HSM1093

FUNDAMENTALS OF SPORT MANAGEMENT

INDIVIDUAL
ASSIGNMENT
MADAM ALIZATUL NADHIRAH BINTI ABIDDIN

MUHAMMAD HADZRUL HAFIZI BIN MAZ HARIADI HELMI

BGN222410021
BS1.62
Diploma of Sports Management
BS101
 5.2 Theoris of Organizing
5.1 What is organizing A. Classsic Theory B. Neoclassical Theory C. Modern Organization Theory 5.4 Delegating Work
Organizing is the second function of Classsic theory relates to the early work of The neoclassical theory of organization The uniqueness of this theory of this theory is
management that involves developing an focused their man attention on that it studies the organization as a system . Delegation is the assignment of a task, responsibility or
Taylor, Foyal and others. This theory
puhsiological functioning. This theory Modern theorists consider the organization to be autorithy by a manager to a subordinate. Delegatingis about
organizational structure and allocting human concentrations on he formal structure of
influences considered human behavior a system composed of he following strategic giving employees task that are not part of their job or it may
resources to ensure the accomplishment of organization and leaves the human aspect at the job and in the organization. This parts; the individual: the formal structure; the
be one-time task.
objectives of organization to personnel specialist has generated awareness at the great informal organization; status and role patterns;
role of human issues in production and the pyhsiccal environment of work

5.1.1 Definition of organizing

" Process of delegating and coordinating tasks When Manager Delegate Too Little
and resources to achieve objectives " Lussier &
They take work home
Kimball 2019
" The process of determining the tasks to be done,
They perform employee task
who will do them, and how those tasks will be They are continually behind their work
managed and coordinated" - Lewis, Goodman & They continually feel pressured and stressed
Fandt, 2001 They are always rushing to meet deadlines
They employees always seek approval before acting
5.1.2 important and benefits of
organizing in sports organization

5.0
1.Generating effective group action
CHAIN AND UNITY OF CENTRALIZATION AND
Coordinate to personal efforts in accompishing task COMMANDS
DECENTRALIZATION

To achieve the desired organizational objectives Chain of command, known as the scolar principle, is Centralization is a function of how much decision-
the clear line of autorithyfrom the organization's top to making autorithy is pushed down to the lower levels
requires the efforts of many employees

Organizing
its bottom
in the orgazination.
Everyone in a compay needs to understand the chain
of command, that is whom they report to and who
Decentralization is the degree to which lower-level
reports to them. employees provide input or actually make decisions
2. Synergizing resources
SPAN OF
Pool resources and increase the efforts which lead FORMALIZATION
CONTROL
to efficiency
Span of control refer to the number of stafff which an Formalization refers to extent how jobs are
Organization leads to the proper use of resources ( manager can dirrectly supervise without becoming standart and the degree to wish
human, pyhsical, financial and infomational) so ineffiecient or ineffective
employeee behavior is guided by rules
that over time the value of and result greater than There was no cosensus on a spesific number but early
writters favoured small spans of less than six to and procedurs
the combined starting vaues of resources
maintain close control

5.3 Organizational Design
When designing any organizational" structure,managers need to consider six elements
3. Facilitating iimpements and Tcontrol Work specialization There are five common forms
Controlling personnel tasks in accomplshing goal * the main idea of this organizational design is that an entire jobb is not done by one individual. It is broken down into
Good organizing considers interpersonal steps and a different person completes each steps of departmentalization
relationship, the work environmrnt, and the Departmentalization a. Funcional : grouping jobs by functions
conrol of result * Departmentalization is the bringing together of individuals into groups so that the common or related task can be coordinated performed
* An organization chart lays out the organization management hierarchy and department and their working relationships b. Product : grouping jobs by product line
* Five aspect that can be illustrated by an organization chart
c. Geographical : grouping jobs on the basis of
1. The definition of work
Each box represents an individual responsible for given part of the organization's workload territory or geography
2. Managers and subordinates (who is whose boss) d. Process : divides a firm according to customer
4. Identifying resposibe The solid lines indicate the chain of command flow or production
Specify the responsibiities of individual personnel to 3. The type of work being performed (nature of the work)
processses used to create a good or service
Labels for the boxed indicate the organization's different work tasks.
eliminate doubt about autority 4. The group of work segments e. Customer : grouping jobs by type of customer
A major reason for organizing is to specify the duies The entire chart indicates on what base the organization's activities have been divided and needs
5. The level of management
and responsibilities of individual employes The chart shows the entire management hiearchy
 6.1.1 Definition of Leadership
" Influencing and enabling others towards the 6.3.1 What is Motivation
attainment of aspirational goals" The word motivation comes from the word motivate,
" As the process of directing human resources which is defined as an attractive form of desire or
efforts towards organizational objectivess
need that must be fulfilled.
The process of directing and influencing the task-
Motivation is the willingness to achieve
related activities of group member
organizational objectives. Through the motivation
process, people go from need to motive to
6.3 Motivation behaviour consequently and finally to either
6.1 Leadership satisfication or dissastification
6.1.2 Managers VS Leaders
Managers Leader are key player in determining the
They have legimate that allows them to success or failure of coordinated tasks
reward and punish and organizational intiatives 6.3.2 Early Theory of Motivation
Their ability to influence is based on the a) Maslow's Hierarchy o Needs Theory
formal authority inherent in their Pysiological Needs
positions These needs are our most basic neeeds. These needs are
necessasry for our survival
Leaders Safety Needs
This is second level of needs, When physiological needs are met,
They can influence others to perform
safty and security needs become dominant.
beyond the actions dictated by formal
autorithy
6.0 LEADING SKILLS Social Needs
This is the third of needs. Acccording to Maslow's Theory, when
both pyhsiological and safety needs are satisfied, the need for a
affiation and sense of belonging becomes preeminent.
a) Kurt Lewin's studies at the Self-Actualization Needs
University at Lowa This is considered the highest order pf needs once all other
1. Autocratic style: centralized autorithy, low participation
6.2 Theories of individual needs have been satisfied

Leadership
Autocratic leaders provided clear expetations for what
needed to be done
The manager makes the decisions, tells employees what
to do, and closely supervises them b) McGregor's Theory X and Theory Y
2. Democratic style: involvement, high participation, Theory x - A basically negative view
feedback Assumes that workers have little ambition, dislike work, avoid responsibilities, and require
Democratic leaders offered guidance to the group close supervision.
members 1.Trait Theoris A Manager who views employees from Theory X (negative) perspective believes :
The manager encourages employees participation in Trait theory assume that people receive certain qualities and traits that make them
Employees inherently dislike qork and, whenever possible, will atttempt to avoid it.
decisions, work with them determine what to d, and more suited to be a leader
2. Behavioral Theories
Employees will avoid responsibilities and seek formal direction whenever possible.
doesn't supervise them closely
The theory of leadership behavior is based on the belief that great leaders need to be Theory Y - A basically positives view
3. Laissez faire style: hands-off management
made. reather than born naturally Assume that workers can exercise self-direction, desire responsibilities, and like to work.
Laissez-fair leaders offered little or no guidance to group

A manager who views employees from a Theory Y (positive) perspective believes:
members and left decision-making up to the group
Behavioral theory said that people can learn the charachterities of leader. In other Employeecan view work as being as natural as rest or play
members. words, people can be trained to become leaders
The manager lets employee s go about their business Men and women will exercise self-direction and self-control it they are commited to the
without much input objectives
The average person can learn to accept, even seek responsibilities.
 8.1.2 Definition of Controlling 8.1.3 The Importance of Controlling
8.1 What is Controlling " Process of creating and
1) To create better quality - Assist the management process
It assist the management process of planning, organizing,leading and motivation
Control is the last at the majour management implementing mechanism to by determining.
ensure that objectives are 2) To cope with change - Deal with charge or uncertainly.
functions. At the planning stage, managers It deals withchange or uncertaintly. plan and goals set by organization deal with
archived. "
decide how their resouces will be used to " Controlling as process of
the future
3) To create faster cycles - deals with complexity
achieve organizational objectives. monitoring performance and It deals with complexity. As the organization grows in the size and diversity
taking action to ensure 4) Deals with human limitations
It also deals. Organization comprise or organization members
desired result. "
5) To facilatate delegation and teamwork
" Controlling is defined as a It ensures that delegation and decentralization are done and smoothly.
8.2 The Controlling Process process to assure that actual
1.0 Measuring: How and What We measure
Measuring will help the employee to find a way to beat current perfomance and know how to
activities conform to planned
overcome the problem that might occur activities.
2.0 Comparing
This process will determine the degree of variation between actual standard perfomances. When a
sufficient standard to be developed and the actual perfomance are measured pricisely, eeach variety
will be clearly stated
3.0 Taking Managerial Actions
This is the last step in the control process, which requires that actions should be taken to maintain
the desired degree of control in the system or operation

8.0 Controlling
8.4 Frequency of Controlling
PLANNING ORGANIZATION 1) Constant controls are in continoususe and include self_control, and
8.3 Types of Controlling
1) Feedforward Control
Goals Organization standing plans
A control that prevents anticipated problems before actual accurances of the problem. Objectives structure a. Self-control : Will your staff do their job if they are not monitored closely.
Building in quality through design Some groups need much less control than others.
Strategies Human resources
Requiring suppliers to conform to ISO 9002 Self-control (internal in employees) versus imposed control (external
It takes place in advance of the actual activity Plans Management from the manager)
The key to feedforward controls is taking managerial action before a problem occurs. b. Clan control : This control is about organizational culture and norms
Feedforward controls allow management to prevent problems rather than having to cure
them
CONTROLLING LEADING (values,traditions) which are powerful ways to shape desired behavior.
c. Standing plan : Policies, produres and rules exist in order to influence
These controls require timely and accurate information that is often difficult to develop Standarts Motivation
behavior.
Measurement Leadership 2. Periodic controls are used on a regular, fixed basic ,such as hourly, daily,
2)Concurrent Control
It takes while an activity is in progress Comparison Communication weekly, monthly,quarterly, or anually.
Direct supervision: management by walking around Actions 3. Occasional controls are used on an as-needed basic. They include
observation, the exception principle ( placing control in the hands of staff
3) Feedback Control unless problems occur), special reports and project control
A control that takes place after an activity is done.

Corrective action is after the fact, when the problems has already occured
Advantages of feedback controls:
Provide managers with information on the effectiveness of their planning efforts