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Sport Facilities I

Hello everyone, I have an Assignment for you today. This assignment must be DONE by Tuesday, December 8, 2020, no later than 10 pm. By the way, I need this assignment to be PLAGIARISM FREE & a Spell Check when completed. Make sure you READ the instructions CAREFULLY. Now without further ado, the instructions to the assignments are below:

Instructions

Facility Manager Interview: Part I

The job of a sport facility manager is a busy one with many responsibilities. For this assignment, you will locate a sport facility manager for an interview. Examples of sports facilities in your area may include a college arena, high school gymnasium, YMCA, fitness center, or a parks and recreation facility. To set up the interview, you will need to call the facility and speak to the manager to schedule a time. Be sure to schedule the interview before the end of Unit II, as you will write about the interview in that unit.

Then, you will develop 10 questions to ask in the interview with your chosen sport facility manager. These questions should help you to determine the basic principles that are necessary for sports facility management. Next, you will write a two-page paper sharing information about the facility, the learning goals of the interview, and the 10 questions you have developed for the interview.

This assignment will be completed in two parts. The interview does not have to be conducted to complete Part I of this assignment. For this assignment (Part I), you will only locate the manager, determine what you want to learn from the interview, and write the questions. You will complete the interview before the end of Unit II and write about the results of the interview in Unit II.

Steps for completing the assignment are as follows:

Use your textbook and the Internet to identify the needed competencies and basic principles for the job of sport facility manager.
Choose a practicing sport facility manager to interview. Contact the facility manager to schedule a date and time to meet for your interview.
The interview can be conducted in person, by phone, by email, or via Skype, Facetime, Google Hangout, or another video chat service.
Develop 10 questions to ask in an interview with a sport facility manager. Focus your questions to help you understand more about what the facility manager’s job is like (e.g., What do you spend most of your time doing?). When developing the questions, remember the purpose of the interview is to learn about principles related to sports facility management.
Write the paper. Include in the content:
information about the sport facility,
what you hope to learn from the interview (learning goals), and
the 10 questions you will ask the facility manager.
Submit your paper according to the information provided below.

Paper requirements are as follows:

Write a minimum of two double-spaced pages (APA Format).

Address the topic of the paper using critical thought. The required information listed above should clearly stand out and be unambiguous. Otherwise, it will be determined to be missing.
Ensure that all parts of your paper are formatted according to the APA style as detailed in the approved APA manual.
Include a title page that includes:
title of paper,
your name, and
university name.
Include an introductory section at the start of your paper.
Include the following first-level headings:
Description of the Sport Facility and its Manager
Learning Goals
Questions for an Interview with [Sport Facility Manager]
Conclusion
References are not required for this assignment; however, include a reference page as the final page of your paper if references were used. Ensure that this page is completed and formatted according to the correct APA style.
Avoid the serious consequence of plagiarism by using your own words, and include citations for sources you used.
As with all discussion board responses and assignments, non-scholarly sources such as Wikipedia and About.com may not be cited in your work.

I am OK with the interview being conducted through skype, email, Facetime, Zoom, phone call etc. You don’t have to conduct it in person if that is not possible.

*It is OK if the person isn’t a sports facility manager professional.due to the time constraint in finding someone to interview. I am OK with you interviewing a parent coach or someone you know who is (or was in the past) involved in sports as an athlete, coach, or administrator at some level (recreational or professional). They could have been involved as a parent coach, local team coach, sports volunteer, or huge sports fan that follows sports in society, etc.

By the way, I several attachments below. The first attachment is a study guide. The next two attachments are Power Points going over Unit I Chapter 1 & Chapter 3 of this Unit. Lastly, read the “Reading Assignment” in the Study Guide to see how to write the interview/assignment. Be sure to use the resources below and the study guide. Remember NO PLAGIARISM & I need will need a PLAGIARISM REPORT upon completion.

BSM 4001, Sport Facilities 1

Course Learning Outcomes for Unit I

Upon completion of this unit, students should be able to:

1. Recognize the basic principles related to sport facility planning and management.

Reading Assignment

Chapter 1: History and Future of Sport and Public Assembly Facilities

Chapter 2: Facility Management

Human Kinetics. (n.d.). Chapter 2 [Video file]. Retrieved from

http://videos.humankinetics.com/services/player/bcpid4169931205001?bckey=AQ~~,AAAA0gHQG-
E~,UzAFL1pLzn5Jod4t37rdq6LqsxFwTqc5

Click here to access the transcript for Video 2.1.
Click here to access the transcript for Video 2.2.
Click here to access the transcript for Video 2.3.
Click here to access the transcript for Video 2.4.
Click here to access the transcript for Video 2.5.
Click here to access the transcript for Video 2.6.

Chapter 3: Management Theory and Human Resources

Human Kinetics. (n.d.). Chapter 3 [Video file]. Retrieved from

http://videos.humankinetics.com/services/player/bcpid4169931206001?bckey=AQ~~,AAAA0gHQG-
E~,UzAFL1pLzn4BAiEoUJuVvFqwJ7NK6flA

Click here to access the transcript for Video 3.1.
Click here to access the transcript for Video 3.2.
Click here to access the transcript for Video 3.3.
Click here to access the transcript for Video 3.4.

Unit Lesson

What is sport facility management? Everyone has a different view of what this actually means. Could it mean
that you have done an outstanding job of hosting a solid event, or could it mean that you have done your part
to host a safe event? What about keeping your facility’s operations under budget? Does it comprise building a
new facility or maintaining an old facility in the best way possible?

You could say the definition for sport facility management encompasses all of these elements. Many aspects
of management focus on the facility and on making sure that the facility is safe, well-designed, well-
constructed, and well-maintained. Other issues that a facility faces are legal, financial, marketing, and human
resource concerns. Regardless, the key to success in the management of a sport facility is having no
problems or issues associated with the facility, and most of the time, this comes from having a solid team
working together to ensure that all the elements fit together. Moreover, the financial growth that has been
seen in the last 20 years in sport has led to bigger and better facilities. It is a billion dollar industry, and is only
getting bigger.

Hiram College is an NCAA Division III college in Ohio. At one time, this college’s sport facilities were the best
in the nation. However, the facilities got older, and other schools passed them by with newer venues. In the

UNIT I STUDY GUIDE

History and Future of Sport and Public
Assembly Facilities and Facility Management

https://online.columbiasouthern.edu/bbcswebdav/xid-63541552_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541553_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541554_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541555_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541556_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541557_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541558_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541559_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541560_1

https://online.columbiasouthern.edu/bbcswebdav/xid-63541561_1

BSM 4001, Sport Facilities 2

UNIT x STUDY GUIDE

Title

early 2000s, the college decided to renovate their facilities and built some new additions for $13 million. At the
same time, a rival college (Kenyon College) built a new $75 million facility, the Kenyon Athletic Center (KAC).
Hiram College could not truly compete with that (then again, not many NCAA Division I schools could!).
Simply put, this has become a time where better facilities can lead to more students and more revenue.

While we all might not manage a facility like the KAC during our career, we will more than likely work in or
manage some sort of facility, hence the importance of this course in relation to your career. It takes a
commitment to providing the best experience possible for the attendees at a facility. A negative experience
with the restrooms, concessions, parking, Wi-Fi, or other facility elements can forever harm a customer
relationship. Facility managers can work with customers, both internal and external, to get feedback and
develop ways to successfully run a facility.

If the employees of a facility are not happy with their jobs and do not feel pride in working for the facility or in
making sure it runs correctly, even an optimal facility will not be a good facility. In contrast, a facility in poor
condition can still attract people if management makes a strong enough effort (Fried, 2015).

The course starts in Chapter 1 of the textbook by looking at how to effectively run a facility. Learning from the
past (both good and bad) can be a big factor in effectively running a modern facility. Sports management
mentors often teach staff members to appreciate facilities.

One of the most awe-inspiring venues is the Colosseum in Rome, Italy. Knowing how facilities have evolved
before and after the time of the Colosseum can give visitors an appreciation and better respect for the role of
a facility manager. There is an interesting activity that involves the Colosseum in the Learning Activities (Non-
Graded) segment—take a few minutes to check it out. It is certainly an educational experience.

Sport facilities have undergone significant changes over time, especially over the past two centuries (Fried,
2015). It is important to know this history and also know where the future of sport and public assembly
facilities is heading. As the textbook suggests, the Greeks and Romans intertwined politics and religion to
build large public assembly facilities (PAFs) to placate the masses. Like the Colosseum, many historic venues
have evolved over the years into architectural and mechanical marvels. Today’s PAFs serve as economic
catalysts for growth to promote economic, geopolitical, and local political agendas (Fried, 2015).

Regardless of the size of the facility, the name of the game these days is marketability and economic viability.
Like the examples of Hiram College and Kenyon College, many schools and organizations see how newer
facilities can make a difference in their business. This growth will undoubtedly continue, and the trends seen
in the growth of facilities in the United States will be repeated more prominently around the world
(Fried, 2015).

Chapter 1 also examines numerous areas that are relevant for today’s sport management student. In
particular, pay attention to the interesting sections that discuss the history of sports facilities and the
management of ancient facilities. If we do not know this history and the evolution of facilities, how can we
comprehend the potential trends that will affect future facilities? Also, how can we shape those trends with our
own practices and ideas once we become sport managers?

The unit also examines the hands-on skills needed to effectively manage a facility, specifically in Chapter 2 of
the textbook. As we saw earlier in Chapter 1, sport facility management is varied, and most days are different.
The ever-changing and significant responsibilities of facility managers are examined in Chapter 2. Of
particular interest is what a manager needs to do to accomplish his or her job, such as the managerial
functions of planning, organizing, implementing, and controlling.

With the push for updated facilities comes the need for skilled management of the facilities. The manager of
any facility and his or her team has a big responsibility in terms of the overall success. They can have a
positive or negative effect on financial success and the quality of the overall facility and services offered, and
they can affect costs by using leadership strategies that keep their employees engaged and motivated
(Fried, 2015).

The final chapter in the unit, Chapter 3, focuses on the tasks a manager undertakes when working with
others: how to hire the right people and how to both promote and terminate employees. The chapter also
discusses different theories, technologies, and strategies that are put to the test when a facility manager

BSM 4001, Sport Facilities 3

UNIT x STUDY GUIDE
Title

becomes a leader. Of particular relevance today is the practice of outsourcing—the practice of hiring experts
to help accomplish critical jobs.

One of the areas that is very time consuming is the actual management of your most valuable resource—your
people. This is a field that is very hands on, so you will more than likely work with various types of employees
during your management career. As Fried (2015) suggests in the textbook, a facility manager many times
serves as the mediator in disputes involving other administrators, employees, patrons, external contractors,
government officials, the media, and many others who can affect those working in a facility. Include also being
the middle person in any disagreements between other outside constituents associated with the venue, and
you see how this position is something that can take considerable time. However, it is paramount for the
success of the facility.

Management is not suited for every person, as it takes a specific skill set to be successful. Many times, it
takes a team of professionals who blend existing staffers with other relevant sport facility information and
experts to assist a manager in his or her quest to be more comfortable in supervising and directing others
(Fried, 2015). Simply stated, managing people is an art and an acquired skill.

By combining current employees and industry professionals, along with using information from industry
associations, a manager can increase his or her skills and comfort level in managing and leading others
(Fried, 2015). The result will hopefully be a better facility and work environment for everyone.

Of course, we have all seen our fair share of people who were good managers, but not good leaders. I would
encourage you to think about some examples of each of these from your own career and life; being able to
share your own story is also a great skill for reaching your employees. Managing and leading are two different
concepts, but each is intertwined when you look at successful facilities in sport. Leadership entails making
tough decisions; one of the most difficult decisions is whether to use an outsourcing company rather than
existing personnel. If current employees are not doing a good job or costs are too high, a facility owner or
manager may need to make the tough decision to focus on core competencies and retain an outside
company to provide services (Fried, 2015). The difference in managerial skills and leadership skills is
explored in the chart below.

(Fried, 2015)

Facility managers are also tasked with inspiring their employees to provide quality service. Meeting this
expectation requires managing the actual facility as well as motivating and retaining staff leaders (Fried,
2015).

Another major element that managers oversee comprises all the legal requirements related to hiring, training,
promoting, and terminating employees. Issues from unionization to sexual harassment take up a significant
amount of a manager’s time, and there is never downtime when it comes to legal concerns. Facility managers
must manage facilities and the people who are in them. Although facilities cannot be motivated or fired, the

BSM 4001, Sport Facilities 4

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Title

employees can, and that is why facility managers have to spend a significant amount of time managing
employees.

Having a good understanding of the legal concerns associated with the facility is paramount to the success of
any sport facility manager; these would include the laws related to the Occupational Safety and Health
Administration (OSHA), the Americans with Disabilities Act (ADA), and workers’ compensation (Fried, 2015).
Some of you may have already taken the Sport Legal Liability and Risk Management course and have
learned about these laws. Being versatile can help any sport manager climb the ladder in this profession.

Prior to reading Chapters 1, 2, and 3, it is recommended that you watch this introductory video by Dr. Tim
Rice, who serves as a faculty member at Columbia Southern University (and developed this course). He has
worked in higher education for over 15 years at colleges across the country and has served as a collegiate
head coach in basketball, cross-country, soccer, and golf during his career. He earned his Bachelor of
Science degree in Physical Education from the University of Mobile (1993), a Master of Sport Science degree
in Sport Management from the United States Sports Academy (1999), and a Doctor of Sports Management
degree in Sport Management/Human Resource Management from the United States Sports Academy (2005).

Click here to watch the Unit I video, or you may navigate to:

Rice, T. (2015, Oct. 15) Unit I Sport Facilities Overview [Video file]. Retrieved from

https://www.youtube.com/watch?v=8oMGJWW3_9U

To turn on closed captioning in the video, click the captions icon at the bottom of the video.

Click here to access a transcript of the Unit I video.

Reference

Fried, G. (2015). Managing sports facilities (3rd ed.). Champaign, IL: Human Kinetics.

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