Both a professional career path and an academic content area that includes all activities, individuals, and organizations involved in the conduct of sport in all its dimensions. Youth and adult, play and work, amateur and professional, for-profit and nonprofit, community and international, recreation and performance oriented, and public and private.
Performance of tasks related to the process of management.
Act of organizing, directing, and overseeing the achievement of objectives.
The Sports Management Arts and Science Society
North American Society for Sport Management
Commission on Sport Management Accreditation
PhD in management science from University of Waterloo.
Founding member of NASSM and EASM.
Janet B. Parks
Founding member of NASSM and co-editor of Journal of Sports Management.
Sports Management Bench Marks
A faculty that balances industry experience and scholarly productivity.
A theoretically grounded curriculum that provides depth and breadth of coverage in relevant content areas as identified by COSMA.
A network of affiliated sport management industry professionals and organizations.
Multiple field-based experiential learning opportunities that complement the curriculum.
World Association for Sport Management
NASSM Statement of Purpose
The purpose of the NASSM is to promote, stimulate, and encourage study, research, scholarly writing, and professional development in the area of sport management. Both theoretical and applied aspects.
Industry including such diverse segments as sport-related media; legal and financial services; sponsorship, advertising, and endorsements; ticketing, events, and facility operations; wholesale and retail sporting goods; education, non-profit work, and community development; and entertainment, gaming, recreation, and sport tourism.
Redskins and Texans General Manager
Executive, Broadcaster, and Professor at GTown
John David Walsh
Founder of jdBasketball
Unit that has identity, a program of activity, membership, boundaries, permanency, division of labor, hierarchy of authority, and rules and procedures.
Organization whose goal include generating more revenue than expenses.
Organization whose purpose does not include making a profit yet still seeks to generate revenue.
Functions of Management
Functional processes that include planning, organizing, staffing, directing, motivating, leading, controlling, monitoring, and evaluating.
Process of developing organizational goals and objectives and then establishing the methods, processes, and activities necessary for attaining those goals.
Analysis of strengths, weaknesses, opportunities, and threats, where in strengths are conceived as generally positive internal features and dynamics, weaknesses as negative internal factors, opportunities as favorable external conditions, and threats as constraining external conditions.
Effectively integrating various human, financial, and material resources to accomplish a plan.
Complex internal and external forces and mechanisms that stimulate one’s interest, desire, and energy to initiate and sustain committed effort that is manifested in activity directed toward attaining a goal.
Extent to which a sport organization achieves its goals by assessing its performance in relation to desired standards.
Amount of resources used as considered in relation to the organization’s level of goal attainment.
Laurel J. Richie
President of the WNBA
Girl Scouts of America
Nine Functions of Sport Management
Planning, organizing, staffing, directing, motivating, leading, controlling, monitoring, and evaluating.
Sport Managers must use:
Conceptual, human, technical, and decision-making skills
10 roles of Sport Managers
Figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
Common Elements of Sport Organizations
Multiple members, specialization, coordination of specialized functions, and pursuit of an established goal.
All Sports Organizations Possess
An identity, instrumentality, a program of activity, a membership, boundaries, permanency, a division of labor, a hierarchy of authority, rules, and procedures.
Process of influencing the actions of an individual or a group toward achieving intended goals.
Achievable, attainable, action oriented, agreed upon
Realistic, relevant, results oriented
Time based, tangible, trackable
Ability to influence others
Process wherein a group sticks together and remains unified in the pursuit of goals.
Process involving social interactions and individual members’ attraction to other group members.
Process involving individual commitment to formal group goals and identification with achieving those goals.
Inputs, throughputs, and outcomes occurring within an organization’s environment.
Former US Senator and Hall of Fame Basketball Player
Leaders who believe that people are basically lazy and unreliable and therefor require structure, task oriented.
Leaders believe that motivated members are creative and self-directed and therefore require confidence, trust, support, and facilitative, team-oriented leadership.
Merging the collective interests of Japan’s paternalistic leadership with the traditional individualism of American leadership.
Use of contingent reinforcement through promises, rewards, and punishment.
Mode of leadership focused on shared vision, common purpose, leader-member engagement, empowerment, inspiration, and mutual understanding and trust.
President of the International Olympic Committee
Exertion of control or influence over a sport organization or its individual members.
Set of rules, ideas, or plans agreed upon by management or a governing body of a sport organization.
Collective Bargaining Agreement (CBA)
Document governing items such as pay, benefits, and working conditions for professional athletes who have agreed to the terms with representatives of team owners in their sport.
Chair and CEO of Monumental Sports & Entertainment
Owns: Washington Wizards, Capitals, Mystics, Verizon Center, Washington Baltimore Ticketmaster Franchise