List of figures |
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xiv | |
List of images |
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xv | |
List of tables |
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xvi | |
List of in practice examples |
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xvii | |
List of case studies |
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xix | |
Preface |
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xx | |
Part I: The sport management environment |
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1 | (86) |
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3 | (12) |
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3 | (1) |
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What is sport management? |
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4 | (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 | (4) |
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12 | (1) |
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12 | (1) |
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13 | (1) |
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13 | (1) |
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14 | (1) |
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2 Government influence on sport |
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15 | (22) |
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15 | (1) |
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Defining and explaining government |
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16 | (1) |
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Why should governments engage with sport? |
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17 | (3) |
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Reasons for government intervention |
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20 | (4) |
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Extent and form of government intervention |
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24 | (2) |
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26 | (3) |
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29 | (1) |
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29 | (1) |
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30 | (1) |
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30 | (1) |
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31 | (1) |
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Case 2.1 Government influence over sport: the Cuban experience |
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31 | (3) |
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Case 2.2 Government controls over horse racing in the UK, Canada, and Australia |
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34 | (3) |
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37 | (23) |
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37 | (1) |
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38 | (1) |
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Nonprofit sector and society |
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38 | (2) |
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Nonprofit sector and sport |
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40 | (2) |
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Governing bodies of sport |
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42 | (1) |
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The sports club environment |
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43 | (4) |
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47 | (2) |
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Issues for the nonprofit sport sector |
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49 | (3) |
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The rise of sport for development |
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52 | (1) |
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53 | (1) |
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54 | (1) |
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54 | (1) |
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55 | (1) |
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55 | (1) |
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Case 3.1 Quality accreditation push by England Netball |
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55 | (3) |
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Case 3.2 Inside the prestigious Melbourne Cricket Club |
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58 | (2) |
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60 | (27) |
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60 | (1) |
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What is professional sport? |
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61 | (4) |
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65 | (1) |
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65 | (4) |
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69 | (1) |
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69 | (2) |
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71 | (4) |
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75 | (1) |
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75 | (1) |
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76 | (1) |
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76 | (1) |
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77 | (1) |
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78 | (1) |
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Case 4.1 Take one big breath: the Pro Kabaddi League |
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79 | (3) |
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Case 4.2 The kings of Cleveland and Jamaica: LeBron James and Usain Bolt |
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82 | (5) |
Part II: Sport management principles |
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87 | (280) |
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5 Strategic sport management |
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89 | (31) |
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89 | (1) |
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Principles of strategic management |
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90 | (1) |
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Why practice strategic management? |
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91 | (1) |
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Sport and strategic management |
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92 | (2) |
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The strategic management process |
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94 | (1) |
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Stage 1: strategic analysis |
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95 | (4) |
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Stage 2: strategic direction |
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99 | (1) |
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Stage 3: strategy formulation |
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100 | (3) |
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Stage 4: strategy implementation |
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103 | (2) |
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Stage 5: strategic evaluation |
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105 | (1) |
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105 | (3) |
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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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109 | (1) |
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110 | (1) |
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Case 5.1 The Chinese takeover of European football |
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110 | (4) |
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Case 5.2 Bulging strategy with the world's strongest man contest |
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114 | (6) |
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120 | (20) |
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120 | (1) |
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What is organizational structure? |
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121 | (1) |
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Dimensions of organizational structure |
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121 | (5) |
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126 | (3) |
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What influences the structure of a sport organization? |
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129 | (2) |
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Challenges for sport managers |
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131 | (2) |
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133 | (1) |
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133 | (1) |
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134 | (1) |
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134 | (1) |
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135 | (1) |
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Case 6.1 Design challenges for professional basketball in Britain |
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135 | (2) |
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Case 6.2 Biscuit, buckets, and barn burners: Hockey Canada |
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137 | (3) |
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7 Human resource management |
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140 | (27) |
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140 | (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 | (3) |
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The essentials of human resource management |
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146 | (11) |
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157 | (1) |
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158 | (1) |
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158 | (1) |
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159 | (1) |
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159 | (1) |
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Case 7.1 Staffing the Slam: the Australian open |
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159 | (5) |
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Case 7.2 Major events, major needs: volunteer recruitment, selection, training, and rewards - the 2016 Rio Olympics experience |
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164 | (3) |
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167 | (22) |
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167 | (1) |
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168 | (1) |
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169 | (9) |
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Leadership and management |
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178 | (4) |
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182 | (1) |
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182 | (1) |
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183 | (1) |
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183 | (1) |
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183 | (1) |
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Case 8.1 Ferran Soriano leading City Football Group |
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184 | (2) |
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Case 8.2 NCAA leadership development |
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186 | (3) |
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9 Sport organizational culture |
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189 | (28) |
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189 | (1) |
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Culture and the sport manager |
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190 | (1) |
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The importance of sport and organizational cultures |
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191 | (1) |
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Defining sport organizational culture |
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192 | (1) |
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Understanding sport organizational culture |
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193 | (3) |
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196 | (2) |
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Sport organizational identity |
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198 | (1) |
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Diagnosing and managing sport organizational culture |
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199 | (2) |
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Sport organizational culture and psychology |
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201 | (3) |
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Mapping sport organizational culture |
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204 | (1) |
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Sport and cultural complexities |
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204 | (1) |
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205 | (1) |
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205 | (1) |
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206 | (1) |
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206 | (1) |
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207 | (1) |
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Case 9.1 From the home to the globe: eSports cultural challenges |
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207 | (4) |
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Case 9.2 The changing culture of consumption: the case of sport broadcasting in the United States |
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211 | (6) |
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10 Financial management in sport |
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217 | (33) |
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217 | (1) |
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The financial evolution of sport |
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218 | (3) |
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Funding sources for sport |
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221 | (2) |
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Key financial management questions to ask |
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223 | (1) |
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Understanding financial information |
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224 | (1) |
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225 | (4) |
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Profit and loss statements |
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229 | (4) |
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233 | (1) |
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234 | (2) |
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236 | (5) |
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241 | (1) |
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241 | (1) |
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242 | (1) |
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242 | (1) |
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243 | (1) |
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Case 10.1 Living beyond its means: financial mismanagement in an English football club |
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243 | (4) |
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Case 10.2 The quiet achiever: money management at the International Cricket Council |
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247 | (3) |
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250 | (34) |
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250 | (1) |
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Understanding sport marketing |
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251 | (1) |
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The Sport Marketing Framework |
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251 | (2) |
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Stage 1: identify sport marketing opportunities |
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253 | (2) |
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Stage 2: develop a sport marketing strategy |
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255 | (1) |
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Stage 3: plan the sport marketing mix |
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256 | (3) |
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259 | (10) |
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269 | (1) |
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Sport marketing and social media |
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270 | (2) |
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Stage 4: implement and control the sport marketing strategy |
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272 | (1) |
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273 | (1) |
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274 | (1) |
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275 | (1) |
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275 | (1) |
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276 | (1) |
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Case 11.1 Marketing the Chinese sports industry |
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276 | (4) |
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Case 11.2 Marketing women's AFL in Australia |
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280 | (4) |
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284 | (22) |
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284 | (1) |
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285 | (1) |
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The sport media relationship |
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285 | (3) |
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Commercial dimensions of the sport media relationship |
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288 | (4) |
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292 | (2) |
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Regulating the sport media relationship |
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294 | (2) |
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A role of growing importance: the sport media manager |
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296 | (1) |
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297 | (1) |
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297 | (1) |
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298 | (1) |
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298 | (1) |
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299 | (1) |
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Case 12.1 Telephone broadcasters and the rights to the English Premier League |
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299 | (4) |
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Case 12.2 The live stream: sport in America via Facebook and Twitter |
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303 | (3) |
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306 | (27) |
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306 | (1) |
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307 | (1) |
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Corporate and nonprofit governance |
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308 | (1) |
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Is there a theory of sport governance? |
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308 | (2) |
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Governance structural elements |
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310 | (4) |
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Strategic role of the board |
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314 | (1) |
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Board staff relationships |
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314 | (1) |
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Principles of good organizational governance |
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315 | (3) |
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318 | (1) |
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Drivers of change in governance |
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319 | (3) |
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322 | (1) |
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323 | (1) |
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324 | (1) |
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325 | (1) |
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325 | (1) |
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325 | (1) |
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Case 13.1 Kicking on: governance reform in British judo |
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326 | (2) |
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Case 13.2 Shooting Australia: on target? |
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328 | (5) |
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14 Performance management |
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333 | (34) |
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333 | (1) |
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334 | (1) |
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335 | (1) |
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Building a performance management model from a stakeholder perspective |
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336 | (1) |
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An input-output approach to performance management |
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337 | (1) |
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A Balanced Scorecard approach to performance management |
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338 | (1) |
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Costs and benefits of a performance management system |
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339 | (4) |
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A multi-dimensional performance management model for sport |
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343 | (7) |
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Risk, uncertainty, and performance |
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350 | (3) |
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Performance measures: longitudinal or comparative? |
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353 | (1) |
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Performance measurement: from global to local |
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354 | (2) |
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Rating sport coach performance |
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356 | (1) |
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357 | (1) |
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357 | (1) |
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357 | (1) |
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358 | (1) |
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358 | (1) |
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Case study 14.1 Making performance management a multi-dimensional experience: the case of Nike |
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359 | (3) |
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Case Study 14.2 Going beyond raw numbers: performance management in the American National Women's Basketball Association |
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362 | (5) |
Bibliography |
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367 | (11) |
Index |
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378 | |