Term
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Definition
| concern with the values, beliefs, basic assumptions, shared understanding, and take-for-granted meanings on which a set of individuals base the constructions of their organization, group, or subgroup. These characteristics, commonly accepted as forming the basis for an organizations culture provide stability to an organization and convey to new members the understanding that enables them to make sense of organizational activities. |
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Term
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Definition
| a culture in which the members of the sport organizaton agree about the importance of certain values and employ them in their daily routines. They use stories and rituals to hole the organization together. People are recruited into the organization because they are seen to fit with the culture that exists. This fit is further developed through the use of indoctrination ceremonies, training, programs, and orientations in which new employees are expected to be involved. |
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Term
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Definition
| Dont see common values. Exampl: university faculty that encompasses both a department of sport studies and an athletic department. The dominant values among the staff involved in the athletic program will be ones concerned with producing the best teams. |
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Term
| Manifestastions of Culture |
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Definition
| Stories, Myths, Symbols, Language, Ceremonies, Physical Setting, Physical Stimuli, Symbolic Artifacts |
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Term
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Definition
| Narrative recounted among employees and told to new employees. |
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Term
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Definition
| are stories, often about the origins and transformations of a company, that are not supported by fact. Myths and stories convey a number of important messages. First, they represent a sense of history. They also help establihs the organization as an enduring entity, can reduce uncertainty for employees. Stories help transmit messages about organizational goals and the way employees should act. |
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Term
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Definition
| Used to convey meaning about a sport organization to its members and to the public at large. Ex: Nike=greek goddess; Atlanta Falcon=falcon is proud and dignified with courage. |
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Definition
| serve to strengthen the organization by providing commonality, and to separate them from others who do not communicate in the same way. |
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Term
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Definition
Traditions. Certain shared values within the organization are reinforced. These events provide evidence of the organization values; they are symbolic representations of the type of beliefs and activities important in the organization.
Ex: team award nights, pregame meals, annual christmas party, pep rally. |
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Term
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Definition
| consists of physical structure, stimuli, and symbolic artifacts |
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Term
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Definition
the architects design and physical placement of furnishings in a building that influence or regulate social intercation.
Ex: open floor plan instead of closed door offices, round tables instead of rectangular, and simple location of the facility |
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Definition
| Include activities such as coffee breaks and mail delivery. These events can become rituals. Determine who talks to whom and when. establish patterns on interaction in a sport organization and how inofrmation is channeled. |
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Definition
Individuallys or collectively provide clues about a sport organizations culture.
ex: Banners in arena, trophies and picture of past teams |
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Term
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Definition
| is not seen but its effects are felt. The ability to get someone to do something they would not have otherwise done. |
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Term
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Definition
| a form of power. the power that accrues to a person because of his or her role within the organization. Authority is only legitimate within the sport organization that grants the authority. |
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Term
| Source of Individual Power --> Legitimate |
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Definition
same as authority. people acquire it through their position with an organization.
ex: managers, AD's, deans, coaches |
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Term
| Souce of Individual Power--> Reward |
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Definition
| power that comes from one person's control of another person's rewards. Ex: coach giving a player more playing time or a stariting position |
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Term
| Source of Individual Power --> Coercive |
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Definition
Power derived from the ability that one person has to punish with another.
ex: ISU's threatof banishment for individuals supporting the WSF |
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Term
| Source of Individual Power--> Referent |
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Definition
based on an individual's charisma and another person's identification with this quality. Members of organization identify very strongly with the values of their leader.
Ex: Dean Smith, Bobby Knight |
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Term
| Source of Individual Power--> Expert |
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Definition
accrues because of a person's special knowledge or skill.
Ex: computer technician in a sport org. that uses computer-aided design may wield consdierable power if that person is the only one who knows how to operate computers. |
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Term
| Organizational Power --> Acquistion and Control of Resources |
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Definition
| those organizations that can provide the most critical and difficul-to-obtain resources come to have power in the organization. |
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Term
| Organizational Power --> The ability to cope with uncertainty |
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Definition
| sport organizations constantly deal with uncertainty, arising out of changes in the task environment of the sport organization - suppliers, competitors, fans, regulator agencies, and the like. Ways to cope with uncertainty are acquiring information about future trends, absorption (taking action after an event has occured), and preventing its occurrence |
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Term
| Organizational Power --> Centrality |
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Definition
| determineed by the sport organizations strategy and the problems it is facing at a particular time. When people are more central to the flow of information, they are more powerful than those on the periphery. |
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Term
Organizational Power--> Nonsubstitutability
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Definition
| the less a subunits activities can be substittuted, the more organizational it has. However, individuals have to ensure that the particular knowledge or skills they possess are not easily replaced. |
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Term
| Organizational Power --> Control over decision-making process |
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Definition
| power is gained not only by having input in the decision process but alos through control of the process itself. Those who can influence when decisions are made, who are involed in the decision process, and what alternatives are presented become very powerful. |
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Term
| Political Power-->Building Coallitions |
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Definition
| coallitions are built when people spend time communicating their views to others, establishing trust relationships, and building mutual respect. Coallitions are only effective when they are tightly united around a particular issue |
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Term
| Political Power --> The use of Outside Experts |
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Definition
| hire outside experts to support or legitimize one's position |
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Term
| Political power --> Building a Network of Contacts |
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Definition
| networks are established through the formal mechanisms of the sport organization but also through informal means. Sponsors, peers, and subordinates are all important in building a network of contacts. Important to build network of contacts within and outside the organization. |
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Term
| Political Power--> Controlling Information |
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Definition
| Influence the outcomes of the decison-making process within their organization or a decision concering their organization. By emphasizing facts that support their position, or by hiding, limiting, or ignoring other relevant information, manager can promote their own position or discredit the points of view put forward by others |
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Term
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Definition
| Coalition is centralized around a particular issue. It also solely external to the organization. A network is both internal and external and does not revolve around a particular issue. |
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Term
| Elements that enable Group Think |
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Definition
1. Illusion of Invulnerability
2. Inherent Morality of the Group
3. Rationalization
4. Stereotypes of Outsiders
5. Self Censorship
6. Direct Pressure
7. Mind Guards
8. Illusion of Unamity
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Term
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Definition
| Increase in conformity to group norms will increase cohesiveness |
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Term
| Formal Groups--> Command Oriented |
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Definition
| Usually specified by the organizational chart and comprised of employees who reported directly to a supervisor |
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| Formal Groups --> Task Oriented |
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Definition
| comprised of people who work together to complete a particular task/project |
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| Informal Groups --> Interest Oriented |
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Definition
| established to achieve a mutual objective |
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| Informal Groups --> Frienship Oriented |
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Definition
| group formed because members have something in common. |
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Term
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Definition
A set of expected behaviors assumed by each position in the group.
1. Expected Role --> behaviors expected by the group or organization
2. Perceived Role--> the set of behavior that the position holder believes he/she should enact
3. Enacted Role--> the set of behaviors that, the position holder exhibits. |
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Term
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Definition
standards of behavior shared by the group members.
1. They only pertain to behaviors considered important by the group.
2. They are accepted in differing degrees by different numbers
3. They dont necessarily apply to all members.
4. They do not necessarily agree to elicit behaviors that will achieve organizational goals. |
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Term
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Definition
| Conflict between subunits within organization |
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Term
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Definition
| Conflict between different hierarchial levels. Occurs because of ones need for control in a sport organization. Appropriate leadership behavior and techniques such as management by objective (MBO), where there is an attempt to establish some degree of congruence between individual and organizational goals can help in avoiding this type of conflict. |
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Term
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Definition
conflict is neither bad nor good. In some cases, if a company has no conflict, they will not change what they are doing and can eventually flounder. Stimulating constructive conflict can be used if conflict is too low.
Conflict can incourage new ideas and decrease the chance of groupthink. |
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Term
| Sources of Conflict within an Organization: Differentation |
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Definition
| The more a sport organization differentiates, the greater the likelihood of conflict, because the greater the differences created between subunits. Individuals within subunits may think differently, use different work methods, have different priorities, and come from different backgrounds. |
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Term
| Sources of Conflict within Organization --> Interdependence |
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Definition
| creates opportunity for interference and blocking associated with conflict. Some level of interdependence between the subunits is necessary for the conflict to become manifest. |
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Term
| Sources of Conflict within Organization --> Low Formalization |
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Definition
| less rules and regulations, leads to conflict. |
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Term
| Sources of Conflcit within Organization --> Competition over Resources |
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Definition
| when two or more subunits within an organization compete for a share of limited resources, they come into conflict with each other. |
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Term
| Sources of Conflcit within Organization -->Differences in reward Systems |
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Definition
| The more rewards are based on the perfomance of each individual subunit, as opposed to the overall sport organization, the greater the potential for conflict. |
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Term
| Sources of Conflcit within Organization --> Power Incongruence |
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Definition
| Ex: in an athletic department the A.D. is higher up the organization hierarchy then the basketball coach. However, due to the importance attributed to the basketball program on many US university campuses, the basketball coach may perceive himself and be perceived by others as having considerable power. If the coach then starts to give "orders" to the AD, conflict is likely to ensue. |
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Term
| Sources of Conflcit within Organization --> Communication Problems |
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Definition
| infomation being exchaned vertically through the organization can get distorted and mistinterpreted, resulting in conflict. Conflict can also occur if one subunit stops communication with another or withholds information. |
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Term
| Sources of Conflcit within Organization -->Participative decision making |
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Definition
| By allowing more people "to have their say" participative decision-making facilitates the expression of more diverse opinions, raising, the potential for conflict. |
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Term
| Sources of Conflcit within Organization --> Role Conflict |
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Definition
| people often find themselve in a conflict situation if their role responsibilities suddenly change, or if different expectations are placed on them. Changing a person's role in a sport organization can lead to conflict. Also if the job change is viewed as a demotion, the level of stress increases and so does the potential for conflict. |
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Term
| Trait Theory of Leadership |
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Definition
| evolved from the great man theory, which says that leaders are born, not made. Implies upper class bias. This theory doesnt consider the inherited nature of all leadership qualities. A downside to this theory is that no moral judgment is in this analysis. |
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Term
| Behavior Theory of Leadership |
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Definition
| Focuses on observable actions of leaders. The focus of this research is to identify the style of leadership or leader behaviors most likely to increase the effectiveness of subordinates. |
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Term
| Contingency theory of Leadership |
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Definition
| effective leadership depends on matching appropriate leadership style to the particular situation. Contingency theories of leadership "draw attention to the notion that there are no universally appropriate styles of leadership, but that particular styles have an impact on various outcomes in some situations but not in others. |
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Term
| Sources of Individual Power |
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Definition
| Legitimate Power, Reward Power, Coercive Power, Referent Power, Expert Power |
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Term
| Sources of Organizational Power |
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Definition
| Acquisition and control Of Resources; The ability to cope with uncertainty; Centrality; Nonsubstitutability; Control over the Decision Making Process |
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Term
| Politcal tactics to achieve Effectiveness |
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Definition
| Building Coalitions; The Use of Outside Experts; Building a network of Contacts; Controlling Information |
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