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BlazeSports Institute for Applied Science CDSS Level III Curriculum 1
BlazeSports Institute for Applied Science
CDSS Level III Curriculum
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Disability Sport Administration
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COURSE OBJECTIVES
• Identify the five areas of program management
• Identify the five components of planning within the program management process
• Identify characteristics of successful leaders
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PROGRAM MANAGEMENT
RYBLAB
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PROGRAM MANAGEMENT
• Five Functional Areas (Bedeian, 1993)– Planning– Organization– Human Resource Management– Leadership– Control
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PLANNING
• Reduces the number of variables
• Minimizes the impact of the unknown
• Reduces the unproductive use of time, materials, manpower, and finances (Leonard, 2005)
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PLANNING
• Five Components of Planning– Objectives and goals– Policies– Organizational structure– Resources– Environmental and external factors
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PLANNING
• Athletic Program Plan– Section 1: Mission Statement– Section 2: Program History– Section 3: Key Players/Executive
Summary/Organizational Chart– Section 4: Long-Term Program Goals– Section 5: Short-Term Program Goals– Section 6: Policies and Procedures– Section 7: Marketing and Promotional Plan– Section 8: Financial Projections and Fundraising
Programs– Section 9: Appendix
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PLANNING
• Section 1:Mission Statement– What is your program about?– What is your principal purpose?– What is your philosophy in running your
program?– What is your operational environment?– What is the future of your operations?
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PLANNING
• Section 2:Program History– When did the program begin?– Key individuals– Landmark accomplishments– Records of results– Pictures– Memorabilia– Hall of Fame– What else??
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PLANNING
• Section 3:Key Players/Executive Summary/Organizational Chart– Key Players
• Job descriptions for each staff position and important volunteer positions
– Executive Summary• Biography/resume/vitae of each person in the “Key
Players” summary– Organizational Chart
• Hierarchal flow chart of the organization with chain of command
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PLANNING
• Sections 4 & 5: Long-and Short-Term Goals– Long-Term Goals 3-5 years– Short-Term Goals 1-2 years– Should derive from the mission statement– Define long-term goals first– Goals should be realistic– Easily understood– Unique and salient– Complete “buy in”
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PLANNING
• Section 6:Policies and Procedures– Facilitate an organizations efficiency and
effectiveness– Policies are broad guidelines and are people
oriented– Procedures are sequentially related steps and
are task oriented– Beneficial only if they are acknowledged,
established and applied
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PLANNING
• Section 7:Marketing and Promotions– 4 P’s of Marketing
• Product• Price• Place• Promotion (Awareness)
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PLANNING
• Section 8:Financial Projections/Statements– Two methods
• Method 1– Break even amount
• Method 2– Adapt to revenue on hand
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PLANNING
• Section 8:Financial Projections/Statements– Customary Rules
• Use recorded facts• Forecast expenditures high and revenues low• Get quotes in writing• Anticipate miscellaneous expenses
– 5-10% of total amount• Incorporate every realistic expense• Triple-check calculations• Keep organized files for future planning
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PLANNING
• Section 9:Appendix– Used to incorporate additional information for
stakeholders• Fundraising programs• Travel itineraries• Training and conditioning programs• Competition schedules• Special events• Uniform samples
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PLANNING
• Benefits of Program Plan– Furnish stakeholders with a concrete, tangible
focus on the future– Project professionalism to external groups– Tool for acquiring funding– Give staff sense of continuity– Recruit new staff and athletes– Provide a realistic outlook– Living and breathing document
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PROGRAM MANAGEMENT
• Five Functional Areas (Bedeian, 1993)– Planning– Organization– Human Resource Management– Leadership– Control
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ORGANIZATION
• Personal Organization• Time Management• Office Organization• Program Organization• Power and Authority
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ORGANIZATION
• Personal Organization– If the coach or program administrator is an
organized and structured individual, the program will be organized and structured.
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ORGANIZATION
• Is your staff organized and structured?– Is work getting done in a timely manner?– Is there spare time in the day to reflect on
accomplishments, direction and goals or is one constantly inundated with daily assignments that seem endless?
– Can pertinent data and materials be retrieved instantaneously?
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ORGANIZATION
• Is your staff organized and structured?– Is one always rushing to get to critical
engagements and meetings? – Is it possible to manipulate and control the
length and content of phone calls and meetings?
– When leaving the program at night, does one feel prepared for the next day?
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ORGANIZATION
• Personal Organization• Time Management• Office Organization• Program Organization• Power and Authority
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ORGANIZATION
• Time Management– Establish selective control: refocus and
harness the time you can control and institute defensive measures to minimize the impact of demands that you cannot control.
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ORGANIZATION
• Time Management– Three Fundamental Steps
• Determine how time is used• Analyze and evaluate current time usage• Develop an improvement plan
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ORGANIZATION
• 18 tips adapted from the The Management Handbook for time management and time improvement planning:1. Define the essentials of the job and ensure that the
majority of time is pent on them.2. Ration staff time. Arrange schedules so so top-
priority items are dealt with when people are at their best.
3. Gradually allow less time for tasks as experience increases.
4. Show disapproval if wasting time5. Always question the importance of specific tasks.
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ORGANIZATION
6. Before committing to a task, check to see if it can be delegated.
7. Conduct brief meetings; set time limits for objectives.
8. Protect productive time from intrusions.9. Make it known that your time is precious so that
other compete and negotiate for it.10. Always thank others for being brief and to the point.11. Spend time understanding the organization.12. Minimize the time players and staff spend on
unpopular tasks.13. Spend time understanding your profession.
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ORGANIZATION
14. Encourage enthusiasm; it makes people work faster.15. Create surges of activities towards goals.16. Set deadlines for yourself, athletes, and staff, but do
not sacrifice speed for quality.17. Constantly question if an activity is the best use of
time.18. Utilize auxiliary aids.
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ORGANIZATION
• Auxiliary Aids– To Do List– Daily Schedule/Daily Planner– Screen Calls– Re-channel Unscheduled Visitors– Utilize an Alternate Work Site
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ORGANIZATION
• Personal Organization• Time Management• Office Organization• Program Organization• Power and Authority
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ORGANIZATION
• Office Organization– The goal of office organization is to
maximize proficiency and efficiency.– Four components of office organization
– Filing systems– Pitch method– Office flow– Computers
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ORGANIZATION
• Filing Systems– The simpler the better– Keep a back up– Identify paramount program categories
• Athlete files• Travel files• Home event files• Staff files• General administrative files• Policies and procedures
– Reverse chronological order33
ORGANIZATION
• 5 Common filing mistakes from Organize Your Workspace – Not remembering how items are categorized– Creating a good system but not maintaining it– Creating a file for only one type of document– Files with long, convoluted titles– Filing indefinitely with no policy for purging files
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ORGANIZATION
• Office Organization– Pitch Method
• 3-Step Evaluation System1. Act on it2. File it 3. Pitch it (recycle if you can)
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ORGANIZATION• Office Organization
– Office Flow• Define the administrative goals
– What is the office used for and what does it produce?
– Is record storage a priority?– Is the office a meeting area?
• Carefully examine the current work area situation
• Establish a detailed set of user requirements• Develop and implement solutions that fulfill
these requirements36
ORGANIZATION• Office Organization
– Office Flow• Maximize efficiency and proficiency by:
– Keeping work areas as far away from foot traffic as possible
– Arrange the work area so that you can access everything in the office (desk, files, fax, etc.) from a seated position and on the phone
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ORGANIZATION
• Office Organization– Filing systems– Pitch method– Office flow– Computers
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ORGANIZATION• Office Organization
– Computers• Get one and learn how to use it!!• Utilize an universally recognized and
integrated software package such as Microsoft Office
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ORGANIZATION
• Personal Organization• Time Management• Office Organization• Program Organization• Power and Authority
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ORGANIZATION
• Program Organization– Two principle considerations
• Structure– Macro elements
• Power– Micro elements
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ORGANIZATION
• Structure – Macro Elements– Complexity– Formulation– Centralization
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ORGANIZATION
• Structure – Macro Elements– Complexity
• Extent to which the program is divided into divisions, departments, groups, roles, each with its own tasks and responsibilities
– Formulation• Extent to which rules, regulations, job
descriptions, and policies and procedures govern an organization
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ORGANIZATION
• Structure – Macro Elements– Centralization
• Refers to the level of hierarchal authority to make decisions
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ORGANIZATION
• Personal Organization• Time Management• Office Organization• Program Organization• Power and Authority
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ORGANIZATION
• Power– Micro Elements– The ability to affect organizational
outcomes• Internal Influencers
– Staff, volunteers, athletes, parent group, etc• External Influencers
– Athletic administrators/ministers, board of directors, fans, support groups, other programs
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ORGANIZATION
• Power– Micro Elements– Internal Influencers
• People over whom the coach or administrator has sovereignty and control, including formal authority and legitimate power through the organizations' hierarchal structure.
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ORGANIZATION
• Power– Micro Elements– Internal Influencers
• Internally structuring the program by:– Prioritizing the factors for program success– Model and configure them into job descriptions– Classify those job descriptions into a hierarchal
form– Fill those positions with the most qualified people
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ORGANIZATION
• Power– Micro Elements– External Influencers
• People who have a stake in the program and have formal or informal authority over the program.
• Two methods of interacting with external influencers
– Diffusing external influencers power– Aggressively incorporating external influencers
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ORGANIZATION
• Power– Micro Elements– External Influencers
• Diffusing external influencers power– Utilized in times of conflict or confrontation– Resolve conflict calmly and move– Meet all requirements by deadlines and avoid
excessive interaction– Has some advantages but,– Comes at a cost
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ORGANIZATION
• Power– Micro Elements– External Influencers
• Aggressively incorporating external influencers
– Utilized to bring people of power and influence into the program
– Once inside, external influencer needs to be properly utilized
– Reverse the fundamental thought of structuring internal influencers
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PROGRAM MANAGEMENT
• Five Functional Areas (Bedeian, 1993)
– Planning– Organization– Human Resource Management– Leadership– Control
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HUMAN RESOURCE MANAGEMENT
• The process of ensuring that employees are selected, developed, and rewarded for accomplishing goals. (Bedeian, 1993)
• Directly correlates to how productive the organization is– Productivity can be thought of as the
acquisition and effective utilization of resources to maximize organizational worth.
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HUMAN RESOURCE MANAGEMENT
• Athletic Program Internal Human Resources– Program Staff
• Coaches• Secretaries• Managers• Volunteers
– Athletes
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HUMAN RESOURCE MANAGEMENT
• Supporting Internal Human Resources• Four Vital Operations
– Staffing– Training and Development– Evaluations– Compensation
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HUMAN RESOURCE MANAGEMENT
• Staffing– Manpower Planning
• Athlete Turnover• Utilize a depth chart by position/event• Plan for the future
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HUMAN RESOURCE MANAGEMENT
• Staffing– Recruiting and Selection
• Phase 1: Preliminary evaluation• Phase 2: Applications and questionnaires• Phase 3: Interviews• Phase 4: Reference checks• Phase 5: Negotiations and hiring
– Two standards for recruiting
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HUMAN RESOURCE MANAGEMENT
• Training and Development– Staff
• Provide opportunities for advancement in the organization and profession
– Athlete• Skill training – technical skills• Knowledge training – tactical skills• Attitudinal training – character, disposition,
mindset
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HUMAN RESOURCE MANAGEMENT
• Training and Development– Attitudinal Training
• Program will reflect attitude and actions of the leader
– Discuss what attitudes are expected– Document behaviors and attitudes that are
projected so each indivisible has a tangible reference
– Lead by example
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HUMAN RESOURCE MANAGEMENT
• Power of Mindset– Mindsets are beliefs about yourself
and your most basic qualities. Think about your intelligence, your talents, your personality. Are these qualities simply fixed traits, carved in stone and that’s that? Or are they things you can cultivate throughout your life?
– from www.mindsetonline.com 60
HUMAN RESOURCE MANAGEMENT
• Power of Mindset– People with a fixed mindset believe that
their traits are just givens. They have a certain amount of brains and talent and nothing can change that. If they have a lot, they’re all set, but if they don’t... So people in this mindset worry about their traits and how adequate they are. They have something to prove to themselves and others.
– from www.mindsetonline.com
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HUMAN RESOURCE MANAGEMENT
• Power of Mindset– People with a growth mindset, on the other
hand, see their qualities as things that can be developed through their dedication and effort. Sure they’re happy if they’re brainy or talented, but that’s just the starting point. They understand that no one has ever accomplished great things—not Mozart, Darwin, or Michael Jordan—without years of passionate practice and learning.
– from www.mindsetonline.com
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HUMAN RESOURCE MANAGEMENT
• Evaluations– Why conduct evaluations?
• Supply feedback to internal stakeholders• Standardize goals• Improve productivity outcome
– Type of evaluation• Management by Objective Appraisals (MBOs)
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HUMAN RESOURCE MANAGEMENT
• Evaluations– MBOs
• More cooperative, motivational, and constructive than one-way critical judgment analysis
– Mutual agreement on primary elements of job– Mutual agreement on objectives for specific period– Periodic progress review during specific period,
may be mutual– Supervisor and subordinate meet at end of specific
period to mutually evaluate performance objectives verses actual results
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HUMAN RESOURCE MANAGEMENT
• Compensation and Benefits– Packages influence
• Who is attracted to the organization• Who remains with the organization• The overall climate and culture of the
organization• The overall organizational structure• The level of operating costs
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PROGRAM MANAGEMENT
• Five Functional Areas (Bedeian, 1993)
– Planning– Organization– Human Resource Management– Leadership– Control
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LEADERSHIP
• Think of a time when you were working with a leader
• What as the situation?• What positive leadership characteristics
stood out to you?• What negative leadership characteristics
stood out to you?• What did you appreciate about the leader’s
characteristics?
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LEADERSHIP
• What inspired you?• What was frustrating?• Why is it important for a leader to be
inspiring?• Why is it important for a leader to be
appreciated?• What happens when no one wants to follow a
leader with formal authority?
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LEADERSHIP
• What are some common characteristics of successful leaders?
• What are some common characteristics of unsuccessful leaders?
• What type of leader do you want to be?
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PROGRAM MANAGEMENT
• Five Functional Areas (Bedeian, 1993)
– Planning– Organization– Human Resource Management– Leadership– Control
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CONTROL
• As a management process, controlling is the function of ensuring that the organization's objectives and goals are being attained.
• If done correctly, the first four functional areas of program management minimize and at times preempt the concept of controls.
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CONTROL
• Why practice managerial controls?– Prevent crises– Standardize outputs– Appraise employee’s performances– Update plans– Protect and organization's assets
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CONTROL
• Types of Controls– Steering controls
• In progress adjustments– Yes/No controls
• Go/no go decisions• Point of no return decisions
– Post-action controls• Compare objectives to actual results
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CONTROL
• Control Process– Establish performance standards– Determine performance measurements– Measure performance– Compare with established standards – Take corrective action (if necessary)
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CONTROL
• Group Work– Establish performance standards for a potential
Paralympic swimmer to qualify for the 2016 Rio Summer Paralympic Games.
– Determine how often the performance standards will be measured, who will measure them, and explain how this process will help achieve the goal of qualifying for the Games.
– The performance measures have exceeded the set standards. What action will you take?
– The performance standards have not met the set standards, what action will you take?
– How do you provide this information to the athlete?
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CONTROL
• Feedback– Avoid
• Focusing on personality• Being judgmental• Using negative terms or criticism• Using a you vs. me attitude• Giving insincere or undeserved praise• Being a nitpicker• Being or appearing to be bored or hurries
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CONTROL
• Feedback– Employ
• Focus on performance• Be descriptive• Build on strengths• Use “we” when discussing negatives in performance• Be specific with examples, use data• Counsel, do not demand or advise• Mutually summarize new performance standards for
the future
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SUMMARY
• Run Your Business Like A Business (RYBLAB)• Five Functional Areas of Program Management
– Planning• Five Components of Planning
– Organization• Personal Organization• Time Management• Office Organization• Program Organization• Power and Authority
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SUMMARY
• Five Functional Areas of Program Management– Human Resource Management
• Staffing• Training and Development• Evaluations• Compensation
– Leadership• Practice the characteristics of effective leaders
– Control• Steering controls• Yes/No controls• Post-action controls
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Questions??
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Thank You
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