Management of Sport Organizations

Buckingham (2005) and Goleman (2000) focus on how managers find ways to capitalize on employees’ strengths and ways to grow as an organization. With both of the articles giving great examples and ideas on how being a great manager can lead to great results, Buckingham gives us a more detailed look at how managers must work to know their staff and how to incorporate the employees’ into the over plan, rather than change a person and mold them to fit into that role. Strategies from both of the articles can be used for implementing ideas for any type of organization.

Marcus Buckingham says the job of a manager should be “to turn one’s particular talent into performance.” (Buckingham, 2005) He also says that managers must know three things about a person: their strengths, the triggers that activate the strength, and how that person learns. The takeaway from this article is that in order for a manager to be great is to capitalize on a person’s uniqueness. Taking time to understand what makes that person’s strength tick and sees that person for who they are.

This concept can be applied to any type of organization whether it be a sport organization or non-sporting organization. For this example, we are going to use a park organization. The park’s manager wants to find an employee who is great at communication skills and who is knowledgeable about the park to give tours to visitors. He recognizes one employee who works in the operations department. The manager knows he has great communication skills and he has been with the organization for a few months now. So, the manager decides to put the an employee as a tour guide for the park for most of the day and do his operations duties in the later part of the day.

Goleman (2000) gives details on how different leadership styles can give you results that you need. It indicates that leaders who get the best results don’t rely on just one leadership style. They use most