Marketing Blended Learning

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Start of unit slides
Unit code:
BSBMKG501
Unit title:
Identify and evaluate marketing opportunities
Learning outcomes
In this topic you will learn to:
1
2
3
Identify marketing opportunities

Investigate marketing opportunities
Evaluate required changes to current operations
Start of topic slides
SPORT MARKETING INTRODUCTION
InSports Marketing you will be introduced to the basic theory of marketing and sports
marketing. You will then put this theory into practice by developing marketing plans and
marketing strategies for a major project around sport participation
The knowledge that you will develop in sport marketing will give you valuable
employability skills such as planning, evaluating, advertising and team work while
creating an event in partnership with key agencies that will increase sports participation.
Sport Marketing will be a challenging unit but one that will greatly assist you in the sports
market place.
Topic name:
1. Identify marketing opportunities
Definitions of Marketing and Sports Marketing
What is marketing (definition)?

A social & managerial process by which individuals and groups obtain what they need & want through creating &
exchanging value with others (Shilbury et al. 2009: 6).
What is sports marketing (definition)?

Sport Marketing is a social & managerial process by which the sport manager seeks to obtain what sporting
organisations need & want through creating & exchanging products and values with others (Shilbury et al. 2009:
14).
Topic name:
1. Identify marketing opportunities

Watch the following YouTube clip for a further explanation of Sports and Entertainment
marketing
https://www.youtube.com/watch?v=i7V6Ne4JDto
TASK:
In our first face to face workshop you will asked to research and present your (in your
own words) definition of sports marketing. You should research and write down your own
definition now.

Identify marketing opportunities
Topic name:
Definitions of Marketing and Sports Marketing Social and managerial process:

- A decision by management to attempt to engage /
transact with their target market (consumers)
Creating and exchanging products and value with others:

- Again a transaction
- Sporting organisations essentially want $ so they are
marketing to increase sales, revenue, sponsorship
etc.
Topic name:
Marketing and Sports Marketing Case Study Nike
TVCs stands for Television Commercials.

Well be looking at Nike quite regularly throughout the year as they, I
believe, are the leading organisation when it comes to utilising sports
marketing strategies and techniques. The cornerstone of Nike in the mid
1980s and their subsequent position as the leading global sports brand
was Michael Jordan so were going to look at the evolution of the Jordan
Brand (see next slide). Jordan has really been the leading or catalyst for
what has transpired with the commercialisation of sport since the 1980s.
View the following Jordan clip and think about the discussion points. We will
be discussing these in class:
https://www.youtube.com/watch?v=E_XLE5X2qts
http://www.youtube.com/watch?v=eCtjY8DDaNg
Topic name:Identify marketing opportunities

Marketing and Sports Marketing Case Study Nike
Discussion points:
- Name of range Air Jordan reflects his athletic prowess and extraordinary jumping ability
- The use of Jordan to promote popular products see Jordan Vs Bird McDonalds commercial (win
for Jordan (Nike), Bird (Converse), McDonalds and the NBA)
- Jordan and Mars Blackman (Spike Lee) = the use of popular culture icons with Lee being a huge
movie producer / director during late 80s through mid 90s
- Gatorade TVC if I could be like Mike become a series of TVC
etc.
2. History of Jordan Brand
- Extension of 1
- Features well known people discussing impact of Jordan e.g. Barack Obama
Topic name:Identify marketing opportunities

Marketing Project
You will be designing and implementing a project to increase participation. Your
assessment for Sports marketing will be based on this project.
We will discuss the projects in more detail in your class
Your project can be either inside or outside of Victoria University and must meet the
following objectives:
Must assist to organise a project with any organisation that has an objective to increase
active participation
Must take place before the second last week of this unit
Cannot be for a group that is already participating in that activity. Eg school physical
education class
Should not be too complicated or cost too much to put on
Examples:
Content slide
Slide
Organizations summarize
Identify
theirMarketing Opportunities
goals and objectivesinmission and
title:
vision statements. Both of these serve
Text: Mission and Vision Statements
different purposes for a company but are
often confused with each other. While a
mission statement describes what a
company wants to donow, a vision
statement outlines what a company wants
to be in thefuture.
The Mission Statement concentrates on the

present; it defines the customer(s), critical
processes and it informs you about the
desired level of performance.
The Vision Statement focuses on the future;
it is a source of inspiration and motivation.
Often it describes not just the future of the
organization but the future of the industry
or society in which the organization hopes
to effect change.
Please view the following clip for further
explanations of Mission and Vision
Statements
Visual (image / video / character):
https
://www.youtube.com/watch?v=XtyCt83JLN
Y
Content slide
Slide
title:
Identify Marketing Opportunities
Text: Mission and Vision Statements
Mission statements and vision statements

fill different purposes. A mission statement
describes an organization's purpose and
answers the questions "What business are
we in?" and "What is our business for?" A
vision statement provides strategic
direction and describes what the owner or
founder wants the company to achieve in
the future.
Task
Search for more examples of Mission and
Vision Statements. You will create your own
for your project
Content slide
Slide
title:
Text: SWOT Analysis
SWOT analysis(alternativelySWOT matrix)
stands
forforstrengths,weaknesses,opportunities,
andthreatsand is a structuredplanning
method that evaluates those four elements of
aprojectorbusiness venture. A SWOT
analysis can be carried out for a company,
product, place, industry, or person. It involves
specifying the objective of the business
venture or project and identifying the internal
and external factors that are favourable and
unfavourable to achieve that objective
Strengths: characteristics of the business or
project that give it an advantage over others
Weaknesses: characteristics that place the
business or project at a disadvantage relative
to others
Opportunities: elements that the business or
project could exploit to its advantage
Threats: elements in the environment that
could cause trouble for the business or project
Content slide
Slide
title:
Text: SWOT Analysis
We will be putting together a SWOT analysis on your sporting club in our workshops. Please review the questions below and the example on the
next page in relation to a club you belong to or know about.
SWOT Analysis Questions
The following sample SWOT questions may assist in evaluating your organisation on four levels:
Sample 1: "Our Organisation"
Sample 2: "Our Product and Services"
Sample 3: "Our Customers"
Sample 4: "Our Market
SWOT Sample 1: "Our Organisation"
What expertise and skills do the staff and /or management committee have that would benefit the organisation?
Are there any membership trends that exist in the organisation?
Does the club have a good profile in the community? What can we do to improve profile in the community?
Does the club (association) have sufficient facilities to meet current and expected future demand?
Does the club (association) have a problem with equipment?
Do you believe that the club's premises are in a suitable location?
Is there sufficient communication between committee, participants, and other persons connected with the club
SWOT Sample 2: "Our Product and Services "
What more can the club (association) do to provide activities for all ages and skill levels?
Is there any potential for the club to add into other sports, activities and/or programs to make it more appealing to families?
How does the club make the sport more attractive to the public? Can anything more be done?
Do you believe that there is sufficient or insufficient coaching available to participants?
Should the number of events/fixtures on the calendar be increased or reduced or kept the same?
Are our programs and events run on days/ times that are best suited to our members.
Does the club (association) have any opportunities to gain sponsorship?
SWOT Sample 3:"Our Customers
How good is our membership in getting involved in the delivery of events, programs and services? (i.e. coach. managing, helping with events, fundraising, etc)
What do we know about our members and participants? Are the expectations of members changing in terms of the level of service they expect? If so how?
What do we know about our members in terms of their capacity to pay the costs involved?
Do you believe that the total price paid by participants is about right? (Total price = membership + competition fees + personal items) Or should the price be
increased or reduced.
SWOT Sample 4: "Our Market"
Has the demographic of the catchment area changed in the last five years?
What is the best way to reach our market in terms of promotion?
Is there a section of the community that the club(association) should target more?
What do we know about other clubs (and other sports) that compete with us for membership?
Content slide
Slide
title:
Text: SWOT Analysis
We will be putting together a SWOT
analysis on your sporting club in our
workshops. Please review the example
below and think of a SWOT for a club you
belong to or know about.
Strengths
Weaknesses
Opportunities
The sport that the association controls is an Olympic Sport.

The organisation has a number of highly skilled people from a wide variety of professions and trades.
The sport has a low profile generally and attracts few sponsors
The association has only a few clubs and in general they are not well organised.
The association has an opportunity to develop programs and events that can be enjoyed by a greater cross section of
the population and not just the elite.
The association has authored some very marketable products such as books, manuals and videos.
Threats
The association is losing coaches and coach education programs are not functioning well.
The association could lose its Olympic Sport status.
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Slide
title:
Text:
SMART GOALS
In any planning in business, the sports field

or life , SMART goal setting is one of the
most effective and yet least used tools for
achieving goals.
Once you've charted to outlines of your
project, it's time to set specifice
intermediary goals. With the SMART
checklist, you can evaluate your objectives.
SMART goal setting also creates
transparency throughout the company. It
clarifies the way goals came into existence,
and the criteria their realisation will
conform to.
Content slide
Slide
title:
Text:
SMART GOALS
Visual (image / video /
character)
Please view the following clip to gain a
better understanding of SMART goals:
To position your organisation (project

team) to best achieve your objectives,
they must be SMART Objectives.
https://www.youtube.com/watch?v=q1tOQgYJEf8
Content slide
Slide
title:
Text:
S PECIFIC
SMART GOALS
Visual (image /
video / character)
Content slide
Slide
SMART GOALS
title:
M easurable
Visual (image /
video / character)
Content slide
Slide
SMART GOALS
title:
A chievable
Visual (image /
video / character)
Content slide
Slide
SMART GOALS
title:
R elevent
Visual (image /
video / character)
Content slide
Slide
SMART GOALS
title:
T ime Bound
Visual (image /
video / character)
Content slide
Slide
SMART GOALS
title:
How to write a SMART Goal
View the following clip for ideas in writing a

SMART Goal
https://
www.youtube.com/watch?v=0Mi9_XEXQqc
We will be writing Goals for our projects
Visual (image /
video / character)
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title:
Text:
1.1 Identify Goals
Incorporating both goals in the planning process is

very important as you need to make sure that you
understand the groups goal, as well as the
individuals.
If you do not meet the needs of the individual, then
they are likely to discontinue being a part of the
group or they may become unhappy in the group
environment because their needs are not being met.
The first step would be to discuss as a group the
overall goals, and then in more detail, discuss
individual goals and determine how you would best
be able to meet the needs of the individual, as well
as the group.
Having goals helps the planning process by
providing the group with clear direction and purpose.
It also helps the facilitator as well as the
participants understand why they are doing what
they are doing.
During the session, the goals should be referred to
often, to ensure that you are meeting the needs of
your clients
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1.2 Identify group dynamics and barriers
Group dynamics is the way a group

interacts, communicates, respects and
works together. Group dynamics can
include communication, decision making,
conflict resolution, trust, safety and
respect.
The way that you respond to the dynamics
of a group can influence how effective the
group performs and whether or not they
achieve their goals as a group.
The dynamics can influence how
individuals in the group behave. Therefore,
it is important to identify these dynamics
and then work with them to ensure that
every person in the group feels comfortable
in participating actively. This will
encourage participants to achieve their
own goals at the same time as the overall
group achieving their goals
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Potential Barriers towards group

development and performance can include:
Conflict of interest
Conflict between individuals and group
goals
Personality clashes
Poor communication skills
Lack of group cohesion and
commitment to goals
Poorly defined roles and responsibilities
The effect these barriers may have on the
development and performance of a group
can be different for each individual. It
could mean that the individuals are
satisfied with the level of interaction of the
group, or that the facilitation is influenced
by the group dynamics and therefore, the
overall group may not work as well
together as they potentially could.
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These barriers often arise when there is a

clash in individual goals, personalities or a
miscommunication. Therefore, the most
important way to eliminate these barriers is
to have a clear understanding of each
individual in the group. If you provide an
environment that promotes open
communication and allows time to reflect
on the group goals, the group is more likely
to be able to solve any issues and
eliminate the barriers.
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1.3 Establish a group performance plan
A group performance plan is needed to

meet the needs and the outcomes of the
activity. It is set up for the group to
achieve the overall goal as well as
individual goals.
The plan should:
Show allocation of jobs
Outline the steps required to complete
the activity.
Outline safety information
Demonstrate the activity
State responsibilities
Having a well established performance plan
will allow your activity to run smoothly and
make it more manageable without too
many issues.
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1.3 Establish a group performance plan
ACTIVITY Group Goals

Provide an example of when you have been
apart of a group, and list the three main
individual goals you had when you joined a
the group.
Explain each goal and whether the group
met your needs or not.
Post your responses on the discussion
board and respond to others in the group.
End of topic slide

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Topic number:
Topic name:
Developing group commitment and

cooperation
Topic introduction
A successful group is one that is committed to achieving the goals of the

group. As a coach of a group, you need to work out how to develop the group
to be the most effective it can possibly be and you also need to monitor and
review the groups development through out the activity. Understanding
strategies to ensure that the communication is clear and effective is also
important when facilitating the group.
In this topic you will be learning how to:
2.1
2.2
2.3
2.4
Develop group effectiveness

Monitor and review group development
Develop and implement strategies
Demonstrate use of open communication.
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2.1 Group effectiveness
Your role as a coach will require you to

develop group effectiveness through active
participation of all group members.
Group effectiveness in the sport and
recreation industry can be described as
successful when all members of the group
are satisfied with the outcomes of the
group activity, e.g. winning a game, losing
weight or improving their fitness levels.
Developing group effectiveness will be
different for each group and activity,
however, the key is to determine how the
group can work best together while
meeting their own needs, as well as the
overall group needs.
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2.1 Group effectiveness
title:
Text:
You can improve the participation of group
members by:
Offering options for all different fitness
levels
Providing a number of roles in each
activity so that members have variety
Making the group environment fun
Listen to the needs of the group and
being flexible
Challenging the group to improve their
performance.
The advantages of providing an
environment that is promoting active
participation is that each member of the
group will find a role that suits their
interests, goals and needs. They will be
able to fit into the group as well and feel as
if they are contributing to the overall group
needs and goals. If this is all achieved,
then the group effectiveness is likely to be
more effective,
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2.2 Monitor and review group development
Once you have established group goals and

plans make sure you create some systems
and tools to monitor and review the group
development and performance.
Systems and tools that could be used to
monitor and review group performance
include:
Monthly feedback sessions
Regular testing to monitor
improvements in athletic performance.
Debriefing at the end of every group
sessions refer the session back to the
goals that the group identified at the
beginning and to analyse progress.
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2.3 Develop and implement strategies
As discussed earlier, groups can have

barriers that can effect their development
and performance. Once you are aware of
these barriers, you will need to develop
and implement strategies to reduce or
eliminate these barriers.
The following table shows some common
barriers and related effective strategies.
Match the Barrier with the strategy
(add word document)
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2.4 Demonstrate use of open communication
title:
Text:
You need to use open communication skills
to establish trust, confidence and
ownership in a group in providing feedback
and problem solving processes.
Open communication is when an individual
in the group feels that they can discuss
their ideas, issues and concerns with you,
as a coach, without any judgement being
made.
They should feel comfortable in talking to
you honestly and have respect for you as
the coach of the group. You should
demonstrate the use of open
communication at all times, so that the
members of the group can then show this
as well.
The more open and honest the group is
with each other, the more likely they will
achieve the goals of the group, the more
fun they will have and more success will be
achieved.
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Facilitating a group and demonstrating open

communication in decision making, feedback and
problem solving processes has many benefits a you
will be more likely to be able to:
Establish trust in the group the members will feel

they can communicate openly with you as the
coach as well as other members. This will provide
an environment where people are more likely to
discuss any issues or concerns as they will not be
judged and will instead be encouraged.
Establish confidence in the group Individuals will

feel that they have more confidence in their own
ability but also in yours and other members in the
group. As a result, they will be able to work
together as a team with open communication and
be more confident to try new things and work
toward their goals.
Establish ownership in the group by providing

individuals with an environment in which they can
improve, try new things and be more confident in
standing up and taking control of a situation
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Activity: Group Performance

Reflect on a sport or recreation group
activity you have been a part of. Answer
the following questions based on your
experience in that group. Post your
responses in the discussion board.
1. What were your group activity goals
2. Explain two barriers that were present
in your group and what strategies did
the coach/leader implement to
eliminate the barriers
3. What tools were used or can be used
for monitoring and reviewing group
development.
Post your responses and comment on at
least two of your class mates responses.
End of topic slide

Topic close
complete an assesment?
For example:
Congratulations!

Topic number:
Topic name:
Facilitate group processes and performance
Topic introduction
When facilitating a group activity, you should establish a set of processes that
will allow participants to perform to their maximum potential, as well as help
achieve their goals. There are a number of ways that this can be achieved.
These include providing a positive environment that caters for each individual,
demonstrating collaborative approaches to manage the group, develop and
instil responsibility and accountability in each individual within the group, as
well as implement processes for conflict resolution. Monitoring performance
should also be included in the processes to make sure that regular review and
analysis is undertaken and improvements can be made when required.
In this topic you will be learning how to:
3.1
3.2
3.3
3.4
3.5
3.6
Demonstrate collaborative approaches

Facilitate individual and collective agreement
Develop responsibility and accountability
Implement conflict resolution
Develop inclusive communication
Monitor performance
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3.1 Demonstrate collaborative approaches
title:
The first step is how to demonstrate
Text:
collaborative approaches to make sure that
you have effective working relationships
within the group. These approaches can
include:
Group management skills
Group decision making
Listening skills
Negotiation techniques
Defining roles and responsibilities
The coach/leader should be able to
demonstrate all of these characteristics
and may need to draw on them at different
stages of the group session. Good
management, decision making and
listening skills are the type of skills that
you will need to have and draw on at
different stages/times. You will be able to
interact well with members of the group
and it will be easier to implement the
conflict management skills . Having these
skills with group is more likely to work well
together and achieve the goals of the
group
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Decision making skills

This includes having the ability to manage
the group dynamics, the activities
conducted and to be able to facilitate the
most appropriate activity for the wide
variety of skill levels and experience of the
group. Group management skills can
include making sure that the session runs
to a plan, on time, meets the needs of the
group and is a fun and interactive session.
Group decision making
When facilitating a group you may have to
ask the participants to get involved in the
decision making.
Refer to case study about Flynn involving
his group in deciding how to progress with
the activity after some unforseen
circumstances.
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Listening skills
You should always listen to the members of
the group, and provide an environment in
which they feel that they can voice their
opinions and that they will be respected at
all times. Your listening skills are vital in
showing the members of the group that
they are an important part of the group and
that they can make suggestions any time.
Whether it is positive or negative reason,
you need to listen, it will ensure that you
are then able to adjust your techniques of
facilitation to suit the needs of the group.
Negotiation techniques
Attempting to come to an agreement
between two individuals or groups of
individuals will often occur in group
situations and you will need to determine
how to best manage this. Negotiating skills
are important for both participants and
group facilitators. You must have the right
negotiation skills to resolve issues and
arrive at decisions.
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Good negotiation skills include:

Listening to the issues or conflicts and
asking all the right questions
Being realistic and assessing each
situation individually
Being objective in pre-setting facts and
arguments.
Examining options and new ideas
Adjusting attitudes and ideas by making
reasonable compromises
Staying calm and collected
Not jumping to conclusions
Being objective and not defensive
against other members.
Refer to the case study where Flynn
conducted a team building session with a
group of trekking guides on an outdoor
education conference for group leaders.
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Defining roles and responsibilities

Having clear goals and responsibilities for
yourself and members of the group will
provide the individuals within the group
with clear understanding of what their
place in the group is, and they are more
likely to be able to work together as a team
to achieve success. Without clearly defined
roles and responsibilities processes can
lack order and often roles can be
duplicated.
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3.2 Facilitate individual and collective

engagement
As a coach/leader, you will need to

determine how you are going to engage
with the individuals in the group but also
with the group as a whole. Facilitating
individual and collective engagement is
about having individual and the collective
purpose of the group.
Maintaining group cohesion is also apart of
facilitating collective engagement, and
involves getting everyone in the group to
understand and work toward the same
goals. If a group displays cohesion they
are working well together as a team to
achieve the overall goals of the group.
There are many advantages to having
group engagement, including satisfied
members of the group as well as
coach/leader satidfaction.
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3.3 Develop responsibility and accountability
As a sport and recreation professional, you need to

devolve responsibility and accountability for your
group members, their abilities, your activity context
and your program aims.
To devolve responsibility is to pass on the
responsibility to someone else in the group. This
could be in the way of the responsibility of a certain
task or activity, such as the role of the scorer.
As a coach/leader you need to devolve
responsibility and accountability to your group
members at different times in the activity. This will
provide them with a role to play and give them
responsibility, so that the group can work more
effectively and achieve a range of tasks at once,
instead of waiting for one person to do so.
By devolving responsibility and accountability to
other members of the group, you are working as a
good coach/leader with a group of followers. The
group members are more likely to want to
participate in the activity if they have clear roles
and purpose, and by you showing that you trust
them to complete a task, it is giving them the
confidence that they have the ability to do so and a
feeling of self-worth.
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3.4 Implement conflict resolution
Group situations can cause conflicts and

conflict resolution strategies may need to
be implemented. Sometimes conflicts may
be in the way of arguments between
individuals, disagreements in relation to
how a task is carried out, or a
miscommunication of goals and objectives.
A conflict is often when someone does not
agree with something another person has
said or done, and can cause grief amongst
members of the group.
It is very common in group situations for
conflict to arise as there are a number of
individuals participating, each with
different ideas and values.
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3.4 Implement conflict resolution
Conflict resolution strategies can help the

coach/leader to overcome these issues, such as:
Group discussion
Mediation between two parties
Reassessing group goals and objectives
Conflict resolution strategies are often required
at moments that cannot be planned, therefore,
being able to draw on these strategies quickly is
very important. Having contingencies in place
and practicing these situations, prior to the
group developing, may be a good method to
make sure you are ready to put these strategies
in place if needed.
Activity: Roles and responsibilities
If you were the coach or leader of a group, why
would you allocate responsibility and
accountability to other members of the group?
Provide an example of when this should happen
and why. Post your response in the discussion
board.
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3.5 Develop inclusive communication
title:
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Some strategies for inclusive
communication
Talk to the whole group instead of oneone discussions about goals or
activities.
Providing opportunity for all members of
the group to ask questions.
Remind all members of the group that
they are a part of a team and are there
to work together, not as individuals, but
as a group.
You should not have to think about
inclusive communication, or go out of your
way to involve all members of the group as
it should be second nature. You need to
learn to always act with inclusive
communication in a group environment as
that is the nature of the situation and all
group members should feel like they have
the opportunity to be involved if they want
to.
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3.6 Monitor performance
title:
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Group sessions should be monitored and
the performance of the members reviewed
using established systems. By monitoring
performance of the members you can see
how they are progressing in line with the
group and their individual goals, then
provide the time to put improvement
strategies in place and reassess goals if
need be.
Some established review systems include:
Regular debriefing sessions at the end
of the session.
Performance review meetings at regular
intervals depending on the length of
time that the group is in formation.
Regular tests of fitness or skill level may
be more formal method of reviewing
performance.
Regularly asking for feedback from
members to see if they are satisfied
with the service being offered.
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3.6 Monitor performance
An example of monitoring performance

would be to conduct a session after a
month of the group forming, that is, an
extra half an hour longer so that the entire
group can conduct a debriefing session and
talk about how the group is performing.
This session should be conducted by you as
the coach/leader and should focus on the
strengths of the group, the weaknesses any
areas of the improvement needed.
The coach should try to get the group to
provide feedback to their peers as much as
possible, instead of the coach telling the
group members what they think.
Activity: Review performance
Provide an example of a test you would
conduct within a group to review the
performance of the group, and explain why
you chose that.
End of topic slide

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Congratulations!

Topic number:
Topic name:
Topic introduction
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In this topic you will be learning
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Template for eLearning Development

Add your content to the slides.

Start of unit slides

Identify and evaluate marketing opportunities

In this topic you will learn to:

Identify marketing opportunities

Start of topic slides

SPORT MARKETING INTRODUCTION

Start of topic slides

1. Identify marketing opportunities

Definitions of Marketing and Sports Marketing

What is marketing (definition)?

What is sports marketing (definition)?

Start of topic slides

1. Identify marketing opportunities

Definitions of Marketing and Sports Marketing

Start of topic slides

Definitions of Marketing and Sports Marketing Social and managerial process:

Creating and exchanging products and value with others:

Start of topic slides

TVCs stands for Television Commercials.

Start of topic slides

Topic name:Identify marketing opportunities

Start of topic slides

Topic name:Identify marketing opportunities

The Mission Statement concentrates on the

Visual (image / video / character):

Identify Marketing Opportunities

Text: Mission and Vision Statements

Mission statements and vision statements

Visual (image / video / character):

The sport that the association controls is an Olympic Sport.

In any planning in business, the sports field

Visual (image / video / character):

To position your organisation (project

View the following clip for ideas in writing a

1.1 Identify Goals

Incorporating both goals in the planning process is

Visual (image / video / character):

1.2 Identify group dynamics and barriers

Group dynamics is the way a group

Visual (image / video / character):

1.2 Identify group dynamics and barriers

Potential Barriers towards group

Visual (image / video / character):

1.2 Identify group dynamics and barriers

These barriers often arise when there is a

Visual (image / video / character):

1.3 Establish a group performance plan

A group performance plan is needed to

Visual (image / video / character):

1.3 Establish a group performance plan

ACTIVITY Group Goals

Visual (image / video / character):

End of topic slide

Start of topic slides

Developing group commitment and

A successful group is one that is committed to achieving the goals of the

Develop group effectiveness

2.1 Group effectiveness

Your role as a coach will require you to

Visual (image / video / character):

2.2 Monitor and review group development

Once you have established group goals and