ravens, 1959) Legitimate – authority given by status in organisation

Reward – ability to award positive outcomes

Coercive – ability to threaten, punish or harm

Expert – based on knowledge and experience

Referent – based on charisma, personality and trust Dependency Importance


Substitutes Link to Technical, People, Conceptual Skill Power Outcomes (Yukl, 1989) Legitimate (formal status) = Compliance

Reward (bonuses)

Coercive (threats, punishment) = Resistance

Referent (charisma, trust) = Commitment

Expert (knowledge, experience) Positive or Negative 1. We confuse ‘power’ with ‘force’
(Boulding, 1990) 2. We confuse ‘power’ with ‘negativity’
(Tjosvold, 1984) 3. We see ‘powerful’ and ‘powerless’ Empowerment “Giving power to, not having power over.”
(Morgan, 1986) Link to Leadership Transaction Transformation ‘ managing the status quo’ – the situation as it exists and
competently organising round after that’.
(Bass, 1990) ‘Concerned with carrying individuals beyond basic
performance level’.
(Bass, 1990)
4 I’s
Intellectual stimulation
Individual consideration
Inspirational leadership
Idealized influence Transactional (managers) v Transformational (leaders) Transactional
Focus on control
Rewards offered for performance
Reactive, responds to ideas
Business as usual
Stability, harmony, consistency
Technical expertise Transformational
Articulate visions
Embrace change
Inspire followers
Have strategic impact
Head up, creative
Turbulence & novelty
Emotional intelligence Transactional leadership seeks to maintain stability rather than promoting change within an organisation through economic and social exchanges that achieve specific goals” (Lussier & Achua 2004) Transactional is equated with managers and managing whereas transformational is equated with leaders and leading. Shaper of meaning
Inspires/ motivates
Proactive/ future-oriented Transformational “Yes….we can!” ‘New’ Sources of Power Centrality – in a network of task and interpersonal relationships

Flexibility – freedom to use your judgment

Visibility – interacting with influential people

Relevance – working on central objectives If an individual is wanting to increase there position power in the organization it is important to know what are sources of position power. It could be the position of a gatekeeper (centrality) in a network, or the flexibility to make a decision. Other things could include a highly visible position or a position that deals with the central objectives and issues facing the organization. Leaving Message Starter Activity Draw a cartoon of a situation involving Power and Influence
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