The Purpose and Scope of Managing
Physical Education, Fitness, and Sports Programs
The Purpose of Management
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To get the right
things done
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To get things
done right
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Management is to
make the program or organization effective
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Management exists
for people, not people for management
Scope of Management
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Encompasses three
areas:
Personnel
l Planning, Organizing, Controlling
Program
l Planning, Organizing, Controlling
Facilities
l Planning, Organizing, Controlling
Personnel
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Concerns:
Recruiting
and recommending appointments of staff
Assigning
appropriate responsibilities to instructors, coaches, and other personnel
Observing
and maintaining records of staff performance
Communicating
performance ratings to employees
Monitoring
and initiating actions to maintain or improve morale
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Responding to
staff performances that are not satisfactory
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Initiating
termination procedures
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Promoting and
encouraging participation of staff members in professional activities
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Conducting
in-service training programs for staff
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Stimulating
individuals toward research and publishing activities
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Serving as a
mediator and counselor to prevent conflict among staff members
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Delegating
appropriate responsibilities to individuals or committees
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Encouraging unit
members to make suggestions for improvement
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Evaluating staff
performance
Program Responsibilities
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In Physical
Education; Public, Private, and corporate fitness settings; Club sports
Scheduling
Revising
curricula, courses, and programs as needed
Supervising
in-house and extended programs
Recruiting
and enrolling students or participants
Advising
and counseling program participants
Communicating
unit needs to the next administrative level
Maintaining
and/or improving the programs image and reputation
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Coordinating
activities with other programs
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Providing
information about the program when requested by agencies and individuals
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Preparing and
proposing the department or program budget
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Seeking funding
and grants from other organizational sources
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Controlling the
department or program budget
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Establishing
priorities and approving travel funds for program members
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Preparing
year-end reports
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Serving as the
principle advocate for the department or program
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Conducting
meetings of the department or program
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Establishing and
using department committees
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Developing and
implementing long-range plans for programs
Facility Concerns
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Initiating
recommendations for new and renovated facilities
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Serving on and/or
advising facility task forces
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Working closely
with the architect in planning new facilities
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Supervising
facility maintenance directly or indirectly
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Maintaining a
master schedule of facilities
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Leading in
establishing priorities for facility use
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Purchasing or
requesting needed equipment maintaining safe condition of facilities and
equipment
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Inventorying
equipment and maintaining records
Managing the Office
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Responsibility of
the director, associate director, or senior secretary
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Provides
administrative support needed for management decision-making, formulation and
implementation of plans, and efficient conduct of business
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Provides ideas to
improve service, membership sales, and/or overall operation of the unit
Qualifications of an office manager
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Knowledge of
accounting
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Knowledge of
purchasing function
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Ability to manage
records, word processing, and dictation
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Knowledge and
ability to manage mailroom distribution
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Ability to deal
with personnel and provide direction over their assigned tasks
Office Layout
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Environment
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Lighting
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Work space
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Duplicating
equipment; copier
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Computers:
terminals, Word processors, spreadsheets, LAN system
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Filing systems
and cabinets
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Space for
supplies, refreshments
Office management manual
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A policy and
procedure manual to control all operations under the direction of the office
management function
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Procedures should
be outlined in detail
Example Manual
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Introduction
The
purpose of the manual
Directions
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The Departments
or Units Organizational Plan
A
copy of either an organization chart or chain of command statement
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Unit Policies
Personnel
a description of employee responsibilities and benefits
Operating
general regulations
Purchasing
Limitation of purchases billed to the department; Ordering
procedures; Management of supplies and inventory control
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Records
Management
get information and listings of subjects
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Forms Control
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Exhibits
Reproductions
of forms, rules for alphabetizing, established forms for letters or memos,
samples of numerical sequences
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Title Page and
Index
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Distribute the
manual to all employees in the department or unit.
Basic Skills and Functions of
Management
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Skills:
Communicating
Decision-Making
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Functions:
Planning
Organizing
Controlling
Evaluating
Planning
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Lead members of
the organization in setting worthy goals and objectives for themselves and the
enterprise
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A good planner
has:
Good
vision and perception
The
ability to acquire and interpret information
The
ability to objectively set worthy goals and objectives
Organizing
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Identify and
group activities, assign authority to directors and staff, and elicit
cooperation
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Intentional
structure of job function
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Assigning tasks
and responsibilities based on the talents and interests of the staff,.
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The people being
served, the kind of service or product provided, and the technology involved
may determine the pattern of organization implemented.
Controlling
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Regulating,
directing, or exercising authority over something or someone
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Measuring whether
objectives are being achieved
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Standards are
established and performance is measured against these standards
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Consequences of
not meeting standards: criticism, correction, remedial training, reassignment,
termination
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Staff members who
are responsible, dependable and skilled need little or no interference
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General
directions and support may be all that is necessary for supervision
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Oversupervision may lead to discontent and resentment
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Some employees
may require close or constant supervision
Evaluation
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To
ascertain or determine the value or worth of something or someone.
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Director
evaluates personnel, program,and
facilities
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Purpose of
Evaluation: to determine the status of
whatever or whoever is being evaluated so that the performance may be improved
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Should be a
positive function, but often viewed as threatening