Organization and Management of Physical Education and Health

Management-The process by which key personnel provide leadership so that the orgafunctions efficiently in achieving the goals for which the organization exists. Managements- involve such functions as planning, organizing, leading and motivating, controlling and staffing. Problem solving decision making are also important facets organization of the management process. Management skills-include technical, human, conceptual, political and leadership skills that take into account various philosophical and theoretical underpinnings of management. These skills, combined with the appropriate measure of knowledge, sound, judgment, experience and training will prepare the contemporary manager to effectively lead any program or organization as well as to achieve success and satisfaction. Contemporary Management Movement (1970s-1990s)- Contributors to the contemporary school developed quantitative procedures to aid managers in making decisions under conditions of uncertainty relative to both short and long range planning. System Theory-Systems views the organization as open system. It assumes that the organization is composed of inter-dependent subsystems and that a charge in any subsystem will have intended and unintended consequences for other subsystems within the organization. Decision Theory-focuses on problem-solving and decision making styles of managers. Human Resource Management Theory-This theory views the organizations human resources as assets or investments that can profit both the company and the employee if appropriately managed. Contingency Theory-This theory considers the situation and environment in which the work is performed. It assumes that there is no one way to manage or lead and enterprise. The contingencymanager has no universal prescriptions, principles, or techniques that will work in every situation. and Total Quality Management(TQM)-TQM philosophy stresses that customer satisfaction is the responsibility of every member of the organization and can be accomplished only through a process of continually discovering ways to improve quality and service. Open Book Management (OBM)-OBM operates with an open system, sharing all financial data with employees so that they can be well- informed. Employees are stakeholders in the organizations success and survival.

A philosophy of management for Physical Education and Sports should recognize that the needs welfare of the people who make up the organizations are paramount to success.

Becoming an effective manager will depend on the level of knowledge and understanding the manager has of the multidisciplinary approaches available in dealing with business and human resource issues, the degree to which manager can implement this skill and the managers ability to exercise entrepreneurial strategies. 1. Site 2. Building 3. Lighting Management Functions o o o o o Program Planning/Development Organizing Leading Controlling Staffing Human Resources and Management Supervision

1.Recruitment,selection,retention and promotion 2.Orientation of new staff 3.Supervision 4.Evaluation Facility Management 4.Environmental Climate 5.Plant Sanitation 6.Acoustic Fiscal Management 1.Budgeting 2.Budget Management 3.Financial Accountability Purchase and Care of Supplies and Equipment 1. Selection of Supplies and Equipment 2. Purchase of Supplies and Equipment 3. Checking, storing, issuing and maintaining supplies and equipment 4. Risk Management Evaluating Principles for Management and Structure The management structure of an organization should clarify the delegation of authority and responsibility. Management work maybe most effectively organized by function Span of control should be considered in organizational structure Successful management depends on communication Coordination and cooperation among various departments in an organization are necessary foe effective management Staff or task specialization aids effective management Duties and right of personnel Authority must be commensurate with responsibilities, and lines of authority must be clearly drawn Organizational and social purpose cannot be separated There is no single correct form of organization

Line and Staff Organization The most common type of organization chart is a line and staff. A person in a line position has a direct responsibility and authority for a specific objective or objectives of the organization. A person in a staff position has an indirect relationship to a specific objective of an organization Formal and Informal Organizational theory and structure require that that there must be a need for an organization to exist, and second, the organization must know the goals it is trying to achieve. To accomplish these objectives, a structure should be provided that enables the management to plan and make decision, organize, staff, lead, motivate, control and evaluate. These tasks can be performed through either a formal or informal organization.

Leading Contributors to management (Parks et.al.1998)

Administrative and Scientific Management Movement NAME

Henrick Fayol (1841-1925) Frederick W. Taylor (1856-1915) Henry Gantt ( 1861) Max Weber (1864) Frank Gilbreth (1868-1924) Mary Parker Follent (1868-1933) Lilian Gilbreth (1878-1972) Chester R. Barnard (1868-1961) James Oscar McKinsey (1889-1937)

MAJOR CONTRIBUTION
One of the first to develop a theory of administration containing principles that could be taught to managers. Introduced time-study techniques to develop work standards. He is referred to as the father of scientific management. Developed a task-bonus- system of wages, graphic charting techniques for charting productivity and methods of production control Foremost contributor I Developing a theory of bureaucracy and formal organization concept Developed the motion study and techniques to improve on human efforts and physical efficiency in the workplace Contributed to the area of applying social sciences to the industry Developed psychological principles to help management understand work behavior Led in stressing the importance of understanding the informal organization, communication networks, role of authority and decision-making processes Focused attention in the i8mportance of budgeting as a major management tool.

Behavioral Management Movement NAME

Kurt Lewin (1890-1947) Fritz J. Roethhlisberger (1898-1974) Doughlas McGregor (1906-1964) Abraham Maslow (1908-1970) Fredrick Herzberg (b. 1932) Victor Vroom (b. 1932) David C. McClellan (b. 1917)

MAJOR CONTRIBUTION
Developed theories and conducted research on group dynamics and group participation. He is referred to as the father of group dynamics. Conducted pioneer research on human factors in management, later known as the Hawthorne experiments. Human relations principles emerged from this study. Developed the theory X- theory Y- theory managerial leadership model, which revolutionized the management/leadership concept. Introduced the five tier need hierarchy motivation model that pioneered the way for future motivation theories. Developed a maintenance and motivational theory. He is often referred to as the father of job enrichment concepts. Developed an expectancy model of motivation, which provides a probability estimate that a given level of effort will result in a given outcome of performance. Introduced the achievement and motivation.

Contemporary Management Concept NAME

Ludwig von Bertalanffy (1901-1972) Fred E. Fiedler (b. 1922)

MAJOR CONTRIBUTION
Proposed a theory of general systems and subsystems that aide in explaining behavior in an organizational context. Developed a contingency theory that successful leadership depends on the match between the managers leadership style and the demand of the situation. He introduced the notion that the leadership is situational and that an effective leader in one setting may not be effective in another setting. Developed a contingency theory focusing on how a manager makes decisions. This theory assumes that the nature of problems varies and should be solved by different decision-making strategies. One decision-making strategy will not work in every situation. Developed the concept of management by objectives (MBO) Referred to as the father of total quality of management. Developed Demings 14 points for quality management. Known for its textbooks for quality management. Like Deming he is considered as one of the pioneers in quality improvement. Developed the concept of quality control circles, which are small groups of employees who meet regularly to plan and implement changes to improve quality, productivity and the work environment. Advocate that quality must be designed into the product; in cannot be inspected in later. He is well known for a number of Taguchi methods to assist managers in their design of quality into the performance process. Provides direction for managers to cope with turbulent markets and economic climates in his books, In Search of Excellence and Thriving on

Victor Vroom (b. 1932) Peter Drucker (b. 1909) W. Edward Deming (1900-1993) J.M. Juran (b. 1904) Kaoru Ishikawa (b. 1915) G. Taguchi (b. 1924) T. Peters (b. 1942) J. Case (b. 1944)

Chaos.
Considered as a contemporary pioneer in writing about ope-book management.

Entrepreneurial Management Movement NAME

P. Drucker (b. 1909)

MAJOR CONTRIBUTION
Wrote the first book that considers entrepreneurship as a practice and discipline in an entrepreneurial economy.

G. Pinchot (1865-1946)

Coined the term entrepreneurial to describe how corporate executives act very much like entrepreneurs in their own firms to make things happen within their organization.

THE SCHOOL PHYSICAL EDUCATION PROGRAM

I. Physical Education Instructional Programs

Varsity Athletic
Club Recreational Sports Outdoor IM

Open

Fitness

Motor skills development Basic instructional Physical education program Health-related physical Fitness

Cognitive

Affective

The above figure shows the traditional view of the relationship between the basic instructional or physical activity program, recreational sports and varsity athletics. By tradition, the basic instructional physical education program was graphically represented at the base of an isosceles triangle. The part immediately above the instructional base was the recreational sports program, and at the apex of the triangle was the varsity athletic program. What the isosceles triangle symbolized in the past is still true to the effect that a sound physical education program should serve as a solid base for all other school and community physical activity and sport programs. The instructional program in physical education is the place to teach skills, strategies, concepts, and essential knowledge concerning the relationship of physical activity to physical fitness, motor skill, cognitive, and affective development. It is a place to challenge, build competence, encourage creativity, promote lifelong activity, advance critical action skills, instill commitment to personal wellness, and foster respect for others. It is also a place to introduce an awareness of the development and maintenance of optimal levels of health-related physical fitness. Skills should be taught from a scientific, theoretical, and progressive approach so that the various mediators and human movement are clearly understood by the participant. Demonstration, videotapes and videodisks, computers, posters, workbooks, and other audiovisual aids and materials enhance instruction and are useful for optimal learning. The physical education program presented throughout the school years should be sequential in development and progressive in application. A physical fitness program should also be developmental and progressive in nature, as well as personalized, starting with the individuals present state of mental and physical fitness and gradually moving to higher levels. Performance objectives should be established and targeted for individual student progress achievement. When boys and girls advance from one grade to another, they should have achieved certain objectives in various physical education activities, just as they achieve various levels of skills, knowledge, and competencies in other school subjects. A plan for assurance of mastery or graduation standards in physical education must be developed and implemented.