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MEMOS XII-2009
Executive Masters in
Sports Organization Management
Human Resource Management in Sport
Organizations
Focus on Diversity
P. “Chella” Chelladurai
The Ohio State University, Columbus, Ohio, U.S.A
P.Chelladurai, The Ohio State University
“Diversity is any mixture of items characterized
by differences and similarities” (Thomas, 1996;
p. 5)
P.Chelladurai, The Ohio State University
Sport Management is:
The field concerned with the coordination of
limited human and material resources,
relevant technologies, and situational
contingencies for the efficient production
and exchange of sport services.
(Chelladurai, 1994; p.15)
Planning, Organizing, Leading, and Evaluating
P.Chelladurai, The Ohio State University
Financial/
Legal Agents
Tourism/
Travel Agents
Gambling
Outfits
Facility
Construction
Marketing
Agency
Advertising
Agency
Spectator
Sport
Licensed
Goods
Player Agent
Marketing
Agency
P.Chelladurai, The Ohio State University
Accommodate
Facilities
Media
Transport
Equipment
Sponsors
Security
Technical
Merchandise
Health
Information
Market Place
Athletic/ Sports Event
Promotion
Opening
Personnel
Ticket Sales
Closing
Insurance
Materials
Awards
Accounting
Installations
Ceremonies
Post Event
P.Chelladurai, The Ohio State University
Makis Asimakopoulos, PhD
General Manager Sports
“Athens 2004” Olympic Games
P.Chelladurai, The Ohio State University
Olympic Games:
Huge Size of Customers
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10,500 athletes and 5,500 team officials
28 International Federations*
202 National Olympic Committees (NOC’s)
45,000 volunteers
More than 21,500 media representatives:
16,000 broadcasters, including AOB and
5,500 photo/written press
• 4 billion TV viewers
• 5.3 million ticketed spectators
“Athens 2004” Olympics:
Sports & Venues
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28 sports
35 sport disciplines
301 events - medal ceremonies
More than 6,000 sessions
5 Cities involved
35 competition venues
60 Fields of Play
72 training facilities
Olympic Games:
The Variety of Programs
1. Accreditation
2. Ceremonies
3. Communication
4. Education
5. Environment
6. Finance – Rate Card
7. Food Services
8. Image & Identity
9. Intern. Relations
10. Language Services
11. Logistics
12. Marketing
13. Medical Services – Doping Control
14. Merchandising
15. Media Services
16. Risk Management
17. Security
18. Site Management
19. Spectators Services
20. Sport
21. Staffing
22. Technology
23. Ticketing
24. Transportation
25. Volunteers
26. Venue Operations
P.Chelladurai, The Ohio State University
Diversity in:
Ownership:
Public, Private, 3rd Sector
Profit Orientation: Profit vs Nonprofit
Surplus Creation
Goals/Objectives: Entertainment
Publicity
Promoting Sport
Service:
Instrumental
Expressive
Client Groups:
Members
Non-Members
P.Chelladurai, The Ohio State University
Diversity refers to “individual human differences”
(Arredondo, 1996; p. 15)
Diversity “encompasses any characteristic used to
differentiate one person from others” (Joplin &
Daus, 1997; p. 32)
P.Chelladurai, The Ohio State University
Diversity Attributes
Observable/Visible/Surface Level Attributes:
Gender, Age, Race, Ethnic Background
evoke responses due to biases,
prejudices, or stereotypes
Non-observable/Deep Level Attributes:
Education, Abilities, Organizational Tenure
Sexual Orientation
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
Dimensions of Diversity
Informational Diversity
differences in knowledge bases-stem from education, experience, expertise
Social Classes
Based on Socio Economic Status
Value Diversity
differences in preferred goals and means
Functional Diversity
fitness instructor, physiologist, accountant
administrator, marketer, coach,
PR manager
P.Chelladurai, The Ohio State University
Diversity is “a mix of people in one social system
who have distinctly different, socially relevant
group affiliations” (Cox & Beale, 1997; p. 1)
The Focus Shifts from
Individuals
To Groups of People
P.Chelladurai, The Ohio State University
Cultural Diversity
Culture:
“the collective programming of the mind which
distinguishes the members of one human group
from another” (Hofstede, 1984)
“a unique set of values, beliefs, attitudes, and
expectations as well as symbols, customs, and
behaviors” (DeSensi, 1994; Doherty & Chelladurai
1999)
P.Chelladurai, The Ohio State University
Hofstede’ Model
Power Distance:
between persons in a hierarchy/
social inequality
Uncertainty Avoidance:
need to avoid uncertainty about future &
relationships/tolerance for ambiguity
Individualism vs Collectivism:
the relationships persons have with other
persons/groups
P.Chelladurai, The Ohio State University
Hofstede’ Model
Masculinity vs Femininity:
the division of roles and values in
society/performance, success, power,
competition vs social welfare, human
relations, sympathetic attitudes,
negotiation
Long-term vs Short-term Orientation
thrift, perseverance vs tradition,
obligations
Not well researched
P.Chelladurai, The Ohio State University
National Cultures
German, Italian Culture, English Cultures
Continental Cultures
Asian, African, European Cultures
Religious Cultures
Muslim, Hindu, Buddhist, Christian Cultures
Class Cultures
upper, Middle, Lower Class Cultures
Gender Cultures
Generational cultures
P.Chelladurai, The Ohio State University
Germany
G1
France
G2 F2
68
F1
35
Power Distance
P.Chelladurai, The Ohio State University
Problem of multiple-group membership
Problem of Intra-group Differences
P.Chelladurai, The Ohio State University
UK Sport’s Equality Standard
Advanced: Equality central, Proportionality in
Staff & Participants, ↑Minority Athletes
Sophistiocation
Intermediate: ↑Staff/Participant Diversity at All Levels
Preliminary: Barriers, Robust Plan, Understanding
Foundation: Commitment, Policy, Current Status
P.Chelladurai, The Ohio State University
Affirmative Action
Diversity Management
Government Imposed
Management Initiated
Membership Criterion
Competence Criterion
Stigmatization
Empowerment
Sense of Exclusion
Sense of Inclusion
P.Chelladurai, The Ohio State University
Misguided Notions of Diversity Management
(Thomas, 1996)
Golden Rule:
Treat others as you would have them treat you.
Humanistic Approach
All people have the same potential.
Being color- or race-blind
Treating all races and colors the same.
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
Managing Diversity
Awareness
Understanding
Action
P.Chelladurai, The Ohio State University
Understanding
Symbolic Expressions (Surface Level)
Dress, Language, Food,
Religious Rites
Substantive Expressions (Deep Level)
Values and Beliefs affecting perceptions of:
What ought to be the group goals, and
How to achieve them
P.Chelladurai, The Ohio State University
An Integrative Framework
Involves:
Setting Competence as the Cornerstone
Distinguishing Expressions of Diversity
Strategies of
Valuing Diversity
Accommodation
Contingent Activation
P.Chelladurai, The Ohio State University
Valuing Diversity
A philosophy that
(a) accepts diversity,
(b) views it as a distinct resource, and
(c) sees the need for good diversity management
“Differences are not deficits”
P.Chelladurai, The Ohio State University
Strategies for Managing Diversity
Accommodation
Permitting & Facilitating Symbolic Expression
Satisfying preferences for specific behaviors
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
Activation
Bringing divergent perspectives to a problem
situation
Facilitating dialogue/discussion of
viewpoints
 More information, more insights, more
alternatives Better decisions/solutions
P.Chelladurai, The Ohio State University
Valuing Diversity
Awareness
Acknowledgement
Acceptance
Managing Diversity
Time Factor
Task Factors
Accommodation of
Surface Level Diversity
Activation of
Deep Level Diversity
Actualization
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
Factors Behind the Star Trek and Football Teams
Clarity and Acceptance of Goals
Great Desire for Membership
Recognition of Differences among Members
Awareness of Their Strengths
Well Defined Roles
Assignment of Roles Based on Competence
Autonomy in Job Performance
P.Chelladurai, The Ohio State University
Thank You
P.Chelladurai, The Ohio State University
Task Interdependence
Low
High
Task Complexity
Low
High
Strategy of Activation
Strategy of Accommodation
Universal Application
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University
P.Chelladurai, The Ohio State University