Sport management unit3

• Organising


  The management function performed by managers in order to ensure that subordinates do their work as efficiently as possible
• Organising process


  1. A creative element which is present at all times

  2. Establishing the relationship between persons and groups in order to promote co-operation

  3. Systematic execution of the work in order to ensure the achievement of objectives and goals in the most efficient manner

  4. The arrangement of the enterprise activities and resources
• Organising process steps


  • Identification of activities
  • Departmentally organising activities
  • Authority
  • Co-ordination & Authority
• Organising


  • Organising is a systematic approach to ensure the qualified and competent people are matched with the appropriate tasks
  • Organising promotes the productive application and use of resources
  • The division of organisation activities
  • Methods of work division
  • Functional organisational structure
  • Divisional organisational structure
  • Combinations of functional and divisional groups
  • Reasons for work division
  • Development of an organisation structure
  • Co-ordination
• Importance of organising


  • Organising is a fundamental principle of management
  • Human work revolves around management work and technical work
• Functional organisation structure


  • The most standard practice to group organisation activities
  • The organisation groups activities on the basis of organisation specific categories
  • Organisation categories have specific characteristic ensuring expertise, skills, experience and co-ordination result in specific specialisation
• Divisional organisation structure


  • Divisional organisation structure uses functional organisation units to maintain functional advantages such as expertise and skill
  • Allows for greater opportunity for specialisation within independent divisions
• Combination of functional and divisional groups


  • This allows groups on different hierarchal levels to be flexible
  • Allows a company to tackle challenges with a suitable structure in place
  • The combination allows companies the unique organisation structure to meet its needs and adapt to its circumstances and task division
• Reasons for work division

  • Even small undertakings require skilled personnel to perform management and technical work
  • Specialisation through work division is an advantage such as: Simplification reduces the learning time and increases the skills levels of workers, Total manufacturing time per product is reduced as a result of a higher level of skill obtained through repetition increasing productivity
• Development of an organisational structure

  • The ideal organisational structure is designed to comply with the organisational objectives
  • Long-term organisational objectives are the point of departure when designing the structure
  • The best organisation structure is the simplest organisation structure, ensuring organisation activities are carried out
  • Organisational structures usually take the form of an organogram
  • An organisation structure comprises the number of posts required and the authority relationship of posts on different levels
  • In an organisation structure clear distinctions between line and staff authority must be established
• Co-ordination


  • The purposeful attempt of managers to harmonize the work performed by different persons and/or divisions and to make it correspond so that there will be full co-operation in the achievement of organisation objectives
  • Co-ordination entails the integration of objectives and tasks at levels and divisions to make the organisation work as a whole
  • Formal relationships between department managers throughout an organisation are crucial, regarding the respect for authority. Communication is the key to avoiding conflicts which can negatively impact the achievement of an organisation objective by departments
• Factors that influence organising

  • Macro environment: Technology, Economic, Social, Physical, Political, International
  • Market environment: Product, Price, Distribution, Suppliers, Consumers, Competition
• Simplification


  The process of breaking down a task into smaller parts, making each part simpler and easier to understand, reducing the learning time required for workers.
• Increased skill levels


  The result of repetition and specialization in a specific area of responsibility, leading to increased productivity for workers.
• Reduced manufacturing time


  The result of a higher level of skill and efficiency, reducing the total time required to complete a task or project and leading to a more efficient use of resources.