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Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport Culture, Innovation, and Diversity

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Page 1: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

PPT7-1

Chapter 7

Managing ChangeSport Culture, Innovation, and Diversity

Page 2: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

PPT7-2

Life is Always Changing

Change is a fact of business life today. Overcoming resistance to change will test and challenge and hone your people skills.

Page 3: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Yogiism

Yogi Berra once said, “The future ain’t what it used to be.”

Page 4: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Managerial Changes

How did Joe Torre change when he became the manager of the New York Yankees?

Page 5: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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AD’s and Change

Have you ever thought about the changes that athletic directors encounter every year and the impact that they can have? An AD may face new budget restrictions, a new principal or superintendent, new athletes, new coaches, greater expectations from parents, or new technologies such as email and Internet.All of these things spell change and the possibility of having to adjust and react differently.

Page 6: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Dealing with Change

Dr. David Hoch, Director of Athletics at Eastern Tech High School in Baltimore County, Maryland, suggests that athletic directors’ problems created by change should be dealt with before the change occurs.

Page 7: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Economic Forces

Baseball has become a sport where big-market teams like the New York Yankees and Boston Red Sox can generate more revenue and thus afford to spend more money to acquire star players. And more star players means more fan and media interest, which means even more money.

Page 8: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Social Forces

Baseball has fallen behind football as America’s favorite sport. Baseball fans have become leery of the game after the recent strikes, which were caused by anger and mistrust between players and owners. Meanwhile, fans love the physical contact and fast action found in football.

Page 9: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Demographic Forces

The Yankees operate in the racially mixed New York area.The team appears to have been built to resemble this racial mixture. Star center fielder Bernie Williams is from San Juan, Puerto Rico. Star relief pitcher Mariano Rivera is from Panama City, Panama. Pitcher Orlando Hernandez is from Havana, Cuba.

Page 10: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Technological Forces

The Yankees make more money from the media than any other team. The Yankees own YES, their own cable network. Some fans in the New York area do not receive Yankee games because their cable provider doesn’t carry the YES network. These fans have become irate at the team for not allowing them television access to all the games.

Page 11: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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The Four Variables of Change

StrategyStructureTechnologyPeople

Page 12: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Strategy

Since merging with Trotter, Cybex has been able to develop and offer the most advanced and complete line of equipment in its market.

Page 13: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Technology

Olympic athletes, for example, look to their equipment suppliers to provide cutting-edge shoes, bats, skis, and bicycles, and to their trainers and therapists to provide cutting-edge technique and instant recovery from injuries that once sidelined players for a season, and now set them back mere days.

Page 14: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Stages in the Change Process

DenialResistanceExplorationCommitment

Page 15: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Why People Resist Change

Uncertainty creates fear.Inconvenience is off-putting.Their self-interest is threatened.We all fear loss.Lack of control is often an issue.

Page 16: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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How to Overcome Resistance

Create a trust climate. Develop a change plan.State why change is needed and how it affects them.Create a win-win situation.Involve people and provide support.

Page 17: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Components of Resistance

IntensitySourceFocus

Page 18: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Organizational Culture

Organizational culture is the set of values, beliefs, and standards for acceptable behavior that its members share. Understanding an organization’s culture helps you understand how it functions and how you should do things “to fit in.” Think of “good guy” teams like the Seattle Mariners and “bad guy” teams like the Oakland Raiders.

Page 19: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Sport Team Culture

“Sport team culture originated from the establishment and development of sports team. The sport team culture with which all members voluntarily comply is the total of common faith, morality, spirit, ceremony, intelligence factor, and entertainment life. The function of the sport team culture is found in instructing people, construction of team standards, recovery, spiritual adjustment, and meeting psychological and social demand.”

Page 20: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Components of Culture

Behavior - The late Tom Yawkey of the Boston Red Sox, the late George Halas of the Chicago Bears, and Al Davis of the Oakland Raiders were legends in their own time, and are legends still to fellow players, colleagues, and fans alike who relish the tales and anecdotes surrounding these enduring personalities. Values and BeliefsAssumptions

Page 21: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Values and Beliefs

Tom Yawkey and his family walked their talk. They believed in giving to charity, and they made sure their team gave both money and personal time to the Dana Farber Institute. Before the 2002 baseball season, the Yawkey family sold the Red Sox to John Henry. This new management is carrying forward the Red Sox tradition by helping the Joey Fund.

Page 22: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Product Innovation

Safety has been a major concern for NASCAR, accelerated by the death of Dale Earnhardt on the last lap of the 2001 Daytona 500. A new product innovation, shock-absorbing “soft walls,” are being used to protect drivers.

Page 23: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Quality

Outdoor sports and mail-order catalog firm L.L. Bean established a total quality and human resources (TQHR) department to lead the company's efforts to improve quality, efficiency, and customer service. The TQHR has saved the company millions of dollars annually from process improvements.

Page 24: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Core Values of TQM

Involve a companywide focus on (1) delivering customer value and (2) continuously improving the system and its processes. In TQM organizations, people are the most important resource. Therefore, TQM organizations go to great lengths to make sure their workforce gets the best training available, and they stress teamwork.

Page 25: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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The Learning Organization

Event staff at a football game had to learn when to stop serving beer at half-time to control fan rowdiness. However, they had to learn twice. The real drinking started outside the stadium, and event staff had to learn to deny access to inebriated fans.

Page 26: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Diversity

Championship Auto Racing Teams Inc. (CART), as one example, has implemented strong initiatives to promote diversity. CART seeks to bring members of the minority community and women into CART racing as drivers, engineers, mechanics, and administrative personnel.

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Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Title IX

In 1972, a law with wide ramifications for the sport industry, Title IX of the Amendments to the Higher Education Act, was passed. Title IX requires equal access to education, including athletics, for women. Since that time the number of women playing on college teams has increased from 32,000 to about 163,000.

Page 28: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Problems with Title IX

Complying with Title IX has led to the reduction of some men’s programs to augment financial support for new women’s teams. Between 1981 and 1999, more than 400 collegiate men’s teams were dropped. 171 wrestling programs and 84 men’s tennis teams were dropped.

Page 29: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Women Coaches

Women by and large have been limited to coaching other women, whereas men commonly coach both men and women. Men coach women’s NCAA basketball and the WNBA, but women do not tend to coach men’s NCAA basketball or the NBA.

Page 30: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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Organizational Development

Organizational development (OD) is the ongoing planned change process that organizations use to improve performance.

Page 31: Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT7-1 Chapter 7 Managing Change Sport

Lussier/Kimball, Sport Management, First EditionCopyright © 2004, by South-Western, a division of Thomson

Learning

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OD Techniques

Lewin’s change modelForcefield analysissurvey feedbackGrid ODSensitivity trainingTeam buildingProcess consultationJob Design and Direct Feedback