Administration.lecture1

Administration.lecture1 - ADMINISTRATION IN SPORT &...

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I. MANAGERIAL LEADERSHIP A. WHAT GIVES AN ORGANIZATION ITS VISION AND ABILITY TO TRANSLATE THAT VISION INTO REALITY 2. VISION AND ACTION COMBINED C. THE PROCESS OF INFLUENCE 1. INFLUENCING OTHERS TO ACTION TO ACHIEVE ORGANIZATIONAL GOALS 2. TRANSFORMING THE LIVES OF PEOPLE 3. CREATING DIALOGUE BETWEEN AND AMONG PEOPLE 4. GETTING JOINT COMMITMENT 5. PROMOTING CHANGE WITHIN THE ORGANIZATION 6. PROMOTING CHANGE WITHIN INDIVIDUALS 7. ACTIVITIES OF JUDGMENT AND VISION (EFFECTIVENESS) VERSUS ACTIVITIES OF MASTERING ROUTINES (EFFICIENCY) D. LEADERSHIP 1. THREE MAJOR CONTEXTS a. COMMITMENT b. COMPLEXITY c. CREDIBILITY 2. COMMITMENT TO EMPOWERING INDIVIDUALS AND TO ENHANCE HUMAN RESOURCES 3. COMPLEXITY IN ORGANIZATIONS 4. CREDIBILITY IN GOVERNMENT E. COMPETENCY IN MANAGERS 1. ATTENTION THROUGH VISION a. THE POWER OF FORWARD THINKING TO COMMUNICATE A DESIRABLE FUTURE b. FOCUSING ON VISION ALLOWS THE MANAGER TO OPERATE ON EMOTIONAL AND SPIRITUAL RESOURCES WHILE MEETING ITS VALUES, COMMITMENT, AND ASPIRATIONS 2. MEANING THROUGH COMMUNICATION
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a. COMMUNICATING THAT WORK CONTRIBUTES TO WORTHWHILE ENDS b. MEETING HUMAN NEEDS 1) TO FEEL IMPORTANT 2) TO MAKE A DIFFERENCE 3) TO BE A PART OF A SUCCESSFUL ORGANIZATION 4) INDUCE ENTHUSIASM AND COMMITMENT FROM OTHERS 5) IF YOU CAN DREAM IT, YOU CAN DO IT 3. TRUST THROUGH POSITIONING a. TRY TO MAKE IT POSSIBLE FOR ORGANIZATIONS TO WORK b. BUILT ON HONESTY, INTEGRITY, AND RELIABILITY c. WITHOUT TRUST, THERE IS NO CONSISTENCY OR UNITY OF ACTION 4. DEPLOYMENT OF SELF a. THE CREATIVE DEPLOYMENT OF ONESELF AS A MANAGER b. KNOW YOUR OWN STRENGTHS AND WEAKNESSES c. DEPLOY STRENGTHS TO INFLUENCE PRODUCTIVITY d. OVERCOME WEAKNESSES (HOW) F. ORGANIZATIONS MUST HAVE SENSE OF ITSELF 1. ITS ORGANIZATIONAL STRENGTHS AND WEAKNESSES G. LEADERSHIP FOCUSES ON COMMUNICATION AND INSPIRING VALUES 1. LISTENING TO FOLLOWERS 2. LEADING BY EXAMPLE II. EMPOWERMENT AND MANAGERIAL LEADERSHIP A. KEY ELEMENT OF SUCCESSFUL ORGANIZATIONS B. INDIRECT MANAGEMENT OF EMPLOYEES C. PROVIDE A SENSE OF OWNERSHIP D. EMPOWERMENT PROVIDES OPPORTUNITIES FOR OTHERS TO LEAD E. THREE STRATEGIES 1. DELEGATING WITHIN A TRADITIONAL HIERARCHY a. MATCH AUTHORITY AND RESPONSIBILITY
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2. CREATING COMMUNITY a. CREATE THE IDEA OF WORTHINESS b. HELPS PEOPLE BE COMMITTED TO A COMMON VISION 3. LIBERATING A SPIRIT OF ENTERPRISE a. EMPOWER THEM TO BRING THEIR TALENTS, SKILLS, AND COMPETENCY TO SOLVE ORGANIZATIONAL PROBLEMS b. EMPOWERED TO MAKE DECISIONS 1) THEIR OWN AND ORGANIZATIONS c. HELPS ACHIEVE ORGANIZATION’S GOALS 3. COMMITMENT TO QUALITY A. ESTABLISH BENCHMARKS TO MEASURE QUALITY B. FIND WAYS TO IMPROVE THE WORK BY BUILDING QUALITY CONTROL PROCEDURES (Deming) C. EMPOWER EMPLOYEES BY TEAMING THEM D. ENCOURAGE THEM TO COOPERATE BY ADDING THEIR CREATIVITY TO THE PROCESS TO DEVELOP PROGRAMS, EVENTS, AND MEETING GOALS E. HALLMARKS OF QUALITY 1. INNOVATION 2. FUTURE ORIENTATION 3. GETTING THINGS RIGHT THE FIRST TIME 4. CONTINUOUS IMPROVEMENT
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This note was uploaded on 04/19/2008 for the course KIN 655 taught by Professor Ham during the Spring '08 term at James Madison University.

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Administration.lecture1 - ADMINISTRATION IN SPORT &...

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