[雙語翻譯]公共事業(yè)管理外文翻譯--運動團(tuán)隊的運作管理（英文）

1、 Annals of the University of Petro?ani, Economics, 15(1), 2015, 213-222 213 OPERATIVE MANAGEMENT OF SPORTS TEAMS GABRIEL IOAN MANGRA, M?D?LINA GIORGIANA MANGRA, MARIETA STANCIU * ABSTRACT: The managerial activi

2、ties in sport, also known under the name of management in sports or sports management, are similar to those applied by companies, especially in terms of strategic management. However, the operational/operative managemen

3、t is better known for its implementation in sports organizations but the problems raised by this type of management were less addressed when it came to put it in practice within the sports teams. In this paper are pre

4、sented and analyzed the problems specific for the operative management of professional sports teams in the sport sector and a new typological model of organizations active in sport was elaborated on the basis of these

5、analyzes. There are also presented four styles of operational management applicable to professional sports teams, emphasizing the team-coach relationship and the possible effects of applying these management styles on

6、 the teams' performance. KEYWORDS: management sports teams, sport, sports management, sports teams, typology of sports teams. JEL CLASSIFICATION: Z200, Z290. 1. INTRODUCTION: Sport is a profession with direct or indi

7、rect socio-cultural, economic and political implications that has evolved constantly since antiquity, when it represented a means to show off the force of a fortress, to the present form of professional sport due to th

8、e gradual improvement over time of sports performance. Professionalization in sports led to the enhanced media coverage of major sporting events, which was facilitated by television thanks to the possibilities offered b

9、y modern means of satellite transmission. * Assoc. Prof., Ph.D., University of Craiova, Romania, gabimangra@yahoo.com Assoc. Prof., Ph.D., University of Craiova, Romania, madamangra@yahoo.com Assoc. Prof., Ph.D., Univer

10、sity of Craiova, Romania, stanciumarietta@yahoo.com Operative Management of Sports Teams 215 2. PECULIARITIES OF SPORT MANAGEMENT Sports manager is a relatively new profession designed to ensure the optimum management o

11、f the various bodies, organizations, institutions or enterprises related to the sports domain, taking into account both risks and opportunities. Sports is a complex phenomenon and sports science is multidisciplinary, in

12、cluding subjects in the sociological, cultural, psychological, economic, legal, medical fields etc. Sports management involves diversified knowledge, for which reason is difficult to define this science and it is often

13、 considered incomplete. Wikipedia says: ″Sports Management is a field of education concerning the business aspects of sport and recreation. Some examples of managers in sports include the front office system in professi

14、onal sports, college sports managers, sports marketing, event management, facility management, sports economics, sport finance and sports information″. This definition is incomplete because it focuses primarily on the

15、commercial activities specific for the sports sector and approaches the human resource management in terms of education. The researchers' efforts to define sport management are numerous and the definitions resultin

16、g are more or less complete. DeSensi, Kelley, Blanton and Beitel (1990, p.33) point out that: ″sport management involves any combination of skills related to planning, organizing directing, controlling, budgeting, leadi

17、ng and evaluating within the context of an organization or department whose primary product or services is related to sport and/or physical activity″ (DeSensi, et al., 1990). Chelladurai (1994, p.15) defines Sports Man

18、agement to be: ″a field concerned with the coordination of limited human and material resources, relevant technologies, and exchange of sport services″ (Chelladurai, 1994). Nenad Zec (2011, p. 329) considers that: ″mana

19、gement in sports organizations provides sports development through general planning activities in the field, organizes all relevant resources, processes and functions, exercises a policy of human resources development

20、in organized sport and the business functions, provides communication and coordination, deciding on the implementation of the most appropriate solutions, processes and controls and eliminates destructive conflicts″ (ww

21、w.etnoka.fr). These definitions include the specific activities of strategic management, the notion of sports being the one that includes the management in sports sector. In order to determine the particularities of spo

22、rts management in relation to those of companies in other sectors, it is necessary to clarify the following issues: a. Management of sporting competition versus organizational management. In the literature on sports man

23、agement, the management functions are that primarily attributable to strategic management, a fact that can be ascertained from the analysis of flowcharts in figure 1. Sports organizations which have as object of activi