Marks 11-01 Top Level Managers Or Administrators Must Have G

Marks 11 01 Top Level Managers Or Administrators Must Have Good

Identify the key skills, purposes, historical figures, activities, and concepts related to management, including management theories, organizational structure, ethics, legal frameworks, and planning processes. Your responses should cover foundational management principles, prominent management scholars, the role of ethics and law in management, and strategic planning essentials.

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Management is a vital function within organizations, encompassing planning, organizing, leading, and controlling resources to achieve organizational objectives. Top-level managers or administrators must possess a combination of skills, knowledge, and ethical standards to effectively steer their organizations toward success. These competencies include strategic thinking, decision-making abilities, ethical judgment, and understanding of legal frameworks that influence organizational operations.

The primary purpose of management is to coordinate and optimize the utilization of an organization’s resources to achieve specific goals efficiently and effectively. This involves setting objectives, developing strategies to reach those objectives, and ensuring that resources—human, financial, material—are managed in a manner that supports organizational priorities. Professional managers pride themselves on their expertise in these areas, emphasizing competence, ethical conduct, and leadership qualities that foster organizational integrity and performance.

The father of scientific management is considered to be Frederick Winslow Taylor, who pioneered the scientific approach to improving productivity through systematic analysis and measurement of work processes. His contributions laid the groundwork for modern management practice by emphasizing efficiency, standardization, and the scientific study of tasks.

The most important daily activity of a manager often revolves around communication and decision-making. Managers need to communicate effectively with team members, stakeholders, and other departments while making informed decisions to solve problems, allocate resources, and guide organizational progress.

Management is primarily a social science that involves the systematic study and application of principles and practices to achieve organizational objectives. It combines scientific methods with artful leadership, necessitating both analytical skills and interpersonal skills to inspire and motivate teams.

Managers have responsibility for many resources, but the one they manage directly is their human resources—people. Managing human resources involves motivating, directing, and supporting employees to perform their best for organizational success.

The _________ test is a standard used by schools to determine compliance with Title IX, which aims to eliminate gender discrimination in educational programs. It assesses whether resources, activities, and facilities are effectively accommodating both genders equally.

The science of management involves the use of systematic analysis, research, and data to make informed decisions. It emphasizes empirical evidence and quantitative methods to optimize organizational outcomes.

The art of managing emphasizes soft skills such as leadership, motivation, emotional intelligence, and interpersonal communication. These qualities enable managers to handle complex human dynamics that cannot always be addressed through scientific methods alone.

Over 1,000 colleges and universities in the U.S. offer undergraduate and graduate programs in sports management, reflecting the growing importance and professionalism of the sports industry.

Henri Fayol is credited with originating the classical school of management, which focuses on principles such as planning, organizing, commanding, coordinating, and controlling to provide a systematic framework for managerial practice.

G. Elton Mayo is best identified as a pioneer of the human relations movement, emphasizing the importance of social factors, morale, and employee well-being in organizational effectiveness.

Management did not emerge as a recognized discipline until the early 20th century, as organizations grew more complex and systematic study of management principles became necessary.

Real management involves achieving organizational objectives through effective coordination of resources, people, and processes, with an emphasis on efficiency and ethical conduct.

The main tasks of all managers are planning, organizing, implementing (or leading), and controlling. These functions are interconnected and essential for effective management.

Among the various skills necessary for managers, technical, human, and conceptual skills are vital. The ability to think abstractly and strategize is critical, while skills like communication and emotional intelligence are indispensable for effective leadership.

First-level managers are sometimes called supervisory managers or team leaders, responsible for overseeing operational activities and directly supervising staff.

A management job title that is not typically managerial in nature may include roles such as administrative assistant or clerical staff, rather than positions like department head or director.

The economic impact of the sports industry on the total U.S. economy is substantial, including job creation, revenue generation, and contribution to gross domestic product (GDP).

External environmental constraints do not originate within the organization but from outside sources like government regulations, economic conditions, or competitors.

All constraints, internal and external, affect management by imposing limitations and challenges that require strategic responses and adaptation to protect organizational interests.

The major job of ethics officers is to promote ethical behavior within organizations, establish codes of conduct, and ensure compliance with legal and moral standards.

A group of general rules that apply to most ethical situations is known as a code of ethics or ethical principles.

One widely known theory of ethics, emphasizing moral duty and rules, is deontology, as advocated by philosophers like Immanuel Kant.

The concept of social responsibility in America originated with the recognition that organizations have obligations not only to shareholders but also to society at large, influencing practices on philanthropy, community engagement, and sustainable development.

Seven principles that guide decision-making toward better business ethics include integrity, fairness, transparency, accountability, respect, responsibility, and honesty.

The major legal concepts involved with contract preparation include offer, acceptance, consideration, legality, and capacity, which form the foundation of enforceable agreements.

The Constitution of the United States was drafted in 1787, establishing the framework for federal government and the rule of law in America.

The development of athletic opportunities for women can largely be attributed to Title IX of the Education Amendments of 1972, which prohibits sex discrimination in federally funded education programs.

The Sherman Antitrust Act was passed in 1890 to prohibit monopolistic practices and promote competition in the marketplace.

Professional team sports, such as Major League Baseball, are exempt from certain antitrust laws under specific legal doctrines, like the “sports broadcasting” exception.

The federal court system in the United States comprises the district courts, appellate courts (circuit courts), and the Supreme Court, which is the highest judicial authority.

Capacity refers to the maximum output or volume a facility or organization can handle during a specific period.

The document that creates a legal obligation to fulfill promises made in an agreement is a contract.

Agency law establishes the legal parameters in which agents act on behalf of principals, defining authority, responsibilities, and liabilities.

The key language in Title IX is “no person in the United States shall, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any education program or activity receiving federal financial assistance.”

Equal rights amendments have had a profound impact on the legal landscape, promoting gender equality in employment, education, and civil rights.

The most celebrated case involving an amateur athletic association and antitrust laws is the NCAA v. Board of Regents of the University of Oklahoma, which addressed the regulation of televised college football.

The legal fight between the NCAA and the University of Oklahoma resulted in significant rulings that affected how college sports were broadcast and monetized, impacting athlete rights and league regulations.

There is no such thing as perfect planning because unforeseen circumstances, incomplete information, and dynamic environments make absolute precision impossible. Strategic planning, however, guides organizations toward their goals despite uncertainties.

The number one cause of organizational failure is poor planning, including inadequate goal setting, misallocation of resources, and failure to anticipate environmental changes.

When planning, time standards should be set based on realistic estimates, historical data, and operational requirements to ensure feasible schedules and efficient workflows.

Without sound planning, an organization may face chaos, inefficiency, and inability to respond to changes effectively, leading to failure in reaching objectives.

Standing plans (policies, procedures) and single-use plans (programs, projects) are part of the overall planning process, designed to provide guidance and specific actions for different situations.

A long-range plan for a large organization might encompass strategic direction for five or more years, setting priorities for growth, resource allocation, and organizational development.

The narrowest form of administrative constraints or “red tape” is often a procedural or bureaucratic rule that impedes swift decision-making, sometimes called “bureaucratic red tape.”

The visual control chart developed in 1917 by Karou Ishikawa is known as the “Ishikawa diagram” or “fishbone diagram,” used to analyze root causes of problems.

The formalization of tangible objectives in writing is attributed to the development of formal planning documents, strategic plans, and written policies, ensuring clarity and accountability.

When predicting that an event might happen and assigning a probability to its occurrence, the event is viewed as a probabilistic estimate, often used in risk analysis and decision-making.

References

• Bateman, T. S., & Snell, S. A. (2019). Management: Leading & Collaborating in a Competitive World. McGraw-Hill Education.
• Fayol, H. (1916). General and Industrial Management. Pitman Publishing.
• Mayo, E. (1933). The Human Problems of an Industrial Civilization. Macmillan.
• Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.
• Lawrence, P. R., & Lorsch, J. W. (1967). Organization and Environment. Harvard Business Review.
• Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.
• U.S. Department of Justice. (1890). Sherman Antitrust Act.
• United States Constitution. (1787). U.S. Constitution.
• Title IX of the Education Amendments. (1972). U.S. Department of Education.
• Baer, D. (2003). The Impact of Title IX on Women's Sports. Journal of Sport Management, 17(2), 102-111.