Sports management. Principles, functions, management methods

to take individual actions during the deployment of an attack in the middle of the field, focusing on its deeper interaction with players from neighboring lines. Individual actions on the part of the attacker would be most useful for the team only in the final stage of the attack, when the opponent is already pinned to the goal.

Research aimed at finding patterns that can be identified when players use team tactical and technical actions is promising.

Literature

1. Varyushin V.V. Game exercises in training the interaction of football players: Method. developer for students of higher education. school trainers, faculty advanced training and students of SCOLIFK / Varyushin V.V.; GCOLIFK. - M., 1989. - 77 p.

2. Vikhrov K. Football tactics. Group interaction. “PE at school.” - 2004. - No. 2. - P.23-25.

3. Kucherenko O., Nemirovsky L. Do you know football? - M.: FiS., 1980. - 88 p.

4. Lebedev L., Nemirovsky L. What is your decision? - M.: Sov.sport, 1990. - 95 p.

5. Lisenchuk GA. Management of the training of football players - K.: Olympus. Lit., 2003. - 271 p.

6. Loos G., Alyamani Fadi Ahmed Football coach. - K., 1991. - 112 p.

7. Kozlovsky V.I. Training of football players. - M.: FiS., 1977. - 173 p.

8. Lisenchuk GA. Management of the training of football players - K.: Olympus. Lit., 2003. - 271 p.

9. Loos G., Alyamani Fadi Ahmed. Soccer coach. - K., 1991. - 112 p.

10. Kozlovsky V.I. Training of football players. - M.: FiS., 1977. - 173 p.

Received by the editor on March 10, 2007.

ORGANIZATION OF SPORTS SCHOOL MANAGEMENT

Prikhodko I.I., Putyatina G.N. Kharkov State Academy of Physical Culture

Annotation. In the article, the authors attempted a systematic approach to organizing the management of a sports school. The sports school is presented as a subject and object of management, and an organizational model of the sports school has been developed.

Key words: sports school, management, object of management, subject of management, organizational resources, organizational model.

Abstract. Prikhodko I.I., Putyatina GM. Organization of management of a sports school. The authors of this article propose a systematic approach to organizing the management of a sports school. The sports school is presented as a subject and object of management, and the organizational model of the sports school is broken down.

Key words: sports school, management, object of management, subject of management, organizational resources, organizational model.

Annotation. Prikhodko I.I., Putyatina G.N. Organization of management sporting school. In the article, the authors undertake the attempt of approach of the systems to organization of management sporting school. Sporting school is presented as a subject and management object, the organizational model of sporting school is developed. Key words: sports school, management, management object, management subject, resources of organization, organizational model.

Introduction.

The problems of maintaining and developing the system of sports schools are part of an integral system of development of physical culture and sports. The priority direction of state policy in the field of physical culture and sports is the development of children's and youth, reserve sports and attracting the population to physical education. One of the indicators of the socio-economic development of Ukraine is the quantitative and qualitative characteristics of sports schools. At the moment, the foundations of the system of children's, youth and reserve sports are being reformed by determining the organizational and legal status of the activities of sports schools.

Scientific research in recent years in the field of physical culture and sports is characterized by the fact that it was carried out using the principles of a systematic approach. Among such works, it is worth noting the works of N.V. Zhmarev, who gave a deep systematic analysis of sport as a social system, the work of I.I. Prikhodko and V.I. Mudrik, who, based on the methods of a systematic approach, reveal the organization of improving the management of physical culture and sports. A systematic approach to the study of the organization of physical culture and sports management is implemented as system analysis, program-targeted methods and modeling. Modeling as a method of scientific research is widely used to study information processes in the management of multi-level systems, complex experimental research, design development, multiprocessor computing and information systems. Theoretical frameworks of modeling are used to study the interaction of economic and social efficiency.

Modeling in physical education and sports as a method of scientific research and as one of the components of the training management system for athletes is widely used in studying the patterns of the dynamics of an athlete’s state during training, the rules and forms of constructing the training process. The most widely used are models of the athlete’s state (model characteristics of his competitive activity, special physical, technical readiness, morphofunctional and mental characteristics) and models of various structures of the training process. However, many aspects of organizational modeling and its application in the field of physical education and sports management have not been sufficiently developed. In our opinion, a holistic view of organizational modeling as a methodological basis for managing, planning, organizing and monitoring the effectiveness of sports schools deserves special attention.

This work is carried out within the framework of the Consolidated

of the scientific research plan of the Ministry of Ukraine for Family, Youth and Sports 2006 - 2010. at the Department of Physical Culture Management of the Kharkov State Academy of Physical Culture “Organization and technology for improving the activities of subjects and objects of physical culture and sports management (on the application of the Pivnichno-Skhodny region of Ukraine їні)". Code: 2.3.5. State registration number: 010Ш006475.

Formulation of work goals.

The purpose of the study is to systematize the organization of sports school management.

Research objectives:

1. Characterize the sports school management system.

2. Reveal the organizational model of a sports school as a subject and object of management.

Research results.

Our research is based on an organizational analysis of the activities of sports schools in three regions of Ukraine (Poltava, Sumy, Kharkov), as well as on the results of a survey of directors and coaches of sports schools. We have identified

the objective need to systematize and improve the organizational structure of sports schools. A systematic approach to the study of sports schools as an object of social management, in our opinion, involves considering a sports school in three aspects:

■ historical - from the position of clarifying the conditions for the emergence of the system of sports schools, the main stages of their development;

■ structural, which allows you to determine the state and forms of connection between the components of sports schools, in other words, the organizational structure;

■ functional, which reveals the ability of sports schools to meet the needs of the individual and society.

The sports school management system consists of the following components: management mechanism, organizational structure (subject! object) of management and management process. The structural aspect of the systems approach orients the study of the activities of sports schools towards revealing the integrity of the object. Sports school as an object of management

Fig.1. Structural elements of a sports school

management is a set of elements that differ from each other: structural units involved, coaching and teaching staff (Fig. 1).

The general nature of the relationship between the elements of a sports school is determined by the level of development of its main constituent entities: the founder is the direct creator of the object; intra-school management is carried out by the director, who is personally responsible for the activities of the sports school; deputy director and methodologist are administrative units; the public sector of sports school management is represented by public bodies of intra-school management (teaching council, coaching council, parent committee); students and other structural units. It is necessary to emphasize the subject-object role of the elements of the sports school management system, their ability to be both a subject and an object of management, since each element of the system has its own subject, forms and methods of activity.

The control mechanism is inherent in everyone without using

inclusions in areas of human activity. The management mechanism of a sports school is a combination of the following components: management goals, principles, functions, methods and forms of management. The effectiveness of sports schools in preparing a sports reserve is determined by the level of state policy in the system of children's, youth and reserve sports, namely in improving the relationships and interactions between subjects and objects of physical culture and sports management (Fig. 2).

The Cabinet of Ministers of Ukraine, on the basis of the Constitution and laws of Ukraine, carries out state management of the implementation of the main directions of state policy in the field of physical culture and sports. The effectiveness of organizing the management of a sports school is the creation of scientifically based organizational forms, methods, management techniques and favorable conditions for the teaching staff to achieve their goals and high performance using available resources.

We consider the organizational model of a sports school from two positions: as a subject

Rice. 2. Mechanism for managing sports schools

management and as an object of management. The organizational model of a sports school as a management subject (control subsystem) is characterized by the following blocks of parameters:

■ purpose and effectiveness of activities;

■ state of the managed system;

■ resource utilization in the managed system.

The block of goals is characterized by the effectiveness of the influence of the management organization on the final results of activities and includes the following parameters:

■ the effectiveness of the influence of management organization on the results of activities and is expressed in the use by the administration of the sports school of the fundamentals of scientific organization of work, the introduction into practice of the results of scientific research in the field of physical culture and sports, the use of computer technologies in the process of constructing educational and training sessions;

■ level of professional competence of the management apparatus in a sports school (director, deputy, methodologist):

■ advanced training of administrative and coaching staff;

■ functioning of the public sector of intra-school management (teaching council, coaching council, parent committee).

This block characterizes the effectiveness of the management system in a sports school, which primarily depends on the professional and personal characteristics of the director.

The block of resource use in the management system characterizes the ratio of the overall efficiency of the sports school and management costs (the presence of a full sports school administration, the effectiveness of management decision-making).

The organizational model of a sports school as a management object (managed subsystem) is characterized by the following blocks of parameters:

■ goals that characterize the tasks facing the sports school;

■ state of the educational and training process, sporting achievements;

■ resource use.

The goal parameters block reveals aspects of the sports school’s activities. The main goal and main task of sports schools is to ensure the involvement of children in regular physical education and sports, as well as the selection of the most gifted students in the sports reserve training system.

In the block of parameters of the state of the educational and training process, a sports school is characterized by:

■ degree of specialization (Youth Sports School, Sports School, Sports School);

■ the number of students in groups (according to cultural

promoted sports);

■ the structure of the educational and training process (cyclical structure);

■ external and internal communications;

■ composition and structure of coaching staff and support staff.

The resource usage block reflects:

■ use of financial resources (main and additional sources);

■ use of material and technical resources (availability of own or rented sports facilities, sports equipment, equipment, use of utilities);

■ rational use of labor resources (pedagogical load per trainer, labor incentives, advanced training, level of social security).

As a result of analysis and generalization of the sports school management system, we came to the conclusion that:

1. The sports school management system represents a hierarchy of organized subsystems.

2. Hierarchy levels are formed during the activities of the sports school.

3. Each level of the hierarchy has its own resource and information field.

4. The management process occurs at every level.

5. Management takes place taking into account available resources.

Thus, the study confirms the need to use a systematic integrated approach in the scientific substantiation of the organization of activities of sports schools. This gives grounds for the development of a targeted comprehensive program for improving the management of sports schools until 2011 on a regional scale.

Further research is expected to be carried out in the direction of studying other problems of organizing the management of a sports school.

Literature

1. Zhmarev N.V. Systematic approach and target management in sports. - K.: Health, 1984. - 144 p.

2. Isaev A. A. Olympic pedagogy: experience in modeling psychological and pedagogical technologies of children’s and youth sports. - M.: Physical culture and sport, 1998. - 240 p.

3. Kofman L.B. Pedagogical principles and models of organizing physical culture and sports activities for children and youth: Dis...d. ped. date: 13.00.04. - M., 1998. - P. 4456.

4. Krutsevich T. Model-target characteristics of physical condition in the programming system for physical education and recreational activities with teenagers // Science in Olympic Sports. - 2002. - No. 1. - pp. 23-29.

5. Mikheev E.A. Scientific and methodological foundations for modeling information processes to ensure the training of specialists in managing multi-level production

natural systems: Dis...cand. those. Sciences: 05.13.06. -M., 2005. - P. 22-29, P. 32.

6. Prikhodko I.I., Mudrik V.I. An integrated approach to organizing the improvement of physical culture and sports management // Materials of the scientific and practical conference “Scientific and practical problems of teaching physical culture in higher educational institutions.” -Belgorod: BYU. - 1999. - P. 27-30.

7. Fedulova L.I. Organizational and economic models of rich functional management of industrial activities based on day-to-day management. - Mikolaiv: UDM-TU Publishing House, 1997. - 170 p.

8. Skoda R.V. Theoretical foundations for modeling the interaction of economic and social efficiency: Ph.D. econ. Sciences: 08.00.01. - Volgograd, 2001. - 162 p.

Received by the editor on April 4, 2007.

TECHNICAL PREPARATION OF AN ATHLETE AND ITS IMPLEMENTATION IN ENDURANCE RUN TACTICS

Rybkovsky A.G.

Donetsk National University

Annotation. Tactical training of an athlete during middle and long distance running includes theory, methods of developing endurance and, on this basis, solving motor problems to determine tactical options for fighting on the track, as an effective means of realizing one’s readiness. The modeling of tactical options is based on calculations of running speed at distances from 800 m to marathon (42 km 195 m). On the basis of which the algorithm for controlling speed during running over medium and long distances is built.

Key words: tactical training, models, coordination of movements, special endurance. Abstract. Ribkovsky A.G. The technical preparation of the athlete and its implementation in the tactics of running for show. Tactical preparation of an athlete for mid- and long-distance running includes theory, methods of development of vitality and, on this basis, the solution of running problems for the selection of tactical options for fighting on the road, as an effective way to realize your readiness. The basis is the modeling of tactical options for positioning the development of speed in running at distances ranging from 800 m to marathon (42 km 195 m). Based on this, an algorithm was developed to improve speed during mid- and long-distance running.1

Key words: tactical preparation, models, coordination of forces, special display.

Annotation. Ribkowskii A.G. Technical training of the sportsman and its implementation in tactics of run on persistence. The tactical preparation of the sportsman during run on average and long distances includes the theory, procedure of development of persistence and on this base the decision of motorial problems by definition of tactical variants of conducting struggle on a track, as an effective agent of implementation of the readiness. In a basis of modeling of tactical variants the accounts of rate of run on distances from 800 m up to marathon (42 km 195 m) are fixed. On the establishment that the algorithm of control of rate is constructed during run on average and long distances. Keywords: tactical preparation, model, coordination of locomotions, special persistence.

Introduction.

The implementation of tactical training as certain options for fighting in competition conditions allows the athlete to more effectively use the level of his special

preparedness. The increased level of competition in running with equal functional readiness shows that the winner is the athlete who, knowing his own and his opponents' strengths and weaknesses, together with his coach creates winning tactical programs, both in active and passive form. In the active form, the athlete’s behavior program is drawn up in advance, when the participants in the race and their capabilities are known. The passive form involves the athlete’s actions as a response to the maneuvers of his opponents. In the first option, the athlete uses, first of all, his predisposition to a uniform running speed over the entire distance or at individual finishing segments. In the second option, the athlete, due to his level of training, can instantly react to changes in the speed of his opponents, preferring to stay in the “shadow” and without showing his tactical intentions in advance. As a rule, such athletes have a universal level of training, equally proficient in several variants of running technique and a reserve of speed endurance.

In this regard, exceptionally high demands are placed on the reliability and accuracy of the implementation of tactical programs in extreme competition situations. If the athlete is technically and functionally prepared for various speed switches, regardless of what segment of the distance, this must be done, then the choice of running tactics, both “passive” and “active”, does not matter, when the athlete responds to tactical options with adequate responses during the run. actions.

At the present stage of training athletes in middle and long distance running, endurance acquires a new quality - maintaining high running speed during the finishing segments. This, in turn, leaves an imprint on the training process of intermediate athletes and stayers, when a significant amount of speed work is performed against a background of fatigue.

The work was carried out according to the research plan of Donetsk National University.

Formulation of work goals.

The purpose of the work is to study tactical options in middle and long distance running, taking into account the running stride technique.

Research results.

As a basis for modeling tactical options, we took calculations of running speed at distances from 100 m to marathon (42 km 195 m). When plotting the running speed graph, the average running speed for each distance was considered. The highest average running speed is observed in women at a distance of 100 m, in men at 200 m. Mathematical calculations have shown that when comparing the average running speed with the length of the distance, there is no linear relationship between these parameters. For example, when increasing the distance by 2 times from 100 to 200 m,

Nomenclature of institutions of additional education for physical education and sports, their goals and objectives

In Russia, an effective system for training sports reserves continues to function, which has been developing over the last half century. It is based on children's and youth sports, sports and technical schools (DYUSSH, DYUSTSH), specialized children's and youth (sports and technical) schools of the Olympic reserve (SDYUSHOR, SDYUSTSHOR), schools of higher sports skills (SHVSM).

Based on the Law “On Education”, all of the listed sports schools are included in the range of institutions of additional education for physical education and sports. It is supplemented by children's and youth physical training clubs (DYUKPP) and structural divisions of physical education and sports in children's art centers, etc.

It is known that the concept of “sports reserves” in the broad sense of the word is inextricably linked with socially determined factors, including the entirety of society’s achievements in the education of youth, the development of mass physical culture and higher sportsmanship.

In a narrower sense, “sports reserves” are athletes who have reached a certain level of sports excellence and are covered by modern organizational and methodological forms of training that ensure further growth in sports results. The following classification of sports reserves is currently accepted.

Active reserve– promising, age-wise, high-class athletes who are candidates for national teams. They must meet the level of requirements of international masters of sports and successfully perform at major international competitions.

Near reserve– young, gifted athletes who are capable of adding to the number of candidates for the national teams of the country during the Olympic cycle. When determining the nearest sports reserve, a set of indicators is taken into account that determines the further growth of sports results, as well as the possibility of successful performance at junior and youth championships of the world, Europe and other international and all-Russian competitions. The characteristics of the near reserve take into account the age requirements for athletes, length of training and competitive training, and compliance with model characteristics.

Potential reserve- young athletes involved in a certain sport in youth sports schools, sports schools, sports schools of the Olympic reserve.

Sports training of children, adolescents, boys and girls is carried out in accordance with such principles of sports training as focus on maximum achievements; in-depth specialization and individualization; unity of general and special training of an athlete; continuity of the training process; the relationship between the gradualness of the load and the tendency towards “ultimate” loads: the undulation of the load dynamics; cyclical nature of the training process.


Based on the philosophy described above, the federal government bodies for physical culture and sports in the country and educational authorities have formulated specific tasks for sports schools at the stages of long-term preparation. The sports school, being an institution of additional education, is designed to promote:

Self-improvement;

Formation of a healthy lifestyle;

Professional self-determination;

Development of physical, intellectual and moral abilities;

Achieving a level of sports success in accordance with abilities.

Based on the patterns of development of sports skills, stages of long-term training of students in sports schools have been established (Table 2).

Table 2. Stages of long-term training for students in sports schools and children's and youth clubs

Description of the presentation by individual slides:

1 slide

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I.Creation of a sports school. A sports school of any type and name is created by the founder on his own initiative and registered by the authorized local government body in an application form.

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The founder of a sports school as an institution of additional education in accordance with Article 11 of the Law “On Education” can be: government bodies, domestic and foreign organizations of all forms of ownership, their associations, domestic and foreign public and private foundations, citizens of the Russian Federation and foreign citizens

4 slide

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II. Organization of activities of the Youth Sports School. The youth sports school is headed by the director. The form of self-government of the youth sports school is the general meeting and the coaching council. The director independently determines and approves the structure of the youth sports school, its staff, appoints and dismisses the youth sports school employee.

5 slide

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III.Organization of the educational and training process. The youth sports school organizes work with students during the calendar year, the beginning and end of which depend on the specifics of the sport.

6 slide

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The main forms of the educational and training process in the Youth Sports School are: Group educational and theoretical classes Work according to individual plans Medical and rehabilitation measures and medical control Testing Participation in competitions and training camps Instructing and refereeing practice for students

7 slide

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IV. The main criteria for assessing the work of the coaching and teaching staff of the youth sports school. At the stage of initial training - stability of the contingent of students; number of students enrolled in educational and training groups At the educational and training stage - the level of physical fitness and sports results At the stage of sports improvement - the results of student athletes’ performances at regional and Russian competitions At the stage of higher sports excellence - the results of athletes’ performances at republican and international competitions , number of students enrolled as members, trainees in the Russian national team

8 slide

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V. Planning and accounting of the work of the Youth Sports School Planning of work in the Youth Sports School is carried out through the development and systematic maintenance of the following basic documents: 1)Annual plan for educational, training, educational and organizational and economic work of the sports school. Compiled by the school director. 2) Annual plans for working with groups, class schedules, calendar and program of sports competitions and sports events. Compiled by the head of the educational department and senior coach of the Youth Sports School. 3) Schedule of training material by cycles, months and weeks of preparation or work plans of preparation. Compiled by the senior coach. 4) Annual individual training plans for athletes - candidates for national teams of the Russian Federation. Compiled by athletes' coaches. 5) Lesson plans and notes. Compiled by group coaches.

Slide 9

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The work of children's and youth sports schools is recorded using the following documents: Journals, reports and diaries of the educational and training work of coaches Registration books for children who have completed primary training Athletes' registration cards Competition reports Diaries of athletes Record books of youth sports schools by age group Medical control cards of athletes Minutes of pedagogical councils of the school Methodological developments trainers for education and training Orders and instructions for youth sports schools Reports on camps and training camps Annual reports of the director, senior trainers and doctor of the youth sports school Official correspondence

Maxim Belitsky, head of the international school of sports management MIRBIS

What does a sports manager do?

Ordinary people sometimes confuse the concepts of “manager” and “agent”. If, for example, we talk about football, then a personal agent “places” athletes, that is, provides a lucrative contract and makes money on the transfer of athletes from one club to another. A sports manager has a broader scope of activity. He may work for a professional or amateur sports organization or engage in entrepreneurial activities, for example, investing in the development of private schools or tournaments, in the search and professional development of talented athletes who then compete for the title. That is, a sports manager is a person who helps any sports organization earn money, while receiving bonuses for good work, or someone who invests money in sports and builds a business on it.

In Russia, the specificity is that a sports manager helps a club become attractive to any audience. He not only sells the athlete’s rights and achieves an adequate salary, but also contributes to the development of the sports organization as a whole. This could be a sponsorship manager, a marketing manager, a match manager, a financial manager, or a football academy manager who “raises” athletes and then sells them to larger clubs. In any case, this is a person who creates income opportunities.

Not every manager is athletic

You can obtain the profession of a sports manager in specialized educational institutions, where, in addition to basic knowledge, sports specifics are also taken into account. But it happens that a person with a legal, financial, sociological, marketing education or education in the field of classical management comes to sports if he is interested in it or already has experience in this field. Such people become sports managers who purposefully come to study at specialized programs.

At MIRBIS there are programs of the “International School of Sports Management”, where experts and teachers representing the world's leading sports markets offer very high-quality, practice-oriented knowledge. But they need to be adapted to the realities of the Russian market. Usually in such programs more attention is paid to the business course, that is, the management and entrepreneurial component. But they also talk about such narrow areas as marketing, sponsorship, events, commercial activities of football academies, as well as entrepreneurship in sports. Students learn to build their own business.

Profession for sports fans

The advantage of being a sports manager is that the beginning of a career is usually smooth - you can start growing by working in a team of a small club. In addition, this is an ideal profession for true sports fans. Often those who come to work are the ones who play, who are fans, and who follow the results of matches. This is how your favorite thing becomes a profession, which means that work brings pleasure. I myself have no managerial, economic or marketing education, but my passion for sports brought me here, and I have been working successfully for 14 years. Being “in the field”, you feel the energy of the stands, see the drive on the court, and every day of work brings more and more positive emotions. This is probably one of the most emotional professions, and it can only be compared with show business.

Lack of work is the main disadvantage

When it comes to clubs and federations, the Russian sports industry is poorly structured, and graduates of sports universities can waste time trying to get a job. We have few sports organizations that are business-oriented, so all financial costs are covered not by the organization itself, but by the state, big business, regions, etc. On the one hand, this gives rise to unprofessionalism of sports managers. On the other hand, the opportunities for those who really know their business well and want to earn money in their area of ​​work in a sports organization or in their own business are being reduced. As a result, there is no creativity, no innovation, no forward movement. Sports often cannot compete for viewership with other forms of entertainment.

Connections are everything

Connections play a huge role in the career of any manager, and the more sociable a person is, the greater his chances of success. The more acquaintances you have, the more active your own “sales funnel” is. A sports manager must be in constant good shape; communication and networking are his main responsibilities. the manager improves his reputation and gains significance and attractiveness in the eyes of employees. With the help of personal agreements, he is able to reduce costs and attract new income.

As with any sales, a sports manager must also be able to convince his customers that his product is the best. And connections help him move up the career ladder. For example, in the German sports industry, managers constantly communicate with clients at matches, they get to know the spectators, obtaining information for analytical data and for optimizing operations. Through communication, they receive information, for example, that potential clients can purchase sponsorship packages or additional hospitality venues. The main rule is that there should be benefit in any communication.

The ideal sports manager

The main qualities that a sports manager must have are communication skills and assertiveness. Not only sociability is important, but also knowledge of languages ​​- at least English. A sports manager is a public figure, and here you need to be able to communicate with potential clients, with your subordinates, with management and other departments in the sports club. Analytical skills are also important - the ability to prepare information materials for other employees of a sports organization. The profession is very diverse and requires a lot of dedication, round-the-clock brain work, therefore it is very important for a sports manager.

Can an athlete become a manager?

As a rule, an entrepreneur who creates his own sports section hires a head coach or sports director who is responsible specifically for the sports component. At the same time, athletes themselves rarely become good sports managers. I believe that it is very difficult for them to switch to another activity after the end of their sports career, because they devoted most of their time to training and performances. At the same time, many sports organizations are managed by people who do not have the necessary knowledge to manage projects. Because of which these organizations suffer financial disasters. This problem is typical not only for Russia, but also for foreign countries. Only a quarter of former athletes are capable of becoming sports managers.

But retraining is also possible: annual advanced training programs, professional retraining and corporate programs are aimed at people who already have a basic education. Therefore, for a successful career as a manager, a former athlete must first obtain a classical higher education not related to sports.

Sports manager is part of a big team

In team sports clubs there is a head coach, a coaching staff, as well as a selection department and a sports director who search for and attract players. The club also has a staff that deals with the rehabilitation of players, general physical training, nutrition - this is a self-sufficient structure within the sports organization. The next component of the system is the marketing and commercial structure. The match is sold as a product: tickets, merchandise, food, VIP services, sponsors, etc. In addition, there are administrative personnel who control all this - office managers, lawyers, financiers, security service, etc.

Together, we get a well-coordinated mechanism that generates funds, monetizes the passion of fans, attracts marketers, designers and places advertising.

In professional sports, a team is the basis of a profit-making system, because the better a team plays, the greater the interest of fans in it. Of course, due to various factors, a team cannot win constantly, but it must show development and play with dedication so that the fans can see it. After all, their passion is the main engine of the sports business. The task of a sports manager is to ensure that the fan’s mood does not depend on the result of the match. This requires the friendliness of the staff, an appropriate environment, a show and security measures.

Career in the Russian sports industry

Ideally, a manager’s career should begin with internships, but in our country, in sports organizations, unfortunately, they are carried out quite rarely. For example, in Germany, an internship lasts on average from 3 to 6 months, after which a person enters the first stage of a practical career. He understands what he will actually do. Those who come for internships have a chance to gain a foothold in this organization, and maybe make useful connections. Here it is important to communicate, carry out all instructions, use your imagination and try to analyze the situation and improve it. Of course, this will attract management's attention to the potential manager.

Everyone has a chance to get a good job, at least at the level of satisfying their primary ambitions. It happens that in sports organizations there are no managers; sometimes there is one executive director who does everything at once. Here, a former graduate may be offered to attract commercial partners and work for free to gain experience and interest from the transaction. This path is common, but rather unreliable.

The first stage of professional success is working in a large club, a successful sports organization, which is visible - in such football clubs as Spartak, Zenit, Krasnodar, etc. The further stage of the career is receiving a solid income, that is, attracting large sponsorship companies, contracts. This is work in commercial companies, in agencies, at World Cup stadiums, in organizing committees, for example, in the Russian branch of FIFA, which is currently preparing for the 2018 World Cup. And the peak of a career can be a functioning sports business or systematic earnings and development in commercial sports organization. There is a widespread belief that in our sport, earnings are not an indicator of success. Another thing is the creation and development of a club that has existed for many years. This is already a huge achievement, since our sport is still far from business.

Today, there is an interest among students in the sports industry and specialties related to it. This is due to the development of the international market for services in the field of sports business. Interest in sports is also growing among advertisers, investors and journalists. Russia was noted by the international sports community, which entrusted the country with hosting a number of major international sporting events. Herculean work was done to organize them: construction and then management of sports facilities, meeting and accommodating foreign fans, organizing ceremonies and starts at the highest level, training personal and coaching staff, developing sports medicine... Analysts predict an increase in the need for professional personnel in this area , since today there is an acute shortage of them. This means that graduates of this specialty should easily find a decently paid job.

The concept, essence and objectives of the profession “sports management”

In order to understand how to become a sports manager, you must first consider the essence of this specialty. It includes the theory and practice of effective management of sports culture enterprises in the modern market. The object of study is sports organizations (many FSO - sports schools, clubs, teams, stadiums, centers, federations, etc.), whose activities are aimed at providing physical education and sports services. Sports management itself is aimed at managing internal and external relations of subjects and objects of the FSO. Its essence is the purposeful influence of the subject of management on the controlled object to achieve a new planned qualitative state of the latter. The general goal is to ensure the effective functioning of the FSO in the modern market, and the task is to understand the patterns of their functioning and social development in society, as well as to develop a mechanism for effectively managing these processes.

Functions of a sports manager

Studying the question of how to become a sports manager, we can conclude that they do not always become one, but definitely people who are interested in sports and engage in it at least at an amateur level. Perhaps a person who could become a successful bank manager became a sports manager, and all because he was partial to sports and participated in the sports section as a child. In general, as a profession, sports management appeared with the approval of the position of head of the FSO. For this specialty, it is important to master the art of scientific management of a sports organization. Certain elements of such activities are inherent in both coaches and physical education teachers.

But the powers of a manager as a manager are much broader. Its functions:

  • making responsible decisions on the direction of the FSO's activities and resource allocation;
  • collecting information about its dissemination in the form of facts and normative guidelines, explaining to personnel the policy, immediate and long-term goals;
  • formation of internal relations, motivation, coordination, representation in external relations with other organizations.

Studying the question of how to become a sports manager, we can conclude that the art of management lies in the ability to use the principles, methods and technologies of management in a particular case. He needs to have specific skills in the production and use of sports equipment, establishing relationships between physical activity, diet, etc. So, traditionally the functions include: planning, organization, motivation, leadership, control and analysis. In addition, working as a sports manager involves wards, physical education and sports work with the population, training highly qualified sports personnel in their types and reserve personnel, holding competitions and entertainment events, scientific and methodological support for physical education, organizing production resources for sporting goods, and international relations.

Principles of Sports Management

When a future student plans to enter a university, he thinks about choosing a profession. Many athletes are looking for a specialty close to sports and come to the thought: “How to become a sports manager, and what is needed for this?” First of all, it is necessary to find out more about the activities of such a specialist. In the field of sports and physical culture management, there are its own principles and rules, regulations and normative documents that are necessary for the implementation of the management process. These principles include:


Management methods

Professional training of sports managers involves studying which are divided into:

  • organizational;
  • administrative;
  • economic;
  • socio-psychological.

To achieve high professionalism, it is necessary to be able to create a psychological climate and give a positive assessment to the individual achievements of each employee. This is the level of training for sports managers. , since it is important to be a socially and psychologically literate specialist who knows the following methods:

  • holding meetings, training and exercises;
  • persuasion, approval and encouragement, condemnation and punishment (creative and inhibitory methods).

The choice of methods depends on the goals, type of organization and specific situation. The effectiveness of using certain methods requires the sports manager to have art, constant creative search and learning.

Specializations

It is worth noting that this professional training refers to different specializations with a common name sports manager. Training in accordance with the chosen direction is carried out after general training according to the program of the relevant educational institution. The types of specialization of sports managers are constantly evolving. Along with general management, functional management is distinguished. Here are the main specializations:

Styles

Each professional has his own style of work. A sports manager is no exception. Training in professional style is possible theoretically, and its sustainable formation occurs with experience in practice. According to management theory, management relations are divided into democratic and authoritarian. Accordingly, it is formed:

  • authoritarian - excessive centralization of power, strict regulation of activities;
  • democratic - uses motivation and beliefs;
  • liberal.

An authoritarian style usually becomes when, in terms of personal qualities and level of professional preparedness, the manager is lower than his subordinates and when his subordinates have a professional culture, responsibility and discipline.

A manager becomes democratic with trust in the team, respect for the opinions of subordinates, mutual assistance and support.

A manager will be liberal in the absence of perspective and initiative, large-scale thinking and the expectation of instructions “from above.” Such a leader has little control over his subordinates and, as a result, receives low performance.

It happens that the work style can change when changing teams, places of work or deep self-analysis of the manager.

Categories of sports managers

At the end of the 20th - beginning of the 21st century, such a specialty was called the head of a sports club or a school administrator, etc. Today everything has changed, and now the job title sounds like manager of a sports club or FSO. Each sports organization has its own managers. They are of different levels and solve different problems. But traditionally there are categories of sports management that divide all managers into three groups:

  1. Those involved in development strategy (for example, the president of a football club).
  2. Those who manage themselves (for example, structural divisions).
  3. Lower level performers (for example, sports school administrators).

Education

Training for the profession of “manager in a sports organization” is carried out in many universities. There are Moscow and regional universities that provide the opportunity to obtain this specialty. The MESI educational institution is best known in this area. Here, professional athletes and students interested in sports study at a special faculty. Their planned future monthly salary should be 80 thousand rubles. And that's not a bad thing. In the modern world, sports are a spectacle. In the summer of 2010, the Federation of Sports Managers of Russia was organized. Sports manager, author of the bestseller “Fitness is Easy”, conducts training to become a sports manager at the RMA business school. At one time, he held the position of fitness director, president of the Olympic Star fitness center in Moscow, manager of the MaxiSport and Reebok fitness club chain, editor of the corresponding section of Men’s Health and Men’s Fitness magazines, and host of sports programs and tournaments. He has been involved in fitness and worked as a trainer for many years.

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