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Sports Management
Scholar Year: 2017/2018 - 1S
| Code: |
DESP16 |
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Acronym: |
GD |
| Scientific Fields: |
Ciências do Desporto |
Courses
| Acronym |
N. of students |
Study Plan |
Curricular year |
ECTS |
Contact hours |
Total Time |
| DESP |
44 |
Study Plan |
2º |
5,0 |
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Teaching language
Portuguese
Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)
Promote the dissemination of knowledge on the different themes and content covered.
Use of careful and judicious way the acquired knowledge in the analysis of practical situations or applied.
Knowing the basics of management and analyze their core functions.
Mastering the structure and dynamics of sports organizations.
To apply the general concepts of financial analysis in sports organizations.
Identify strategic priorities in different sporting contexts.
Mastering the sports development factors in various organizational sectors where they develop sports practices, such as public health, education, municipalities, tourism, the environment, youth.
Identify strategic priorities in sporting contexts in which it operates.
Reformulate and update function in process management of various contexts in which the sports phenomenon develops.
Syllabus
I - INTRODUCTION TO MANAGEMENT
1. Management and its evolution
1.1. Management: concept, functions, levels
1.2. The manager: tasks and skills needed
1.3. Evolution management: main approaches
2. The company and its environment
2.1. The company as a social organization
2.2. The company as an open system
2.3. The objectives, the resources and the business environment
2.4. Basic components of an organization
2.5. work control systems in organizations
II - MANAGEMENT FEATURES
3. PLANNING
3.1. Mission and objectives
3.2. plans
3.3. Planning Levels
3.4. Management by objectives
3.5. Strategic planning
4. ORGANIZATION
4.1. Process and organizational objectives
4.2. Functions, departmentalization and differentiation
4.3. organizational principles
4.4. Organizational structures: types of structure
4.5. structure Determinants
4.6. Authority, influence and power
5. STEERING
5.1. Motivation
5.1.1. Theories of motivation
5.1.2. Motivation in practice
5.2. Leadership
5.2.1. Leadership styles
5.2.2. behavioral approach
5.2.3. situational approach
5.2.4. Factors affecting the choice of leadership style
5.3. Communication
5.3.1. communication flows
5.3.2. Communication channels and networks
5.3.3. Barriers and communication development
6. MONITORING
6.1. Process and types of control
6.2. Control and performance evaluation
6.3. financial control
6.5. Quality Management in Sport services
III - HUMAN RESOURCE MANAGEMENT SPORTS
7. Human Resource Management Systems
7.1. The management styles of human resources
7.2. The management of human resources
8. Human Resources Planning
8.1. labor market in Sports
8.2. Human resource planning
8.3. Recruitment and selection
9. Human Resources Application
9.1. Design sport in positions
9.2. Description and analysis of sport in positions
IV - MANAGEMENT OF SPORTS ORGANIZATIONS
10. Meanings and purposes of Sport Organizations
10.1. Types of organizations in the National Sports System
10.2. the public sector organization
10.3. Private sector organization
10.4. Basic Law on Physical Activity and Sport
Demonstration of the syllabus coherence with the UC intended learning outcomes
The objectives of the discipline is to make future graduates able to identify, analyze and solve the problems of organizations, preparing them for a career in the sports sector, in fields and various organizations such as sports federations, clubs and professional or amateur athletes, companies specialized retail, sponsors and supporters, gyms, sports equipment companies, specialized media, local authorities and sports facilities.
Promoting future professionals in the use of integrated, own knowledge of their specialized area such as economics, financial management, marketing and sports law and transversal, multidisciplinary and interdisciplinary knowledge.
The contents are fully in line with the objectives of the course, starting with the approach of general management concepts and the subsequent analysis of diverse
Teaching methodologies
Presentation and discussion of themes.
Classes aimed to survey questions and the development of practical studies.
Presentation of topics by the teacher / Analysis and discussion of scientific texts / Practical assignments.
Support face tutorial and distance in research orientation and realization of written works.
Presentation by foreign guests, concrete examples of sports management projects in sports organizations management.
Conducting study visits to organizations and structures or leisure and sport: observation and analysis of different contexts and intervention and management models.
Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes
It is intended that future graduates develop skills of analysis and resolution of the organizations problems, preparing them for a career in the sports industry in areas and organizations as diverse as sports federations, clubs and professional or amateur athletes, companies specialized retail, sponsors and supporters, gyms, sports equipment companies, specialized media, local authorities and sports facilities. The aim is also to promote the future professionals to use in an integrated manner, sport management's own knowledge, namely, economics, financial management, marketing and sports law and transversal, multidisciplinary and interdisciplinary knowledge.
It is considered perfectly consistent with these learning objectives for the course, the initial methodology of lectures and presentation topics of discussion arising from content and classes aimed to survey questions and the development of practical studies. In this way the students have access to a dynamic and interactive way to acquire theoretical knowledge and theoretical and practical relation to the course content. In a second phase the teaching methodology is developed in a more practical way, presenting, reading, researching, analyzing and discussing scientific texts on sports management, allowing the teaching-learning process to evolve into a more authentic touch with the reality of organizations sport and the diversity of variables and factors involving the dynamics of its management and operation. So the student can feel the importance and interaction between the taught theoretical content and practice, feeling more concretely the development of their abilities and skills to analyze and deal with the phenomena of management of sports organizations. In a third phase the student is faced, in fact, with the practical reality, thus achieving one of the most important goals of their training, which is to see and hear the individual cases, sometimes as far from learned basic theoretical frameworks. The ability to listen to sports managers from different areas and backgrounds and the ability to see "in loco" a sports organization function are used teaching methodologies and in our view is consistent with the objectives of the learning process Course Management Sports.
Also the evaluation system using two components, one process and one product is consistent with the objectives of the course, ensuring that student performance is directed and evaluated for the various process components, focusing on the practical application component knowledge.
Assessment methodologies and evidences
Process Evaluation (30%)
Results of student performance on various types of tasks, such as research papers and production of written briefs, practical / applied papers, book reviews, reports, oral presentations, critical participation, attention, questioning, interest, etc.
Product Evaluation (70%)
It is expressed by the student's performance in two written tests (70%). Each test has a weighting of 35%.
Attendance system
It is expected that each student: (a) is present in at least 80% of classes and participate in the discussion of the issues under consideration and the realization of the various proposed work; (B) read the texts of support and be prepared to analyze and discuss the issues presented; (C) perform the tasks and scheduled work, showing clearly and accurately the ownership and use of knowledge on the subject of Management and Sports Projects.
Bibliography
CÂMARA, P.; GUERRA, P.; RODRIGUES, J. (2003). “Humanator. Recursos Humanos e Sucesso Empresarial”. Publicações D. Quixote. 5.ª edição. Lisboa.
CONSTANTINO, José Manuel (1994) – “Desporto e municípios”. Livros Horizonte. Lisboa.
EDGINTON, Christopher; Ford, Phyllis M. (1985) – “Leadership in recreation and leisure service organizations”. John Wiley & Sons, Inc. New York.
European Foundation for Quality Management – EFQM (2002). “Avaliar a Excelência. Um guia prático para o sucesso no desenvolvimento, implementação e revisão de uma estratégia de auto-avaliação nas organizações”. APQ/EFQM. Lisboa.
KRAUS, R.G.; Curtis, E. (1990) – “Creative management in recreation, parks, and leisure services”. Times Mirror. St. Louis.
MINTZBERG, Henry (1995) – “Estrutura e dinâmica das organizações”. Publicações D. Quixote, Lda. Lisboa.
PIRES, Gustavo (2007) – “Agôn–Gestão do Desporto. O jogo de Zeus”. Porto Editora. Porto.
PIRES, G. e SARMENTO, J.P. (2001). “Conceito de Gestão de Desporto: Novos desafios, diferentes soluções”. Revista Portuguesa de Ciências do Desporto. Vol.1 nº 1. pp 88-103.
ROCHE, Fernando París (1996) – “La planificación estratégica en las organizaciones deportivas”. Editorial Paidotribo. Barcelona.
SANCHO, Juan A. Mestre (1995) – “Planificacion deportiva - teoria y practica”. INDE Publicationes. Barcelona.
SLACK, T. (1997) – “Understanding Sport Organisations”. Human Kinetics. Champaign.
TAKS, M.; HEBBRECHT, J. (1996). “Competencies of Sport Managers: an empirical analysis”. Faculty of Physical Education and Physiotherapie, K. U. Leuven, Bélgica. Não publicado.
TEIXEIRA, Sebastião (1998). “Gestão das organizações”. Edições McGraw-Hill Portugal. Amadora.
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