Introduction
The present malaise over the place of sports management and its future as a discipline in academics offers a substantial basis for visualizing the directions and needs for the growth and development of this field. The development of this area requires two streams of research that are complementary: one that is anchored in sports phenomena, and one that tries out the relevance and use of theories deduced from other disciplines. Salubrious socialization, health, national pride, community development and economic development are the five most usual current legalizations for sport. (Stolar, 1996)The esteem of sport in each instance depends on how the sport is managed. As an academic discipline, sports management is comparatively young. The major advantage of sports management being young is that those who study it have the chance to establish the discipline’s foundation and influence its future. The major disadvantage is the increasing pains that follow the endeavors. This has led to the debate whether sports management should be considered as a unique academic discipline or whether it should be treated as a subject that is derivative; one whose job is formalized through peer review from management outlets out of sport. (Pedersen, 2011)
Another reflection is the recurrent debate over whether the suitable home for game management ought to be a department specializing in sports studies or a business school. There are two terms here, administration and sport. Therefore, in disciplinary terms, it does not matter whether we are combined with other students who study game or with students who study management. In none of the settings would students who do not undertake sports management be interested in both administration and sport. The word ‘management’ means all scenes of business studies namely: marketing, finance, and management. The subtext in the argument over our proper discipline is actually about statues of academics, not ontological essentials. This essay, therefore, debates over whether sports management should be an independent academic discipline; or whether game management should be assimilated into the broad discipline of management. (Pedersen, 2011)
Sports Management Should be an Independent Academic Discipline
The marketing of activities and products of the game is different. Sport is something that is produced and consumed very quickly. This creates distinctive challenges for persons responsible for producing and marketing events. Consequently, studying traditional business and marketing might not adequately meet the needs or fully develop future sports managers. (Porter, 2010)
The highest yielding revenue sources that are connected with sporting events are usually not related to the event. Sports consumers use more money on services and products that are associated with a sporting event, instead of the actual event. Hence, studying conventional marketing, finance, business, and economics cannot entirely address the need or groom future managers of sports concerning the industry’s intricacies. (Porter, 2010)
The games industry has career paths that are usually non-conventional. For a person to be employed in the games industry, it does not depend on what he or she knows, but rather who he or she knows. Even though a significant number of sports positions are apparently filled in conventional manners, it is not unusual when a high profile individual is requested to assume a role, even positions of significance or prominence of their past athletic performances or lineage. For instance, a former sportsman may be given a role in the high-profile management of a professional team, no matter his or her professional or academic credentials. Consequently, programs in sports management become the starting points for most of the students who might otherwise be unconnected. (Porter, 2010)
Sports Management Should not be an Independent Discipline
What is sports management? There are several distinct ways to apply sports management as a term. The most widely known definition academically for game management was made up by Stolar and Pitts (1996) who defined the term as: “All activity, people, organizations and businesses involved in producing, promoting, organizing or facilitating sports, fitness, and recreational products.” Therefore, from this definition, we can comfortably conclude that game management should be in the field of business, marketing, and health management. For an individual to be a game manager, he or she does not necessarily need to have a degree in sports. He or she can be given the task as long as he or she is well conversant with business administration, marketing, and health management. (Tham, 2016)
Management of sports activities can also be run successfully by former professional athletes who do not boast a degree in sports management. We have witnessed a significant number of athletes and footballers who retired and were asked to assume roles in high profile positions in sports management. For instance, the former UEFA (Union of European Football Associations) President, Michael Platini. He was a former footballer, and he did not study sports management, but everyone can say that they enjoyed football during his term. European football is the most watched football in the world, and many companies have partnered with UEFA to promote and market their products and services. Sports management should, therefore, be assimilated into the broader discipline of management. (Tham, 2016)
Another criticism for sports management as an independent academic discipline is associated with contributing to theory. Just like other academic disciplines that are young, researchers in sports management adopt existent methods from other academic fields that are established; for instance psychology by using them in the context of sport. Nevertheless, to come through as an independent academic field, sports management requires going beyond simple application. The derivative prototype confirms the significance of application of existent robust theories to specific contexts of sport. This is another reason as to why sports management should be absorbed into the extensive discipline of management. (Lussier and Kimball, n.d.)
Associations of sports, for many years, have focused on prosperity in competitions such as the UEFA Champions League and other similar competitions while neglecting their success economic wise. Owing to the fact that success in sporting activities is unpredictable, many soccer clubs have experienced challenges financially. However, with increasing sport professionalism, there has been a general consensus to aim at both sporting and economic success simultaneously to avoid uncertainties in sports. Hence, there is the need of other forms of management, for instance, business and marketing, in order to ensure the future of sports management is secure. (Jones, n.d.)
Conclusion
In my opinion, sports management should be its independent academic discipline. In order further cement sports management as a unique discipline of academics, it is of great importance to continue creating theories specifically for sport via an assortment of methodological tools. Such collective endeavors will assist in cultivating academic traditions of sports management, at the same time offering a basis for the best practice for managers of sport. I trust that this will open new doors for sports administration and sports Science. (Lussier and Kimball, n.d.)
There are some areas all students of sports management in future should put into consideration before opting to adjudge sports management as their academic major: first, no other business or industry is perceived as simplistic by persons who do not work in it. Most individuals have this conviction that they could be productive working in sport associated careers and consequently may never honor the complications connected to the only jobs or even the professions existing within the industry. Most outsiders usually perceive sports industry consisting of more play than real work. (Lussier and Kimball, n.d.)
Secondly, no other industries boast as much personal recognition with its consumers than sports. Without a doubt, most people are enthusiastic about sports. Consequently, persons working in the sports industry might usually find that they are expected to satisfy the request that is unrealistic due to their job titles or positions. For instance, people may often ask for autographs and access to players or facilities. A degree in sports management may not dispose you as an expert to those in the industry or even outside. The degree, according to many, does not prove that you are competent enough to work in the profession of your choice, even to those working in the sports industry. (Tham, 2016)
Last but not least, a significant number of people conceive that they can operate in the field of the sport without official certification, degree, or training. Due to a large number of positions within sports industry are occupied through the use of non-conventional practices of hiring, it is very hard to suppose that a sports management degree is the suitable path of entry for persons who wish to venture into the game industry. Most of the positions of high profile continue to be occupied by non-sport management disciplines, although there are some individuals with the degree in this industry. (Pitts.1996)
References
Jones, I. Research Methods for Sports Studies, third edition: Third Edition.
Lussier, R. and Kimball, D. (n.d.). Applied sports management skills.
Pedersen, P. (2011). Contemporary sports management. Champaign, IL: Human Kinetics.
Pitts, B.G., & Stolar, D. K. (1996). Fundamental of sport marketing. Morgantown, WV: Fitness Information Technology, Inc.
Porter, C. (2010). Studying sports. Longview, TX: College Strategies Books.
Tham, T. (2016). Multisensory Impact of Sport Events. Wiesbaden, GERMANY: Springer Gabler.
