APA2134 Midterm Notes PDF

Legal Issues and Risk Management: Sport and the law: Importance of legal advice Sport is relatively autonomous within the law - autonomous - run on its own Legal structures - different for each level of sport Members bound by rules - CONTRACTS Regulation and integrity measures - sport has power to do what it wants, but still must deal with doping, gambling, etc issues with athletes The autonomy of sport: “freedom” – opportunity to make rules and decide internal matters →international and national level International – Switzerland head of sports as it is neutral and have financial benefits. Swiss law: - IOC - WADA – seat in Switzerland to follow Swiss finance rules - CAS – deals with major sports issues Freedom of association = who regulates, who is in charge, who is responsible IOC Olympic charter (largest international deal): - Recognizes that sport occurs within framework of society - Sport organizations within Olympic Movement must apply political neutrality - rights and obligations of autonomy apply: →can freely establish and control rules of sport (structure and governance) →right of elections free from outside influence →responsibility for ensuring principle of good governance can be applied Limitations to the autonomy of sport - must comply with general law ex: IOC complies with Swiss law - German (paralympic seat) and Swiss (Olympic seat) law vs US (National teams) context - anti – discriminatory - line drawn based on where seat is located (follows their legal structure – abide by where headquarters are located) ex: para-athlete having advantage? →sport can discriminate on basis of age weight, nationality, para-athlete categories Ex: mma - heavy weight, light weight (need to be in weight range) - technically discrimanitory → gender discrimination more complex Ex: olympics - boxing algeria woman - autonomy questioned sport is AUTONOMOUS - can discriminate - special about sport (differs from business) Contracts, memberships, and legal structures - Members can be individuals or organizations - Indirect member control by contracts or agreements indirect – members uphold end of deal can sign with whomever Offer – offer placed, acceptance – deals are accepted, contracts need to be signed and consideration – money, need to pay what is owed Federation vs Privatized Federation system: European – open system - Pyramid structure (need to work your way up): Top: international (elite) National Regional Bottom: Local (clubs) International level decisions trickle down to lower level (same rules throughout all levels) Open system: teams move up and down levels openly (bad – relegated, demoted vs good – move up ranks) TRANSFER fee: change leagues - can pay transfer fee to other team and have right to negotiate contract with athlete - TRANSFER - pay for a player (money transaction) Privatized system: American – closed system Levels of school/club, university, professional are all separate - autonomy – usually all levels have same rules but don’t have to. No connection between NCAA and pro Closed system: set number of teams (can adapt) TRADING: change teams - TRADE based on draft pick and some money and players for 1 superstar - trade amenities for player owners - purchase a team - invest, expect profit from team - merchandise Sport dispute resolution Internal tribunals for disputes, Disciplinary matters, Unethical behavior, selection or field of play decisions - Can delegate this power to hear disputes to a third party - intervention - Challenges to decisions can be heard in Court of Arbitration for Sport or a court Arbitration vs. Mediation arbitration - 2 disagreements - can’t come to agreement - go to judge, agree to arbitration - have to accept and agree to what the external party decides - final decision, can’t fight it mediation - 2 people disagree - third person/party (judge, panel of people) mediate, find common ground - conversation between Standards of natural justice - sports organizations need: Access to an independent and impartial tribunal Principle of equality of arms/equal treatment of the parties Right to have access to all files and evidence Right to be heard - which may be limited to documentation rather than in person/online Right to a reasoned decision Right to a decision within reasonable time - sports move quickly Right to a public hearing Legal aid, if legal representation is necessary based on the circumstances of the case. Threats to the integrity of sport: doping and match-fixing Doping: WADA code and UNESCO code Acceptance, implementation and enforcement - what is legally allowed to be taken/ not taken Violations and the prohibited list Athlete obligation Sanctions match-fixing: According to Europe Convention on Manipulation of Sports Competitions: Match-fixing = an intentional arrangement, act or omission aimed at an improper alteration of the result or the course of a sports competition in order to remove all or parts of the unpredictable nature - to obtain advantage Attacks credibility and unpredictable nature of sport Major impact on commercial viability of sport - sports sold on unknown excitement factor – match-fixing goes against Sport Governance: What is governance? Policy and direction more than daily management Exercise of power and sets out how decisions are made – who calls the shots Important issue in sport Some big failures in governance – costs organizations a lot of money Good governance = good decisions made; right shots called Corporate vs nonprofit governance Corporate governance –protecting and enhancing shareholder value - investments involved - CEOs – business - decisions that enhance team to MAKE MONEY Nonprofit – provision of services and involvement of people - promote sport and allow people to participate - offer service - volunteer boards - decisions enhance and protect people involved in services Conformance Performance - improve performance: money vs service Stakeholders differ - stakeholders conform Is there a theory of sport governance? Governance theory 1 – internal monitoring Agency theory – managers should be subject to extensive monitoring to ensure shareholder’s interests are protected - decision makers rely on shareholders/ stakeholders - mangers listen to people giving advice or have share in company (they want you to succeed as they invested) Stewardship theory – assumes managers act as individuals to protect Shareholders - opposite of agency - manager makes own decisions - more successful - act on their own self-interest and in doing so push organization to be better and protect shareholders in doing so Governance theory 2 – external relations Institutional theory – governance system adopted is a result of external Pressures - pressure from outside causes adoption of system – influence - losing - pressure from fans, media - influence how make decisions Resource dependence theory – behaviour dictated by relationship with the environment - make decisions based on what is available - money, resources, weather, fans - dependent on resources available to you Network theory – socially binding contracts drive performance - about different contracts between people - social contracts: fans - decisions to please fans - change/adapt to fanbase (parking, merchandise, accessibility) Governance theory 3 Stakeholder theory – need to maintain a series of interdependent relationships - combines internal and external - relationship between stakeholders and organization ex: head coach leaves/fired - rest of team doesnt have job (on chopping block). new coach hired - new team is usually brought stakeholders - external: fans, media, public internal: coaches, employees, athletes Governance structural elements Membership Council – internal - local Board – external Staff (executives) Volunteers – non-profit - volunteers have positions higher than payed staff - can have more responsibilities (trusted) - awkward relationship between employees massive corporation: can have both board and council Strategic role of the board Think longer term Set a clear vision and monitor progress - stay on track, check progress, evaluate if need to make adjustments Facilitate effective board processes NSOs cooperate with member organizations - board genuinely allows CEO to be CEO Board staff relationships Professionalization has changed the game Role ambiguity (being open to more than 1 interpretation) Control by who for what? - who is in control and what is their goals? - to improve organization or personal profit - 'if team does well, you will do well' Relationships depend on: - Trust - Dominant coalition - Information flow Principles of good organizational governance 1.Transparency - transparent with people - to be good leader 2. Accountability - trust people around me 3. Democracy - everyone has a voice - working together to reach a collective goal 4. Responsibility - everyone has to be responsible, on time, prepare - good leader 5. Equity 6. Efficiency - how used resources to complete the job - to produce great results 7. Effectiveness - how well job was done, how well preformed Board Performance Structures Planning Influence of CEO - is CEO taking advice from board or disagreeing and bring back to board Training and development - how are board members trained Motivations - what are their motivations (especially if small organization) Cyclical nature - evaluate board How to measure it? Drivers of change in governance Influence of funding agencies - money rules - if funding threatened to be removed - decisions adapted based on funding (often changes) Threat of litigation - everything lawsuit and legal related - threat of litigation - may reconsider, not worth the fight, the trial Threat of competition - Marketplace has changed - influenced based on what other teams (competition) have succeeded with - game plans change based on competition Performance demands from government - investments - returns from investments - will determine how money is allocated - different incentives Ethics - what is moral good conduct, what is morally acceptable Increased scrutiny - critical observation / examination Olympic sport governance issues - someone calls the shots Integrity measures and agencies - can lose credibility Ethics usually brought up when scandal has surfaced Sport Management and Administration What is sport management? Significant industry - sport employees millions around the world – professionalized and organized Demands contemporary management - need management system in place – profitable, high community Operating as a global network Ex: fifa, Olympics invests in sport Need to know: - Industry context - Sport environment - Range of sport organizations (public, nonprofit, and professional sectors) Unique features of sport 1)Irrational passions - special in sport - team near and dear to your Heart - seen in economies around world. - sport may change, however merchandise and team passion sold to the people 2) Performance measures - sport teams willing to go in debt to win championship unique to sport : CHAMPIONSHIPS good (giving back to) in community (coaches, athletes) 3) Interdependence - what good is a team if there is no competition? - world of sport depend on competition!!! - make money oﬀ broadcast rights 4) Anti-competitive behaviour? where the government gets involved - helping competition? anti-competitive behaviour let slide 5) Product of variable quality dont know what to expect even if favourite or underdog - anything can happen on any given night, doesn’t always go to plan 6) High product and brand loyalty grew up loving a team, loyal to a team buy their products, watch/attend their games 7) Vicarious identification want to be athlete, inspire to be - identify with athletes and coaches - "i could be" 8) High optimism sport fans generally optimistic true irrational fan believe that their team will still win even if lost multiple games in a row and is likely they will lose again people keep coming back even when you lose. not same degree if when but optimism still present 9) Reluctant to embrace new technology sport has tradition, history even if using new watching replays system there is still a ref with same rules uses analytics but overall reluctant 10) Limited supply season has a start and a finish - limited supply of the games Sport management environment Globalization - sport and sporting industry has gone global sporting events leagues travel Government policy - most government see sport in positive light health population invested - nationalism economic development social development - unites people Professionalization - idea that sporting industry has become for professionalize what used to be 4/5 voluntteers --> now 4/5 paid employees --> 4/5 board of directors - more jobs in industry, but also more competition for jobs Impact of technology - slowly being embraced by teams Three sectors of sport Public sector public = state sector the government any sport organization tied to the governemnt - regional, local, municipal, federal, provincial Professional sport professional = commercial FOR profit sector any organizations out to make money ex: leagues, addidas, nike Nonprofit sector non profit = volunteer no money organizations support competition organize events connections/overlap: new stadium - money comes from owners, public, and government gives back taxes, tourism, money, status public and nonprofit - organize events - select national teams – help team build up - tied up to governemnt as money is involved, relied on 3 sectors are intertwined What is different about sport management? – Sport Administration Create and maintain sport organization Governance Involves the exercise of decision-making power within organizations and provides the system by which the elements of organizations are controlled and directed Important element of managing sport organizations structure of organization who in power heads of departments recruiters assistant directors volunteers Legal issues and risk Management Sport organizations have the authority to decide on internal matters on their own without state interference, a unique aspect of sports’ autonomy. - what you get if successful vs punishment if you are not - seat - organization based out of somewhere Sport organizations have an interest in the protection of the integrity of sport and have implemented rules and regulations aiming at preventing all forms of corruption in sport, including doping and match- fixing. - best interest of sport organization to have these rules in place - rigid? corrupt? - less investment in league/sport, considered waste of time and money Strategic management Involves the analysis of an organization’s position in the competitive environment, the determination of its direction and goals, the selection of an appropriate strategy, and the leveraging of its distinctive assets. - How to best leverage hem - How will I set myself apart? - How will I sell myself to this athlete/ team/ complany The success of any sport organization may largely depend on the quality of its strategic decisions. - Strategies, goals, objectives in place Organizational structure It defines where staff and volunteers “fit in” with each other in terms of work tasks, decision-making procedures, the need for collaboration, levels of responsibility, and reporting mechanisms. - How do we get this structure to be ideal? Human resource management Essentially about ensuring an effective and satisfied workforce Ex: papers, contracts signed However, the sheer size of some sport organizations, as well as the difficulties in managing a mix of volunteers and paid staff in the sport industry, make human resource management a complex issue for sport managers. - Major corporations with teams for every department vs 1 person working it all Organizational culture Consists of the assumptions, norms,and values held by individuals and groups within an organization, which impact the activities and goals in the workplace and in many ways influence how employees work. - How we can make it a place that everyone wants to work – individually and team level Organizational culture is related to organizational performance, excellence, employee commitment, cooperation, efficiency, job performance, and decision-making. Sport marketing Application of marketing concepts to sport products and services and the marketing of non-sports products through an association with sport. Like other forms of marketing, sport marketing seeks to fulfil the needs and wants of consumers. Leadership Managers at the helm of sport organizations need to be able to influence others to follow their visions; empower individuals to feel part of a team working a common goal; and be adept at working with leaders of other sport organizations to forge alliances, deal with conflicts, or coordinate common business or development projects. - KEY able to work with others Sport Policy and the Canadian Sport System The role of government Structures that govern and rule society Long history of government involvement in sport Current State: - Facilities and stadia (sadiums) - Training centres - Sport science (best facilities and access to athletics) - General funding support (investing more) sport has $ behind it sponsorships government Why should governments engage with sport? Nation building? - nationalism - - sense of pride - summer mcintosh gold medals - sense of shame - woman’s soccer team drone scandal - in general, brings people together Wellbeing of society - passion - encourage people to engage in what the already love Character building - represents our country - cheating - shines in bad light Health impacts - sports at core good for health - encourages people to participate in sport and creates healthy habits sport canada runs all of sport – NSO - handled culture, sports, art - fitness or health Canada - now purely handles culture Reasons for government intervention Market failure (service not available) and the supply of sport services Full benefits not realized due to: Oversupply of less desirable products – too many bad products Ex: basketball shoes cheap - more injuries, no competition government gets involved - regulations set to fix. set bare minimum Undersupply of desirable products – not enough good products - governement involvement - creates more desired products Sport produces private and wider societal benefits The market will generally focus on delivering private benefits for Profit - as long as sell they are happy - if balance not there - government gets involved Sport as a public good One person’s consumption does not prevent another person’s consumption - public good: does not inhibit someone from purchasing even if i did The State seeks to maximize public goods - create something everyone can use. everyone can participate. no exclusion (ex: park) E.g.: visit to the beach or attending a sport event Sport equity and inclusiveness Fund sport for benefit of all - government encourage sport - eventually 1 will become elite athletes - inspire next generation to participate in sport --> continuing cycle Optimal benefit through meeting diverse needs - how to make accessible, where everyone is included?? Met through low-cost facilities, subsidized programs and targeted programs Regulation and control International Federations (IFs) are the most powerful IOC, FIFA, IAAF, FIS - most powerful organizations – in Contact with all heads of state organizations control sports at highest level - in contact with countries world wide more ex: WA, FISU, FIBA, ITTF, FIVB, FIH international federations (Ifs) – what do they do? Establish the regulations that each national sport federation must follow Qualification standards and procedures for championships Host cities for championships Ex: FIFA controls soccer all around the world determines who qualifies determines who hosts Overview of the Canadian sport system Governments: Sport Canada; Sport Alliance Ontario, Sport Québec Canadian Olympic Committee (COC) National Sport Organizations (NSOs) - organize sports across the country Provincial and Territorial Sport Organizations (PTSOs) Local clubs/teams Universities/colleges/schools - varsity Professional leagues Ex: NHL Sports stores Individuals (athletes, coaches, administrators, researchers, consultants, agents) - people involved!! Canada Sport Canada; provinces. municipalities COC NSO PTSOs - provinces usually follow what happens at national and federal level - not obligatory CCMS PSO Community clubs/teams University Professional sports (NHL, MLB, NBA, CFL) United States USOC NSO - sports dealt with at federal level - states rely on federal level and their rules set Community Clubs/Teams NCAA (!!) High School Professional sports (NFL, MLB, NBA, NHL, NASCAR) Sport Canada Canadian Sport Policy (2012) - important to sport Canada - plan to boost sport in Canada (comes out every 10 years) Participation - increase sport participation - encourage people to play Excellence - we need more success at elite level Capacity - infrastructure - need to invest more money for better facilities - do we have the facilities, training centers for participation? Interaction - need better communication (between provinces) Policy objectives Introduction to sport - provide access to participate in diﬀerent sports Recreational sport - create environment to participate Competitive sport - who’s the best in the region? - championships!! High performance sport - success at Olympics, world cup high level of success Sport for development - social development - economic development Non-profit sport Non-profit organizations: Separate from the State Do not return profits to owners - these companies make alot of money - non for profit - owner is not pocketing alot of money - the money is reinserted into organization Self governing - autonomous factor of sport Significant element of volunteers Formally incorporated - own separate legal entities nonprofit: non for profit voluntter organizations community sector third sector (less visible not less important) Non-profit sector and society Concept of citizen engagement Major part of the economy - volunteers – larger part of economy o social initiatives o economic entities Covers social, religious, charitable, philanthropic and sport related activities in world of sport Most nonprofit groups target an area or a specific population group Issues finding volunteers, board members and funding - hard to find volunteers - hard to find people to give their time for non-money for a small organization - a lot of board members volunteers - do what is best for the organization - how will train new board members?? Non-profit sector and sport Sport event organizations, training, fitness, facilities Ex: IOC, FIFA Recreation and social clubs, touring clubs, associations - revolve around sport participation - social purpose and keeping traditions to oﬀer opportunities for completive and recreation sport Service clubs - humanity work mixed with sports - perform charitable works, raising money Particular interest: Professional service organizations Industry lobby groups Sport event organizations Sport governing bodies IOC makes lots of money sold broadcast rights how is it non for profit: online answers: put the money back into organization real answer: people benefit financially say hide money to give to diﬀerent federations around the world, reality there is corruption Non-profit focus: Exist to facilitate sporting opportunities Interdependent Volunteers are central to their operation Professional paid staff Governing bodies of sport Hierarchical system Governance – law and regulation of sport Management – manage everything Administration - support the management, policies, and procedures Rely on cooperation and negotiation to operate - how will run non profit? o talk to other city councils o talk to province leaders o deal with at federal level The sports club environment Administrators --- depends on size and goals but usually include: Chairperson or president - CEO Treasurer Secretary Volunteer Coordinator Coaches - paid or unpaid Officials - difficult to find refs and umpires and scorekeepers General volunteers Government intervention Volunteer management program “Whole of sport” plans Sport England Club makers programme Seeking to influence the quality of people running the system - self-determinant – power to do what they want ministers of sport – links from non-profit to profit sport organizations. Why do government intervene? - They invest a lot of money into sport, organization, athletes government intervenes because want return on investment, want money back - will invest, but want return on investment pick sports and tells boards to come up with plan to keep people engaged - how will you promote your sport? how will you make high performing eite athletes? pushing for this as they need return on their investment Issues for the non-profit sport sector Declining volunteerism? - because - 1. cost of living gone up - need to make money to make ends meet - 2. prestige of these sports has gone up - is it really worth it? what am I getting out of it? - less and less people want to volunteer Litigious nature of society and insurance cost - amount of lawsuits have increased in world - have sport and cost alot of money: less money to cover lawsuits for local, small organizations Trend toward informal participation - no commitment Market competition - competition for location of participation Capacity problems - infostructure Governance and management systems Performance measures The rise of sport for development Means: the use of sport to exert a positive influence on public health, the socialization of children, youths and adults, the social inclusion of the disadvantaged, the economic development of regions and states, and on fostering intercultural exchange and conflict resolution. Enormous growth of SFD programs Dominated by work in developing nations Significant employer importance? use sport to encourage people to be active, stay in school, stay healthy, etc Professional Sport What is professional sport? – commercial sport All about elite, high-performance competitions that capture large audiences and generate revenue. - Three tiers – premier, minor and developing major/premier leagues: - top of the top – pinical - best athletes of the world participate in this sport ex: nba, nfl, wbna minor league = feeder league to the big leagues (low salary) - complellety seperate league - aﬃliated with professional sports league league that can get called up from developmental to become superstar - improve play ex: gleague for nba developing team/league: - not directly aﬃliated with pro team (lowsalary) ex: CEBL (lower level then gleague) make money from sports team - CFL not aﬃliated with NFL, considered developing on international scale NFL and EFL are two of the largest leagues - football does not have minor league - college football not minor league - not aﬃliated - not pro sport - amature sport Minor leagues operate as important feeders for major leagues why peope want to own these teams? as value skyrockets people want to host, broadcast these teams Sport circuits Global circuits – NASCAR, European Champion’s League, ATP tour, F1, Olympics, World Cups City bid process – to host event Government support - F1 - stands, events, showcases to visit - new government support’ Broadcast rights - how you make your money - people watch from home - comodulates pay higher fees to get broadcasted - will profit oﬀ of it sports circuits special: athletes travel the world one oﬀ events all over the world not necessarily playing same teams and at same facilities – each year, each event constantly changing Athlete management IMG agency revolutionized player management - agencies are completing an insane amount of research players, stats, market, earnings - contract negotiations used to be the only one dealt with by agency agencies roles have grown - 24/7 taking care of their athlete Octagon represents 800+ athletes – agencies created to do everything: Contract negotiations Marketing and endorsements Ex: shoes deals, Gatorade commercials Public relations and charity support Financial planning - how o manage money Media management Property development Speaking engagements Ownership structures Private ownership – most common - one family/person behind the team - importance: teams becoming more expensive, family becoming richer ex: lakers won championship, family now trying to sell could be worth billions Community owners ex: greenbay packers does shares - buy percentage share (part owner of the team) – shareholder - not the norm Media conglomerates - corporation and organizations pool together money to own teams Win versus profit maximizing - profit maximizing (not willing to spend - good for-profit book, not good for fans) vs wins (not good for profit book, good for fans) ex: nba trying to limit how much spend - taxing if spending too much, exceeds payroll threshold ex: mlbs teams: yankees - owners spends lots of money pitsburg pirates - reach certain level of hits, earns a bonus - could be sent to minor leagues so they couldnt reach bonus sport team finance breakdown: pro league revenue streams: 1. broadcast 2. gate and match day revenue - people come watch game 3. commercial 4. retail and licensing 5. property development 6. team trading small league revenue streams: 1. social club and marketing 2. marketing and sponsorship 3. membership - community 4. league distribution and match day Returns 5. other Sport Organizational Culture Defining organizational culture The general consensus among scholars is that organizational culture comprises the shared values, beliefs, assumptions, and standards for behaviour that influence the attitudes, habits, customs, and behaviour of an organization’s members - Organizational culture – each has own culture, each organization different There is an internal and external perception of company Culture ex: ex: "let things go", "all about winning" - culture drives performance, changes how organization is seen 5 assumptions: Hard to change - traditions are important in the world of sport Involves people, history and circumstances - general managers, coaches making history Is learned and shared - "how we do things" Is unspoken - as employees we don’t talk about the 'culture' of the company Manifests in a variety of ways Relevance of culture to the sport manager Influence individual behaviour and organizational outcomes (performance, wins, championships) - some organizations have stronger, ingrained culture Bespoke to each organization - global and local relavence - cant talk about sport in absolute terms - cant say "all around the world" each unique, each their own best way of doing things no 1 solution to culture Defining sport organizational culture – culture not tangable Old definitions: Values Beliefs Attitudes - these 3 are common to a group of people Common to members Set behavioral norms or standards new definition: Culture can be assumed to be inflexible and resistant to change. - hard to change the culture of an organization - how do organizations change? scandal highlights negative aspect - hire new leadership to change the culture - not all culture can be changed because of history and values - resistant to change Culture is created by an organization’s history and its members. - story behind who we are - expectations built on history - culture creates the expectation to win Culture is learned and shared by organizational members and reflected in common understandings of beliefs and values. - teamwork - respect - support Culture is often intangible (cant touch) and based on deep values and beliefs that drive behaviours that may not be easily identifiable. Ex: culture in rugby: picking someone up to catch the ball Culture manifests in a variety of ways that impacts individual and organizational performance. - culture usually only talked about when scandals surface - in a negative light - what is going on? what is the negative impact? why not winning championships? are the employees unhappy? Sport Organizational Culture: the fundamental shared values, beliefs, and attitudes that are held by members of a sport organization and which subsequently establish the behavioural standards or norms for all members merged the old and new definition culture in simpler terms: how things are done how we think about things ex: how to dress, expectations laid out, is loyalty important? way we do things: what we do in house stays in house The impact of culture in different sport contexts values and beliefs diﬀerent depending if nonprofit or commercial organization: Business values vs community “feel” (non profit) - goal to earn money vs goal to interest crowd Profit vs participation brand bigger than wins - dallas cowboys Inclusivity wonders for staﬀ, team, fans Tool for change positive culture is a great tool for change Sport and subcultures Business systems applied to sport – need to consider cultural implications - every man and woman for themselves (dont want to get fired) but when culture succeeding (winning) everyone wants to help out and be a part of the team Cultures vary within and between sports - each has their own traditions Pro athletes, volunteers, paid staff, supporters, fanatics often view culture differently - pro- athletes see culture in it every day - see how coaches and fans treat them – win - everyone wants you, lose - plague - volunteers - how does team treat you? - paid staﬀ - do people treat you diﬀerently when you have a title to your name? role model? - supporters - fanatics - always there rain or shine - care for the culture If working in sport, understanding culture at the sport, organizational and unit level is important - go against tradition - may get backlash - need to be aware of reprocussions - organization culture - win at all cost - unit level - nutrition department has own culture - hard to have a diﬀerent culture at unit/department level than organizational level from fear of being fired.--unit usually follows organizational level Sport organizational identity identity individuals’ self-definition: How individuals perceive themselves and are perceived by others - identity as individual, as team Perception by outsiders - losers? Winners? Aligning the two (iceberg metaphor) - identity - perception - everything on top - identity - what people see - everything hidden - culture - inner workings - fans see wins, loses, scandals - that’s the identity - what is the culture behind it? Culture shape’s identity, how people and employees see you Diagnosing sport organizational culture Acquired through socialization, learning and reactions of others - only way to find out the type of culture - need to talk to people, integrate yourself to see for yourself Culture revealing situations - scandals - negative connotation Values and beliefs are behind these observable symptoms - Observational symptoms: o Environment ▪ where is it? location? ▪ ex: downtown vs collage town o Artefacts ▪ ex: culture of bulls: michael jordan, his trophies, himself o Language ▪ gestures and body language ▪ ex: chants o Documents o Logos ▪ people get attached to logo – represent more to some people - associate logo with memory o Heroes ▪ athlete, coach ▪ ex: michael jordan o Stories ▪ good stories told about team o Legends o Rituals ▪ Ex: BBQ o Rites ▪ planned, orchestrated ▪ ex: award event, celebratory event Building sport organizational culture Used to identify issues and need for change Challenge values, beliefs, attitudes Ex: implementing technology slowly Establish new norms of behaviour Ex: transparency 5 steps: Review stories Words and actions Behaviours Values - whats important? win at all cost? or establish rewarding values? Assess - analyze - look at culture already established/ in place Observable Symptoms of Sport Organizational Culture Environment The general surroundings of an organization, like the building it is housed in and the geographical location, like the city or in a grandstand. Artefacts Physical objects located in the organization such as photographs and trophies. Language The common words and phrases used by most organizational members, including gestures and body language. Documents Any literature including reports, statements, promotional material, memos and emails produced for the purpose of communication. Logos Any symbolic visual imagery including colours, fonts, and images that convey meaning about the organization. Heroes Current or former organizational members who are considered exemplars or role models. Stories Narratives shared by organizational members based at least partly on true events. Legends An event with some historical basis but has been embellished with fictional details. Rituals Standardised and repeated behaviours. Rites Elaborate, dramatic, planned set of activities.

APA2134 Midterm Notes PDF

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