Managing Physical Education, Fitness,
and Sports Programs
The Nature of Leadership and
Management
Administration and Management are
used synonymous
l
Administration
often used to describe the management functions in government and schools
l
Management often used
to describe the management function in business and industry
Leadership
l
Aspect of
Administration and Management
l
Ability to lead
l
Show the way,
direct the course, by going before or going along with
l
To conduct or
guide
l
To direct, as by
persuasion or influence, to a course of action or thought
All managers and administrators are
leaders but not all leaders are managers or administrators
Types of Leaders
l
Charismatic – can
be an influential force in the organization because people informally endow
them with leadership power.
l
Charisma may come
from charm, wealth, wit, appearance, intelligence, appearance, or a combination
l
Positional
leaders need to recognize that some in their group may be charismatic
Types of Leaders
l
Positional – is
placed in a power position as the result of an election or appointment
l
Examples:
– Line-level
worker promoted to supervisor or foreman
– Prince
inherits the throne a king or queen
Administration/Management
l
The act of
arranging and organizing materials and conditions so that the goals and
purposes of an organization may be achieved
l
An art and a
science
l
Leading and
working with people, planning for and providing resources, and the organizing
and controlling the resources toward the desired outcome
As an Art
l
Requires
the exercise of intuitive faculties that cannot be learned solely by study.
l
They can be
improved by studying and employing a system of principles and methods.
As a Science
l
Social science
l
System of concepts,
premises, principles, and expert opinions used to relate to people in order to
achieve organizational goals
l
Logical reasoning
and analytical methods for problem solving
Why study Administration?
l
To gain a
theoretical foundation
l
To acquire
leadership skills required in Entry-level positions
l
To improve as a
participant in the group process
l
To manage your
personal life
Leadership Opportunities in
Activity-Based Programs
l
School
Systems: Directors, Chairs, Coaches
l
Health and
Fitness Industry: Entrepreneurs, CEOs,
Fitness Directors, Strength and Conditioning Coaches
l
Sports: (Clubs, Professional) Business managers,
Promoters, Coaches, Personnel
Power, Authority, and The Director
l
Power and
Authority are essential
l
A director
without authority is only a record keeper and a messenger between the
organization and one who holds authority
Nature of Power and Authority
l
Authority is
defined as the right to control the use of resources, to set program direction,
and to enforce established policies and regulations of the organization
l
Director gains
authority by the process of delegation
Example of Delegation
l
Legislature
l
Board of
Education
l
Superintendent
l
Principle
l
Physical
Education and Athletic Directors
Power
l
The ability or
official capacity to exercise control or authority
– Director
should have control over personnel, program, and facilities that constitute the
full scope of administration
– The
greater the director’s ability to satisfy the needs and desires of others, the
more power he or she has
– Power
may come from position, or from a following
– The
director’s influence downward is proportional to his or her influence upward
– Power
and authority cannot be delegated, but the right to assume power and authority
can be: it takes action on the part of
the director to use the power available
Ethics in Administration
l
Ethics are
principle of right and wrong in conduct
– Includes
duties, obligations, rights, and responsibilities
– In
decision making, words like ought, should, fair, unfair are used
– Ethics
is applied to professional conduct, whereas morality is applied to personal
conduct
l
Ethics are based
on legal requirements, moral requirements, and social/cultural considerations.
Why is it important to be ethical?
l
People need to
know what to expect when confronted with a specific set of factors.
l
Individuals,
organizations, and societies must behave ethically to bring order and consistency to
situations.
Why do we regularly read and hear of
unethical behavior by officials, leaders, and sports figures?
l
People confronted
with ambiguous situations
l
When an
organization has no clearly defined standard of conduct or clearly stated
expectations
l
Organizations are
developing codes of ethics which guide all activities carried out by employees.
Principles and Guidelines concerning
ethics
l
Example: Northrop Corporation’s code of ethics.
– “…every
individual is responsible for both the integrity and the consequences of his or
her actions.” (principle)
– “Employees
will not use company information, property, or services for personal gain: the
unauthorized removal of company materials, supplies, or equipment is prohibited” (guideline)
Communicate the Standards of Conduct
l
Written code of
ethics
l
Nurturing ethical
behavior in the environment of the organization
l
By example: Ethical behavior begins on top
Resource over which the Director has
power
l
Knowledge
– Of
the future concerning program budget, facilities and equipment changes, hiring,
cutbacks, priorities, etc.
– Do
not blame an individual for bad times; give credit to subordinates for the good
things that happen to the organization
Budget
l
Allocation of
funds concerns every employee
l
Director has
responsibility to share funds equitably
l
Those affected
should have input in establishing guidelines for resource allocation
l
May
reward some for greater responsibility, productivity, etc.
Task Assignments
l
Productive
employees should be rewarded with prime assignments
l
Non-preferred
tasks should not be assigned in a vindictive spirit
l
Inform why
assignments were given
l
A tool for
encouragement and discouragement
Defense
l
Defender of the
organizational unit
l
Represents the
consensus of the department members
l
Supports the
personal aspirations of the individuals as long as they do not diverge from the
objectives of the organization
– Objective
(def): being the aim or goal
l
Director is in a
position to know what is best for the department; if unselfish
Communication
l
Communicate to
the outside world through newspapers, alumni, professional organizations,
school and business leaders, and central administrators
l
Voice of the
organizational entity who gives advice, provides information, and influences
others.
Committee Appointments
l
Places people on
important committees, usually those people who represent the views of the
director
l
Adversaries given
non-influential committees
Leadership Styles
Authoritarian Style of Management
l
Have the initial
and final voice in all decision making
l
Have absolute
authority and power
l
Their rule can be
either oppressive or benevolent
Oppressive dictator
l
Very little if
any consultation with this type of dictator
l
Rigid chain of
command
l
Subordinates are
to do as they are told without objection; otherwise they are removed from the
organization
l
Surrounds self
with “Yea”-sayers
l
Opinions and
participation of the majority relative to rule or governance are not sought nor
tolerated
Benevolent dictator
l
Similar to the
oppressive dictator in that strict obedience to rules and policies is expected
l
Opinions of a
very few are sought
l
People in
organization are treated as children
l
There is a
sincere concern for the welfare of the subordinates in the organizational unit
Participatory Style of Management
l
This style is the
American way
l
It is democratic
in nature
l
Requires more
effort from each individual in the group
l
It is slower and
more inefficient; especially when the organization becomes larger
l
Managers must
motivate their subordinates to participate fully by doing homework before
casting their input into the decision making process
Role of Director in Participatory
Management
l
Director must
make it clear that he or she is the decision-maker of the unit.
l
Must see that
every member has the opportunity to participate in the process of making and
revising policies
l
Involve every
person in the decision making who will be affected by the decision
l
A member who
doesn’t participate fails to input their ideas, but the final decision rests
with the director
l
One person must
make the decision because of accountability; a vote of the majority will make
it difficult to have someone claim responsibility
l
A considerate
leader who is devoted to the welfare of the employees will have an effective
group
l
An effective
staff will establish worthy goals, and encouraged and assisted in meeting those
goals.
Reasons why Participatory Management
is recommended
l
Members of an
organization more readily accept decisions
l
Creativity and
initiative are enhanced
l
Program
continuity is maintained
l
It is compatible
with the freedom of living in America
Anarchic Style of Management
l
Characterized by
leaderless management
l
Means absence of
any form of authority; typified by disorder and confusion
l
Laissez-faire:
the policy or practice of letting people act without interference or direction
l
“I just hire good
people and then get out of their way and don’t interfere.”
l
Coordinate effort
by a group of people cannot occur without someone leading.
What is Servant-Leadership?
l
Servant-Leadership
is a practical philosophy which supports people who choose to serve first, and
then lead as a way of expanding service to individuals and institutions.
l
Servant-leaders
may or may not hold formal leadership positions.
l
Servant-leadership encourages collaboration,
trust, foresight, listening, and the ethical use of power and empowerment
l
Robert Greenleaf, the man who coined the
phrase, described servant-leadership in this way.
“The servant-leader is servant first… It begins with the natural feeling that
one wants to serve, to serve first. Then
conscious choice brings one to aspire to lead.
He or she is sharply different from the person who is leader first,
perhaps because of the need to assuage an unusual power drive or to acquire
material possessions. For such it will
be a later choice to serve – after leadership is established. The leader-first and the servant-first are
two extreme types. Between them there
are shadings and blends that are part of the infinite variety of human nature.
l
The difference
manifest itself in the care taken by the servant-first to make sure that other
people’s highest priority needs are being served. The best test, and difficult to administer , is: do those served grow as persons; do they,
while being served, become healthier, wiser, freer, more autonomous, more
likely themselves to become servants? And, what is the effect on the least
privileged in society; will they benefit, or, at least, will they not be
further deprived?”
Taken from the Servant As Leader
published by Robert Greenleaf in 1970
Jesus’ Leadership Style
l
John 13: 3-8;12-17
Larry Spears, the CEO of the Greenleaf Center, describes
servant-leadership in this way.
l
“As we near the end of the twentieth century, we
are beginning to see that traditional autocratic and hierarchical modes of
leadership are slowly yielding to a newer model – one that attempts to
simultaneously enhance the personal growth of workers and improve the quality
and caring of our many institutions through a combination of teamwork and
community, personal involvement in decision making, and ethical and caring
behavior. This emerging approach to
leadership and service is called servant-leadership." Taken from
the Introduction to Reflections on Leadership published by John Wiley in
1995.
Guidelines for managerial decisions
and actions
l
Statements that
offer the decision-maker direction:
–
Principles
–
Policies
–
Standards or benchmarks
–
Procedures
–
Rules
Principles
l
Generalizations
or hypotheses that have been tested for accuracy and appear to be true in
reflecting or explaining reality
l
A fundamental
truth, law, doctrine, or motivating force, upon which others are based
l
A rule of conduct
Example of a Principle:
l
Everyone affected
by a decision should have an opportunity for involvement in making the decision
Policies
l
Are statements
that guide or channel thinking and action in decision making based on
hypotheses, principles, truths, facts, expert opinion.
l
Wise, expedient,
or prudent conduct or management
l
A
principle, plan, or course of action, as pursued by a government, organization,
individual, etc.
Example of a Policy:
l
No employee shall
accept any gift or money from a merchant or supplier at any time except for
token gifts of nominal or minimal value
Standards or Benchmarks
l
A requirement of
some degree or level of excellence or attainment
l
A normal or
acceptable level of quality or performance
l
Not as stable as
a principle, and subject to frequent change
l
Benchmark: a requirement
of some degree or level of excellence or attainment more specific than a
standard.
Example of a Standard:
l
Applicants for
the advertised position must have a bachelor’s degree
Example of a Benchmark:
l
Applicants for
the advertised position must have a bachelor’s degree in corporate fitness
Procedures
l
Methods or
techniques for conducting activities, and describe the exact manner in which a
certain activity must be accomplished.
Example of a Procedure:
l
When an applicant
for an advertised position is received, a letter of acknowledgement is sent to
the applicant.
Rules
l
An authoritative
directive regarding conduct or procedure
l
Established by
the local organizational unit
l
More subject to
change
Example of a Rule:
l
On the baseball
field there will be no pepper games in front of the seating areas
Guideline
l
A standard or
principle by which to make a judgment or determine a policy or course of action