Preface |
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xv | |
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xvii | |
In Practice examples and Case Studies |
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xix | |
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Part I The sport management environment |
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1 | (84) |
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3 | (11) |
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3 | (1) |
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What is sport management? |
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3 | (1) |
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4 | (2) |
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Sport management environment |
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6 | (1) |
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7 | (1) |
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What is different about sport management? |
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8 | (3) |
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11 | (1) |
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12 | (1) |
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13 | (1) |
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13 | (1) |
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2 The role of the state in sport development |
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14 | (19) |
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14 | (1) |
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15 | (1) |
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Why should the state engage with sport? |
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15 | (3) |
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Reasons for state intervention |
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18 | (3) |
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Extent and form of state intervention |
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21 | (2) |
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23 | (3) |
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26 | (1) |
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26 | (1) |
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26 | (1) |
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27 | (1) |
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Case Study 2.1 Creating order out of chaos: The regulation of mixed martial arts in the USA |
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27 | (2) |
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Case Study 2.2 Managing safety: Lifesaving clubs and lifeguard associations |
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29 | (4) |
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33 | (23) |
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33 | (1) |
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33 | (1) |
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Nonprofit sector and society |
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34 | (2) |
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Nonprofit sector and sport |
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36 | (2) |
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Governing bodies of sport |
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38 | (1) |
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The sports club environment |
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39 | (3) |
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42 | (3) |
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Issues for the nonprofit sport sector |
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45 | (3) |
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48 | (1) |
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49 | (1) |
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49 | (1) |
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50 | (1) |
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Case Study 3.1 Gymnastics Australia |
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50 | (3) |
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Case Study 3.2 England Hockey |
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53 | (3) |
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56 | (29) |
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56 | (1) |
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What is professional sport? |
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56 | (4) |
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60 | (1) |
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60 | (3) |
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63 | (1) |
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64 | (3) |
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67 | (3) |
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70 | (1) |
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71 | (1) |
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72 | (1) |
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72 | (1) |
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73 | (1) |
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Case Study 4.1 National Basketball Association |
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74 | (6) |
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Case Study 4.2 UEFA Champions League |
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80 | (5) |
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Part II Sport management principles |
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85 | (273) |
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5 Strategic sport management |
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87 | (29) |
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87 | (1) |
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Strategic management principles |
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87 | (1) |
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Why undertake strategic management? |
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88 | (1) |
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Strategic sport management |
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89 | (2) |
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The strategic management process |
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91 | (2) |
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Stage 1 Strategy analysis |
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93 | (4) |
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Stage 2 Strategy direction |
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97 | (1) |
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Stage 3 Strategy formulation |
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98 | (3) |
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Stage 4 Strategy implementation |
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101 | (2) |
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Stage 5 Strategy evaluation |
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103 | (1) |
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103 | (4) |
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107 | (1) |
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108 | (1) |
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108 | (1) |
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109 | (1) |
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109 | (1) |
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Case Study 5.1 The FIA on track for strategic progress in the Middle East |
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109 | (4) |
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Case Study 5.2 Expanding Super Rugby across the gain line |
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113 | (3) |
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6 Organizational structure |
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116 | (25) |
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116 | (1) |
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What is organizational structure? |
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116 | (2) |
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Dimensions of organizational structure |
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118 | (4) |
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122 | (3) |
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What influences the structure of a sport organization? |
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125 | (4) |
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Challenges for sport managers |
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129 | (2) |
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131 | (1) |
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132 | (1) |
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132 | (1) |
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133 | (1) |
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Case Study 6.1 Racing Victoria Limited |
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133 | (5) |
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Case Study 6.2 New Zealand Rugby Union |
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138 | (3) |
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7 Human resource management |
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141 | (29) |
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141 | (1) |
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What is human resource management? |
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141 | (2) |
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Is human resource management in sport special? |
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143 | (5) |
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The essentials of human resource management |
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148 | (13) |
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161 | (1) |
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161 | (1) |
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162 | (1) |
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162 | (1) |
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Case Study 7.1 Managing student athletes in the NCAA |
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163 | (3) |
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Case Study 7.2 `In the Spotlight': Sport's public performance appraisal |
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166 | (4) |
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170 | (22) |
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170 | (1) |
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170 | (2) |
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172 | (8) |
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Leadership and management |
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180 | (3) |
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183 | (1) |
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183 | (1) |
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184 | (1) |
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184 | (1) |
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Case Study 8.1 The Leading Teams phenomenon |
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184 | (3) |
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Case Study 8.2 Developing women leaders in sport |
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187 | (5) |
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192 | (24) |
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192 | (1) |
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The culture-proof sport manager |
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192 | (1) |
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Why is organizational culture so important? |
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193 | (1) |
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What exactly is organizational culture? |
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194 | (2) |
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Sport organizational culture: From the kitchen table to the board room |
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196 | (2) |
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Sport, business and sub-cultures |
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198 | (3) |
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201 | (1) |
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Diagnosing and managing organizational culture |
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202 | (2) |
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Organizational culture in mind |
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204 | (3) |
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Mapping sport organizational culture |
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207 | (1) |
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207 | (1) |
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208 | (1) |
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208 | (1) |
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209 | (1) |
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209 | (1) |
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Case Study 9.1 Swimming: Drowning in a toxic culture? |
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209 | (3) |
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Case Study 9.2 In a man's football world: Women with an eye on the ball |
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212 | (4) |
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216 | (31) |
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216 | (1) |
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The financial evolution of sport |
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217 | (2) |
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Funding sources for sport |
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219 | (3) |
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Key financial management questions to ask |
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222 | (1) |
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Understanding financial information |
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222 | (1) |
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223 | (4) |
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Profit and loss statements |
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227 | (4) |
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231 | (1) |
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232 | (3) |
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235 | (4) |
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239 | (1) |
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239 | (1) |
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240 | (1) |
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241 | (1) |
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Case Study 10.1 More rides required! UEFA Financial Fair Play Regulations |
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241 | (2) |
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Case Study 10.2 No accounting for success: Portsmouth Football Club and the USA Girl Scout Movement |
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243 | (4) |
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247 | (35) |
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247 | (1) |
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247 | (1) |
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The Sport Marketing Framework |
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248 | (1) |
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Stage 1 Identify sport marketing opportunities |
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249 | (2) |
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Stage 2 Develop a sport marketing strategy |
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251 | (2) |
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Stage 3 Plan the sport marketing mix |
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253 | (3) |
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256 | (10) |
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266 | (2) |
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Sport marketing and social media |
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268 | (2) |
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Stage 4 Implement and control the sport marketing strategy |
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270 | (1) |
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271 | (1) |
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272 | (1) |
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273 | (1) |
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273 | (1) |
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Case Study 11.1 Anchors away: The East Coast Lifestyle branding story |
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273 | (4) |
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Case Study 11.2 A sure bet for sport fans: Using bwin to market online gambling though sport |
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277 | (5) |
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282 | (21) |
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282 | (1) |
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282 | (1) |
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The sport--media relationship |
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283 | (3) |
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Commercial dimensions of the sport--media relationship |
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286 | (4) |
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290 | (3) |
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Regulating the sport--media relationship |
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293 | (1) |
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A role of growing importance: The sport media manager |
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294 | (1) |
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295 | (1) |
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295 | (1) |
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296 | (1) |
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296 | (1) |
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Case Study 12.1 The Australian Open's global reach |
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297 | (3) |
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Case Study 12.2 Broadcast rights in the National Football League |
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300 | (3) |
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303 | (27) |
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303 | (1) |
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303 | (1) |
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Corporate and nonprofit governance |
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304 | (1) |
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Is there a theory of sport governance? |
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305 | (2) |
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Governance structural elements |
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307 | (3) |
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310 | (1) |
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Board--staff relationships |
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311 | (1) |
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Principles of good organizational governance |
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312 | (3) |
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315 | (1) |
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Drivers of change in governance |
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316 | (3) |
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319 | (1) |
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320 | (1) |
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321 | (1) |
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321 | (1) |
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Case Study 13.1 Governance reform in Australian Football: A perennial challenge? |
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322 | (3) |
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Case Study 13.2 Squash Australia |
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325 | (5) |
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14 Performance management |
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330 | (28) |
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330 | (1) |
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331 | (1) |
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331 | (2) |
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Building a performance management model from a stakeholder perspective |
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333 | (1) |
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An input-output approach to performance management |
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334 | (1) |
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A balanced scorecard approach to performance management |
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335 | (3) |
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Costs and benefits of a performance management system |
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338 | (3) |
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A multi-dimensional performance management model for sport |
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341 | (7) |
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Risk, uncertainty and performance |
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348 | (1) |
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Performance measures: Longitudinal or comparative? |
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349 | (1) |
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Performance measurement: From global to local |
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350 | (1) |
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351 | (1) |
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351 | (1) |
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351 | (1) |
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352 | (1) |
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Case Study 14.1 The 2011 Kimberley Ultramarathon |
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352 | (3) |
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Case Study 14.2 From local to globed: Facility and staff appraisal |
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355 | (3) |
Bibliography |
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358 | (11) |
Index |
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369 | |