by event organizers), and although all have unique teaching foci and research interests, the authors share a commitment to providing their university students with timely and critical insights related to the intersections of social issues and sport management/sport studies. To this end, while the
Cole G. Armstrong, Theodore M. Butryn, Vernon L. Andrews and Matthew A. Masucci
Elizabeth A. Taylor, Allison B. Smith, Cheryl R. Rode and Robin Hardin
scenarios are based on responses to an open-ended question on a survey administered to female faculty members teaching in sport management programs. The scenarios are compilations of the responses and are the experiences and interactions of the respondents. Fictitious names were used to ensure the
Haylee U. Mercado and John Grady
management curriculum or classroom. Contribution to Teaching Body of Knowledge There are two methods of concept delivery that prevail in sport management programs that are particularly effective when thinking about teaching ES in the sport management classroom. The first method is to provide specific courses
Angela Lumpkin and Rebecca M. Achen
Despite what many claim, just because there is teaching does not mean there is learning. Clear and convincing evidence supports changing the instructional paradigm to a learner-centered classroom. Flipping a class shifts the delivery, often through technologically presented lectures, to free class time for student participation in a plethora of learning activities, such as think-pair-share and discussions, leading to student perceptions of greater learning and more enjoyment. In an action research approach with one class, 72% of juniors and seniors in an undergraduate sport finance and economics class reported out-of-class lectures often positively impacted their learning, and the remaining 28% responded these lectures did sometimes. End-of-course evaluations and surveys were overwhelmingly positive about class engagement, interaction, and enjoyment.
get students to complete readings and discuss their learning, through peer teaching while formulating responses to teachers’ questions, and in formative assessments. Every lecture could begin with one or more questions and end with a series of questions raised or left unanswered ( Brookfield
Evie Oregon, Lauren McCoy, Lacee’ Carmon-Johnson and Angel Brown-Reveles
Legal issues can have a pivotal impact on sport business. Given the increase in litigation surrounding the sport industry, there is more focus and interest in the law as a teaching tool for sport management curriculum. Undergraduate and master’s programs in sport management are required to include
R. Douglas Manning, Margaret C. Keiper and Seth E. Jenny
Pedagogical innovation involving smartphone technology paired with complementary applications may offer sport management faculty the opportunity to create an environment of engaging instruction. Technologically enhanced and innovative assignments have the potential to stimulate student interest and critical-thinking skills by presenting new experiences and active learning opportunities via participatory education. Through the discussion of technology integration and pedagogical innovation when teaching millennial students, the purpose of this paper is to provide a conceptual framework—namely, the concerns-based adoption model (CBAM)—to introduce mobile technologies, such as Socrative and Twitter, into the sport management classroom.
W. James Weese and Shawn Beard
The best universities pride themselves on developing the next generation of leaders as do the top sport management programs. Many sport management programs offer a leadership course, some at the graduate level. However, two questions emerge when discussing the teaching of leadership, namely, what do students need to know about area, and how can the topic be most effectively taught? A recent 12-month educational leave provided a cherished opportunity for the lead author to delve into the latest advancements in leadership and leadership development. The coauthor on this paper took a leadership course in his graduate sport management program and offered the perspective of an end-user. The authors provide an overview of the leadership development literature, profile three unique leadership courses offered in other disciplines, and provide sport management professors with information they should consider in developing and delivering their courses in leadership, especially at the graduate level.
Marshall Magnusen and Pamela L. Perrewé
The concept of social effectiveness tends to be explained in terms of individual’s ability to identify, comprehend, and attain effective social networks that can produce advantageous career and life outcomes. Researchers have repeatedly demonstrated that a strong connection between social effectiveness and leadership effectiveness exists. However, while most undergraduate and graduate sport management skills textbooks include a chapter or several chapters about leadership, few devote more than several pages to social effectiveness constructs. Contemporary sport pedagogy articles about teaching leadership also do not explore the important connection between social effectiveness and leadership adequately. Therefore, given the salience of social effectiveness to leadership as well as the need for more complete investigations of the manner by which leaders engage in effective leadership behaviors, the present review critically examines social effectiveness as a means to successful sport leadership and proposes specific pedagogical practices for sport management educators.
Adam G. Pfleegor and Chad S. Seifried
The debate between building new sport and recreation facilities or renovating existing venues has engrossed sport managers (Barghchi, Omar, & Aman, 2009; Galvan, 2006; Grant-Long, 2005; Rosentraub & Ijla, 2008; Seifried, 2010). Interestingly, the individuals entrusted with making investment decisions on these facilities often lack knowledge of this process. Many sport management programs include courses related to facility management; however, they rarely include curriculum items on the renovation of culturally valuable sport and recreation buildings. The main purpose of this paper is to propose heritage management as an important component to sport and recreational facility management and to showcase an example of this initiative that was incorporated into a facility management class. This teaching methodology on heritage management allows students to understand how to create valuable contributions to their field while simultaneously learning about the culture and history of sport venues.