Three years ago, Steve Thornton purchased the South End Mustangs, a professional ice hockey team competing in the D1 division in the United Kingdom. Unfortunately, Thornton has experienced challenging times during his ownership tenure. The team has achieved mediocre results on the ice and poor results off the ice. Thornton knows he needs help to turn the Mustangs franchise around. Thus, as a result, he turns to John Tapner, a sport business owner, operator, entrepreneur, and advisor. Tapner is best known as a professional sport consultant and TV personality, representing his company Sports Rescue, which is the same name as his hit television show. When an owner calls Tapner, it is because a professional sports team is in trouble and needs to be rescued.
Chris Chard and Kirsty K. Spence
Graham Cuskelly and Christopher J. Auld
This investigation examined the perceived importance of a range of occupational responsibilities of sport and recreation managers and whether there were differences according to the organizational setting. A self-administered mail questionnaire was sent to 196 sport and recreation managers in Queensland, Australia; there was an effective response rate of 124 (69%). The results indicated that the job responsibilities perceived as most important were public relations, financial management, program planning and management, and interpersonal communication. Significant differences were found between managers in different work settings. It was also evident that there were commonalities in the perceived importance of job competencies between the United States and Australia. The study concluded that there have been generally consistent findings about the perceived importance of job competencies, and that different sectors of the sport industry require different emphases in curricula development and professional development programs.
Karen E. Danylchuk and Packianathan Chelladurai
This study described and analyzed the managerial work in Canadian intercollegiate athletics. The directors of 37 Canadian intercollegiate athletic departments responded to a questionnaire eliciting perceived importance of, time devoted to, and percentage responsibility for 19 managerial activities carried out by athletic departments. These managerial activities were largely patterned after Mintzberg's (1975) description of managerial work and were verified by a group of experts. Results showed that financial management, leadership, policy making, disturbance handling, revenue generation, and a Mete affairs were perceived to be the most important and most time consuming activities. Information seeking, maintenance activities, and league responsibilities were rated the least important. The athletic directors reported that they were largely responsible for the more important tasks with average percent responsibility of 55%. The average responsibility assigned to assistant directors was 29.5%, and this limited responsibility was significantly but inversely related to the importance of the tasks.
Brad D. Hatfield, Jerry P. Wrenn and Michael M. Bretting
A problem cited by critics of preparation programs in sport management has been the lack of specialty tracks. Therefore, responses regarding the perceived importance of job responsibilities, demographic information, and educational recommendations were solicited from athletic directors (ADs) (n = 58) of NCAA Division I-A football programs and from general managers (GMs) (n = 62) within professional sport to characterize the two areas. Multivariate contrasts upon groups of items in all areas of job responsibility yielded significant differences. The GMs rated the areas of labor relations and personnel evaluations as more important, while the ADs assigned higher ratings to all other categories (i.e., marketing, financial management, administration, public relations). A discriminant function analysis upon the individual job items corroborated these differences. These findings were discussed in terms of recommendations for the education of sport administrators.
Mark E. Moore
environmental conditions, sport management and sport communication professionals must possess a working knowledge of fiscal management. This fourth edition of Financing Sport provides a thorough and insightful overview of the financial management of the sport enterprise. This textbook equips sport
Frederik Ehlen, Jess C. Dixon and Todd M. Loughead
developed some of my brand, market research, sales, general management, and financial management skills. I became President of the Hostess Foods division at the age of 35, where I strengthened my leadership skills, and then went on to become President and CEO of Pillsbury Canada. Throughout those 29 years
Per G. Svensson, Fredrik O. Andersson and Lewis Faulk
associated with higher levels of human resources capacity (top management leadership) and financial capacity (financial management, fund development, and financial systems; Andersson, 2011 ). In SDP, we now see the emergence of so-called hybrid organizations seeking to become self-sustaining and increase
Alison Doherty and Graham Cuskelly
, 2006 ). Financial management is a particular strength for the clubs, which is in notable contrast to the relatively greater challenges of stable revenues and expenses, a contingency fund, and alternative revenue sources. While alternative funding has been reported as problematic in other studies
, financial management, walking 1.5–2 km, going up and down stairs, using the telephone, and taking the bus. Each item was rated on a 3-point Likert-type scale and coded as 2 ( not hard ), 1 ( somewhat hard ), and 0 ( unable to perform the task ). Higher scores reflected better physical functioning. The
David P. Hedlund, Carol A. Fletcher, Simon M. Pack and Sean Dahlin
.g., player training, conditioning, nutrition, psychology; internal and external communications; financial management), talent identification and recruiting, and adhering to legal requirements. Professional development focuses on enhancing the knowledge sport coaches need to effectively succeed in managing and