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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 • • • • • 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 • • • • • • • • 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