SPH-T 333 Lecture Notes - Lecture 3: Kinesiology, Departmentalization
Chapter 4 Textbook Notes
• Complexity – in many ways one of the most readily apparent features of any sport organization
• Division of labor – wide span of control where there are different production departments and a
clear chain of command with high levels of task differentiation and a narrow span of control
• Horizontal differentiation - occurs in two separate ways
o Specialization – first way this occurs is through the division of an organizations work into
simple and repetitive tasks and second through employing trained specialists to perform
a range of activities
o Complexity – occurs because of task differentiation which is the dividing up of work into
narrow routine tasks
• Social specialization – the specialization of individuals rather than their work
• Departmentalization – refers to the way in which management groups differentiate activities
into subunits in order to achieve the organizations goals most effectively
• Reebok is departmentalized by product
• Human kinetics publishers are departmentalized by functions
• Canada basketball is departmentalized by geographic location
• Vertical differentiation – refers to the number of levels in a sport organization, the more levels
there are the greater the problems of communication, coordination, and supervision, hence the
more complex the sport organization
• Hierarchy of authority – the pattern of vertical differentiation
• Flat and tall structures are different levels of hierarchy
• Span of control – refers to the number of people directly supervised by a manager
• Spatial differentiation – can occur as a form of either vertical or horizontal differentiation, which
is both levels of power and tasks can be separated geographically
• Formalization – the extent to which mechanisms such as ruled and regulations, job descriptions
and policies and procedures govern the operation of a sport organization
• Standardization – refers to events that occurred regularly and where legitimatized by the
organization but not committed to written form
• The biggest reason for formalization is to replace direct supervision which would be unduly
expensive and to provide a consistent way of dealing with recurring problems
• Formalization helps monitor employee behavior
• Methods of formalization
o Hiring the right employee – finding someone with the right skills to complete the job
o On the job training – training activities that help boost new employee behavior which
leads to the learning of norms and accepted patterns of behavior of the organization
o Policies – general statements of organizational intent that provide
o Procedures – developed for the standardization of particular organizational activities
and they are different from policies because they are a written structure
o Rules
o Job description
o Committee terms of reference
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