Transcript Document

SPORTS MANAGEMENT
&
DEVELOPMENT
(INDIVIDUAL ROLES AND GROUP
COHESION)
Prepared By:
Mastura Johar
UniversitI Tenaga Nasional
DEFINATION
In 1960, Terry compressed function of management into 4
categories:



Planning–
What to be done, where, when and
how.
Organizing– Who is to do what.
Directing– Obtaining employee willingness and
cooperation.
Controlling– Checking that the planned worked is
being properly carried out.
DEFINATION
The principles underlying sports
management has no different. We therefore
view it as:“The system of planning, organizing,
directing and controlling the
coordination of resources for the
efficient and effective delivery and
exchange sport products and
services”
TASK SPECIFICITY AND THE
SPORT MANAGER

Managing the workplace – refers to the management
of individual sport organization.

Managing people – Interpersonal relations among
employees and lead them towards greater performance
level.

Managing day-to-day operation - Every sports
organization does something. Daily effort of staff and
management provide the means to these ends.
PROFESSIONAL SPORTS
MANAGEMENT
Player
Event
Financial
Sport
Management
Structure
Marketing
Facilities
Legal
Human
Resource
Understanding group processes
Group and Team Dynamic
Group Cohesion
Leadership
Communication
WHY STUDY GROUP?
“Whether ones wish to understand or improve
human behavior, it s necessary to know a great
deal about the nature of groups. Neither a
coherent view of people nor an advanced social
technology is possible without dependable
answer to a host of questions concerning the
operation of groups, how individuals relate to
groups, and how group relate to large society”.
Cartwright and Zander; Group dynamic:
Research and theory (1968)
WHY STUDY GROUP?

“Talents wins games, but teamwork wins
championship”
Micheal Jordan Basketball Players.

We often see talented team perform poorly,
failing to use the resources of their individual
members, whereas other team with less talent
and fewer resources succeed. Surely a team
intended to take advantage of the various
abilities, background and interest of its
members, but it takes considerable effort to build
effective teamwork”.
Pat Riley NBA Coach.
WHAT IS DIFFERENT BETWEEN A MEMBERS, A GROUP AND A
TEAM
Member
Member
Group
Team
Group
Team
HOW A GROUP BECOME A
TEAM?
Group and team
dynamic
Group
More than one stick
Together:
 Forming
 Storming
 Norming
 Performing
Team
 Interact with each other
 Shared objective
 Team members have to
depend on and support
each other
INDIVIDUAL AND TEAM PERFORMANCE
IN SPORT
Steiner Model ( Ivan Steiner, 1972)
Actual Productivity = potential productivity – losses due to faulty group process

Potential productivity refers to team possible best performance, given
each players ability, knowledge and skill (mental and physical) as well
as the demands of the task.

Losses due to faulty group process: 1.Motivation losses;
2.Cordination losses

Motivation losses – team members do not give 100% effort. Perhaps
players feel that star players can “carry the load”

Coordination losses – timing between teammates is off or when
ineffective strategies are used.

Typically, interaction sport coaches spend much time and effort to fine
tune coordination, timing and team movement pattern. Co action
coaches spend most of their time developing individual technique.
THE RINGGLEMAN EFFECT
The phenomenon by which individual performance decrease as the
number of people in the group increase.
Ingham et. Al. (1974
CREATING AN EFFECTIVE TEAM CLIMATE
Team
climate
Social
support
Proximity
Listening
Distinctiveness

Fairness
Research has indicated that social support of
teammates, coaches, parents and friend is
positively related to athletes performance and
feeling of group cohesion ( Westre & Weiss, 1991).
Similarity

Reality
confirmation

Personal
assistance
Distinctiveness
When a group feels distinct, its feeling of unity and
oneness increase – through team uniform, mottoes,
special slogans or special privileges.

Fairness
Which the coach treats athletes influences their
level of commitment, motivation and satisfaction.
The core is athletes perception that they are being
treated fairly.
Task
appreciation
Task
challenge
Proximity
People are more likely to bond when they are near
each others – lockers room, team training table,
road trip, live together in a residence hall. These
interaction can help established team identity.
Emotional
Emotional
challenge
Social support

Similarity
Team members usually differ in ethnicity, race,
socioeconomic, personality and ability. The more of
individuals feels the similarity among its members,
the greater the probability of its development strong
team concept.
HOW A GROUP BECOME A TEAM?
Group and team
dynamic
Group
More than one stick
Together:
Forming
Storming
Norming
Performing
Team
Interact
with each
other
Shared objective
Team members
have to depend on
and support each
other
HOW A GROUP BECOME A TEAM
Forming
First stage
Storming
Norm
Performing
Second
Third
Final
stage
Team members
Resistance to the
familiarize
leader, resistance to
themselves with
control by the group
other s team
and interpersonal
members.
conflict.
Assessing one
Each group
others strength and members
weaknesses.
experiences conflict
due to the demands
Individual try to
place on him.
determine if they
belong in the group. Infighting can
occurs as individuals
and the leader
established their
roles and status
within the group.
Infighting is social
and interpersonal in
nature

stage
Hostility is replaced
by solidarity and
cooperation.
Conflict are resolved
and sense of unity
forms.
Instead of watching
individual well-being,
the athlete work
together to reach
command goal.
Group cohesion
occurs as members pull
together and build team
unity.
Improved satisfaction
,set for future success.
Team roles stabilize
and a respect develop
for each players unique
contribution to the
team.
stage
Team members
bend together to
channel their energy
to team success.
Focus on problem
solving, using group
process and
relationship to work
on task and test new
idea.
Structural issues
are resolved and
interpersonal
relationship have
stabilized.
Roles are well
defined and the
players help one
another to succeed.
STRUCTURE OF A GROUP
Group norms
Group roles






The set of behavior required or
expected of the person occupying a
certain position in a group.
Formal and informal role.
Formal role – are dictated by the
nature and structure of the
organization.( coach, team captain,
exercise leader or; striker,
midfielder, defender)
Informal role – evolve from
interaction among group members (
collision ).
To improve team effectiveness by
making sure players understand (
role clarity ) and accept their roles (
role acceptance )
Starter and “second unit” for a
short period of time – they develop
pride in trying to keep or extend a
lead or reduce a deficit while giving
the starter a rest.





Level of performance, pattern of
behavior, or belief. Either formally
established or informally developed by a
group.
Each norm carries specific expectations
and behaviors that group members are
expected to follow.
An arbitrary norm can persist for even
four or five generation after the original
members have been removed from the
group.
One good method to create positive
norms is to enlist the formal and informal
leaders of a team to set positive
examples.
Method to established and enforce group
norms ( Zander,1982):
-Point out to each team member how his
contribution toward developing and
maintaining the standards contributes to
the team success.
Individual and team performance in sport

Ivan Steiner, 1972)
Actual Productivity = potential
productivity – losses due to faulty group
process
Performance
Steiners Model
The Ringlemann
Effect
Steiner Model (

Social Loafing




Potential productivity refers to team
possible best performance, given each
players ability, knowledge and skill (mental
and physical) as well as the demands of the
task.
Losses due to faulty group process:
1.Motivation losses; 2.Cordination losses
Motivation losses – team members do not
give 100% effort. Perhaps players feel that
star players can “carry the load”
Coordination losses – timing between
teammates is off or when ineffective
strategies are used.
Typically, interaction sport coaches spend
much time and effort to fine tune
coordination, timing and team movement
pattern. Co action coaches spend most of
their time developing individual technique.
The Ringglemann Effect
The phenomenon by which individual performance decrease as the number of people in
the group increase.
Ingham et. Al. (1974)
Individual and team performance in sport
Social loafing-Individual within a group
put forth less than 100% effort due to
losses in motivation
What causes?
Sucker effect
How to reduce?
Emphasize the important
Of individual pride and unique
contribution
Minimizing strategy
Increase the identifiability
Of individual performance
Allocation strategy
Determine specific situation
Where loafing may occur
Free rider
Conduct individual meeting to
Discuss loafing
Walk a mile in a
Teammates shoes
Break down the team
Into smaller units
Group cohesion
Task cohesion refers to the degree that group members work together
to achive comman goals and objectives, whereas social cohesion reflects the
interpersonal attraction among group members
Carrons Conceptual Model for Cohesiveness in Sport Team
Adapted from Carron (1982)
Environment factor
Contractual responsibility
Organizational orientation
Personal factors
Individual orientation
Satisfaction
Individual differences
Leadership factors
Leadership behavior
Leadership style
Coach athlete personality
Team factor
.Group task; Desire for group succes;
Group orientation; Group productivity
Norm; Team ability; Team stability
Cohesion
Task cohesion
Social cohesion
Group outcomes
Team stability
Absolute performance effectiveness
Relative performance effectiveness
Individual outcomes
Behavioral consequences
Absolute performance effectiveness
Relative performance effectiveness
Satisfaction
Specific strategies Suggested by Fitness Class Instructor to Enhance Group
Cohesiveness.
Adapted from Carron and Spink, 1993.
Factor
Example of intervention strategies used
Distinctiveness
Have a group name;
Group t-shirt;
Poster and slogans
Individual position
Divide pool into areas by fitness level;
Let him pick up their own sport and encourage them to keep
it throughout the year
Group norms
Have members introduce each other;
Promote a smart work ethic as a group characteristic
Individual sacrifices
Ask two or three people for a goal for the day
Ask regulars to help new people
Interaction and communication
Work in group
Principles Underlying the Team-Building Program in a Sport Setting
Adapted from Prapavessis, Carron and Spink, 1997.
Categories
Principle
Team Structure
Role clarity and acceptance
Leadership
Conformity to standards
Team environment
Togetherness
Distinctiveness
Team process
Sacrifices
Goals and objectives
Cooperation
When group members are satisfied and accept their role in the
group, cohesion is enhanced.
Task and social cohesion are influenced by the behavior of the
team leaders. A Participatory style of coaching leaders
contributes to enhanced cohesion.
Conformity to group social and task norms contributes to
enhanced cohesion. Group nom are highly resistance to
change.
Physical proximity – feeling of cohesion increase
The presence of group distinctiveness contributes to group
cohesion.
When high status members make sacrifices for the group, cohesion is
enhanced.
Group goals are more strongly associated with team success than
individual goals. Member participation in goal setting contributes to
enhanced cohesion.
Cooperative behavior is superior to individualistic behavior for individual
and group performance. Cooperative behavior is superior to competitive
behavior for individuals and group performance. Cooperative behavior
contributes to enhanced cohesion.
Guidelines for building team cohesion
Team cohesion
What leaders can do
Communicative effectively
IExplain
individual roles
What group members can do
Get to know members of the group
Help group members whenever possible
Develop pride within subunits
Give group member positive reinforcement
Set challenging group goals
Be responsible
Encourage group identity
Communicate honestly and opennly with
The coach or leader
Avoid formation of social cliques
Resolve conflict imediately
Avoid Excessive turnover
Give 100% effort at all times
Conduct periodic team meetings
Know the team climate
Know something personal about each
Group member