FACULTY actual performance with the established objectives

 

FACULTY OF SPORT SCIENCE AND
RECREATION

BACHELOR OF HEALTH AND FITNESS
(HONS) SR 245

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UNDERSTANDING SPORT ORGANIZATION
(SMG401)

TOPIC: HOW ORGANIZATIONAL CONTROL
IS IMPORTANT TO SPORT ORGANIZATIONAL PERFORMANCE

 

PREPARED BY

NORNADIA AIZAT BINTI AYOB

2017454284

 

PREPARED TO

KHOR POY HUA (DR)

 

CONTENTS

INTRODUCTION…………………………………………………………………………..

ORGANIZATIONAL
CONTROLLING…………………………………………………

THE NEED TO CONTROL IN SPORTS
ORGANIZATION………………………….

THE CONTROL
PROCESS………………………………………………………………

TYPES OF
CONTROL……………………………………………………………………

CONCLUSION…………………………………………………………………………….

REFERENCES…………………………………………………………………………….

 

 

 

 

 

 

 

 

 

 

 

 

 

INTRODUCTION

 

Mullin
(1980) defined sport management as:

“Including
the functions of planning, organizing, leading, and controlling within the
context of an organization with the primary objective of providing sport or
fitness-related activities, products, and/or services.”

 

Stoner,
Freeman, and Gilbert (1995)

“Controlling
is defined as a process to assure that actual activities conform to planned
activities.”

 

Lewis,
Goodman & Fandt (2006)

“Monitoring
the performance of the organization, identifying deviations between planned and
actual result, and taking corrective action when necessary.”

 

         Controlling is a management
activity to confirm that all planning, organizing, and leading move towards the
established objectives. So, during planning, organizing, and leading process,
the ongoing performance of the task and comparison of actual performance with
the established objectives must be carried out, to see whether we are heading
towards the right directions. Hence, if it is clear that the objectives may not
be achieved then some corrective actions must be taken.

1

 

ORGANIZATIONAL
CONTROLLING

 

           
Organizational control includes developing rules, guidelines,
procedures, limits or other protocols for directing the work and processes of
employees and departments. These controls can include setting rules or
procedures for financial transactions, employee behavior and specific practices
for all or individual departments. A control can depend on an individual
employee following the guideline, or require multiple parties to agree on an
action.

 

 

 

 

 

 

 

 

2

 

THE NEED TO CONTROL IN SPORT
ORGANIZATION

        

         Control is the process a manager takes
to assure that actual performance conforms to the organization’s plan.

 

       
i.           
Make
plans effective. 

            Managers need to measure progress,
offer feedback, and direct their teams towards goal.

      ii.           
Make
sure that organizational activities are consistent.

            Policies and procedures help ensure
that efforts are integrated.

    iii.           
Make
organizations effective. 

To keep
organizations in place to achieve and accomplish their objectives.

    iv.           
Make
organizations efficient. 

It helps
in producing better results, and also improvement in a way to continue success
while eliminating obstacles that get in way.

      v.           
Help
in decision making. 

Controls
make managers aware of problems and provide accurate information that is
necessary for decision making.

 

3
 

 

THE
CONTROL PROCESS

 

         The
control process involves carefully collecting information about a system,
process, person, or group of people in order to make necessary decisions about
each.

         Managers set up control systems that
consist of four key steps. These steps must be repeated periodically until the
organizational goal is achieved.

 

Establish
standards and methods for measuring performance.

Measure
performance.

Does
performance match the standards?

 

 

 

 

 

 

Yes

No

Take
corrective action and re-evaluate standards.

Do
nothing

 

 

 

 

Figure
1: Steps in the control process

 

 

 

 

4
 

 

 

1.     
Establish
standards and methods for measuring performance.

In a
sport organization’s overall strategic plan, manager defines goals for
organizational departments in specific, operational terms that include
standards of performance to compare with organizational activities.

 

2.     
Measure
actual performance.

These
measurements should be related to the standards set in the first step of the
control process.

 

3.     
Compare
performance with the standards.

This
step compares actual activities to performance standards to identify whether
actual performance meets, exceeds, or falls short of standards. When actual
performance differs from standards, managers must determine what changes are
necessary and how to apply them.

 

4.     
Take
corrective actions.

After
determining the cause or causes of deviation, he or she can take corrective
action.

 

5
 

 

 

TYPES OF
CONTROL

 

·        
Various
Administrative Controls.

Organizations
use standardized documents to ensure complete and consistent information is
gathered.

 

·        
Delegation.

The
person being delegated the task shares accountability with the employee for
ensuring the task is completed.

 

·        
Evaluation.

Evaluation
is collecting and analyzing information in order to make decisions. Evaluations
can focus on many aspects of an organization and its processes, for example,
its goals, processes, outcomes, etc.

 

·        
Budget
Management.

Financial
audits are regularly conducted to ensure that financial management practices
follow generally accepted standards.

6
 

 

·        
Performance
Management.

Performance
management focuses on the performance of the total organization, including its
processes, subsystems (departments, programs, projects, etc.) and employees.

 

·        
Policies
and Procedures.

Ensure
that behaviors in the workplace conform to federal and state laws, and also to
expectations of the organization.

 

·        
Quality
Control and Operations Management.

Quality
includes specifying a performance standard (often by benchmarking, or comparing
to a well-accepted standard), monitoring and measuring results, comparing the
results to the standard and then making adjusts as necessary.

 

·        
Risk,
Safety and Liabilities.

To
minimize risk, avoid liabilities and ensure safety of employees.

 

 

 

 

7
 

 

CONCLUSION

          For a sport organization to exist, it
needs some goals. Individual behaviors, group behaviors, and all organizational
performance must be in line with the strategic focus of the organization.
Hence, some forms of controls are implemented by managers to direct, regulate,
and restrain the actions of people so that the established goals can be
achieved.

 

 

 

 

 

 

 

 

 

 

 

8
 

 

REFERENCES

 

     
Khor, P. H. “Module 14: Controlling,”
Page 56 – 59. UiTM Cawangan Perlis.

 

     
Sam Ashe-Edmunds. How Organizational Control Is Important to
Organizational Performance. Retrieved from http://smallbusiness.chron.com/organizational-control-important-organizational-performance-76209.html

 

     
Robert N. Lussier & David C.
Kimball. (2004). Applied Sport Management Skills. Controlling, Page 378-415.

 

     
Eitzen, D. S., & Sage, H. G. (1997).
Sociology of North American Sports (6th. Ed.). Boston: McGraw-Hill.

 

 

     
Mullin, B. (1980). Sport management: The
nature and utility of the concept.  Arena
Review, 4, 1–11.

 

     
Stoner, J. A. F., Freeman, R. E., &
Gilbert, D. R. (1995). Management (6th. ed.). Prentice Hall College.

 

9