The Research of Qualifications of Sport Manager

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Procedia - Social and Behavioral Sciences 152 ( 2014 ) 740 – 745

Peer-review under responsibility of the Organizing Committee of the ERPA Congress 2014.

doi: 10.1016/j.sbspro.2014.09.313

ScienceDirect

ERPA 2014

The research of qualifications of sport manager

Sevda Çiftçi

^a*

1HY]DW0LU]HR÷OX

^b

aSakarya University, School of Physical Education and Sport,Sakarya, 54187,Turkey

b$EDQWø]]HWBaysal University,School of Physical Education and Sport, Bolu

Abstract

Sport management is a discipline that exists in a wide range and various fields nowadays. It finds different answers to what sport managers do question. The data has collected and interpreted with qualitative research methods in order to analyse the question of “What are the qualifications of sport manager?” In this regard a two-step study that consists managers working at sport field and other fields, studied sport management and working at sport organisations. In the first step of the study the data relating to qualifications of the managers at sport environment and other fields and in the second step of the study the data relating to qualifications of sport managers is placed. The gathered data is classified in accordance with the “Management Roles” of Mintzberg. Also in addition to Management Roles of Mintzberg “personal qualities of managers” dimension is added by the gathered data. As a result the qualifications of the sport managers could be said as decision making, interpersonal relations, knowledge and personal qualities.

Selection and peer-review under responsibility of the Organizing Committee of the ERPA Congress 2014.

Keywords:sport manager; qualification; management roles.

1. Introduction 1.1. Structure

Sport managers especially who interacts with national and international organisation and structure should have different qualifications according to management concepts in different fields. The nature of sport have the beginning and ending structure of sport events, instant consumption, having discipline and operating with other science fields

* Corresponding author.Tel.:+90 264 295 6662; fax: +90 264 295 6642.

E-mail address:[email protected]

Peer-review under responsibility of the Organizing Committee of the ERPA Congress 2014.

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because of required perfection level.

According to Chelladurai (2008), sport management consist presentation of national and international organisations for sport and physical activities, use of facilities and materials, program of activities, organisations of privately prepared educational and competitive activities and perfection studies, organisation of national, private or state activities and sport events services.

Mintzberg mentions ten different roles that effective manager should perform. These roles parts in three categories; interpersonal, knowledge and decision making roles. Mintzberg showed that the manager activities are formed by ten roles which contain one or more through three basic behaviours which are “interpersonal”,

“knowledge” and “decision making” (Mintzberg, 1980).

Krotte (2007) has made a classification on Mintzberg’s management roles theory by sampling business, duty and responsibilities of sport manager. As the answer of what sport manager do; summed responsibilities of the sport managers with four titles. These are general management duties, organisation management and knowledge management and sport sciences. (Parks, Zanger and Quarterman, 1998).

Lussier and Kimball (2008) has pointed out Mintzberg’s Management Roles below what sport managers do and mentioned planning, organisation, management and controlling functions.

Chelladurai (2008) has named classification of sport manager according to job definitions of the field. This approach is in the resource not as a theory and as a classification. It is classified as consumer and amusement services, health and fitness services, services about skills, services about perfection, anti-aging or preventing services and rehabilitation services.

When the field literature is investigated it is seen that there are too many studies about qualifications of manager.

But there are not too many studies about sport management field. Because of that reason in this study the determination of the field qualification is aimed. Qualifications of sport manager are classified based on the Mintzberg’s Management Roles.

2. Method

The study is conducted in compliance with the qualitative research approach. “Semi-constructed interview form”

and “focus group interview” is used as data collection tool. Content analysis method is used for the analysis of gathered data.

2.1. Participants

During the first step of the study, 20 persons who are doing and not doing sport management relating to manager qualifications are formed workgroup, 20 students who are studying at license and master degree and also working as sport manager. In the second step of the study the number of the sport managers and managers outside the field is eight (8).

2.2. Operation process

In the first step just the question “What are the qualifications of manager?” is asked and the “qualifications of the sport manager” is identified with semi-structured interview form. Themes are constructed with participant views and the data gathered by the literature search and they are classified in two stage

The expressions between M1 and M20 identify participants who determine management qualifications and FG1 and FG2 identify focus groups who determine manager qualifications in the tables relating to sub-themes. The expressions between SM1-SM8 identify the participants who determined qualifications of sport managers.

3. Findings and interpretation

Decision making or conceptual skills of sport managers that indicates similarities with research finding according to manager classification of sport managers are in the classifications. Conceptual skill states the well definition of WKHPLVVLRQRIWKHLQVWLWXWLRQ.URWWH/XVVLHUDQG.LPEDOO'R÷DQ

The process of target setting, achieve the target, overcoming obstacles and problem solving, convincing other

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agency and institutions to achieve targets, decision making support are basic duties of the organisation and manager and these are identified as supporting the findings of research (Cohen, 1983; Schruijer and Vansina, 2002; Paglis DQG *UHHQ g]JHQ DQG <DOoÕQ 0DQDJHUV DUH WKH SHUVRQV ZKR JLYHV VWUDWHJLF GHFLVLRQV DQG VHWV WKH targets.

It is stated that the leader effectiveness is important for to set the target and transferring the employees to that target (Hendricks and Payne, 2007; McCormick, 2001), conceptual and cognitive skills of leader, target setting knowledge is also important for the conceptual processes (Sosik, Godshalk and Yammarino, 2004). As stated above using decision processes is the basic duty of the manager or sport manager while performing all functions of organisation.

In the literature it is identified that leader should have charismatic behaviours and good characteristics (Conger and Kanungo 1998; Chun, Yammarino, Dionne, Sosik and Moon, 2009; Sandwith, 1993; Chan and Drasgow 2001).

%DVÕPDQG$UJDQKDYHH[SODLQHGWKHFKDUDFWHULVWLFVRIOHDGHUDVWKHIDFWRUVWKDWDIIHFWLQGLYLGXDODQGPDVV perception; physical appearance, intelligence, personality (independence, self-confidence, aggression), social background, features about business (responsibility, success intelligence etc.), social characteristics (honesty, cooperation etc.). Eren (2001) states three characteristics of manager as intellectual, characteristic and social features. According to Chan and Drasgow (2001) the person needs knowledge to be a leader and the manager performs activities via individual social skills that exist. Sport managers specially being models require to be examples for athletes, employees and public.

Table 1. Sub-themes and codes relating to themes of qualifications about decision making of the managers

Theme Sub-themes Codes Participants for

Qualifications of Manager

Qualifications of Sport Managers

Qualifications about decision making

Entrepreneur Corporate thinking skill M9,M13 MY1,MY2,MY3,

MY5,MY6,MY8 Strategy and strategic thinking, analysing. M1, M12, M20 MY1,MY2,MY3,

MY4,MY5,MY6,MY8

Rapid decision making M1, M2, M4,

M8,M18,M19 MY1,MY3,MY8

Visionary. proactive thinking. M2, M4, M9,M12, M13,M18,M20, FG2

MY1,MY2,MY3,SY5, SY6,SY8

Stability M3,M4, M13, M18

FG1 MY2,MY4,MY5,MY8

Observer M6 MY2,MY5,MY7,SY8

Negotiator Sharing target determination M2, M14,M17, OG1 MY1,MY3,MY5,SY8

Problem solver Problem solving ability M1, M2 MY1,MY2,MY5

Stress management SY1

Source distributor Assessment, reward, appreciation,

,introduction, punishment. M10,M17, FG1,

FG2 MY1,MY2,MY5,MY8

Assigning the authority M17,M19 MY3,SY7

Efficient resource use

coordination M14,M20 MY1,MY2,MY3,MY5

,MY6, MY7,MY8

Knowledge share behaviours, data collection and transfer, attitudes about knowledge share are identified as eagerness and willingness (Vries, Hoff andRidder, 2006).

It is stated that the knowledge has an important role on cognitive skills of leader at management. It is mentioned in the researches that the leader has to have technical and specialty knowledge to do his/her business (Mintzberg,1980; Parks, ZangerandQuarterman, 1998; Chan andDrasgow 2001; Hendricks and Payne, 2007;

McCormick, 2001; Conger et all, 2004; Lussierand .LPEDOO 0LU]H 'R÷DQ It is stated that providing knowledge, spreading through the organisation correctly, sharing knowledge with other institutions and organisations are all responsibility of the manager (Mintzberg, 1980; Parks, ZangerandQuarterman 1998).

Parks, Quarterman and Thibault (2007) have stated that oral and written skills are more important at the management process of the knowledge. It consists of the functions of informing needs, classifying the knowledge, SURGXFWDQGVHUYLFHLQIRUPDWLRQLPSURYHPHQWDUUDQJLQJDQGGLVVHPLQDWLQJWKHNQRZOHGJHWUDQVIHUUHGE\.DWÕUFÕ

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2012).

Koenigsfeld, Kim, Cha, Perdue andCichy (2012) have emphasized that the sport club managers have to know the operation of the organisation as management knowledge and law knowledge, human resources management and it field for the managerial and technical equipment of them.

Table 2. Sub-themes and codes relating to qualifications theme about personal characteristics of managers

Theme Sub-themes Codes Participants for

qualifications of manager Participants for qualifications of sport Manager

Qualifications relating to personal characteristics

Personal Characteristics

Self-confident M1, M2

Practical Intelligence M1 MY1,MY2

Physical appearance M2, M10,M16, FG1 MY3

Objectivity M4, FG1, FG2 MY8

Being fare M4,M5, M6, M8, M9, M10,

M11 MY8

Honesty M4, M5,M7, M8, M9, FG2 MY3,MY6,MY8

Open to change M5, M10, M11,M17 FG1 MY1 Open to criticism M6, FG1

Being idealist M7

Transparency M10 MY8

Scrupulous M10 MY2, MY8

Modest M10, M11, FG2

Being social M10,M17 MY2

Being respectful M11, FG2 MY8

Persuasive ability M12 MY1

Being appealing M12 MY1,MY3

Controlled M12,M16,M18 MY1

Time management M13,M18, MY2,MY5

Reliability M13, FG1, FG2

Flexibility F17,FG1

Patience M19,FG2 MY3

Diligence M14,M19 MY3

Diction MY3

Table 3.Sub-theme and codes relating to qualifications theme about knowledge of managers

It is definitely emphasized in the literature that skills relating to interpersonal relations of the manager are very

Theme Sub themes Codes Participants for

qualifications of manager

Participants for qualifications of sport Manager

Qualifications about knowledge

Observer / Centre Management knowledge M1, M8, M13,

M20,FG1 MY1,MY2,MY3,

MY4,MY5,MY6, MY7

Specialty content knowledge M2, M4, M7, M8, M9, M10, M12, M20, FG1, FG2

MY1,MY2,MY3,MY4 ,MY5,MY7,MY8 Following last developments M5, M6, M9,

M12,M18, FG1

Getting support from specialists M13,M14 MY1,MY2, MY8

Sport Law Knowledge MY1, MY2,MY3

Transmitter Caring in-service education M6, FG1, FG2 MY1

Using technology well M6 MY5,MY8

Legal legislative knowledge M7, M9, M10 MY1,MY2,MY3,MY5 ,MY7,MY8

Advertisement, Promotion Knowledge M10 MY1,MY7

Speaker Having historical knowledge about field M10 MY6

General culture M3, M10,M13 MY1,MY2,MY3,MY5

Foreign language knowledge M4, M9 MY3

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important (Mintzberg,1980; Conger, KanungoandMenon, 2000; LussierandKimbal, 2008; Mirze, 2010; Bond andNaughton, 2011). As the interaction with members, customers, service personnel which is especially important for the sport clubs, the managers also have to interact with other partner because of the structure of the sport (Koenigsfeld, Kim, Cha, Perdue andCichy, 2012).

Table 4.Sub-themes and codes relating to qualifications about interpersonal relations of managers

Theme Sub-theme Codes Participants for

qualifications of manager

Participants for qualifications of sport Manager

Qualifications about interpersonal relations

Representative Representing the institution.

Cooperation M1, M12, M14, M18,

M20 MY1, MY2, MY3,

MY5, MY6, MY7, MY8

Sensitivity about environment and social

issues M6 MY3, MY8

Role model MY3, MY8

Sponsorship study MY1,MY2, MY6

Studying multi-disciplinary MY1, MY2, MY7

Leader Doing leadership M1, M12, M17 MY1,MY2,MY8

Teamwork M1, M6,M12, FG1,

FG2 MY1,MY3,MY4,MY8

Unifying M5

Caring the motivation of the employees M6, M11,M17, FG1,

FG2 MY1,MY2,MY3,MY5

,MY6,MY7,MY8

Meeting management M13 MY1,

MY2,MY3,MY5 Communication

Source

Effective Communication M1, M2, M9, M11, M17,M19,M20, FG1

MY1,MY2,MY3,MY4 ,MY5,MY6

Lowering the level of employees M1 MY4,MY5

Tolerance M1,M11,

M18,M19,FG2 MY4

Respectability M2, FG2 MY8

Empathize with M3, M6, M7, M10,

M12,M18 MY8,

Supporting the differences M6,M17 MY8,

Discipline with good relations M13,M16 MY1,MY2,

Being a good listener M16,M19, MY3,

High level communication with employees is very effective on team communication styles and information about business and share of this information with others, structuring the management and overcoming the obstacles to change (Vries, Hoff andRidder, 2006). It is identified that as the behaviours of the leader in the organisation, the interaction with employees is important, the leaders are not alone, their efforts and improvements have to be formed which is suitable to management team, organisation and society that he/she has worked with (SchrujierandVansina 2002). Leader has to be a reliable role model through the business environment and employees (Sandwith, 1993;

Chan, Drasgow, 2001

Instead of searching the answer of the question what manager do, it could be correct searching the answer for the question what manager to while performing managerial functions. The gathered data complies with the

“Management Roles” of Mintzberg, in addition to Management Roles of Mintzberg “personal qualities of managers” dimension is added.

As a result it is possible to identify the qualifications of sport managers can be identified with four sub- dimensions as “decision making, personal qualities, knowledge and interpersonal relations”.

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