This case challenges future sport managers to consider the importance of organizational structure and the impact structure has on job performance and motivation. In the case, students are presented with a university ticket sales department with a traditionally tall bureaucratic organizational structure. In 2014, the department struggled with poor performance, high turnover, and low levels of employee morale. However, the department took drastic steps and adopted an organizational structure that is based on the idea of self-managed teams. Now in 2016 the department is undergoing a thorough evaluation to see whether the organizational change made two years ago has had a positive impact. Even though the case uses a fictional university (i.e., Western Field University), the issues and challenges involved in changing an organizational structure, motivating employees, and leading change stem from real-world situations. The case contains ticket sales data, employee turnover information, and sample quotes from employees that aid in the analysis. This case is intended for use in human resource management classes, but it also has implications for organizational behavior or leadership courses.
Jeffrey Graham and Sylvia Trendafilova
Vassilios Ziakas and Sylvia Trendafilova
This case study focuses on planning and leveraging sport events for community-based sport tourism and economic development. It is presented from the point of view of a sport event/marketing coordinator (Ian) within the Convention and Visitors Bureau (CVB) of the fictional rural community of Panorama. He has been assigned to write a report about the potential of organizing (and leveraging) a new motorcycle event tapping into the unparalleled success and experience of two car open road races that the town hosts. Ian is a recent sport management graduate who has just been hired by CVB and hence knows little about the community and its events. He begins preparing his report by collecting information and taking notes in order to understand the community dynamics affecting events and learn from the races with the purpose of identifying what would be the best means to attain benefits from the proposed new event. Drawing upon the theoretical underpinnings of sport event leverage and multi-purpose event portfolios, the case provides the opportunity for students to apply these tenets on a realistic context, taking them through a research path of gradual exploration and discovery of issues and means entailed in event portfolio planning and leveraging.
Jeffrey Graham, Allison Smith and Sylvia Trendafilova
Craig Johnson is an associate athletic director for marketing and promotions in an athletic department at the collegiate level. Through conversation, he has recently realized that the graduate students working in his department as interns and graduate assistants feel that balancing work, school, and a personal life is impossible. As a mentor for working in sport, as well as their direct manager, he feels something must be done to assist these graduate students in managing the work–life interface, but is unsure where to start. Drawing from research in sport management and from the general management literature, the case gives insight into the issues, outcomes, and theories that inform the work–life interface. Undergraduate and graduate students in human resource management or organizational behavior courses who work through this case will have an opportunity to contemplate, discuss, and develop strategies for managing the issues surrounding balancing work and a personal life.