module 2 leadership

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Applies Sports Management Haleigh Behncke September 16th, 2023 Chapter 3 2. Why is it necessary to determine the decision structure and the conditions surrounding the decision? - It is important to determine the decision structure and the conditions surrounding the decision because it allows for managers to make the most ethical decision in the moment. When managers make decisions in certain environments they know the outcome of each alternative in advance. But, when managers make decisions in a risky environment, they don’t know each outcome in advance but can assign probabilities of occurrence to each one (Lussier & Kimball, 2014, 68). 4. Which pitfall of group problem solving and decision making is most common? - Satisficing is the most common pitfall in group problem solving. It is often seen that when a group project is being conducted, there is always one person who does most of the work but receives half of the credit. When a group is not run effectively individuals may not feel as responsible for the outcome. This causes the group to have the attitude of “lets be done with this” which causes the project and the group to fail at their decision making. 6. Would setting a specific maximum price to spend on a cycle exercise machine be an objective or a criterion? - Setting a specific price falls under criterion. Criteria comes when trying to achieve your objective. In (Lussier & Kimball, 2014, 72) it explains that there has to be a “must” and “want” criteria. An objective answers the question “why am i doing this?” Therefore the specific price of the cycle meets the standards of criteria because of the “must” category. The text states that “must criteria have to be met to achieve the objective, whereas want criteria are desirable but not absolutely necessary. 8. We have all made decisions using information that was not timely, high quality, complete, or relevant-we are human, after all. Reflect on a decision your team made with poor information. What was the result? - When in my undergrad program, there was a group project that was being conducted with myself and another classmate. On the day that the project was assigned my classmate didn’t attend class, therefore there was a lack of information on the other half of the participation in the project. In (Lussier & Kimball, 2014, 70) satisficing is discussed. In this circumstance, there was satisficing because of the fact that the other participant was not caught up on the criteria of the project. The result of the project was

that I was the individual that got stuck with most of the work but didn’t receive all of the credit. This is also discussed under the explanation of “satisficing”. 10. Why are generating alternatives and selecting alternatives separate steps in the decision process? - Generating alternatives and selecting alternatives are separate steps in the decision making process because if they are done at the same time, it often leads to satisficing (Lussier & Kimball, 2014, 77). In the decision making tree, step 4 says “the most feasible” which in turn means that the most realistic alternative is not always the best alternative because of limited resources. An example of this is hiring internal employees for coaches instead of the most feasible coach externally because of lack of funding to be able to meet all needs of the program. In cases like this, sacrifices are made within the program that are not made in higher level, more funded teams. 12. Should managers be ethical in their decision making? If so, how should ethics be used in decision making? - Managers should be ethical in their decision making because of who their decisions are affecting. Top management decisions have a direct effect on the success of the organization says (Lussier & Kimball, 2014, 63). Ethics should be used in the process of decision making by considering all factors that play into the decision at hand. This includes identifying the ethical issues, gathering the facts that support the decision, evaluating alternative options in the case that a second plan is needed to be implemented. Test and choose your decision that was made, and finally implement the decision and reflect on the outcome. This will all support making an ethical decision for your company in any circumstance. Chapter 4 2. How do plans and strategies differ? - Planning is one of the most important tasks that managers do. There are three major benefits from planning. These include speedier decision making, better management of resources, and clearer identification of the action steps needed to reach important goals (Lussier & Kimball, 2014, 91). There are two different types of planning, strategic planning and operational planning. These two differ by the time frame and by the management level that it involves. There are three levels of strategies, corporate, business, and functional. An organization's strategy is its plan for pursuing its mission and achieving its objectives. 4. Should a mission statement for an athletic department be customer focused? Why or why not? - Yes, a mission statement should be customer focused because it defines who the organization is and why it exists. It is important for the customers to know and understand the management’s vision for the company, where the company is headed, and why the company is headed in that direction (Lussier & Kimball, 2014, 94). A mission statement should outline the company’s goals and their position in the industry

for the customers. Not only should the mission statement draw customers to their business but the customers should also feel welcome and confident that their needs will be fulfilled by the company. 6. Why is competitive advantage important to sport organizations? - Competitive advantage answers the questions of what makes your organization different from our competition, and why should a person buy our product or service rather than the competition’s? Having a competitive advantage distinguishes the organization from its competitors, provides positive economic benefits, and cannot be readily duplicated. If there is not a competitive advantage in a sports organization there is a high probability that your business will join the ranks of failed businesses. 8. Develop a SWOT for the North American Society for Sport Management (NASSM). 10. Which growth strategy would you say is the most successful? Defend your answer. - Diversify is the most successful growth strategy in my opinion. When an organization expands into related or unrelated lines of products, it opens a door for further expansion for the business. In (Lussier & Kimball, 2014, 105) it talks about how Nike pursued related diversification when it decided to add beach style clothing as a business line. This helps the company to not only stick to their original line of products but expand and create more revenue for themselves through related lines. Diversification allows the company to have multiple outlets of income coming from multiple lines of products. In turn this helps the organization meet all of the customers' needs. 12. Develop a BCG for Adidas. - Stars (growth) - Reebok and sports shoes - Question marks (growth) - bags and equipment - Cash cows (stable) - apparel/ athletic wear - Dogs (turnaround/retrenchment) - accessories (hats and sunglasses) (Lussier & Kimball, 2014, 106) figure 4.7 14. Give examples of “other” functional departments. - An example of other functional departments include but are not limited to ticket, food, or merchandise departments. (Lussier & Kimball, 2014, 115). These departments also require strategies to achieve their objectives and missions within the company. Research and development vary in importance within an organization that has little room for growth within the budget. The text explains that “businesses that sell products usually allocate greater resources for research and development than do service businesses. Article A huge decision that had to be made within the sports world is the return to play and when it was deemed appropriate for athletes to return to activity after an injury. The outcomes of such risky return-to-play decisions can not only negatively affect their future health, but may also limit their sports performance or even upset their career paths. Following risk-management-decision

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theory with its focus on active risk defusing, we developed a model for understanding the process of return-to-play decision making from an athlete’s perspective ( Return-To-Play Decision Making in Team Sports Athletes. A Quasi-Naturalistic Scenario Study , 2020). In relation to chapter 3, the decision making process of sports management comes with many steps as well as weighing the pros and cons of the decision that will be implemented in the organization. The managers that had to make the decision of the return-to-play basis had to undergo a variety of decision making processes in order to safely accommodate the athletes. “From the perspective of the injured or ill athlete, the decision’s potential consequences can not only negatively affect their future health, but also their sports performance and long term personal goals” is a statement that stood out in the article because it highlights the consequences of what a poor decision could do in this case. Nonetheless, decision making in the sports world can literally be life or death in some instances. References A Framework for Ethical Decision Making - Markkula Center for Applied Ethics . (2021, November 5). Santa Clara University. Retrieved September 17, 2023, from https://www.scu.edu/ethics/ethics-resources/a-framework-for-ethical-decision-making/ Lussier, R. N., & Kimball, D. C. (2014). Applied Sport Management Skills . Human Kinetics. Return-To-Play Decision Making in Team Sports Athletes. A Quasi-Naturalistic Scenario Study . (2020, June 3). NCBI. Retrieved September 17, 2023, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7283921/

module 2 leadership

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