Sport Management- Organizational Designs

Sport Management- Organizational Designs

An organizational design refers to the features and traits of an organization that go a long way to enabling the organization to perform its primary activities and achieve its objectives. Company leaders adjust company activities to enable them to perform their primary roles effectively. Just like any other organization, sports organizations must configure how they perform their activities to attain success. Even if organizations are in the same industry, they will still need to be configured differently to perform their specific roles effectively. To that end, a sports events organizing company, sports goods manufacturer, and sports marketing agency ought to be configured differently to achieve their objectives.

Sports Goods Manufacturing Company

The machine bureaucracy is the best organizational design for a sports goods manufacturing company. A machine bureaucracy design encompasses high-level standardization, centralization, and specialization (Pedersen & Thibault, 2019). In this design, all organizational parts are valuable in ensuring the organization achieves its objectives. For instance, a sports goods manufacturing company may include top management, middle management, technical core, support staff, and technical support staff. Notably, the technical segment of such companies ensures that manufactured goods align with industry standards. On the other hand, the management is charged with acquiring deals for the company.

Another factor that makes the machine bureaucracy appropriate in sports manufacturing companies is the routineness of industry tasks. Employees in the technical segment of such companies must comply with pre-determined procedures to the latter to avoid compromising on quality (Pedersen & Thibault, 2019). Every employee in these companies is assigned specific roles to perform in the long run. Through this design, leaders at these organizations formulate structural frameworks that will allow all segments of the company to function effectively. Since everyone knows their roles and managerial expectations, there is a high sense of predictability and stability under the machine bureaucracy organizational design.

Sports Marketing Company

A sports marketing company uses a simple organizational design. Such a design is characterized by low levels of specialization and standardization, but operations are highly centralized (Pedersen & Thibault, 2019). A sports marketing company does not have multiple layers of formal structures; hence, it can be managed centrally. The leader/owner of a company that adopts a simple organizational design assigns employees the tasks they are expected to perform (Zaleznik, 2004). Since there are no management silos, employees perform tasks independently and only report to the top-level manager once the tasks are accomplished. It is worth noting that the level of specialization grows as a company with a simple organizational design grows. The manager will have to assign employees tasks based on their prominent skills. However, once such a company gains departmental structures, it ceases to use a simple design.

Sports Event Organizing Company

A sports event-organizing company uses a professional bureaucracy design. Under this design, only the technical core and administrative support staff form the most significant organizational membership (Pedersen & Thibault, 2019). A professional bureaucracy design suits a sports marketing company because sporting professionals such as coaches, administrators, psychologists, and professional administrators are responsible for creating relevant products and services (Petronel & Florentina, 2013). The decentralization under this model allows the professionals to perform their roles effectively with limited intervention. Another characteristic that makes this model appropriate for an event-organizing company is its entrepreneurial nature.

Conclusion

In summary, companies adopt organizational designs that align with their features and activities. Sports organizations with a high level of centralization adopt a simple organizational design. On the other hand, professional bureaucracy suits sports organizations whose operations are highly decentralized but have high specialization. Finally, a machine bureaucracy suits sports goods manufacturing companies since the design emphasizes the technical core.

References

Pedersen, P. M., & Thibault, L. (2019). Contemporary Sport Management. Human Kinetics.

Petronel, M., & Florentina, M. (2013). Sports Organization Management: Between Constraints and Objectives. Procedia – Social and Behavioral Sciences, 81, 95–99. https://doi.org/10.1016/j.sbspro.2013.06.394

Zaleznik, A. (2004). Managers and Leaders: Are They Different? Harvard Business Review; Harvard Business Review. https://hbr.org/2004/01/managers-and-leaders-are-they-different.

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This week’s assignment:

Referencing the section on Organization Design in Ch. 4, pg. For 86 of your texts, please answer the following: What organizational design would be most appropriate for a sporting goods manufacturer? For a sports marketing agency? For an organization bidding for the right to host a major international event?

Sport Management- Organizational Designs

Pedersen, P. M. (2018). Contemporary Sport Management (6th ed.). Human Kinetics Publishers. https://online.vitalsource.com/books/9781492567127

Chapters: 4-5

Weblinks Week 2
The Future of Sports – The future of sports. (2015). USA Today. Available at www.gannett-cdn.com/usatoday/editorial/sports/The-Future-of-Sports-2015-Report.pdfLinks to an external site.

Managers and Leaders: Are They Different? – https://hbr.org/2004/01/managers-and-leaders-are-they-differentLinks to an external site.

Sports Organization Management: Between Constraints and Objectives – https://www.sciencedirect.com/science/article/pii/S1877042813014614