management in sports or as a leader or tournament manager

3. MANAGER
An individual who is
in charge of a certain group
of tasks
Often has a staff of people
who report to him or her

4. Essentially, the role of
managers is to guide
the organizations
toward goal
accomplishment.

5. All organizations exist for
certain purposes or goals,
and managers are
responsible for combining
and using organizational
resources to ensure that their
organizations achieve their
purposes.

7. is the process of reaching
organizational goals by
working with and through
people and other
organizational resources.

8. is concerned with the
function and responsibilities
essential to the achievement
of established goals through
associated effort.

9. Is the art and science of
helping people use their
abilities to the fullest.

10. Management has the
following 3 characteristics:
It is a process
or series of
continuing
and related
activities.

11. Management has the
following 3 characteristics:
It involves and
concentrates
on reaching
organizational
goals.

12. Management has the
following 3 characteristics:
It reaches these
goals by working
with and through
people and other
organizational
resources.

13. IMPORTANCE
OF
MANAGEMENT

14. Management exist to help
people achieve the goals
they desire.
Management gives
direction to the cooperative
efforts of many individuals.

15. Management determines
in great measure whether
an organization is going to
progress, operate
efficiently, and achieve
objectives.

16. Management determines
whether or not the group of
individuals within its
framework are happy,
cooperative and productive.

17. If Management ensures that
all the activities are
designed effectively, the
production of each
individual worker will
contribute to the
attainment of the
organizational goals.

18. There is no idea more
important than managing
the fulfillment of the
organizational goals and
objectives.

19. MANAGEMENT
FUNCTIONS

21. PLANNING

22. Refers to the work
performed to predetermine
a course of action in order
to attain results desired.

23. Forecasting
Developing Objectives
Programming and
Scheduling
Budgeting
Developing procedures
Developing policies

24. ORGANIZING

25. Refers to the work to
arrange and relate the work
to be performed effectively
by people.

26. Developing organizational
structure
Delegating
Developing relationships

27. LEADING

28. Refers to the work
performed to influence
people to act in order to
attain the results desired.

29. Decision-making
Communicating
Motivating
Selecting people
Developing people
performance

30. CONTROLLING

31. Refers to the work
performed to assess and
regulate work in progress
and to assess results
secured

32. Developing performance
standard
Measuring performance
Evaluating performance
Correcting performance

33. MAJOR
LEADERSHIP
STYLES

34. 1. AUTHORITARIAN
LEADERSHIP
2. DEMOCRATIC
LEADERSHIP
3. LAISSEZ-FAIRE
LEADERSHIP

35. AUTHORITARIAN
LEADERSHIP
This implies a one-person
leadership with decision-
making imposed by the
leader upon the group
members.

36. The autocratic leader has the
following characteristics
mainly seeks obedience
from his group
determines all policy by
himself
may make personal remarks

37. ADVANTAGES DISADVANTAGES
definite
pattern to
follow
free from
decision-
making
Individuality is
suppressed; creativity
becomes dormant
Hostility and
aggressive tendencies
increase
Discontent is created

38. DEMOCRATIC
LEADERSHIP
This implies a leader who
submits important matters
to group discussion and
involves group members in
decision-making.

39. The democratic leader has the
following characteristics
encourage group
participation and discussion
draws ideas and suggestions
division of responsibilities
objective in evaluating

40. ADVANTAGES DISADVANTAGES
greater group
productivity
encouragement
of individuality
and creativity
divided opinions
delay in reaching
decisions
authority is not
clearly defined

41. LAISSEZ-FAIRE
LEADERSHIP
This implies a leader who
gives guidance but leaves
decision-making to group
members

42. The democratic leader has the
following characteristics
believes in complete
freedom
plays down his role
exercise a minimum of
control

43. ADVANTAGES DISADVANTAGES
encouragement
of individuality
and creativity
less apparent
group
discontent
loosely
structured and
disorganized
situations
poorer quality of
work
accomplishment

44. The traditional concept
views leaders as absolutes.
A new and modern concept
takes into account that a
leader may have may have
tendencies toward all the
three aforementioned
traditional orientations.

46. Democratic
Laissez-faireAuthoritarian

47. Using the three dimensional
model, the new leadership
approach would mean
numerous combinations.
The new type of leadership
is characterized by the
ability to suit the
appropriate technique.

48. This may be rightfully called
the selective approach to
management. This type of
leadership suggests that
mastery lies in knowing
when to use which method.

49. In short, selective leadership
is a logical adaptation of
autocratic, democratic, and
laissez-faire techniques to
appropriate situation,
seeking to put leadership on
rational basis.

51. 1. Administrative Mind
This refers to the ability to
analyse situations objectively,
to see the future and plan a
constructive course of action
with an open mind.

52. 2. Integrity
If a person is honest and sincere,
keeps promises, and can be
trusted with confidential
information, he can inspire and
get the cooperation and love of
the people. Without integrity of
character, a low morale and an
inefficient organization results.

53. 3. Ability to Instill Good Human
Relations
The ability to get along with
people is necessary to get the
cooperative effort needed for
an organization to achieve its
goals.

54. 4. Ability to Make Decisions
Good decisions can be arrived at
with an understanding of what
is important and unimportant in
a particular situation and in
consideration of the best
interest of the organization.

55. 5. Health and Fitness for the
Job
Good health and physical
fitness often have a bearing on
making the right decisions.

56. 6. Willingness to Accept
Responsibility
There are duties and
responsibilities that go with
leadership and action is
required to ensure production
or quality output.

57. 7. Understanding of Work
Familiarity with the particular
field in which the organization
is engaged is an asset. One
cannot guide purposefully and
intelligently if he does not fully
comprehend his work.

58. 8. Intellectual Capacity
This refers to intellectual
competence such as the ability
to think and reason logically, to
apply knowledge effectively, to
communicate efficiently and
other factors closely allied to the
intellectual purposes.