Elective 2 Midterm Notes PDF

ADMINISTRATION AND MANAGEMENT OF PE & HEALTH ADMINISTRATION: involves the management and organization of various aspects related to physical education programs, facilities, staff, curriculum, and resources within educational institutions MANAGEMENT: deals with tasks and accountabilities to accomplis...

ADMINISTRATION AND MANAGEMENT OF PE & HEALTH ADMINISTRATION: involves the management and organization of various aspects related to physical education programs, facilities, staff, curriculum, and resources within educational institutions MANAGEMENT: deals with tasks and accountabilities to accomplish the objectives through cooperation - requires harmonious effort amongst members to fulfill target objectives - involves coordination, organization, and oversight of various elements within a physical education program ORGANIZATION: structural planning of roles to implement necessary functions - the total development of an individual or group is centered on a philosophically sound program structure and activities Functions of Management P – Planning: determining the steps needed to reach the goal, the changes, and hurdles to anticipate, and the utilization of resources and opportunities to reach the expected outcomes L – Leading: motivating employees/students and influencing their behavior to achieve organizational objectives O – Organizing: establishing effective authority relationships among selected work, people, and workplaces for the group to work together efficiently; also the process of dividing work into sections and departments C – Controlling: checking actual performances against the standards or plans, ensuring its progress, and monitoring its results for improvements S – Staffing: recruiting employees/students by evaluating their skills, and knowledge, and offering them specific job roles accordingly Different Styles in Management AUTOCRATIC: The manager makes decisions unilaterally and expects team members to follow instructions without much input - effective in situations where quick decision-making is required, but it may stifle creativity and motivation - Characteristics/scenarios: Emergency Response Team, Immediate Decision-Making, Clear Chain of Command, Strict Protocols, Limited Time for Deliberation, Minimizing Confusion, Resource Allocation DEMOCRATIC: also known as participative management, involves seeking input and feedback from team members when making decisions - fosters a sense of inclusion and can lead to more creative solutions - Characteristics/Scenarios: Team-based Problem Solving, Brainstorming Solutions, Equal Participation, Collaborative Decision-Making, Ownership of Solutions, Feedback loop, Adaptability, Development of Team Skills TRANSFORMATIONAL: inspire and motivate their teams by setting high standards, creating a compelling vision, and encouraging innovation. - often lead by example and are seen as charismatic and inspirational - Characteristics: Visionary Change, Inspiration and Motivation, Individualized Consideration, Intellectual Stimulation, Role Modeling, Empowerment, Continuous Communication, Celebrating Wins, Long-Term Focus TRANSACTIONAL: focus on enforcing rules and rewarding or punishing team members based on performance - emphasize clear structures and well-defined roles - Characteristics: Performance Expectations, Regular Monitoring, Rewards and Recognition, Corrective Actions, Consistency in Procedures, Clear feedback, Incentive Programs LAISSEZ-FAIRE: a hands-off approach, where managers provide minimal guidance and allow team members to make decisions independently - can be effective when team members are highly skilled and self-motivated - Characteristics: Project Initiation, Minimal Supervision, Creative Freedom, Resource Allocation, Collaborative Culture, Problem-solving, Accountability, Outcome-oriented SERVANT: prioritize the needs of their team members above their own - focus on supporting and empowering their team to achieve their goals and personal growth - Characteristics: Community Engagement, Empowering Staff, Supporting Personal growth, Putting Others First, Building Trust, Listening Actively, Service-Oriented Projects, Collaborative Decision-Making, Measuring Impact, Leading by Example CHARISMATIC: have a magnetic personality that inspires and motivates their followers - often rely on their charm and persuasion to influence others - Characteristics: Compelling Vision, Passionate Communication, Confidence and Charisma, Storytelling, Building Trust, Inspirational Language, Connecting on a Personal Level, Mobilizing Action, Creating Follower Loyalty, Positive Energy SITUATIONAL: adapting one’s management style to match the specific situation or needs of the team - may be more directive in some situations and more supportive in others - Characteristics: Assessing Team Capabilities, Adapting Leadership Style, Directing for Novices, Coaching for Developing Skills, Supporting for Competent Team Members, Delegating for Experts, Monitoring Progress, Feedback and Adaptation, Crisis Management, Celebrating Achievements AUTHENTIC: true to themselves and their values - build trust with their teams by being transparent and genuine - Characteristics: Transparency, Values Alignment, Self-awareness, Empathy and Listening, Inclusivity, Moral Courage, Consistency, Accountability, Building Trust, Communication, Long-Term Impact COACHING: take an active role in developing their team members’ skills and abilities - provide guidance, feedback, and opportunities for growth - Characteristics: Individualized Assessments, Goal Setting, Skill Development Plans, Regular Feedback, Role Modeling, One-on-one Coaching Sessions, Skill-Building Exercises, Encouragement and Motivation, Problem-Solving Support, Continuous Learning, Goal Review and Adjustment, Team Collaboration Management Theories Scientific Management Theory: in the 1880s by Frederick W. Taylor – Father of Scientific Management - Improves economic efficiency and labor productivity as it applies science, the engineering of processes to management Fordism: the system of mass production and task specialization that was pioneered in the early 20th century - named after Henry Ford, the founder of Ford Motor Company Fayol’s Theory of Management: In the 1900s, Henry Fayol identified the 14 principles of management such as division of labor, unity of command, remuneration, order, initiative, authority, unity in direction, centralization, equity, esprit de corps, discipline, subordination, scalar chain, stability of tenured personnel Hawthorne Studies: examines the different aspects of the work environment (lighting, timing breaks, length of the work days) - the effect of improvement in performance caused by observing workers The Systems Approach: can be an open system where it interacts with its external environment or a closed system Theory X and Theory Y: by an American Social Psychologist Douglas McGregar - Theory X: negative thoughts of the manager towards his/her workers - Theory Y: positive thought of the manager towards his/her workers AREAS IN THE MANAGEMENT IN P.E Involves coordination, organization, and oversight of various elements within a P.E. program CURRICULUM PLANNING & DEVELOPMENT: P.E managers collaborate with educators to design a comprehensive curriculum that addresses different aspects of physical fitness, sports, and health education - Curriculum should cater to the needs and interests of students SCHEDULING: make the best use of available time and facilities, balance various activities, and accommodate the preferences and availability of both students and instructors STAFF SUPERVISION: monitoring and overseeing instructors, coaches, and staff - hiring, training, performance evaluations, and professional development STUDENT ASSESSMENT: implementing assessment methods to track progress, skill development & participation - gathered assessment data helps tailor instruction to individual needs HEALTH AND SAFETY: responsible for establishing and enforcing safety protocols - equipment and facilities meet safety standards - students are educated about safe practices BUDGETING & FINANCIAL MANAGEMENT: create a budget for P.E. programs - allocate funds for purchases and maintenance - ensures the sustainability of the program COMMUNITY ENGAGEMENT: can enhance program impact - collaborate with local organizations, fitness centers, sports club - additional opportunities - involves trifocal: instructor, research, extension POLICY DEVELOPMENT: contribute to school-wide policies related to P.E - attendance, requirements, grading criteria, dress codes INCLUSION & ADAPTATION: inclusivity - catering to diverse needs including those with disabilities - collaborate with specialists to adapt activities - provide appropriate accommodations DATA ANALYSIS & IMPROVEMENT: analyzing program data such as student performance, participation rates, and feedback helps identify areas for improvement & make informed decisions COMMUNICATION: effective communication is crucial - keep stakeholders informed about program developments, events, and the benefits of P.E. ORGANIZATION: the process of identifying & grouping the work to perform, defining, and delegating responsibility & authority RESOURCE MANAGEMENT: allocation & utilization of facilities, equipment, & supplies for P.E. classes and extracurricular activities - ensures that resources are available and well-maintained ELEMENTS OF ORGANIZATION 1. Well-defined objectives 2. Well-organized & coordinated group of people 3. Proper division of work and labor 4. Clear & well-defined policies and procedures 5. Proper division and authority & responsibility 6. An effective system of communication PROCESS OF ORGANIZATION STEP 1  Determination of objectives  Why should the proposed organization be set up?  What will be the nature of work to be accomplished through organization? STEP 2  Deciding various activities  Function, sub-functions & further sub-function  The principle division of work and specialization are followed to avoid duplication, waste of time, machines, money, and materials STEP 3   Grouping of activities  Departments  Sections  Division  Use  Coordination  Policy  Control STEP 4  Assignment of responsibilities  Ensuring certainty of job performance  The right man is assigned to the right job STEP 5  Providing physical facilities & proper environment  Smooth running & prosperity of the organization IMPORTANCE OF ORGANIZATION A sound organization can contribute greatly to the community & success of the enterprise 1. It facilitates administration - Properly balanced organization facilitates management & operation 2. Facilitates growth & diversification - Sound organization permits the organizational elaboration - Profoundly affects the people within the organization - Facilitates effective use of manpower 3. Stimulate creativity - Stimulate independence, creative thinking, & initiatives by providing well-defined areas of work 4. Optimum use of resources - Optimum use of technical and human resources - Introduce the latest technical improvements - Specification minimizes corruption - Does not generate confusion - Less wasted, less expenditure ORGANIZATIONAL PRINCIPLES / PRINCIPLES OF ORGANIZATION  The foundation for effective management and smooth functioning UNITY OF COMMAND – a fundamental organizational principle that underscores the importance of the clear line of authority & responsibility - Integral to maintain order HIERARCHY – involves an arrangement of individuals and tasks in a structured & graded order - a clear chain of command - promoting efficiency, coordination DIVISION OF LABOR AND/OR SPECIALIZATION – breaking down tasks into smaller & more manageable components - popularized by Adam Smith AUTHORITY & RESPONSIBILITY – crucial relationship between authority and responsibility - Authority: right to make a decision---Responsibility: Perform tasks obligation - held accountable for those decisions SPAN OF CONTROL – Crucial aspect of organizational design that addresses the number of subordinates/ employees that a manager can effectively and efficiently supervise - Recognize the need to strike a balance between having a manageable number of reports CENTRALIZATION & DECENTRALIZATION – Addresses the distribution of decision-making authority within an organization - Involves finding the optimum balance between concentrating decision-making power at the top level & distributing decision-making across various levels - Plays a crucial role in shaping the organizational structure, efficiency, and responsiveness - (In centralized organizations, strategic planning, goal setting, budgeting, and talent deployment are typically conducted by a single, senior leader or leadership team. In contrast, in decentralized organizations, formal decision-making power is distributed across multiple individuals or teams) INITIATIVE – Encourages all employees at all levels to take proactive steps, demonstrate creativity, and contribute ideas for the improvement of processes and outcomes. - fosters a culture of innovation, empowerment, and engagement recognizing that individuals who take the initiative can drive change and contribute to the organization’s success ORDER – Emphasizes the arrangement and organization of resources in a manner that promotes efficiency, effectiveness, and a smooth workflow. - Involves creating a structured and systematic environment where resources are allocated, tasks are assigned, and processes are streamlined to achieve optimal results DISCIPLINE – The establishment and enforcement of rules, policies, and expectations to maintain order, control, and accountability within the workplace STABILITY & FLEXIBILITY – the delicate balance that an organization must strike between maintaining stability and adapting to changes in the external environment. COORDINATION – the fundamental principle of organization that revolves around the effective integration and synchronization of individual and group efforts to achieve common organization goals - This entails aligning activities, resources, and processes to ensure unity of action and optimal efficiency throughout the organization COMMUNICATION – the foundational principle of organization that underscores the importance of effective and efficient information exchange within an organization - Involves the transmission of messages, ideas, and feedback among individuals and groups to ensure clarity, understanding, and alignment toward common goals ORGANIZATION THEORIES - May be defined as the study of the structure, functioning, and performance of the organization and the behavior of the groups and individuals working in the organization - Explains how organizations are actually designed and it offers suggestions as to how they can be constructed to improve organizational effectiveness - Helps people understand, diagnose, and respond to organizational needs and problems OBJECTIVES & IMPORTANCE OF ORGANIZATIONAL THEORY 1. Furnish a general frame of reference for understanding and explaining the behavior of patterns in organization 2. To provide the scientific basis for managerial actions concerned with predicting, controlling, and influencing these behaviors with view to improving organizational effectiveness ORGANIZATIONAL THEORIES 1. CLASSICAL ORGANIZATION THEORY - Classical writers have viewed as a machine and persons and different components of the machine - Classical theory has its origin in the writings of Frederick Taylor who emphasized on division of labor fixing everyday work etc  CONTRIBUTORS TO CLASSICAL ORGANIZATION  Frederick Taylor “Scientific Management” – emphasized the application of scientific methods to enhance organizational efficiency and labor productivity - Introduced time and motion studies to identify the most effective work processes - Principles included separating and execution and implementing peace rate incentive systems  Henri Fayol “Administrative Management” – Focused on the broader management process which identifying 5 key functions: Planning, Organizing, Commanding, Coordinating, Controlling - Presented the 14 principles of management to provide guidelines for effective organizational management  Max Weber “Bureaucratic Management” – proposed bureaucracy as a rational & efficient organizational structure characterized by hierarchy, division of labour, and formalized rules - The ideal bureaucracy included features such as Merit-based appointments 2. NEO-CLASSICAL ORGANIZATION THEORY - Introduced the human relations approach in the classical theory of organization - Neo-classicists view organization as combination of formal and informal forms of organization - The informal part was missing in the classical approach - Inspiration for the neo-classical theorist was the Hawthorne Experiments conducted by Mayo & his associates in 1924 to 1932 (The Hawthorne effect is the modification of behavior by study participants in response to their knowledge that they are being observed or singled out for special treatment. In the simplest terms, the Hawthorne effect is increasing output in response to being watched.) PROPOSITION OF NEO-CLASSICAL THEORY 1. The organization in general is a social system composed of several interacting parts 2. The social environments on the job affect people and are also affected by them 3. Beside formal organization, informal organization also exists and it affects and is affected by formal organization 4. Integration between organizational and individual goals is a must 5. People are interdependent and their behavior can be predicted in terms of social factors 6. Money is only one of the motivators but not the sole. Men are diversely motivated and sociopsychological factors are more important 7. Men’s approach is not always rational. They behave irrationally as far as rewards from the job are concerned 8. Both way communication is a necessary for the sound functioning of organization 9. Teamwork is essential 3. MODERN CLASSICAL THEORY Modern Organization Theory - Is of recent origin, developed in 1960s and flourished in 1970s - The source inspiration for modern theory is the system analysis - Has an analytical base it relies on empirical research - View the organization as a system and study it in its totality as a complex system of human interrelationship - Gives answers to many complex questions ignored by classical or neo-classical theories KEY ASPECTS OF MODERN ORGANIZATION THEORY (MOT) 1. Contingency Theory - suggests that organizational structures and practices should be contingent upon various factors such as external environment, technology, and organizational size  What works well in one situation may not be suitable for another   MOT emphasizes the need for flexibility and adaptability 2. System Theory - Organizations are viewed as complex systems with interconnected and interdependent parts.  Emphasizes the importance of different components within an organization interact and influence each other 3. Resource Dependency Theory – organizations are dependent on external resources such as new materials, finances, and information  Focuses on how organization mange and cope with their dependence on external entities  Explores strategies organization used to secure and control essential resources 4. Organizational Culture & Behaviour  Organizational culture represents the shared values, beliefs, and norms that shape the behavior of the individuals within the organization  Understanding and managing organizational culture is crucial for fostering a positive work environment, enhancing employee satisfaction, and achieving organizational goals 5. Network Theory – Organizations are increasingly viewed as networks of relationships and interactions  Emphasizes the importance of social networks, both internal and external, in influencing decision – making information flow, and innovation  Perspective is particularly relevant in the context of globalization and the interconnected nature of modern businesses 6. Organizational Learning – the dynamic and rapidly changing business environment, the ability of an organization to learn and adapt is crucial for its survival and success  Focuses on how organizations acquire, assimilate, and apply knowledge to improve knowledge and performance  Encourages a culture of continuous learning, innovation, and knowledge sharing within the organization DIFFERENT ORGANIZATIONS IN MAPEH  INTERNATIONAL o World Health Organization - Founded in 1948, the WHO is the United Nations agency dedicated to global health and safety. - Connects nations, partners, and communities to promote health and serve the vulnerable o United Nations Educational, Scientific, and Cultural Organization (UNESCO) – contributes to peace & security by promoting international cooperation in education, sciences, culture, communication, and information - Promotes knowledge sharing and the free flow of ideas to accelerate mutual understanding and a more perfect knowledge of each other’s lives o United Nations (UN) – international governing body formed in 1945 to increase political and economic cooperation among its members’ countries - serves as a high-level forum for joint policy formation and decision-making. It guides, supports, tracks, and oversees the coordination of development operations in 162 countries and territories - Connects or creates relationships from country to country - Sustainable Development Goals (SDGs): defined in the 2030 agenda, adopted by the UN General Assembly in 2015  PHILIPPINE ORGANIZATIONS IN SPORTS o Philippine Sports Commission (PSC) – the government body responsible for overseeing the development of sports in the Philippines - Provides funding, facilities, and support for national athletes and sports programs o Philippine Olympic Committee (POC) – the national Olympic body that governs all Olympic- related activities in the Philippines - Coordinates with the International Olympic Committee (IOC) and other international sports federations o National Sports Associations (NSAs) – governing bodies for specific sports in the Philippines, each sport has its own NSA that manages its development, competitions, and athlete training - Samahang Basketbol ng Pilipinas (SBP): Governs basketball in the Philippines - Philippine Football Federation (PFF): governs football/soccer - Amateur Boxing Association of the Philippines (ABAP): Governs boxing o Professional Sports Organizations - Philippine Basketball Association (PBA): oldest professional basketball league in Asia & one of the most popular in the country - Philippine Volleyball Federation (PVF): governs volleyball, including professional leagues like the Premier Volleyball League (PVL) o Collegiate Sports - University Athletic Association of the Philippines (UAAP): one of the most prestigious collegiate sports leagues in Phil., featuring multiple sports (basketball, volleyball, athletics) - National Collegiate Athletic Association (NCAA): major collegiate sports league known for its strong basketball competitions  HEALTH o Department of Health (DOH) – the primary government agency responsible for the overall health systems in the Phil. - Formulates health policies, implements national health programs, and oversees public health service o PhilHealth (Philippine Health Insurance Corporation) - the national health insurance provider - Aims to ensure that all Filipinos have access to affordable healthcare services o Food and Drug Administration (FDA) – responsible for regulating food, drugs, cosmetics, medical services, and other health-related products o National Nutrition Council (NNC) – tasked with formulating policies, coordinating and overseeing the implementation of nutrition programs  o Philippine Red Cross (PRC) – humanitarian organization that provides emergency medical services, disaster response, blood donation services, and health education  DANCE, MUSIC, & CULTURE o National Commission for Culture and the Arts (NCCA) – the official cultural agency that oversees the promotion and preservation of Filipino arts and culture, including music o Cultural Center of the Philippines (CCP) – major hub for the performing arts, providing venues and programs to promote Filipino musical talents and productions o Organisasyon ng Pilipinong Mang-aawit (OPM) – representing Filpino singers and musicians, advocating rights and values of local artists and promotes Original Pilipino Music (OPM) o Philippine Society for Music Education (PSME) – dedicated to the advancement of music education in the Phil. o Filipino Society of Composers, Authors, and Publishers (FILSCAP) – collective management organization that protects the intellectual property rights of Filipino composers, lyricists, and music publishers. HOW TO OTRGANIZE AND MANAGE EVENTS FOR MAPEH 1. Define the Purpose and Objectives – Clearly define the purpose and objectives of your event. What do you hope to achieve? Who is your target audience? 2. Set a Budget – Determine your budget early on. This will guide decisions in venue, catering, entertainment, and other expenses. 3. Create a Planning Committee – Form a team of committee responsible for different aspects of the event. Delegate tasks and establish roles and responsibilities 4. Choose a Date and Time – Select a date and time that works well for your target audience. Check for potential conflicts with holidays or other major events. 5. Select a Venue – Choose a venue that suits the size and nature of your event. Consider factors like location, capacity, accessibility, and amenities. 6. Secure Necessary Permits and Licenses – Check local regulations and obtain any required permits or licenses for your event. 7. Develop a Timeline – Create a detailed timeline that includes all the key milestones and deadlines leading up to the event. This will help you stay organized 8. Identify and Invite Speakers or Performers – If your event includes speakers, presenters, or performers, reach out to them early to confirm their availability and requirements. 9. Coordinate Logistics – Plan for logistics such as catering, audiovisual, equipment, signage, and transportation. Ensure everything is in place to support a smooth event. 10. Promote the Event – Develop a marketing and promotional strategy. Utilize social media, email campaigns, and other channels to reach your target audience. 11. Register Participants – If applicable, set up a registration system to track attendees. This helps with planning and ensures you have enough resources for the expected number of participants. 12. Prepare Event Materials – Design and print any necessary materials, such as programs, name badges, and promotional materials. 13. Handle On-Site Logistics – Have a plan for on-site logistics, including registration, information desks, and emergency procedures. 14. Evaluate and Debrief – After the event, gather feedback from participants and the organizing team. Conduct a debrief to identify what worked well and areas for improvement. 15. Follow-Up – Send thank-you emails to participants, sponsors, and volunteers. Evaluate the success of the event against your objectives and identify areas for improvement in future events. Template for Event Proposal: 1. Title (date and venue) 2. Rationale/Introduction (3-4 sentences) 3. Material Needed 4. Resource Speaker/Participants 5. Procedure/Mechanics/Guidelines 6. Promotional Plan 7. Monitoring Plan  8. Evaluation Plan 9. Line Item Budget (LIB) 10. Timeline SYSTEM OF ELIMINATION IN SPORTS  Commonly used in tournaments or competitions to determine the ultimate winner  Participants or teams are gradually eliminated from the competition as they lose matches or fail to meet certain criteria COMMON TERMS IN THE ELIMINATION  BRACKET STRUCTURE – starts with the number of participants, typically a power of 2 (e.g. 2, 4, 8, 16, 32, etc.). - byes or play-in matches: may be used to fill the bracket if the number of participants is not a power of 2 - participants are seeded based on their performance or ranking To get the bye/s, subtract the # of teams to its higher power of 2 Example 1: If there are 12 teams 16 – 12 = 4 byes Example 2: If there are 9 teams 16 – 9 = 7 byes  SEEDING – the process of ranking participants or teams before the tournament begins – ensure a more balanced and fair competition by strategically placing strong participants against weaker ones in the early rounds – Especially important in single-elimination tournaments to create competitive matchups & increase the likelihood of the best participants advancing further DETERMINING SEEDING o Seeding is typically based on participants’ performance in previous competitions, rankings, records, or other relevant criteria o A selection of committee or organizers may decide the seeding based on their judgment of the participants’ strengths and abilities ADVANTAGES OF SEEDING o Balanced Matchups: helps ensure that strong participants do not face each other in the early rounds, leading to more competitive and balanced matchups o Fair Competition: contributes to the overall fairness of the tournament by giving higher-seeded participants a perceived advantage due to their better performance or ranking METHODS OF SEEDING o Straight Seeding: participants are needed in a straightforward manner based on their performance or ranking, with the top seed facing the lowest seed, the second seed facing the second-lowest seed, and so on o Serpentine Seeding: a.k.a “snake” seeding, alternates the placement of seeds in the brackets For example: In 8 team tournament – the top seed faces the bottom seed in the first round, but in the next round, the winner of the top seed’s matchup faces the winner of the second seed’s matchup CHALLENGES & CONTROVERSIES o Seeding is not always perfect, and controversies may arise if participants or teams feel that they have been unfairly seeded o Upsets can still occur, and the unpredictability of sports means that lower-seeded participants may defeat higher-seeded ones   RE-SEEDING – happens especially for those with multiple rounds – may occur after each round based on the results of the previous matches – ensures the matchups in subsequent rounds remain competitive – seeding is a strategic element in tournament organization that aims to enhance the overall quality and fairness of the competition – plays a role in shaping the tournament bracket and influencing the outcomes of matches in various sports TYPES OF ELIMINATION  SINGLE ELIMINATION – most straightforward format - teams or individuals compete in a series of matches, and each time a participant or team loses, they are eliminated from the tournament - the winner of each match advances to the next round until only one participant remains undefeated and is declared the overall winner FORMULA: N – 1 (N indicates the number of teams) ADVANTAGE: straightforward & usually results in a clear winner DISADVANTAGE: A strong participant or team may be eliminated due to an off day or a single bad performance (the reason why some tournaments use double-elimination or other formats to provide a 2nd chance to top performers)  DOUBLE-ELIMINATION – participants or teams have the opportunity to lose one match & still remain in the competition – designed to provide a second chance for participants who may have an off day or face opponents early in the tournament FORMULA: (N – 2) 2 (N indicates the number of teams) CHAMPIONSHIP MATCH: - If the participant from the winner’s bracket wins the championship match, they are declared the overall winner - If the participant from the loser’s bracket wins the championship match, a second final match is played to break the tie. The winner of this match is then declared the overall winner. - Seeding is crucial here to ensure that strong participants are not eliminated early due to tough matchups. Higher-seeded participants are usually paired against lower-seeded participants in the early rounds. LOSER’S BRACKET: - Participants who lose a match in the winner’s bracket are placed into the loser’s bracket - The loser’s bracket operates similarly to the winner’s bracket, with participants continuing to compete in each round - However, participants in the loser’s bracket face elimination if they lose a second match ADVANCEMENT TO THE FINALS: - The winner of the winner’s bracket and the winner in the loser’s bracket eventually meet in the finals - Participant coming from the winner’s bracket has not lost a match yet, while the participant from the loser’s bracket has lost one match - To determine the overall winner, the (final) participant from the winner’s bracket and the (final) participant from the loser’s bracket play in the championship match