Organizational Behavior in Sport Management : An Applied Approach to Understanding People and Groups

This textbook presents a comprehensive analysis of organizational behavior in sport organizations from a practitioner's perspective. It covers issues related to managing employees and work teams as well as organizational structure and culture in sport. The book has four sections: Organizational Behavior in the Sports Industry, Getting to Know Employees and Volunteers of Sport Organizations, Work Groups and Teams, and Understanding the Organization. Each chapter begins with a practitioner interview describing a challenge that was overcome by their organization. That example is used to highlight applicable theories and interventions used in the industry. Additional examples or theories are discussed to provide students a broad picture of managerial issues in the sports industry and provide alternative approaches to intervention illustrated in the practitioner interview. The case studies offer the opportunity to practice and apply the ideas to real-world scenarios in the sports industry. Students using this book will gain an understanding of how managers and leaders apply theory to communicate with and engage employees to foster desired organizational cultures while being challenged to address common issues using cases and hypothetical situations. Organizational Behavior in Sport Management Contents List of Figures List of Tables About the Authors Part I: Organizational Behavior in the Sports Industry 1: What Is Organizational Behavior 1.1 What Is Organizational Behavior? 1.1.1 History of Organizational Behavior in Sport 1.1.2 Positive Organizational Behavior 1.1.3 Psychological Capital and the HERO Model 1.2 Managers and Employees 1.2.1 Who Are They? 1.2.2 What Do Sport Employees Do? 1.3 External Influences of Organizational Behavior 1.3.1 Resource Dependency 1.3.2 Open Systems Theory 1.3.3 Legitimacy and Institutional Theory 1.3.3.1 Isomorphism 1.3.3.2 Institutional Work and Disruption 1.4 Summary 2: Unique Characteristics of Sport Organizations 2.1 Introduction 2.2 Defining Organizations 2.2.1 Identity and Permanency 2.2.2 Instrumentality 2.2.3 Membership 2.2.4 Division of Labor 2.2.5 Hierarchy of Authority 2.2.6 Formal Policies and Procedures 2.3 Sport Organizations 2.3.1 Sport Defined 2.3.2 Sport as an Industry 2.3.3 Organizational Identity 2.4 Internal Organizational Factors 2.4.1 Mission, Vision, and Values 2.4.2 Organizational Culture 2.4.3 Organizational Structure 2.4.4 Organizational Size and Resources 2.5 Sport and Culture 2.5.1 Impact of Politics on Sport Organizations 2.5.2 Impact of Sport Organizations on Their Communities 2.6 Summary 3: Diversity in Sport Organizations 3.1 What Does It Mean to Be a Diverse Organization? 3.1.1 Ethical Aspects 3.1.2 Financial Aspects 3.1.3 Legal Aspects 3.1.3.1 Title IX of the Educational Amendments 3.1.3.2 The Americans with Disabilities Act 3.1.4 Consumer/Participant Aspects 3.2 Types of Diversity 3.2.1 Demographic Differences 3.2.2 Psycho-Social Differences 3.2.3 Cultural Diversity 3.3 Diversity Versus Inclusion 3.4 Benefits of Diversity and Inclusion 3.4.1 Organizational Success 3.5 Organizational Aspects of Diversity and Inclusion 3.5.1 Committees on Diversity and Inclusion 3.5.2 Diversity and Inclusion Statements 3.5.3 Diversity and Inclusion Recruitment 3.5.4 Hiring Process 3.5.5 Diversity and Inclusion Programming 3.5.6 Organizational Culture and Structure 3.6 Conclusion Part II: Understanding the Organization 4: Organizational Structure 4.1 Concepts of Structure Within Organizations 4.1.1 Specialization 4.1.2 Departmentalization 4.1.3 Formalization 4.1.4 Centralization 4.1.5 Span of Control 4.1.6 Chain of Command 4.2 Type of Organizational Structures 4.2.1 Simple Structure 4.2.2 Hierarchical or Bureaucratic Structure 4.2.3 Matrix Organizational Structure 4.2.4 Self-Managed Teams 4.2.5 Fluid and Complex Structures 4.3 Influences and Issues in Sport Organizations 4.3.1 Influence of Sport’s Origin on Current Organizational Structures 4.3.2 Small-Medium Enterprises in Sport 4.3.3 League and Coopetitive Influences 4.4 Conclusion 5: Communication in Organizations 5.1 Importance of Communication 5.1.1 Communication Defined 5.2 The Communication Process 5.3 Direction of Communication 5.3.1 Downward Communication 5.3.2 Upward Communication 5.3.3 Horizontal Communication 5.4 Communication Channels 5.4.1 Oral Communication 5.4.2 Written Communication 5.4.3 Nonverbal Communication 5.4.4 Electronic Communication 5.4.4.1 Video Conferencing 5.4.4.2 Messaging Applications 5.4.4.3 Email 5.5 Communication and Cultural Norms 5.6 Summary 6: Organizational Culture 6.1 Understanding Organizational Culture 6.1.1 Organizational Culture Defined 6.2 Organizational Culture: Strength of Influence 6.3 Organizational Culture and Values 6.3.1 Societal Values 6.3.2 Sporting Values 6.3.3 Personal Values 6.4 Maintaining Organizational Culture 6.4.1 Verbal & Written Cues 6.4.2 Symbols & Actions 6.4.3 Stories 6.4.4 Artifacts 6.4.5 Rituals 6.4.6 Organizational Systems 6.4.7 New Employees 6.5 Altering Organizational Culture 6.6 Organizational Culture vs. Organizational Climate 6.7 Conclusion 7: Labor in Sport 7.1 The Concept of Labor 7.2 Perceptions of Labor 7.2.1 History of Labor 7.3 Legal Issues and Labor 7.3.1 Interns and Volunteers 7.3.2 Unions 7.4 Student-Athletes as Employees 7.5 Emotional Labor 7.6 Summary 8: Organizational Change 8.1 Organizational Change 8.1.1 Expected Change 8.1.2 Forced Change 8.1.3 Incremental versus Radical and Revolutionary versus Evolutionary Change 8.1.4 Structural, Cultural, and Personnel Organizational Change 8.2 Key Aspects of Organizational Change 8.2.1 Resistance to Change 8.2.2 Stress and Change 8.2.3 Learning Organizations 8.3 The Change Process 8.3.1 Lewin’s Three-Step Model 8.3.2 Kotter’s Eight-Step Plan 8.3.3 Integrative Model of Organizational Change 8.3.4 Other Models 8.4 Summary Part III: Getting to Know Employees and Volunteers of Sport Organizations 9: Personality and Fit 9.1 Introduction 9.2 Personality Frameworks 9.2.1 Type A versus Type B 9.2.2 The DISC Profile 9.2.3 “Big Five” Model of Personality 9.2.4 Myers–Briggs 9.3 Belief Systems and Values 9.4 Person-Environment Fit 9.5 Summary 10: Socialization and Perceptions of Individuals 10.1 Introduction 10.2 Socialization 10.3 Perception 10.4 The Perceiver 10.4.1 Motives 10.4.2 Attitudes 10.4.3 Schema 10.4.4 Bias 10.4.4.1 Self-Evaluation Bias 10.4.4.2 Confirmation Bias 10.4.4.3 Anchoring Bias 10.4.4.4 Availability Bias 10.5 The Situation 10.5.1 Attitudes Toward the Organization 10.5.2 Setting 10.5.3 Nature of the Interaction 10.5.4 Potential Consequences 10.6 The Message Deliverer 10.7 Psychological Contracts 10.8 Summary 11: Attitudes and Emotions of Employees 11.1 Introduction 11.2 Classical View of Emotions 11.3 Emotions as Self-Constructions 11.4 Emotional Intelligence 11.4.1 Self-Emotional Appraisal 11.4.2 Self-Management 11.4.3 Social Awareness 11.4.4 Relationship Management 11.5 Emotions in the Sport Workplace 11.5.1 Pride 11.5.2 Passion 11.5.3 Well-Being 11.6 Summary 12: Motivations of Individuals 12.1 Motivation 12.2 Theoretical Concepts 12.2.1 Expectancy Theory 12.2.2 Goal-Setting Theory 12.2.3 Equity Theory 12.2.4 Operant Conditioning and Reinforcement Theory 12.2.5 Maslow’s Hierarchy of Needs 12.2.6 Herzberg’s Motivation-Hygiene Theory 12.2.7 Self-Determination Theory 12.2.7.1 Intrinsic Motivation 12.2.7.2 Extrinsic Motivation 12.2.7.3 Amotivation 12.3 Motivation for One’s Potential 12.4 New Concept: Grit 12.5 Summary 13: Behaviors and Creativity 13.1 In-Role and Extra-Role Behaviors 13.1.1 Organizational Citizenship Behaviors 13.1.2 Creative Work Behaviors 13.2 Definition of Creativity in Management 13.2.1 Elements of Creativity in the Sports Industry 13.2.2 Domain-Relevant Skills 13.2.3 Intrinsic Task Motivation 13.2.4 Engagement in Creativity-Related Processes 13.3 Being Innovative as a Sport Manager 13.3.1 Sport Entrepreneurs 13.4 How Can You Be More Creative at Work? 13.4.1 Resource Allocation 13.4.2 Autonomy 13.4.3 Rest 13.4.4 Engaging in the Creative Process 13.5 Summary Part IV: Understanding Work Groups and Teams 14: Group and Team Development 14.1 Defining Work Groups and Teams 14.1.1 Formal Groups 14.1.2 Informal Groups 14.2 Work Teams 14.3 Types of Teams 14.3.1 Departmental Teams 14.3.2 Functional Teams 14.3.3 Self-Managed Teams 14.3.4 Advisory Teams 14.3.5 Problem-Solving Teams 14.3.6 Skunkworks 14.3.7 Virtual Teams 14.4 Factors Influencing Team (and Group) Success 14.4.1 Context 14.4.1.1 Adequate Resources 14.4.1.2 Leadership and Structure 14.4.1.3 Climate of Trust 14.4.1.4 Evaluation and Reward System 14.4.2 Composition 14.4.2.1 Abilities of Members 14.4.2.2 Personality 14.4.2.3 Role Allocation 14.4.2.4 Diversity 14.4.2.5 Team Size 14.4.2.6 Flexibility of Team Members 14.4.2.7 Member Preferences 14.4.3 Work Design 14.4.3.1 Autonomy 14.4.3.2 Skill Variety 14.4.3.3 Task Identity 14.4.3.4 Task Significance 14.4.4 Process 14.4.4.1 Common Purpose 14.4.4.2 Specific Goals 14.4.4.3 Team Efficacy 14.4.4.4 Conflict Levels 14.4.4.5 Social Loafing 14.5 Team Norms 14.6 Groupthink and Crisis of Agreement 14.6.1 Groupthink 14.6.2 Crisis of Agreement: The Abilene Paradox 14.7 Stages of Team Development 14.7.1 Stage 1: Forming 14.7.2 Stage 2: Storming 14.7.3 Stage 3: Norming 14.7.4 Stage 4: Performing 14.7.5 Stage 5: Adjournment 14.8 Summary 15: Creative and Innovative Teams 15.1 Creativity and Innovation in Teams 15.2 Supporting Creativity and Innovation 15.2.1 Leader-Member Exchange 15.2.2 Participative Safety 15.2.3 Vision and Goal Clarity 15.2.4 Support for Innovation 15.2.5 Task Orientation 15.2.6 Diversity and Inclusion 15.2.7 Social Interaction 15.2.8 Time 15.2.9 Rewards 15.3 Innovation Types 15.3.1 Innovation as a Product 15.3.2 Innovation as a Process 15.4 Innovation in Organizations 15.4.1 Creativity as the Beginning Steps 15.4.2 Innovation Champion 15.5 Summary 16: Conflict and Negotiation 16.1 The Nature of Conflict 16.1.1 Task Conflict 16.1.2 Process Conflict 16.1.3 Relationship Conflict 16.1.4 Intercultural Conflict 16.2 What Creates Conflict? 16.2.1 Structural Factors 16.2.1.1 Specialization and Differentiation 16.2.1.2 Interdependence 16.2.1.3 Resource Allocation 16.2.1.4 Communication Channels 16.2.1.5 Workspace Configuration 16.2.1.6 Decision-Making Hierarchy 16.2.1.7 Policies 16.2.2 Addressing Structural Factors 16.2.3 Contextual Factors 16.2.3.1 Individual Expectations 16.2.3.2 Competition 16.2.3.3 Perceptions 16.2.3.4 Personality and Values 16.2.3.5 History 16.2.4 Addressing Contextual Factors 16.2.4.1 Potential Outcomes of Contextual-Based Conflict 16.2.5 Managerial Responses to Contextual-Based Conflict 16.2.5.1 Problem-Solving 16.2.5.2 Conflict Avoidance 16.2.5.3 Forcing 16.2.5.4 Yielding 16.2.5.5 Compromising 16.3 Negotiation 16.3.1 Managing the Negotiation 16.4 Summary 17: Power and Politics in Sport Organizations 17.1 Sources of Power and Influence in Organizations 17.1.1 Legitimate Power 17.1.2 Expert Power 17.2 Resource Acquisition 17.2.1 Power and Resource Acquisition 17.2.2 Resources and Legitimacy 17.2.3 Episodic Power 17.3 Organizational Politics 17.3.1 Behavior Engagement 17.4 Political Skill 17.4.1 Social Astuteness 17.4.2 Interpersonal Influence 17.4.3 Networking Ability 17.4.4 Apparent Sincerity 17.4.5 Political Skill Examples in Sport 17.5 Summary 18: Leadership in Sport Organizations 18.1 Leadership 18.2 Roles of Leaders 18.2.1 Leadership Behavior 18.3 Trait Theories of Leadership 18.4 Behavioral Theories 18.4.1 The Ohio State Studies 18.4.2 The Michigan Studies 18.4.3 The Managerial Grid 18.5 The Contingency Perspective of Leadership 18.5.1 Path-Goal Theory 18.5.1.1 Leader Behaviors 18.6 Inspirational Leadership 18.6.1 Charismatic Leadership 18.6.1.1 Dangers of Charismatic Leadership 18.6.2 Transformational Leadership 18.6.2.1 Raise Awareness 18.6.2.2 Look Beyond Self-Interest 18.6.2.3 Search for Self-Fulfillment 18.6.2.4 Overcome Resistance to Change 18.6.2.5 Sense of Urgency 18.6.2.6 Adopt an Attitude of Greatness 18.6.2.7 Future Perspective 18.6.2.8 Build Trust 18.6.2.9 Concentrate Resources 18.6.2.10 Outcomes of Transformational Leadership 18.7 Moral Leadership 18.7.1 Authentic Leadership 18.7.2 Ethical Leadership 18.7.3 Servant Leadership 18.7.3.1 Servant Leadership in Sport 18.8 Summary Index