LT2E06N Sports Management : LT2E06N Sports Management Introduction to the Module
Module aims : Module aims To develop students’ awareness of the underpinning principles and practical applications of different sports management approaches
To identify key issues surrounding the design, planning and management of a range of contrasting sports facility types located in different provider sectors
Module aims : Module aims To explore the relationship between sports management and sports development
To achieve an overview of relevant structures and relationships in the governance, administration and organisation of sport, both amateur and professional
To consider selected aspects of the commercialisation of sport, including media relationships, audience development, and the role and influence of sponsorship
What will we cover? Module Syllabus : What will we cover? Module Syllabus Management approaches in sport
Growth of professional sport
Planning for sports provision
Levels of provision
Diversity of design
Operational requirements of specialist facility types Meeting specific needs – health and safety, spectator capacity, crowd control, equity issues
Facility programming
Sports development in a management context
Management of outreach and fieldwork programmes
Performance measurement and evaluation
What are we expected to know? Learning outcomes : What are we expected to know? Learning outcomes
Be able to identify contrasting approaches to sports management, and analyse their defining features
Appreciate the importance of design issues – and the need for effective, consultative partnership between users, providers, planners and designers of sports facilities
What are we expected to know? Learning outcomes : What are we expected to know? Learning outcomes
Be able to apply this knowledge to the critical analysis of selected case studies drawn from a diverse range of recreational contexts and facility types (including influences of international practice)
Outline contrasting models of the sports development process, and evaluate their relationship to sports management (in both amateur and professional contexts)
Module assessment There are two components of assessment: : Module assessment There are two components of assessment: An analytical case-study of the management, programming and development of a real sports facility, taken from a list of selected types
CW1 Week 8 (28 Mar) No set word limit
An essay on a set topic in sports management (you will be given a choice of options)
CW2 Week 12 (9 May) 2,000 words
Recommended textbooks : Recommended textbooks
Watt, D C (2003)
“Sports Management and Administration”
London: Routledge. 2nd edn.
Robinson, L (2004)
“Managing Public Sport and Leisure Services”
London: Routledge.
Beech, J. and Chadwick, S. (ed) (2004)
“The Business of Sport Management”
London: Prentice Hall.
LT2E06N Sports Management : LT2E06N Sports Management Lecture 1
Sport and its Delivery
Recap – the nature of sport and recreation (LT1001N, LT1008) : Recap – the nature of sport and recreation (LT1001N, LT1008) SPORT
Inherently competitive
Definite rules
Organised structure
Substantial dependence on successful outcome – winning! RECREATION
Less competitive
Informal, relaxed
Social dimension predominates
Broader range of forms
Emphasis on participation and enjoyment by all
Defining sport Council of Europe, European Sports Charter (1993) : Defining sport Council of Europe, European Sports Charter (1993)
‘Sport means all forms of physical activity which, through casual or organised participation, aim at expressing or improving physical fitness and mental well-being, forming social relationships or obtaining results in competition at all levels’.
Interpretation (Sport England) ‘The Value of Sport’ (1999) : Interpretation (Sport England) ‘The Value of Sport’ (1999) ‘This is a wide definition of sport that extends far beyond traditional team games to incorporate individual sport and fitness-related activities such as aerobics and certain dance activities, as well as recreational activities such as long walks and cycling. It extends from casual and informal participation to more serious organised club sport, and for the minority involves complete commitment in pursuit of the highest levels of excellence at Olympic and World level. This wide and inclusive definition of sport extends its relevance to the whole population and its value as a significant player in the broader social agenda’.
Council of Europe, European Sports Charter (1993) Recognises four distinct categories: : Council of Europe, European Sports Charter (1993) Recognises four distinct categories:
Competitive games and sports
Outdoor pursuits
Aesthetic movement
Conditioning activities
Competitive games and sports : Competitive games and sports Characterised by the acceptance of rules and responses to opposing challenge
Team or individual
Inherently competitive against others
Traditional ‘sport’
Outdoor pursuits : Outdoor pursuits Participants seek to negotiate some particular ‘terrain’
Open country, forest, mountain, stretch of water or sky
Challenges derived from manner of negotiation adopted
Modified by particular terrain selected and the conditions of wind and weather prevailing
Competition against medium as well as (instead of) against individuals / teams
Aesthetic movement : Aesthetic movement Activities in the performance of which the individual looks within themselves
Responds to the sensuous pleasure of patterned bodily movement, (‘kinaesthetic pleasure’) e.g.:
Dance
Figure skating
Rhythmic gymnastics
Recreational and synchronised swimming
Conditioning activity : Conditioning activity Forms of exercise or movement
Undertaken less for any immediate sense of kinaesthetic pleasure than for:
Long term effects the exercise may have in:
Improving or maintaining physical working capacity (strength, flexibility, endurance)
Improving appearance (body image)
Rendering subsequently a sense of general well-being
The benefits of sport and recreation : The benefits of sport and recreation DIRECT BENEFITS
Economic benefits – to countries, cities and regions
Contributes to urban regeneration
Improves health, productivity and quality of life for individuals and communities INDIRECT BENEFITS (‘Externalities’)
Savings in the costs of health care
Leads to a reduction in crime and vandalism
Offers a source of national pride and well-being
Local environmental benefits
Changed city or community image
Increased inward investment
Some recent changes in sport and recreation (after Holt and Mason, 2000) : Some recent changes in sport and recreation (after Holt and Mason, 2000) Affluence, choice and diversity - many new sporting forms
Move towards a commercial and meritocratic model (ability and income rather than class)
Democratizing of the elite
‘Yuppification’ of sport
Greater female participation
Growth in casual recreation
Regionalism, yet globalisation
Intense media interest
Focus on excellence
Multiculturalism in sport
Commodification of professional sport - growth of the sports industry
Increasing economic value of sport (Data source: University of Sheffield) : Increasing economic value of sport (Data source: University of Sheffield) UK consumer expenditure on sport has doubled in the past 10 years
Total consumer expenditure on sport in the UK in 2000 was about £15.5 billion
Total consumer expenditure on sports goods in the UK in 2000 was about £6 billion
Employment in the sports sector is growing, and amounts to about 460,000 people or 1.7% of total employment
Increasing economic value of sport : Increasing economic value of sport Sports Tourism - UK Sports Tourism market value estimated at around £1.5 billion in 1995 (Source: Sports Council, 1997)
Sports Tourism worldwide – equivalent to some 32% of global tourism outputs, or $2.3 trillion (Source: Sports Tourism International Council, 2003)
Sports Sponsorship growing at 10% p.a., and in UK alone worth £400 million in 2000 (Source: Keynote, 2001)
Managerial change : Managerial change
These changes in sport itself have been accompanied by changes in the nature of its management
Emergence of “new managerialism” - efficient, accountable (Robinson, 2004)
Driven by objectives, plans, budgets, performance indicators, and quality standards
Benchmarking carried out against business standards to evaluate performance
Managerial change : Managerial change
‘The Challenge of Change’ - managers who are prepared to facilitate change, rather than resisting it
Individual performance reviews, intended to ensure that staff focus upon agreed objectives
A concern for the customer, rather than with the service – ‘customer centrality’
The provision and delivery of sport : The provision and delivery of sport Sporting facilities and opportunities are provided in the context of a ‘mixed economy’
Public sector, private (commercial) sector and voluntary sector providers all contribute
Partnership arrangements (Simmonds, 1994) are increasingly common
New forms of organisation (trusts, provident institutions, management buy-outs) have emerged
Local authorities have increasingly become facilitators rather than direct providers
Next week : Next week
We will explore how recreational demand can be assessed and how it is best met
Lecture 2 – “Sports Facility Management 1. Planning for Sports Provision”
Suggested Reading : Suggested Reading
Watt, D.C. (2003) ‘Sports Management and Administration’ Chaps 1-3 (set book)
DCMS Strategy Unit (2002) “Game Plan: A strategy for delivering government’s sport and physical activity objectives” London: DCMS
http://www.number10.gov.uk/su/sport/report/01.htm
Simmonds, B (1994) “Developing Partnerships in Sport and Leisure – a practical guide”
Harlow: Longman