Managing People In Sport Organizations By Taylor Tracy Doherty Alison Mcgraw Peter Published By Routledge 1st Edition Tracy Taylor - Solutions

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7. I understand that victims of my outbursts will remember my accusatory statements and name-calling long after I have calmed down.
6. I resist the temptation to feel entitled to better treatment and to lose emotional control.
5. When verbally attacked, I keep my role as a manager separate from my identity as a person.
4. When verbally attacked, I allow for the probability that the attack is prompted by pain or fear.
3. When verbally attacked, I allow for the likelihood that the attackers might never have learned how to respond when their needs aren’t met.
2. I reject the harm than can result from reacting emotionally when I am upset and getting angry or feeling battered.
1. When I am upset, I respond rationally so that I can remain analytical and solve the problem or otherwise make the best of the situation.
2. What potential barriers would you encourage Samuel to avoid?
1. What do you know about Samuel’s career anchors that would make this a good choice for him?
6. How would you design your ideal position?
5. If yes, then why?
4. Is your choice different from that which you would recommend to Laura?
3. How does this fit with your preferences, career anchors, and values?
1. Which position would you take?
8. How would you explain your decisions to the city council?
7. What decisions would you make as the city manager?
6. What reaction would you expect of employees at the postconventional level?
5. What decisions would a city manager at the postconventional level be expected to make?
4. What reaction would you expect of employees at the conventional level?
3. What decisions would a city manager at the conventional level be expected to make?
2. What reaction would you expect of employees at the preconventional level?
1. What decisions would a city manager at the preconventional level be expected to make?
5. What advice might Hayward take from Drucker (cited toward the beginning of this chapter) to improve his success in the future?
4. Does cultural aptitude impact one’s emotional intelligence?
3. It appears by the appointment of Dudley that culture has a bearing on sensitivity. What do you think?
2. Think about the balance that is required between technical skill and emotional intelligence; what do you think is more important for a leader?
1. If you were in Hayward’s position, how would you have handled the aftermath of the oil spill?
10. Does your organization maintain a committee charged with improving the working climate for all employees?
9. Are there consequences for colleagues who engage in demeaning or prejudicial behavior toward others?
8. Do the organization’s fringe benefits reflect diversity?
7. Do the organization’s social activities reflect diversity?
6. Does the organization that you work for hire and promote in such a way that employee diversity reflects the diversity of society?
5. Do you receive a relatively equal number of opinions, feelings, and suggestions from all employees?
4. Do you actively solicit the opinions, feelings, and suggestions of all colleagues, regardless of demographics?
3. Do these same employees report that their differences are respected?
2. Do colleagues of nontraditional demographics provide evidence that they feel comfortable around you?
1. Do others see you acting comfortable around colleagues with nontraditional demographics (i.e., age, education, ethnicity, gender, race)?
13. ■ Develop a detailed action plan to achieve this vision, and make commitments for particular actions necessary to bring your vision to fruition.
12. ■ Select one or two goals and imagine the goal(s) being achieved to your full satisfaction. How does this goal, or how do these goals, relate to your vision? Experience the achievement of your vision in every way possible.
11. ■ Describe key areas of your life that are important to you, and write down one or two goals in each major area.
10. ■ Write down a set of values that are important to you. Ask family members and friends to encourage you to live according to your values.
9. Do I have what it takes in terms of ability, motivation, and personal traits to get there? This question may be answered through inventories or evaluations or through questioning others who are familiar with your abilities.
8. If you had to find someone to replace you, on what key abilities would you focus?
7. What qualities do you see as necessary for your line of work?
6. What are the most critical skills you draw on during a typical workday?
5. How would you describe your typical day at work?
4. Revisit this exercise after you have completed the “Increasing Self-Knowledge” exercise at the end of the chapter. Did your initial reflections change?
3. Share these with someone that is close to you and ask how close your reflections are to their perception of you.
2. Write two or three of your greatest weaknesses.
1. Write down two or three of your greatest strengths.
■ What roles have these individuals played in your life?
■ Which personal relationships influenced you the most?
■ What were your most important educational experiences?
Understand the approaches to evaluating human resource management (HRM) activities. LO9
Describe how effective evaluation contributes to the strategic achievement of organizational goals. LO9
Outline the steps and phases involved in benchmarking. LO9
Outline the key components of a return-on-investment (ROI)evaluation. LO9
Choose a sport organization that you have worked for or one that you are familiar with – list a range of evaluation techniques that you could use to measure the effectiveness of their HR policies and practices. LO9
Devise a list of criteria and associated key performance indicators for evaluating a sport organization’s employee/volunteer induction programme.What costs and benefits might you include if you were calculating an ROI for the induction programme? LO9
The Aquatic Leisure Centre Review in this chapter is a report to the local council. How would you advise the council uses this evaluation in its future HR planning for the centre? LO9
In groups, discuss affirmative action policies and programmes, using real or hypothetical examples. Are you, and your group, for or against affirmative action? Defend your position. Additionally, discuss affirmative action with regard to the parallel strategy of proactive hiring. Are you, and your
Refer back to the organization you described in Question 1. Based on the extent of diversity in the organization and your perception of the organizational culture there, where does it fit into the Doherty and Chelladurai(1999) framework in Figure 11.1? What can the organization do, if anything, to
Identify an organization or type of organization (e.g., professional sports team, community recreation department) of your choice. Design a hypothetical diversity training programme for that organization. Consider how you would design a needs analysis, training conditions, content and form of
Explain factors driving change in sport organizations. LO6
Describe the human resource (HR) implications of change in the workplace. LO6
Understand how to strategically manage change with respect to HR. LO6
Outline challenges to sport organizations in the future and understand the implications for strategic human resource management (SHRM). LO6
Building on information provided in the chapter, describe other examples of product or service changes, technology changes, structure and system changes, and people changes in sport organizations. Discuss what prompted each of these changes. LO6
Think of an organizational change initiative with which you are most familiar. What type of change was it? What prompted the change (what internal and/or external pressures influenced the organization)? Describe any internal (employee, volunteer) resistance to the change, and how the organization
Building on information provided in the chapter, discuss further the potential advantages and disadvantages of each of the strategies for managing resistance to change. LO6
Consider each of the SHRM challenges introduced in this chapter.Elaborate, where you can, on examples of each in sport in general, or in a particular sport organization with which you are most familiar (e.g., What else do you know about volunteer–staff relationships in sport?).What are some of
What do you think is the greatest SHRM challenge for sport organizations in the future, and why? Describe how this challenge may lead to change in the organization. What is the nature of that change? What are the implications of that change for HRM? LO6
Discuss the concept of succession management. LO8
Identify the key principles for effectiveness in succession and talent management. LO8
Outline the six steps in a succession and talent management process. LO8
Identify the challenges in implementing succession and talent management. LO8
Consider how succession and talent management can contribute to strategic human resource management (SHRM) in a sport organization. LO8
Identify the key principles for effectiveness in succession and talent management and discuss how these could be used in a sport organization where you have worked or volunteered. LO8
Outline the six steps in a succession and talent management process and suggest some techniques that you could use to identify ‘talented’ staff or volunteers. LO8
Discuss the implications of staff who are not included in an organization’s talent management programme – that is those individuals not identified as ‘having potential’. LO8
Discuss how succession and talent management can contribute to SHRM in a sport organization you are familiar with. What might be some of the barriers/constraints to its implementation? LO8
Identify the unique challenge of managing people in sport organizations. LO1
Understand the general concept of human resource management (HRM) and how it has evolved historically from personnel management. LO1
Identify the key human resource (HR) issues that affect sport organizations. LO1
Explain how the HRM perspective affects HR policies and practices. LO1
Describe how effective HRM contributes to the sustainability of sport organizations. LO1
Describe the different categories of individuals that typically work in sport organizations and outline some of the challenges of managing them side by side. LO1
Name three key theoretical developments in the evolution of personnel management. LO1
What are the key conceptual features of HRM? LO1
Think of a sport organization that you are familiar with. Is it practicing HRM or personnel management? Think of examples to justify your answer. LO1
Identify three examples of challenges facing sport organization in different areas of HR practice. LO1
What is HRM? LO1
Explain the process of human resource (HR) planning for future organizational requirements. LO3
Describe the process of job analysis. LO3
Outline the key components of job description. LO3
Explain different approaches to job design. LO3
Describe how effective HR planning can enable the strategic achievement of organizational goals. LO3
What does HR planning involve? LO3
What is job analysis and what is it used for? LO3
How does job analysis support SHRM? LO3

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Managing People In Sport Organizations By Taylor Tracy Doherty Alison Mcgraw Peter Published By Routledge 1st Edition Tracy Taylor - Solutions

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