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Organizational Behavior in Sport Management: An Applied Approach to Understanding People and Groups 1st ed. 2021 [Pehme köide]

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  • Formaat: Paperback / softback, 225 pages, kõrgus x laius: 254x178 mm, kaal: 470 g, 10 Illustrations, black and white; XVII, 225 p. 10 illus., 1 Paperback / softback
  • Ilmumisaeg: 10-Apr-2021
  • Kirjastus: Springer Nature Switzerland AG
  • ISBN-10: 3030676110
  • ISBN-13: 9783030676117
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Organizational Behavior in Sport Management: An Applied Approach to Understanding People and Groups 1st ed. 2021Suurem pilt
  • Formaat: Paperback / softback, 225 pages, kõrgus x laius: 254x178 mm, kaal: 470 g, 10 Illustrations, black and white; XVII, 225 p. 10 illus., 1 Paperback / softback
  • Ilmumisaeg: 10-Apr-2021
  • Kirjastus: Springer Nature Switzerland AG
  • ISBN-10: 3030676110
  • ISBN-13: 9783030676117
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9783030676117.html
Märksõnad:

This textbook presents a comprehensive analysis of organizational behavior in sport organizations from a practitioner's perspective. It covers issues related to managing employees and work teams as well as organizational structure and culture in sport. 

The book has four sections: Organizational Behavior in the Sports Industry, Getting to Know Employees and Volunteers of Sport Organizations, Work Groups and Teams, and Understanding the Organization. Each chapter begins with a practitioner interview describing a challenge that was overcome by their organization. That example is used to highlight applicable theories and interventions used in the industry. Additional examples or theories are discussed to provide students a broad picture of managerial issues in the sports industry and provide alternative approaches to intervention illustrated in the practitioner interview. The case studies offer the opportunity to practice and apply the ideas to real-world scenarios in the sports industry. 

Students using this book will gain an understanding of how managers and leaders apply theory to communicate with and engage employees to foster desired organizational cultures while being challenged to address common issues using cases and hypothetical situations.
Part I Organizational Behavior in the Sports Industry
1 What Is Organizational Behavior
3(10)
1.1 What Is Organizational Behavior?
3(3)
1.1.1 History of Organizational Behavior in Sport
4(1)
1.1.2 Positive Organizational Behavior
5(1)
1.1.3 Psychological Capital and the HERO Model
5(1)
1.2 Managers and Employees
6(2)
1.2.1 Who Are They?
6(1)
1.2.2 What Do Sport Employees Do?
7(1)
1.3 External Influences of Organizational Behavior
8(3)
1.3.1 Resource Dependency
8(1)
1.3.2 Open Systems Theory
9(1)
1.3.3 Legitimacy and Institutional Theory
10(1)
1.4 Summary
11(2)
2 Unique Characteristics of Sport Organizations
13(10)
2.1 Introduction
13(1)
2.2 Defining Organizations
13(2)
2.2.1 Identity and Permanency
14(1)
2.2.2 Instrumentality
14(1)
2.2.3 Membership
14(1)
2.2.4 Division of Labor
15(1)
2.2.5 Hierarchy of Authority
15(1)
2.2.6 Formal Policies and Procedures
15(1)
2.3 Sport Organizations
15(3)
2.3.1 Sport Defined
16(1)
2.3.2 Sport as an Industry
16(1)
2.3.3 Organizational Identity
17(1)
2.4 Internal Organizational Factors
18(2)
2.4.1 Mission, Vision, and Values
18(1)
2.4.2 Organizational Culture
18(1)
2.4.3 Organizational Structure
18(1)
2.4.4 Organizational Size and Resources
19(1)
2.5 Sport and Culture
20(1)
2.5.1 Impact of Politics on Sport Organizations
20(1)
2.5.2 Impact of Sport Organizations on Their Communities
21(1)
2.6 Summary
21(2)
3 Diversity in Sport Organizations
23(14)
3.1 What Does It Mean to Be a Diverse Organization?
23(3)
3.1.1 Ethical Aspects
24(1)
3.1.2 Financial Aspects
24(1)
3.1.3 Legal Aspects
24(1)
3.1.4 Consumer/Participant Aspects
25(1)
3.2 Types of Diversity
26(2)
3.2.1 Demographic Differences
26(1)
3.2.2 Psycho-Social Differences
27(1)
3.2.3 Cultural Diversity
27(1)
3.3 Diversity Versus Inclusion
28(1)
3.4 Benefits of Diversity and Inclusion
28(2)
3.4.1 Organizational Success
29(1)
3.5 Organizational Aspects of Diversity and Inclusion
30(3)
3.5.1 Committees on Diversity and Inclusion
30(1)
3.5.2 Diversity and Inclusion Statements
30(1)
3.5.3 Diversity and Inclusion Recruitment
30(1)
3.5.4 Hiring Process
31(1)
3.5.5 Diversity and Inclusion Programming
31(1)
3.5.6 Organizational Culture and Structure
32(1)
3.6 Conclusion
33(4)
Part II Understanding the Organization
4 Organizational Structure
37(12)
4.1 Concepts of Structure Within Organizations
37(4)
4.1.1 Specialization
38(1)
4.1.2 Departmentalization
38(1)
4.1.3 Formalization
39(1)
4.1.4 Centralization
39(1)
4.1.5 Span of Control
40(1)
4.1.6 Chain of Command
40(1)
4.2 Type of Organizational Structures
41(3)
4.2.1 Simple Structure
41(1)
4.2.2 Hierarchical or Bureaucratic Structure
41(1)
4.2.3 Matrix Organizational Structure
42(1)
4.2.4 Self-Managed Teams
43(1)
4.2.5 Fluid and Complex Structures
43(1)
4.3 Influences and Issues in Sport Organizations
44(2)
4.3.1 Influence of Sport's Origin on Current Organizational Structures
44(1)
4.3.2 Small-Medium Enterprises in Sport
45(1)
4.3.3 League and Coopetitive Influences
45(1)
4.4 Conclusion
46(3)
5 Communication in Organizations
49(10)
5.1 Importance of Communication
50(1)
5.1.1 Communication Defined
50(1)
5.2 The Communication Process
51(1)
5.3 Direction of Communication
52(1)
5.3.1 Downward Communication
52(1)
5.3.2 Upward Communication
52(1)
5.3.3 Horizontal Communication
52(1)
5.4 Communication Channels
53(3)
5.4.1 Oral Communication
53(1)
5.4.2 Written Communication
53(1)
5.4.3 Nonverbal Communication
54(1)
5.4.4 Electronic Communication
54(2)
5.5 Communication and Cultural Norms
56(1)
5.6 Summary
57(2)
6 Organizational Culture
59(12)
6.1 Understanding Organizational Culture
59(2)
6.1.1 Organizational Culture Defined
59(2)
6.2 Organizational Culture: Strength of Influence
61(1)
6.3 Organizational Culture and Values
61(2)
6.3.1 Societal Values
61(1)
6.3.2 Sporting Values
61(1)
6.3.3 Personal Values
62(1)
6.4 Maintaining Organizational Culture
63(3)
6.4.1 Verbal & Written Cues
63(1)
6.4.2 Symbols & Actions
63(1)
6.4.3 Stories
64(1)
6.4.4 Artifacts
64(1)
6.4.5 Rituals
65(1)
6.4.6 Organizational Systems
65(1)
6.4.7 New Employees
66(1)
6.5 Altering Organizational Culture
66(1)
6.6 Organizational Culture vs. Organizational Climate
67(1)
6.7 Conclusion
68(3)
7 Labor in Sport
71(10)
7.1 The Concept of Labor
72(1)
7.2 Perceptions of Labor
72(2)
7.2.1 History of Labor
73(1)
7.3 Legal Issues and Labor
74(3)
7.3.1 Interns and Volunteers
76(1)
7.3.2 Unions
76(1)
7.4 Student-Athletes as Employees
77(1)
7.5 Emotional Labor
78(1)
7.6 Summary
79(2)
8 Organizational Change
81(12)
8.1 Organizational Change
81(3)
8.1.1 Expected Change
82(1)
8.1.2 Forced Change
82(1)
8.1.3 Incremental versus Radical and Revolutionary versus Evolutionary Change
83(1)
8.1.4 Structural, Cultural, and Personnel Organizational Change
84(1)
8.2 Key Aspects of Organizational Change
84(3)
8.2.1 Resistance to Change
85(1)
8.2.2 Stress and Change
86(1)
8.2.3 Learning Organizations
86(1)
8.3 The Change Process
87(2)
8.3.1 Lewin's Three-Step Model
87(1)
8.3.2 Kotter's Eight-Step Plan
87(1)
8.3.3 Integrative Model of Organizational Change
88(1)
8.3.4 Other Models
88(1)
8.4 Summary
89(4)
Part III Getting to Know Employees and Volunteers of Sport Organizations
9 Personality and Fit
93(10)
9.1 Introduction
93(1)
9.2 Personality Frameworks
93(3)
9.2.1 Type A versus Type B
94(1)
9.2.2 The DISC Profile
94(1)
9.2.3 "Big Five" Model of Personality
95(1)
9.2.4 Myers-Briggs
95(1)
9.3 Belief Systems and Values
96(3)
9.4 Person-Environment Fit
99(2)
9.5 Summary
101(2)
10 Socialization and Perceptions of Individuals
103(12)
10.1 Introduction
104(1)
10.2 Socialization
104(2)
10.3 Perception
106(1)
10.4 The Perceiver
107(2)
10.4.1 Motives
107(1)
10.4.2 Attitudes
107(1)
10.4.3 Schema
107(1)
10.4.4 Bias
108(1)
10.5 The Situation
109(1)
10.5.1 Attitudes Toward the Organization
109(1)
10.5.2 Setting
110(1)
10.5.3 Nature of the Interaction
110(1)
10.5.4 Potential Consequences
110(1)
10.6 The Message Deliverer
110(1)
10.7 Psychological Contracts
111(1)
10.8 Summary
112(3)
11 Attitudes and Emotions of Employees
115(12)
11.1 Introduction
115(1)
11.2 Classical View of Emotions
116(1)
11.3 Emotions as Self-Constructions
116(2)
11.4 Emotional Intelligence
118(2)
11.4.1 Self-Emotional Appraisal
118(1)
11.4.2 Self-Management
119(1)
11.4.3 Social Awareness
119(1)
11.4.4 Relationship Management
119(1)
11.5 Emotions in the Sport Workplace
120(3)
11.5.1 Pride
120(1)
11.5.2 Passion
121(1)
11.5.3 Well-Being
122(1)
11.6 Summary
123(4)
12 Motivations of Individuals
127(10)
12.1 Motivation
127(1)
12.2 Theoretical Concepts
128(5)
12.2.1 Expectancy Theory
128(1)
12.2.2 Goal-Setting Theory
129(1)
12.2.3 Equity Theory
129(1)
12.2.4 Operant Conditioning and Reinforcement Theory
130(1)
12.2.5 Maslow's Hierarchy of Needs
130(1)
12.2.6 Herzberg's Motivation-Hygiene Theory
131(1)
12.2.7 Self-Determination Theory
131(2)
12.3 Motivation for One's Potential
133(1)
12.4 New Concept: Grit
134(1)
12.5 Summary
135(2)
13 Behaviors and Creativity
137(12)
13.1 In-Role and Extra-Role Behaviors
138(1)
13.1.1 Organizational Citizenship Behaviors
138(1)
13.1.2 Creative Work Behaviors
138(1)
13.2 Definition of Creativity in Management
139(3)
13.2.1 Elements of Creativity in the Sports Industry
139(1)
13.2.2 Domain-Relevant Skills
140(1)
13.2.3 Intrinsic Task Motivation
140(1)
13.2.4 Engagement in Creativity-Related Processes
141(1)
13.3 Being Innovative as a Sport Manager
142(1)
13.3.1 Sport Entrepreneurs
142(1)
13.4 How Can You Be More Creative at Work?
143(2)
13.4.1 Resource Allocation
143(1)
13.4.2 Autonomy
143(1)
13.4.3 Rest
143(1)
13.4.4 Engaging in the Creative Process
144(1)
13.5 Summary
145(4)
Part IV Understanding Work Groups and Teams
14 Group and Team Development
149(16)
14.1 Defining Work Groups and Teams
150(1)
14.1.1 Formal Groups
150(1)
14.1.2 Informal Groups
151(1)
14.2 Work Teams
151(1)
14.3 Types of Teams
152(2)
14.3.1 Departmental Teams
152(1)
14.3.2 Functional Teams
152(1)
14.3.3 Self-Managed Teams
153(1)
14.3.4 Advisory Teams
153(1)
14.3.5 Problem-Solving Teams
153(1)
14.3.6 Skunkworks
153(1)
14.3.7 Virtual Teams
153(1)
14.4 Factors Influencing Team (and Group) Success
154(4)
14.4.1 Context
154(1)
14.4.2 Composition
155(2)
14.4.3 Work Design
157(1)
14.4.4 Process
157(1)
14.5 Team Norms
158(1)
14.6 Groupthink and Crisis of Agreement
159(1)
14.6.1 Groupthink
159(1)
14.6.2 Crisis of Agreement: The Abilene Paradox
160(1)
14.7 Stages of Team Development
160(1)
14.7.1 Stage 1: Forming
160(1)
14.7.2 Stage 2: Storming
160(1)
14.7.3 Stage 3: Norming
160(1)
14.7.4 Stage 4: Performing
161(1)
14.7.5 Stage 5: Adjournment
161(1)
14.8 Summary
161(4)
15 Creative and Innovative Teams
165(10)
15.1 Creativity and Innovation in Teams
165(1)
15.2 Supporting Creativity and Innovation
166(4)
15.2.1 Leader-Member Exchange
166(1)
15.2.2 Participative Safety
166(1)
15.2.3 Vision and Goal Clarity
167(1)
15.2.4 Support for Innovation
167(1)
15.2.5 Task Orientation
168(1)
15.2.6 Diversity and Inclusion
168(1)
15.2.7 Social Interaction
168(1)
15.2.8 Time
169(1)
15.2.9 Rewards
169(1)
15.3 Innovation Types
170(1)
15.3.1 Innovation as a Product
170(1)
15.3.2 Innovation as a Process
170(1)
15.4 Innovation in Organizations
171(1)
15.4.1 Creativity as the Beginning Steps
171(1)
15.4.2 Innovation Champion
172(1)
15.5 Summary
172(3)
16 Conflict and Negotiation
175(14)
16.1 The Nature of Conflict
176(2)
16.1.1 Task Conflict
177(1)
16.1.2 Process Conflict
177(1)
16.1.3 Relationship Conflict
178(1)
16.1.4 Intercultural Conflict
178(1)
16.2 What Creates Conflict?
178(6)
16.2.1 Structural Factors
178(2)
16.2.2 Addressing Structural Factors
180(1)
16.2.3 Contextual Factors
181(1)
16.2.4 Addressing Contextual Factors
182(1)
16.2.5 Managerial Responses to Contextual-Based Conflict
183(1)
16.3 Negotiation
184(1)
16.3.1 Managing the Negotiation
185(1)
16.4 Summary
185(4)
17 Power and Politics in Sport Organizations
189(12)
17.1 Sources of Power and Influence in Organizations
189(1)
17.1.1 Legitimate Power
190(1)
17.1.2 Expert Power
190(1)
17.2 Resource Acquisition
190(2)
17.2.1 Power and Resource Acquisition
191(1)
17.2.2 Resources and Legitimacy
191(1)
17.2.3 Episodic Power
192(1)
17.3 Organizational Politics
192(2)
17.3.1 Behavior Engagement
194(1)
17.4 Political Skill
194(3)
17.4.1 Social Astuteness
195(1)
17.4.2 Interpersonal Influence
195(1)
17.4.3 Networking Ability
196(1)
17.4.4 Apparent Sincerity
196(1)
17.4.5 Political Skill Examples in Sport
196(1)
17.5 Summary
197(4)
18 Leadership in Sport Organizations
201(20)
18.1 Leadership
202(1)
18.2 Roles of Leaders
202(1)
18.2.1 Leadership Behavior
203(1)
18.3 Trait Theories of Leadership
203(2)
18.4 Behavioral Theories
205(1)
18.4.1 The Ohio State Studies
205(1)
18.4.2 The Michigan Studies
206(1)
18.4.3 The Managerial Grid
206(1)
18.5 The Contingency Perspective of Leadership
206(3)
18.5.1 Path-Goal Theory
208(1)
18.6 Inspirational Leadership
209(4)
18.6.1 Charismatic Leadership
209(1)
18.6.2 Transformational Leadership
210(3)
18.7 Moral Leadership
213(4)
18.7.1 Authentic Leadership
213(1)
18.7.2 Ethical Leadership
214(2)
18.7.3 Servant Leadership
216(1)
18.8 Summary
217(4)
Index 221
Christopher R. Barnhill is Associate Professor of Sport Management and Program Coordinator at Georgia Southern University, USA. His research focuses on psychological contracts in sport organizations. Natalie L. Smith is Assistant Professor of Sport Management and coordinator of the Esports Management certificate  at East Tennessee State University, USA. Her primary area of expertise is fostering innovation and creativity in sport organizations. Brent D. Oja is Assistant Professor of Sport Administration at the University of Northern Colorado, USA. His research focuses on the experiences of employees and contributing to their personal development.