Sports show a first job in present-day contemporary society. Rodrigo (2011), cited by (Craig & Beedie, 2008), found that. It is a fundamental part of life essential for the physical and mental well-being of individuals. Not only that, it is also a physical movement zone where individuals socially interface with each other. Rodrigo (2011), cited by (Maguire et al., 2002), recommended that sport and relaxation activities are an essential part of social interactions, and they are convoluted associated with politics and society. Most of the people, sports play a vital role, whether as uninvolved sports fans or active participants. Rodrigo (2011), cited by (Levenson & Christensen, 1996) found that sport has generally exalted for many types of benefits such as, bridging cultural and ethnic divisions, developing health and strength, building opportunities for jobs and businesses to develop and grow, supporting partnership tournament contributing to cross-cultural dialogue and ensuring peaceful harmony between each other. Typical informal and usable sports facilities consist of commercial health, such as fitness and gym centers, community groups and individual who participate in a public area, which make athletes less reliant on formal frameworks such as membership duties, obligation, opening hours and the availability of specific sports facilities to use. Besides that, informal sports such as walking, cycling, and working out at the gym are progressively prominent, resulting in a more excellent range of geographical locations for sports, along with public places and natural environments. To conclude this statement, (According to Borgers et al., 2016) These changes in sports participation are in concern of institutional change, which is related to the movement of cultural and societal transition and sports participants, shifting beliefs, preferences, and attitudes. However, an explanation of sports participation used in the previous literature, and we eminent between the following sports settings club-organized sports settings, voluntary sports clubs, non-club organized settings such as gyms, health centers, tennis courts, swimming pools and informal settings like public spaces.
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With the correct support (Great Britain. Department for HM Government, Sporting and Future, 2015, p. 67), they need a better awareness of the current situation and problems to conceive a stronger sporting workforce. There is some proof of discrimination and bullying, such as Women in Football's membership survey, that continues to stay the trade from being an attractive and comprehensive sector during which to operate. Some NGBs and sports bodies are conducting regular employee surveys. However, this must incline priority and far additional systematic across the industry. An honest style of habit within the public sector is to conduct a large-scale survey of individuals once a year that covers perceptions, well-being, and diversity. Nowadays, albeit they are recognized, these individual impacts are extra benefits for sports that are not the primary reason to conceive the investments. In general, the greater importance of sport, work-related activities, and skills are understood and promoted by public investment in sport through perceived self-efficiency. Caroline Dinenage (Great Britain. Department for HM Government, Sporting and Future, 2015, p. 70) has made it clear that sport should welcome everybody, whether they are participating, watching, volunteering, or operating within the sport. People who have interaction in sport, whether it is an athlete, a contestant, a spectator, or someone collaborates in grassroots sport, should never get to worry concerning abuse or harassment when they do. Furthermore, sport should not merely draw a bead on to be freed from favoritism and prejudice; it should be at the forefront of passionately embracing diversity. For example, this has worked well, such as the conversion within the public attitude towards disabled athletes and Paralympic sports after London 2012, that exhibit the ability of sport to convey positive messages concerning fairness and diversity; however, some areas have not made the same strides forward. To conclude this statement, (Great Britain. Department for HM Government, Sporting and Future, 2015, p. 53) recognize that the two are complementary. Strengthening and achieving sports economies can help facilitate to enchant customers ' needs and help to embolden the sports economy with stable public demand for opportunities to revel in sports and physical activity. It also provides further jobs and economic activity in the United Kingdom directly.
The business sector is made up of organizations whose goal is profit generation. In this area, there are many sports organizations and their supporters. Commercial athletic companies include professional sports teams, leagues, and other sporting organizations. For example, (Sky Blue FC, SKA Saint Petersburg, Los Angeles Sparks, Ultimate Fighting Championship sporting suppliers). For example, (downhill ski resorts, tennis, fitness clubs, bungee jumping facilities, zorbing facilities, event management firms, sport marketing agencies, contractors for recreational facilities and sports facilities) and retailers such as (Dick's sporting good, Foot Locker), sport media such as, (ESPN, NBC sports, NLF network, and BT sports). Not only that, large companies support sponsoring and endorsing corporations such as, (Coca-Cola, Visa, MasterCard, McDonald's, and Budweiser). Commercial organizations are central to the action of the sports industry as a whole and serve an essential function in providing the community with sports products and services (PAUL & LUCIE, n.d.). Moreover, (Great Britain. Department for HM Government, Sporting and Future, 2015, p. 54). Outside direct government investment and the tax system, there are potential sources of income. Sponsorship and media rights have generally been the fields most widely used by the industry, and although they have had an enormous impact on significant spectator sports, they still have the same transformative influence on smaller sports. To conclude this statement, On the sports side, many segments of the sports workforce tend to lack the expertise needed to help, convince, and inspire potential sponsors to change existing habits. Not only that, if sports can be made more commercially appealing for both sponsors and broadcasters, then standard views about which sports offer attractive sponsorship opportunities may begin to make a difference.
The non-profit field comprises charitable organizations whose primary purpose is not to make a profit but to resolve a social cause, a particular interest, or members ' needs. In many cases, non-profit organizations act as educational, social, religious, technical, and public service organizations. Leaders of these organizations appoint individuals to serve on the executive committee and board of directors, and these individuals set the organization's strategic direction and fulfill the mission. Most international, national, state, province, territory, regional, and local sports organizations operate as non-profit organizations such as International Olympic Committee, International Cheer Union, USA Team Handball, Ontario Tennis Federation, Buffalo City Swim Racers) (PAUL & LUCIE, n.d.). Besides that, Chris & Graham (2011, pp. 9-10) states that the operating environment that is unique to sport is one of the essential distinctions between non-sport and sport organizations (whether voluntary or commercial). Sport tends to promote intense emotions and irrational emotional reactions in people who are typically not studied concerning customer relationships with other types of goods and services. Besides, sport is often associated with feelings of local and national pride and belonging associated with a mixture of spatial and social loyalty, the three sectors of the economy deliver sports goods and services whose activities are interdependent and often overlap. It was found (Chris, 2011; Graham., 2011 cited by Stewart, 2007, p.80) that many sport service delivery companies act either as government agencies or as business profit-making corporations, many sports organizations around the world are listed by nature as non-profit. Therefore, rather than conducting activities to meet the needs of investors or the general public, these organizations are more concerned with serving their members, expanding the sport and enhancing their performance on the field. However, it was discovered (Chris, 2011; Graham., 2011 cited by Roberts, 2004, p.23) in this case, this does not mean that non-profit sports organizations are not engrossed in producing financial surpluses but are interested in the fund and may well be business-like in their process of activity. To conclude this statement, when surplus does conceive, funds do frequently reinvest into areas such as facilities, including member services within the organization.
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In conclusion, Sports management brings together all the knowledge related to the management of a sports organization, whether local, national, or international dimension. This study seeks to assess sport activities from an economic point of view. It is essential that performance institutions and individuals focus on the type of decisions made by them, the nature of strategies adopted by competing participants with regard to their competitors, the pricing technique used to distribute different resources (divided into cost and benefit items) and the nature of marketing strategies adopted for popularization of various of sports activities. Not only that, the economic evaluation would enable the adoption of the most efficient management techniques to achieve cost-effectiveness and future reinforcement of sports activities structure and support services in situations. Besides that, People require sports to develop their intellectual, emotional, and social skills. A sports management curriculum is required to be effective. Furthermore, Schools in Asia are a youthful but fast-growing program in sports management. Therefore, to conclude this statement Sports management students must and should understand a sports manager's fundamental functions if they intend to manage sports effectively.
- Paul, P., & Lucie, T. (2019). Human Kinetics: Contemporary Sport Management (6th.ed). Retrieved from https:/us.humankinetics.com/blogs/excerpt/contemporary-sportmanagement-csm-sport-industry-sectors-model
- Great Britain. Department of HM government. (2015). Sporting Future: A new strategy for an active nation. 70 Whitehall London SW1A 2AS
- Borgers, J., Pilgaard, M., Vanreusel, B., & Scheerder J., (2016). Can we consider changes in sports participation as institutional change? International review for the sociology of sport. Doi: 10.1177/1012690216639598.
- It was found (Craig & Beedie 2008, cited by Rodrigo, 2011). Retrieved from https://writepass.com/journal/2011/10/sports-as-a-major-leisure-spectator-activity/#CONCLUSION
- It was found (Maguire et al 2002, cited by Rodrigo, 2011). Retrieved from https://writepass.com/journal/2011/10/sports-as-a-major-leisure-spectator-activity/#CONCLUSION
- It was found (Levenson & Christensen 1996, cited by Rodrigo, 2011). Retrieved from
- It was found (Stewart, p.80 2007, cited by Chris, 2011; Graham., 2011). Retrieved from https://www.researchgate.net/publication/286387334_Managing_sport_in_the_non-profit_sector
- It was found (Roberts, p.23 2004, cited by Chris, 2011; Graham., 2011). Retrieved from https://www.researchgate.net/publication/286387334_Managing_sport_in_the_non-profit_sector
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