A sport manager is equally an essential part of the sports management as the players or a team is supposed to be. Sports managers can be termed as the general managers, who is responsible for handling or managing the various aspects regarding the business segment foe the teams and the members at any institutional or professional level in discussion. Sports management, to be precise, is the field in business dealing in sports or recreation.
This might directly be briefed as the skill relative to planning, organizing or controlling the budgeting, thus, an overall evaluation in reference to the department, whose prime theme is oriented around a sports product or rather any sports itself. The recent studies and researches deduce that there is an immense growth of the financial sector of sports recorded to be approximately about $213 billion annually, supporting it to be among the largest industries internationally providing a high level revenue. Recent improvisations surrounding the sports industry evolves and emphasizes the necessity of the same for a proper organizing infrastructure.
This case presented in this very report is in relevance to the ideologies and methodologies of a sports management causing or posing challenges for the sports managers through the projection of the importance and impacts of organizational infrastructure on the job satisfaction and performances. In relevance to shortcomings of different aspects of sports management, in this case the challenges faced by the director of ticketing operations, Derrick Moore is discussed in details, when the organization decided for evaluating the impacts of the changes introduced in the recent history, to be approximate a duration of 2014 till May, 2016.
Comprising the general supervision, designated administrators have the responsibility to manage the aspects of the ticketing operations, inclusive of sales of tickets and its operations. The designated person is responsible for the efficient ticket processing (Aznar et al., 2012).
This report, though with the support of a fictional case, identifies the underlying issues and limitations in the transformation process of an organizational infrastructure alongside the motivation for the employees in real-life situations. This report comprise of the exhibits highlighting the ticket sales data, turnover data and he quotations needed for analysis (Graham & Trendafilova, 2016). This case reflects certain leadership lessons and simultaneously introduces various mitigations possible to overcome the challenges involved in the case, for the ticketing manager.
Challenges in Implementation of SMTs:
Back in 2014, a two-week leadership retreatment in Denver provided an idea of implementing motivation in the employees for a direct growth in productivity. In the conference introduced the idea of Self-Managed Teams, following which it was exciting to implement this model in the ticket operations department with knowledge that this has the potential to boost the productivity by 305 to 40 %. This seemed efficient in the athletic sales segments. The first step involved in this action plan was to convince the director of athletics that this would prove to be beneficial for the organizational infrastructure.
Western Field University holds a strong traditional aspect in collegiate athletics with various athletic facilities for women’s basketball and men’s football team as is witnessed from the exhibit 1 (Graham & Trendafilova, 2016). Back in 2013 summer, derrick was hired to improvise the ticket operation department; the main goals for the department were providing service for the existing ticket holders, attract customers and sell tickets. Derrick was confident that a high-level motivation boost would help the employees to regain and strive for betterment in the units the department was responsible for but in vain, this upgraded performance was short-lived.
This was the instant that Derrick felt the necessity of SMT application, which was enforced from 2014. The entire infrastructure had sub departments with a boundary of access along with managers for the segments who were in charge of precisely two seniors and three juniors, which summed up to 20 representatives with the responsibility to repot to Sarah who in turn reported the details to Derrick.
However, these implications raise various challenges that were supposed to be managed. Firstly, this organizational structure provided a minimal opportunity of contact between the Derrick and the managers both junior and senior, even with Sarah. This mainly caused the trouble regarding the approving special accommodations for the customers, which needed immediate proceedings even lacking the consultancy with senior level personnel. Thus, this often proved to be a barrier for the managers in proving standardized customer service. Another difficulty witnessed surrounding this communication issue was the delay in simple requests approval of the customers, which directly resulted in the declination of ticket sales.
Another recorded segment of challenges was the high turnover oriented with the sales managers who felt burdened with the sales targets and policies, which imposed responsibility on the higher-level management to train up new employees in a higher rate. This issue directly endorsed undesirable repercussions, firstly, the new employees felt burdened as the managers complained about their inabilities in sales. As well as managers were frustrated to train up new employees. Secondly, this created obstructions for the managers to concentrate on the sales improvement, which had no appraisal since 2012.
However, witnessing the limitations in the structure Derrick and Sarah arrange for a meeting to introduce few changes in the organization to embrace the SMT model efficiently with the goal that the present teams should be more focused in problem solving and innovation scheme. Few implications surrounding can be enlisted briefly. Firstly, the elimination of existing boundaries that caused distinctions between employees was needed to make more flexible and cooperative environment; this promoted a cohesive structure, lessening the challenge of the customers to swing between the sub-departments.
The second step regarding this was the removal hierarchical differences to construct two-level representatives to provide power of decision-making in a wider range. Another measure was the transformation regarding hiring technique, which was enforced to improvise the system and select candidates with potential skills. This had an attachment of group activity in which candidates were given responsibility to sale tickets. Next, was the reconfiguration of team definition that directly focused on the number and productivity of a team, with the conclusion of comprising mixed sales type would be beneficial. Another area of focus was revising the autonomy of the organization, which needed a gradual increase to improvise the productivity from the employees.
Especially, in the SMT model through months and years the Derrick viewed the employees to possess not only the day-to-day control but also the participation in management decisions. Next, and probably, an important ground was deciding the leadership style of the coordinator appointed to manage the teams, who will be capable enough to make decisions with minimal management help. Derrick and Sarah held a 3-day seminar for the new sales year.
Implications relative to the SMT model witnessed few advantageous outcomes with still many limitations and challenges, when evaluated in 2016. Firstly, on the ground of job definition, initially, the employees were confused with the new roles and authority, which made few of them uncomfortable while most of them with the passage of time felt empowered and satisfied due to the new service level they can provide the customers. However, a noted struggle was that the employees had to take part in dealing with various kinds of customers, who initially was restricted to a certain category of customers. The suite sales employees due the previous higher status seemed restricted in the cooperative activities of the teams.
The replacing rate for the sales representatives recorded a change, being, seven in first 8-months to 4 in two-years. Among the replacements, two individuals were non-cooperative while others completely misunderstood and misused the idea of self-managed teams, accessing the control in an ill-mannered form.
Next concern in evaluation was the area of team goals and decision-making criteria. In accordance with the developed infrastructure unlike the previous one, the team took most of the decisions and only 1% was left for the coordinators. The teams became highly eligible in sales processing. However, certain challenges were still a crucial part to this.
The team unity to work through the challenges was appreciable still posing a difficulty in individual recognitions while group appreciation was more easier to acknowledge. Simultaneously, employees did request for individual appraisals with respect to their performances. This became an awkward method to acknowledge any efforts, rather the coordinators concluded to invent ways to incentivize both team and the individuals, avoiding any unethical competition.
Another area, which needed consideration, was evaluating performances of the individuals overall, to which no direct and appropriate feedback was received. For two coordinators it was difficult to evaluate 20 representatives.
The decision making regarding over-time, vacations, benefits and approvals are meant to be restricted to the director, which due to the flexible and developed infrastructure was misused by the employees who took it for granted that they are able to decide for the same.
The team seemed unsatisfied with the amount of power provided to them and demanded for more that eventually affected Derrick to the level to wonder how much more could be provided, as the limits for employees and management were pre-decided and transparent to the organization (Johnson et al., 2013).
The evaluation of the implementations surfaced many issues to be addressed to increase the productivity and growth towards sustainability.
Top three Priorities for the Management:
The management still needs to address certain challenges oriented with the employees of the organization to establish a strong foundation. As pre-mentioned and described briefly, are presented few issues, which still needs to be handled on the implementation of the SMT model in the organizational front. Among the highlighted limitations and tensions, this section of the report insights three main or prior issues that needs the management access to resolve the same and promote a healthy organizational environment.
Chosen issues & Justification for the same:
Firstly, the field of job-definition is an important area to focus, as a clear description of roles to the employees of the organization is essential to obtain the expected level of productivity from the same. Few adaptations relative to this on the employee end is necessary. Secondly, the team-definition and decision-making capabilities of a team, especially in the SMT model should be well understood in order to avoid any unethical chaos in the atmosphere. The gradual increase in the autonomy is solely for benefiting the customers and the organization that should not be controlled in an ill-mannered way. This field definitely needs to be managed with proper care to define the limits of decision-making for the team. This should be just enough to limit to the sales processing.
Each individual at same time should be appreciated n form incentives or designation for their sincere efforts towards the organization by the management. Finally, the role of the coordinator should be well defined and informed to the entire organization. Correct projection of duties and leadership styles for the coordinators should be briefed for the SMTs. The senior level management, in this case, Derrick has the responsibility to explain the same to the chosen coordinators to benefit the teams with proper guidance towards the limits and rights of the same.
Objectives to Overcome Issues:
Firstly, the area of job definition needs to possess clear objectives to evaluate the same. Evaluations relative to the job roles is a technical analysis to assess roles for the determination of specific values relative to the firm, in order to configure a justified infrastructure in reference to salary and various benefits. This methodology involves an in-depth scrutiny to analyze the net and correct worth of the labor provided for the organization. This should be the very first step towards the framing or formulation of a proper organizational infrastructure (Wang, Waldman & Zhang, 2014).
The inclusive objectives regarding this area should enlist the following:
Primarily this should aim for a systematic and rational wage framework. Next, it should aim for a consistent waging and the salary system accessed in the firm and the other contemporaries. Again, proper configuration helps in settling disputes, if any, between employer and employees. It should insight the characteristics relative to the job roles at time of recruitment. Finally, the evaluation of job roles determines logical set-up relative to the salary and benefits structure (Poksinska, Swartling & Drotz, 2013).
Next, the issues present surrounding team-orientation and decision-making procedures. The management should set few objectives before proceeding towards building a team, which suggestively should involve the following pointers. First to this, the team members should have compatible goals, accumulated towards the company’s benefits unlike the situations where different goals cause incompatible different paths. The team coordinators chosen by the management should possess ideal leadership qualities to ensure the employees are heading towards the correct and required direction for the general profit.
Next the team should develop a transparent goal for a set duration with clear definition about each member’s roles depending on various parameters. The team manager should brief on the team tasks, responsibility, accountability and authority. The dimension relative to authority should define the amount of power they have to achieve the targets. Management should possess an efficient evaluating system to reward and recognize each individual in the team, for the respective efforts.
The role of the coordinator again needs proper briefing with few major transparent objectives as can be enlisted in this section. The person should firstly, evaluate the metrics and escalations relative to the productivity. Next, should offer sessions on employee responsibilities and limits to their rights. Next, he/she should ensure a standardized performance as per the business model for the organization. This person should be able to handle routine chores and relative issues with integrity. Proper updated information from the teams should get reported to higher management by the team manager/coordinator.
Steps or Action plans to achieve the Objectives:
To implement the changes needed to develop a better infrastructure, few measures should be considered to fulfill the objectives set for the organization. Some of the suggestive measures are:
Firstly, considering the job definition field, identification and isolation of component tasks in a job is important. The clarification of the prime duties revolving the roles is crucial. Alongside, indentify the major areas of duties. Next, identification of individual demands should be subjective. The level of performance should be examined and the relative procedure for the same (Büttner, Egea & Cabot, 2012).
Few effective procedures should be implied to construct an efficient team with the correct level of authority. Firstly, choosing the team leader/coordinator is an extremely important step towards securing team objectives. Secondly, in a mindful way, delegation of power prove to be beneficial especially for members with innovative and diligence for work. Regular monitoring of productivity and performance is essential to introduce any changes or development, as required. Next important step should be the appreciation and rewarding of employees to celebrate the success of the team and the firm.
The steps or the functionalities oriented with the team coordinator involves the following, firstly, maintenance of work calendar ensuring correct number of leaves and overtimes for the employees to benefit the wage system (MALO?, 2012). Next important step would be to analyze the required present and future steps for development. Provide support to the views of the employees to enhance the performances. Next, this person should exercise the control over the rights provided to the employees, limited to a certain level.
Resources required for the Implication:
Concerning the first ground of job definition, human analysis is important to examine and testify the input brought to the organization. This simple and effective measure from the management will be helpful in controlling the cost and comparative analysis regarding the job orientation will be easier. Understanding the physical and logical resources and the associated features helps in determining the job definition that precisely allocates the required resources.
Supportive tools are available to secure the communication required for an efficient team management. At times, when the members are remote to one another the facilities of technology can be beneficial to communicate and transfer data to maintain the cohesive unit without any delay or inconvenience (Dingsøyr & Dybå, 2012). For project management few applications and tools like Canva and Google apps for work is helpful. Various technological tools for security, which again is an essential field, are available such as Meldium and 1Pasword. Next is the parameter for evaluation of performances and rewarding, which can be served by tools like WooBoard and Awesome Boss. These tools possess pointer systems to evaluate the diligence of workers.
Technical, human as well as financial support from the management and the staff in equally important as a resource for the development and in the overcoming of the issues surrounding the role of the coordinator as various technological aspects is oriented for team management as pre-mentioned (Yang, Wan & Fu, 2012). While physical support from the employees and higher management is essential to bring about an effective change in the team, which in turn requires a substantial financial ground of the organization.
Reflective Views on SMT-Model:
Self-managed teams more or less would share the same structural view with almost similar codes of policies, the members sharing the accountability for productivity, authority towards service-providence, discretion regarding the usage of resources and direct access towards knowledge and information. Teams form the basic building blocks for the organizations (Hoch & Dulebohn, 2013). The entire organization is categorically diced into segments controlling various subjected activities. Avoiding the traditional approach towards the patterning of hierarchy, the teams are constructed within a wider structure, directly contributing or affecting the configuration of the organization. In this kind of model, the constitution/ organization does not dictate the procedures to achieve the objectives rather simply provide the teams with the guidance to formulation and operations for the teams (Carton & Cummings, 2012).
Style-Impact on managing SMTs in Organization:
A management style can be briefed as an entire or detailed methodology adapted by the manager to provide direction or implement the plans set for the organization as the future goals (Giltinane, 2013). Elaboration on the management system (Sadeghi & Pihie, 2012), it is important to mention the three specific and important fields of performances, likely, financial, and marketing and shareholder stocks (Thahier, Ridjal & Risani, 2014). These fields are evaluated surrounding three management styles, primarily, autocratic, participative and delegative (McIntyre & Foti, 2013). The situational leadership in this case, considering the SMT model in organization is delegative in nature. This nature of leadership is impactful in the organizations both in an advantageous and disadvantageous way (Ehiobuche, 2012).
|
Advantages |
Disadvantages |
|
Authority, when delegated to workers provide motivation to them |
If workers are not skilled enough, mistakes could surface, directing a loss in system |
|
Is extremely useful when specialized decisions needs to be taken |
This highly people-oriented system at times goes beyond limit and causes chaotic confusion about job duties and responsibilities |
Table 1
Managerial Actions to Achieve Goals:
The management bears responsibility in motivating employees and for the development of the organization (Denti & Hemlin, 2012). The success oriented with the same requires few implications from the managers to ensure the achievement of goals, set for the company. Few of the suggested measures in this case are enlisted in this section of the report.
Firstly, S.M.A.R.T goals and relative objectives should be designed to achieve the targets. This explains that goals must be specific, measureable, achievable, and relevant and time bounding respectively (Denti & Hemlin, 2012). Each of the term in the acronym describes that the targets aiming for development should be practical and logical enough. Secondly, the managers should segregate each task categorically and definition of the job roles should be clear and transparent enough for the workers to reach the winning level (Manzoor, 2012). Alongside, it is beneficial to set series of benchmarks and milestones to ensure the completion of short-term targets to promote the sense of winning and provides the employees with motivation (Buller & McEvoy, 2012).
Next, for the new employees, especially, set small targets that are achievable within their ability. Although, team formulation is the modern trend and necessity for an organization, alongside this, practice of individual recognition is extremely important for the efforts towards accomplishments (Batool, 2013). Finally, the management should practice a rewarding session to acknowledge the hard work from the employees. The reward may ne intangible or a financial increment (Bal, Kooij & De Jong, 2013). This again might be short-term rewards and bonuses.
Motivation Strategies to ensure achievements and Effective SMTs:
Level of motivation surrounding the employees in an organization largely is detrimental of an effective management system and their relative practices (Daley, 2012). Motivated employees in an organization are developed wherein, the manager is responsible enough to respect the individuals, empower employees and evaluate the performances properly followed by recognitions (Vaccaro et al., 2012). Various studies and researches show that the companies must strive to set by strategies to keep the employees motivated to retain the performances followed by productivity. Few suggestive measures regarding this, is briefed in the following pointers (Galliers & Leidner, 2014).
Firstly, management should involve the employees to define the future goals of the company as the employees are more involved with the tasks and therefore, can provide better analysis (Goetsch & Davis, 2014). Secondly, support the innovative contributions from the employees. Involve the employees to offer suggestions and ideas towards the betterment by unleashing their imagination and creativity (Denti & Hemlin, 2012).
Thirdly, as pre-mentioned rewarding system plays a very important role in promoting encouragement. Hounouring accomplishments of the workers are appreciable. For managers, it is important to restrict any advancement towards negativity. Another important strategy is to maintain job satisfaction among the employees. Provide correct benefits to the diligent workers (Dumdum, Lowe & Avolio, 2013). Finally, creating an effective communicating ground to maintain a constant feedback session from both the employees as well as provide them with the updates of productivity (McGuinness, Demirbag & Bandara, 2013).
Few strategic measures to built effective SMTs are enlisted as follows:
Firstly, depending upon the size of the company, teams are created relative to the numbers in one team with the spirit of equalization. Secondly, the team dynamics should be selected according to the project scopes (Xu, Kane & Shamliyan, 2013). Thirdly, a project should be initiated with clear understanding of the team goals and with a unanimous discussion about targets and focus, simultaneously providing each one the freedom to excel (Dellinger et al., 2013). Self-organized teams should possess skilled workers capable of resolving matters to promote better service. Joint engagement to reach a common goal within a SMT is essential and helpful to follow a compatible path (McDermott et al., 2013).
Relevant Control Measures for achieving Targets:
Managerial control is a major field of discussion oriented with the organizational success (Armstrong & Taylor, 2014). This section of the report navigates through some of the suggestive control measures effective in achieve the set goals for a team or an organization. Some of the major control areas are as described and explained (Bargau, 2015). Firstly, managers should properly evaluate the progress and individual efforts to turn the plans to be more effective (Erkutlu, 2012). Managers secondly, should develop policies to ensure the organizational efforts and action plans are consistent to maintain an integrated flow (Alnaimi, 2012). Thirdly, Feedback on performances, from the management is important in ensures the display of control the management has on the employees. Finally, the control helps the managers take decisions for development and sustainability (Badri, Ghomi & Hejazi, 2016).
Greatest Challenge for the Western Field University regarding People Management:
Regarding the SMT formulation of the university in the relative study, some major issues of management surfaced, which needs solution and proper managing skills (Graham & Trendafilova, 2016). Out of the discovered and identifies issues, one of the greatest challenge surrounding the employee management would be regarding the rights and duties. Due to the delegative terms and conditions prevailing in the SMT model set by Derrick, the people, owing to the success of their activities concluded at times, most of the decisions that are generally and majorly taken by management, they are capable of deciding about the same inclusive of amount benefits, leaves and other likely stuffs. Under this management style, the employees demanded a appraisal regarding the power they possess.
A correct managerial implication is necessary to brief the limits of rights and power one employee has regarding their tenure in the organization. It is important for Derrick to adapt relevant control measures to access the methodologies to correctly input and make the employees understand in a logical way about their duties. Few decisions are meant for the higher level of management to take, which should not be violated in any which way. Derrick, the director of the ticketing department has full right decide about the employee benefits.
This management might be challenging, as the employees might get upset about the limits of their power, which some of them misunderstood and the others took it for granted (Van Wart, 2014). This might take skillful participation and authority to ensure the employees that they would not be deemed of any rights or benefits for accomplishments, simultaneously briefing of job definition might be helpful in this context (Oshagbemi & Ocholi, 2013). Job satisfaction is important but alongside, respect towards management is essential (Cooper & Marshall, 2013).
Conclusion
The Western Field University, with the guidance of Derrick adapted to the SMT model infrastructure for the ticketing department, which proved to be beneficial from quite a few aspects. The SMT model helped in the easy progression of services for the customers immediately and a much more integrated system formation was witnessed. The employees were delegated with powers to manage issues regarding the processing of sales. However, the system did present few flaws in the case that was considered for analysis.
The suggestive measures based on the reflective views with the guidance of literature and researches is provided in the report to strategize using methodologies to promote motivation and the correct declaration of rights and duties for the employees, which is recommended to be adapted. Overcoming few challenges and limitations in the SMT model, Derrick, the director of the ticketing department can achieve an efficient system and hence establish a sustainable productivity for the organization.
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