Volume 7 (21)  Issue 3 2016

Management of Sports Organizations: Concepts, Skills, Knowledge

Dorin IANCU
Ofelia ROBESCU
Ciprian ISTRATE
Alina-Georgiana IANCU
Valahia University of Targoviste, Romania
[email protected]
Abstract
Managing sports organizations has always been a topic of great concern and for
this reason the managers have a very difficult task. Thus, the current organizations must
have a management and a management strategy that can cope with new trends in sporting
events. The performance of sports organizations is given by the way the manager leads.
Since ancient times sports "leaders" had played the part of managers, they were the ones
to decide and they used to mobilize the resources in accordance with the method used.

Keywords: sport management, leader, organizational strategy

JEL Classification: I0

Introduction

In the 60s, people believed in the idea that sport will evolve because of the
techniques and the technologies that have had a terrible slow appearance in the
modernization process. In that period the emphasis was mostly on amateurism, the
practitioners’ needs were well capitalized and the economic and financial pressure was
very low. The old objectives set the basis of today’s objectives, as well as today’s
objectives will be for the future ones.
Managing a sports organization is similar to managing a company comprising a
true, coherent and rational, decision – making process in action. Nowadays we are far from
having those simplistic forms of management that used to preside organization and
development of sports in the 60s. This suggests that sport has become a very important
economic sector, in which consequences and decisions are handled in financial terms.
Managing sports organizations is the direction of rationality and includes two
correlatives:
- The first correlative can be the incorrect implementation of theories
applicable to a multinational company that could be implemented on an
international federation of sports.
- The second correlative includes sports management who had over time
two main purposes:
 knowledge production tailored to the specific needs of sports
organizations.
 the creation and discovery of rational and effective executives in
organizations.
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Sports organization management depends on the implementation of the four types

of actions and decisions.
1. The first type focuses on seeking objectives that are dependent on: the history of
the organization, missions traditional, identity, modes of financing. This search tends
towards new technology developments, new legal constraints, consumption of sports
products and services, and media pressure and demands of sponsors.
2. The second type refers to the capability of distinguishing between the set of
objectives once they have been identified. They should be defined as precisely as possible.
The objectives will be encrypted and matched by time.
3. The third type refers to determining the priority targets, the focus being on three
categories of resources:
 human resources;
 financial resources;
 material resources;
The manager’s task is difficult because of these three types of rare resources.
4. The fourth type provides results control. "The management of sports
organizations is a coherent process of decisions and actions which is based on: precise
targets binding capacity, ability to raise and achieve the necessary means and the ability to
evaluate the results obtained." In other words we can say that the associative sports
management means rational organization of scarce resources (human, financial, material)
that can be processed in achieving sports practices.
The production of specific knowledge
Sports managers are forced to adapt (with the skills and knowledge they have) to
the time that is full of changes and new releases in the field. Thus, the main function of
management is effectiveness.
For the sports manager of an organization, to be effective means to organize
rationally the organization's efforts to achieve the targets that have been well established.
When goals change, such as "economic pressure", the manager must find the best solution
to overcome the so - called problem.
Understanding the management
It shows the various elements that help us understand the term management:
a. The utility of management includes analizing performance of sports
organizations. The improvement stemmed from the ability of defining objectives and
resource mobilization.
b. the work of the manager is an activity based on producing decisions and actions.
The manager implement this activity: it aims to plan, organize, control the achievements
made by his collaborators.
c. The role of the manager is to perform a sequence of operations following a
coherent and well-established order. The manager who succeeds in carrying out such
operations is a good organizer.
d. Manager difficulty .The manager performs its organizational objectives because
of the "work" of its employees. He must have the ability to choose and delegate competent
people to carry out the tasks given.
e. The reality of management. We can say that the manager does not work as a
worker, does not produce numbers as an accountant but "the materiality of his work" is
perceived as the results they produce.

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f. The computerization of management is not perceived as a purpose but as a

means only.
g. The personality of the manager. The manager must work in a team to be a good
leader. Understanding and listening to the needs and aspirations of others have become
major concerns for him.
h. The key concepts of management. Managerial function of sports organization
includes optimization of the means available to achieve the priority objectives. To avoid
difficulties, the manager must be able to distinguish the phases and levels of its activity
within sport organizations.
We shall turn these phases and levels into key concepts.
1. The first type of key concept: to discern, understand and solve problems. To
find answers to problems, managers must clarify meanings and spell them clearly. In
general, the issue of sports organizations is perceived as a constant deviation between a
target and result. These deviations can not be part of the manager's actions. To solve a
problem is to discern the causes of the problem, then it must be analysed in order to be
understood. After that, decisions are taken and put in relationship to absorb the deviation
of its target which could not have been achieved.
2. The second key concept: decision-making. We can say that making a decision
means reaching a conclusion in the final process of analysis of the problem. A manager
must identify precisely the different tracks of solving the situation. A decision is not
always defined as good or bad. It is always better or worse.
3. The third type of key concept: to establish a clear orientation. We can go from
Seneca's proverb: "There is no favorable wind for the sailor who knows where it goes."
The aim is to mobilize the base of an organization. A lack of clarity and precision cannot
optimize the resources, it mobilizes the manager to achieve the target set by the
organization.
4. The fourth key concept: Curriculum. The curriculum implement the action plan
of the organization. Planning is based on the ability to determine the tasks to be carried out
as a priority. Planning is called "future intelligence" that allows a provision of the
anticipated difficulties, that is asking different types of questions.
5. The fifth type of key concept: organizational structure. It provides the creation
of efficient relationships between people that allow access to information the other teams
to which they belong.
6. The sixth type of key concept: human resource management, motivation,
dynamism. All these terms lead to the success or failure of a manager. He has the power to
mobilize all energies and knowledge to achieve the objectives set.
We can say that human resources management comprises four levels of action:
- Level one - recruitment tailored to the needs that arise;
- Level two- assigning tasks depending on their powers;
- Level three- manager must know the aspirations of each employee;
- Level four- conflict management among employees.
7. Seventh type of key concept: control results. It refers to the difference between
the expected objective and result. Control allows checking all functions and resources of
the organization if they were deployed in a correct manner.
One of the major problems facing most organizations is their inadequate
organization, a result of the insufficient attention given by driving this function, lack of
adequate knowledge or, simply, a lack of inspiration in finding the most suitable

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organisational solutions [Stefan, M.C., Dogaru M, 2012: 64].

Competences
How do we define manager sports organizations?
It's that kind of manager who can be effective and able to explore to the fullest
means at its disposal. The manager of a sport organization has the superior ability to
transform rare resources with the purpose of obtaining the best possible results for the
development of sport locally, regionally, nationally and internationally. The responsible
manager is able to achieve the highest result in the development of sports organization
based on the best exploitation.
Skills assessment
The skills of sports organizations manager are measured by the results of his
action. When referring to these results he should not be below the targets. The results of
the management process must be assessed based on the following criteria:
1. The first criterion. Competence of sports organization manager which
concludes with a profitable service. Nowadays the sport is perceived as a TV show, an
educational activity as a source of health in spare time, belonging to the concept of service.
The manager of a sports organization leads such an organization producing these kinds of
services that can be offered by an individual viewer, etc. who are concerned about their
welfare. The first criterion for evaluating the work of sports organization refers to a
number of people who consumed or attended the services it offers. Manager of sports
organization must be alert to the concept of productivity measured by indexes of
participation in service, because often they determine its success or failure.
2. The second criterion. Competence Manager sport organization can control
production costs of services. Funders and sponsors are increasingly aware of how they are
using the money they allocated to sports organizations. Contract of objectives is defined as
the association and allocation of grants for the functioning of sports organizations. Within
the competence of the sports manager the production costs of the service is included. This
cost control has become a priority for them.
3. The third criterion. The competence that the manager holds leads us to achieve
a diversified sports service and high quality. As in "sport", there is this competition
between sports associations who are justifiably concerned with the quality of service they
offer. Since the 70s these sports services are practised, in which the user has to choose
from the list of offers. Nowadays there are many organizations with economic
vocation competing with associative organizations especially in sports recreation. To be
successful sporting organization's manager will have to diversify the list of sports services
that is proposed. The number of viewers depends on the quality of the services.
Knowledge
1. Management of sports organizations: a fundamental challenge.
For economic leadership, in the literature, the term management gained ground.
But management is not simply economic management; this occurs only when the
leadership subject has full discretion, functions in market conditions and are turning to
their needs regardless of whether intended or not getting immediate profits [Duica, A.,
2008: 23].
Training future managers of sports organizations will bring major challenges in
achieving the sports movement in the coming years. In some countries sports organization
management is an academic discipline recently introduced. In this way we can include an
overview of the group of actors of sporting system, elected of sports movement, heads of

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companies, practitioners, managers in formation, university professors-researchers. If these

so-called actors highlight their visions, this will create a conceptual framework in which
the next formations will be inserted, giving a different connotation of sports services
worldwide.
Managers are looking for ways to motivate employees because they claim that
motivation can lead to some positive results for a company. Therefore the manager stands
between the concern of forming experts , identifying special qualities, but also for those of
a leader allowing him the perspective to associate the most talented and recommended
successor [Balan, N., Andreiana, A, Popescu, D.M., Stoica C.: 263].
The strategy of producing ideas in the field, must take into consideration a very
special factor, namely that management is a breakdown of discipline. Necessary
knowledge of sports organization management comprises six distinct phases. We will go
through these stages in an attempt to show the specificity of sport organizations
management.
a. The relative knowledge in the human resource management. "Wealth sports
movements" is defined in specific terms as volunteer human resources for a certain period
of time. To manage this wealth, managers must have knowledge of the motivations,
aspirations and values that determine the development of volunteering in sport. We can say
that the effectiveness of a sports organizations manager is directly related to its ability to
work together with motivated people and different objectives. Participatory management
comprises sociological motivations and individual involvement in achieving the objectives
of the organization.
b. Knowledge of financial issues. In terms of funding sources is setting a reliable
accounting result must be established. It is necessary to know all control procedures and
financial constraints encountered in sports organization management. This knowledge is
required to monitor their development.
c. Knowledge of production sports services. "Manufacturing sport" can be
compared with a gym for adults and even teenagers soccer training, with the role of trade
association of sports organizations. The actions of these managers of the associations aim
to produce quality services that are tailored to the needs of those who enjoy them. Intrinsic
criteria must be quoted at the highest possible level which refers to the ability of
organization: junior football coach must master well the field, players must be in good
condition and well equipped. To create synergy we need to know the exact nature of the
objective that we want to achieve. In this case we can formulate the following questions:
1. A team of young footballers is successful in the sporting event?
2. Is the case of physical education implemented at all levels of society?
3. Is integration of young people a difficult case?
4. Is this a leisure time occupation?
If we refer to the driving skills these will be different in each case.
1. Needs a coach?
2. Requires a physical education teacher?
3. Requires an educator?
4. Will need a host?
d. Knowledge about computerization sports organizations. As in other industries,
computer technology is emerging also in sports organizations. The introduction of
computers in organizations functioning effectively contribute to the work of the manager.
For example: tennis bookings are made by computer. Thanks to the new technologies of

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the Internet, sports organizations expose their services to attract new consumers.
e. Knowledge of strategic management in sports organizations. Effects of strategic
control will demonstrate sports managers the survival of several structures or federations.
Development of sport is a vast field in the area of competition. This competition is
between different actors and different levels. Competition takes longer between sports
associations and sports services entrepreneurs. Federal associations are competing against
numerous organizations with new formats, since there are new practices: snowboarding,
rollerblading, mountain biking. Due to these conditions, sport managers will need strategic
capacity to intervene in the following sectors:
- ability of proper positioning of a key success factor in their field;
- ability of analysing the "value chain" that structure their organization's work to
optimize quality of service target;
- ability of being in agreement with flexible organizational structures in order to
adopt sporting organization to transform the environment;
- ability of understanding the needs and demands of practitioners;
- ability of analysing the strengths and weaknesses of organizations using new
technologies well taken;
-ability of operating organizations in the planning of a strategic nature.
f. Relative knowledge relating to marketing and potential. Knowledge in this field
is less developed, but the procedure of sports services is required to sports managers. We'll
bring into question three complementary and different phenomena in strategies of
naturalistic of sports organizations.
1. The first phenomenon: here refers to sporting techniques and technologies that
had evolved very fast. This development allows using knowledge of the technical staff
wear. Serious transformations may occur in terms of pedagogical skills. The plan for the
management of human resources, the ability to integrate technical and technological
innovation is the main criterion of management athletic tomorrow.
2. The second phenomenon. Needs and demands of the rapidly changing
practitioners as well as techniques and technologies. Athlete profile today does not
correspond to the 70s. This translates into the emergence of new market segments sport.
3. The third phenomenon. Techniques and technologies are combined with the
transformation needs that have new demands in terms of sports services. Athlete's
commitment in activity is based on changing business innovation and service in multiple
forms. About three distinct and complementary phenomena open new horizons of
development for sports organizations.

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Figure 3.
Sports Innovation Management
Organization Targets Strategic
Techniques Production
and of services area
technologies covered
exploited

Traditiona
Old services l area

Practitioners
of old
New services Creativity
Old techniques markets
area
and
technologies
Integration
Old services area
Practitioners
of new
markets Diversification
New services area

Sports SPORTS MANAGEMENT

federation

Blindness
Old services area

Practitioners
of old
markets Discussion
New Area
services
Technologies
and new
techniques
"Black
Old services holes" area
Practitioners
of new
markets
Innovation
New services area

(Taking over ”Alain Loret Centre d’Etudes et de Management de l’Innovation Sportive, Université
de Caen , Caen, France)

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Conclusion

Management of sports organizations is useful both at micro and macro level.

Therefore every sport organization should have a well-established management to cope
with sports market requirements. Managers are also key players in the organization, they
must implement all the required knowledge they hold in order to achieve objectives.
Actions and decisions of a sports organization must be well managed by manager for the
organization to be integrated into the sports market. This integration is difficult because
current sports organizations treat sports phenomenon as a business. This makes the
manager more skilful and more efficient which means better management of sports
economic services.

References

Bălan N., Andreiana A., Popescu D.M., Stoica C., The ideal profile of a museum manager,
Proceedings of the 5th WSEAS International Conference on Economy and
Management (Volume II )
Chantelat P. (2010) „Sport économie & management”, Economica, Paris.
Desbordes M. (2001) „Stratégies des entreprise dans le sport: acteurs et management”,
Paris, Economica.
Duică A.., (2008), Management, Editura Bibliotheca, Târgovişte,
Onica Mihaela-Cristina, Analiza Diagnostic – Etapă Premergatoare În Evaluarea
Întreprinderii, Conferintă, Universitatea Danubius,
Ştefan Cristina M., Dogaru Mirela, Organizarea activităţii, antrenarea angajaţilor,
coordonarea şi controlul activităţilor, Dezbateri Social Economice nr. 2/2012,

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