TITLE: CHAPTER 5 ORGANIZING

COURSE NAME: FUNDAMENTAL OF SPORTS MANAGEMENT

COURSE CODE: HSM 1093
SECTION: BS101.69
PREPARED BY :
ALYAA NATASHA, BGN212410280

LECTURER NAME: MISS ALIZATUL NADHIRAH BINTI ABIDDIN

DATE OF SUBMISSION: 1 MARCH 2022
 Manager ORGANIZING
organize four Definition
resources second function of
Process of delegating
management. & coordinating tasks
- Human, physical,
financial, and resources to
informational achieve objective.

Why managers
have to otganize The Delegating What to
activities they importance Organizational work delegate
want to perform? organizing Theories of
organizing design -Paperwork
- Generating effective - Responsibility
- They can divide the group action. - Assignment of a -Routine task
work according to task
- Synergizing -Technical matters
nature & similarity of - Authority by a
resources -Problem solving
task. manager to a
- Facilitating the

- They can build subordinate

implementing & six key
continuity & synergy control Classical elements of
- Identifyng
resposibilities
theory structure:
What shouldn't
- work specialization
- Departmentalization delegate
- Chain of command
- Span of control -Personal matters
- Centralization & -Crises
Neoclassical decentralization
theory - Formalization
5 common forms of -Confidential
departmentalization activities
- Functional
- Product
- Geographical
Modern - Process
- Customer
organizational
theory
 TITLE: CHAPTER 6 LEADING SKILLS
COURSE NAME: FUNDAMENTAL OF SPORTS MANAGEMENT
COURSE CODE: HSM 1093
SECTION: BS101.69
PREPARED BY:
ALYAA NATASHA, BGN212410280

LECTURER NAME: MISS ALIZATUL NADHIRAH BINTI ABIDDIN

DATE OF SUBMISSION: 1 MARCH 2022
 LEADERSHIP
Definition Leading is a management
Influencing & enabling function Managers vs
others towards the ( planning, organizing, leading, Leaders
attainment of controlling )
aspirational goals

Summary on Theories of
leadership theories
leadership Trait theories Leadership Managers are
-Trait theories
Look for distinctive grid styles appointed
characteristic of
effective leaders. (1,1) Impoverished They have legitimate
-Behavioral theories leaders show low power that allows
look at the behavior of concern for both them to reward &
Behavioral production and people punish.
effective leaders and 7 traits
try to find one theories associated with
(9,1) Authority-
compliance leaders
leadership style that
works for all Leadership show a high concern
for production and a
situations -Drive high concern for
-Desire to lead people
-Honesty & intergrity (5,5) Middle of the
-Self-confidence
-Intelligence
road leaders balance Leaders may
-Job-relevant knowledge
their concern for either be
production and people appointed or
Kurt Lewin's -Extraversion (9,9) Team leaders
studies at the The Managerial
show a high concern
emerge from
University of lowa Grid for both production within a group
-Autocratic style 5 resulting and people They can influence
-Democratic style leadership styles
-Concern for people others to perform
-Laissez faire style
-Cocern for production -Improvised management beyond the actions
-Research finding
-Task management dictated by formal
-Country club authority.
management
-Middle-of-the-road
Management
-Team management
 Definition
Motivation is the
Motivation is the willingnessto achieve
intention of achieving organizational
Physiological a goal, leading to goal
needs objectives. Maslow's
directed behavior Hierarchy of
Safet needs Needs

Esteem needs
Maslow's Early
Hierarchy of theories
Needs
Social needs Theory
MacGregor"s
Theories X & y
Self-actualization needs

MOTIVATION Theory Y- basically

positive view
Theory x
Assumpti
ons workers can exercise, self-
People only work for the money.
direction , desire
responsibilities & like to work
McGregor's
Theory X & Theory X- basically
Theory Y negative view
Theory Y
Individuals are Workers have little
highly self- ambition , dislike work,
motivated avoid responsibilities &
require close supervision

- As a result, Theory Y leaders behave in in quite different ways from Theory X leaders
CONCLUSION:
- Theory X encourages use of tight control and supervision . It implies that employees are reluctant to organizational
changes.
TITLE: CHAPTER 7 COMMUNICATION & INTERPERSONAL SKILLS
COURSE NAME: FUNDAMENTAL OF SPORTS MANAGEMENT

COURSE CODE: HSM 1093

SECTION: BS101.69
PREPARED BY:
ALYAA NATASHA, BGN212410280

LECTURER NAME: MISS ALIZATUL NADHIRAH BINTI ABIDDIN

DATE OF SUBMISSION: 1 MARCH 2022
 COMMUNICATION TRANSFER
DEFINITION
Communication means speaking
The message is not
the same as the
to or with some other person near Process of transmitting receiver agreeing with
or far away, either face-to-face
through speech, telephone calls or information and meaning. the message.
text messages, body language,

signs and so on.

UNDERSTANDING
Communication
between two or more
people
COMMUNICATION

IS A JOINT
PROCESS INTERPERSONAL INTERPERSONAL TYPES OF
COMMUNICATION COMMUNICATION ORGANIZATIONAL
-If someone writes, BARRIERS COMMUNICATION
someone reads.
-Nonverbal
communication -Filtering
INTERPERSONAL
- If someone speaks, - Body language -Emotions -Formal COMMUNICATION
someone listen. -Verbal intonation -Information overload communication
-If someone act, -Informal Communication
-Difensiveness
someone watches. communication between two or more
-Languages
people
-National culture

- NONVERBAL
FUNCTION OF COMMUNICATION DIRECTION OF
COMMUNICATION -Sounds Overcoming Barriers to COMMUNICATION ORGANIZATIONAL
- Control -Images Interpersonal FLOW COMMUNICATION
- Motivation -Situations behaviors Communication All the patterns, network,
-Clothing & physical
-Downward and systems of
- Information

-Use feedback
surroundngs -Upward communications within
- Emotional expression

-Simplify Language an organization

-Listen actively

-Contrains
emotions

PROCESS OF INTERPERSONAL
COMMUNICATION METHODS DIRECTION OF
-Sender
COMMUNICATION
-Message -Face-to-face FLOW (CONT'D)
-Medium - Telephone -Lateral (horizontal)
-Receiver - Group meetings communication
-Message -Formal presentation -Diagonal
communication
 TITLE: CHAPTER 8 CONTOLLING
COURSE NAME: FUNDAMENTAL OF SPORTS MANAGEMENT

COURSE CODE: HSM 1093

SECTION: BS101.69
PREPARED BY:
ALYAA NATASHA, BGN212410280
LECTURER NAME: MISS ALIZATUL NADHIRAH BINTI ABIDDIN

DATE OF SUBMISSION: 1 MARCH 2022

 THE IMPORTANT
CONTROLLING OF CONTROLLING
DEFINITION
Process of creating and 1.To create better quality-
Control is the last of the four Assist the management
implementing mechanisms

major management functions process

to ensure that objectives
are achieve. 2.To cope with change-
Deal with change or
uncertainty
3.To create faster cycles-
Deal with complexity
4.Deal with human
limitations
5.To facilitate delegation &
PROCESS OF teamwork-Help delegation
CONTROL & decentralization to run
TYPES OF smoothly
-Measuring actual
performance CONTROLLING THE HUMAN CONTROLS-
-Comparing actual FREQUENCY C0ACHING
perfomance against a OF CONTROL
standard •Coaching gives
-Taking action to correct motivational feedback
deviations or inadequate
standards
INPUT: to maintain and
The planning-
improve performance.
Feedforward control Constant
controlling link
before actual occurrences control
of the problem -Self control
-Clan control -Planning
HOW & WHAT -Standing plan -Organizing
WE MEASURE? -Leading
SOURCES OF
PROCESSES: -Controlling
INFORMATION (HOW) Concurrent control
-Personal observation
-Statistical reports takes place while an Periodic
-Oral reports activity is in progress controls
-Written reports

CONTROL CRITERIA
(WHAT) OUTPUT:
-Employees
-Budgets Feedback control Occasional
after an activity is done
controls