SPORTOVNÍ MANAGEMENT
Mgr. Ing. Pavel Král, Ph.D.
Vysoká škola ekonomická v Praze
Fakulta managementu, Jindřichův Hradec
kralpa@vse.cz
Obsah
Sport management MUNI 2
 Vymezení pojmu sportovní management
 Sportovní manažer
 Systém sportu
 Olympijský park Lipno, Olympijské odkazy
 Další možné okruhy
 Krach Sazky
 Měření úspěšnosti sportovních organizací
 Správa a řízení svazů
 Doping ve sportu
 Marketing ve sportu, ambush marketing
Co je vlastně sport?
21.10.2016 3
 Je to sport?
What is sport?
21.10.2016 4
 Je to sport?
What is sport?
21.10.2016 5
 Je to sport?
What is sport?
21.10.2016 6
 Je to sport?
What is sport?
21.10.2016 7
 „Sport sport představuje všechny formy tělesné
činnosti, které prostřednictvím organizované i
neorganizované účasti si kladou za cíl harmonický
rozvoj tělesné i psychické kondice, upevňování
zdraví a dosahování sportovních výkonů v
soutěžích všech úrovní.“ (Zákon 115/2001 Sb.)
 “An activity involving physical exertion and skill in
which an individual or team competes against
another or others for entertainment” (Oxford
Dictionaries, 2015)
Proč je sportovní management disciplína? (I)
Published in 1985 and since hundreds
of titles were published
Packianathan Chelladurai
Since 2015 EASM Chelladurai Award
Proč je sportovní management disciplína? (II)
Iracionální
vášeň
Hodnocení
výkonnosti
Konkurenční
rovnováha
Proměnlivá
kvalita
Loajalita ke
značce
Nápodoba
hrdinů
Vysoká míra
optimismu
Konzervatismus
a tradice
Omezená
dostupnost
Co tedy sportovní management
zahrnuje?
21.10.2016 10
EASM conference 2016
topical sessions
21.10.2016 11
Topic 1: Opportunities, challenges and trends in sport management
Topic 2: Leadership issues in sport organizations
Topic 3: Tourism and leisure sport management
Topic 4: Global sporting events
Topic 5: Critical sport management issues (Doping, fixing, corruption, trafficking, foul play etc.)
Topic 6: Sport fans
Topic 7: Sport for good
Topic 8: Marketing in and through sport
Topic 9: Sport policy
Topic 10: Governance in sport
Topic 11: Volunteering in sport
Topic 12: Participation in sport – strategies and challenges
Topic 13: Operation and management of sport and leisure facilities
Topic 14: Sport, media and journalism
Topic 15: Other sport management related issues
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Topic 16: Memories and realities in sport management in Central and Eastern Europe
Topic 17: Identity of sport management in Central and Eastern Europe
Topic 18: Managing sport at the local level
EASM conference 2015
topical sessions
21.10.2016 12
1. Critical Sport Management issues (Doping, fixing, corruption, trafficking, foul play etc.)
2. Global Sporting Events
3. Governance of Sport(s) and Sport Organisations
4. Leadership Issues in Sport Organisations (Continuous improvement and quality assurance, innovation,
human resources management, conflict management etc.)
5. Marketing in and Through Sport
6. Sport Economics and Finance
7.Opportunities, Challenges and Trends in Sport Management
8. Sport Fans (Diverse aspects of fan and audience motivation and behaviour)
9.Sport for Good (Sport used as a means to develop communities, integration, reconciliation, peace etc.)
10.Sport Media and Journalism
11. Sport Participation
12. Sport Policy
13.Tourism and Leisure Sport Management (Sport as entertainment, tourism, wellness and fitness drivers)
14. Social Media and Digital Sports Marketing and Sponsorship
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15. Sporting Events, Online Media and Digital Legacies
16. Online Fan Engagement
17. Professional Skills and Digital Networking for Sport Management Professionals
18. Online and Blended Sports Management Teaching and Learning
19. Other sport management related issues
Sportovní manažer
21.10.2016 13
Uplatnění sportovního manažera
 Sportovní kluby
 Sportovní svazy
 „Sportovní“ odbory ve státní správě a samosprávě
 Sportovní cestovní a turistické kanceláře
 Sport event management
 Sportovní média – TV, magazíny, noviny
 Management sportovních zařízení
 Výrobci sportovního materiálu
Sport management MUNI 14
Proč podporovat sport?
21.10.2016 15
 Ekonomické důvody: 2 – 4 % HDP
 Vliv na HDP v USA (Milano & Chelladurai, 2011)
 Vliv na HDP v Evropě (Dimitrov et al., 2006)
 Zdravotní důvody: úspory ve zdravotnictví
 World Health Forum: Davos – 1 $ investovaný do sportu = 4 $
úspora ve zdravotnictví (Euractive, 2009)
 US – více než 700 mld. USD ročně (Chenoweth & Leutzinger, 2006)
 Pokles věku dožití po 2040 (keynote SQoL, 2013) kvůli hypokinezii
 Sociální důvody
 Sociální kapitál
 „Well-being and happiness“
 Prevence asociálního chování a kriminality
 Další ???
 (Leigh Robinson, keynote SQoL, Brno 2015)
Sport na univerzitách
21.10.2016 16
 Studie Brunel Centre for Sport, Health and
Wellbeing
 Prezentováno jako Keynote speech EASM 2014
prof. Simonem Shibli a zde prezentováno s jeho
laskavým svolením
Tři sektory sportu (I)
21.10.2016 17
Veřejný sektor
Profesionální
sport
Neziskový
sektor
(Hoye et al., 2009)
Tři sektory sportu (II)
21.10.2016 18
(Chelladurai, 2015)
Farming Hunting
Playing
Literatura
21.10.2016 19
• Council of Europe. (1992). Recommendation No. R (92) 13 REV of the Committee of Ministers to
member states on the revised European Sports Charter: Council of Europe.
• Dimitrov, D., Helmenstein, C., Kleissner, A., Moser, B., & Schindler, J. (2006). Die makroökonomischen
Effekte des Sports in Europa: Bundeskanzleramts, Sektion Sport.
• Euractive. (2009). Davos underlines the economic value of sport. Retrieved 1. 10. 2011, from
http://www.euractiv.com/sports/davos-underlines-economic-value-news-221098
• Gratton, C., Cuskelly, G., Lock, D., Toohey, K., Skinner, J., & Hemana, C. (2015). Economic Value of
Community Club-Based Sport in Australia. Paper presented at the 23rd EASM Conference Sport
Management in the Digital Age, Dublin, Ireland.
• Chenoweth, D., & Leutzinger, J. (2006). The economic cost of physical inactivity and excess weight in
American adults. Journal of Physical Activity & Health, 3(2), 148-163.
• Hoye, R., Smith, A., Nicholson, M., Stewart, B., & Westerbeek, H. (2009). Sport management:
principles and applications (2nd ed.). London: Elsevier.
• Milano, M., & Chelladurai, P. (2011). Gross domestic sport product: The size of the sport industry in
the United States. Journal of Sport Management, 25(1), 24-35.
• Oxford Dictionaries. (2015). Sport. Retrieved 1.9.2015, from
http://www.oxforddictionaries.com/definition/english/sport
SPRÁVA A ŘÍZENÍ SPORTU
SPORT GOVERNANCE
2 pohledy na správu a řízení
21.10.2016 21
1) Správa a řízení individuální organizace
2) Správa a řízení sportu
Co je to správa a řízení
21.10.2016 22
 „…struktura a procesy využívané sportovními
organizacemi k určování, plnění a kontrole
strategických cílů a zajištění toho, že vedení
organizace jedná v zájmu všech členů
organizace” (Hoye & Cuskelly, 2007, s. 9)
 „…proces, kterým vedení nastavuje strategické
priority, zajišťuje plnění cílů, vyhodnocuje a
zvládá rizika, a sleduje a hodnotí plnění cílů
organizace, aby zajistilo odpovědnost organizaci
a vlastníkům či členům” (SPARC, 2004, s. 16)
Dobrá správa…
21.10.2016 23
Model správy organizace podle ASC
21.10.2016 24
Správa sportu
21.10.2016 25
Systém správy v ČR
21.10.2016 26
Sportovní
klub
Základní charakteristiky svazů
(2011) – bez FAČR
Sport management MUNI 27
Průměr Medián Minimum Maximum
Počet členů* 12 556 4 706 96 72 982
Celkové příjmy v tisících Kč* 16 471 6 255 560 91 667
Poměr zdrojů z dotací na
celkových
0,63 0,74 0,00 0,96
Poměr zdrojů z vl. činnosti na
celkových
0,35 0,24 0,04 0,80
Poměr čl. příspěvků na
celkových zdrojích
0,12 0,04 0,00 0,74
Čl. příspěvky na 1 člena
(efektivní)
79 48 0 335
Zaměstnanců 3,36 2,00 0 13
Správní struktura českých svazů
21.10.2016 28
Principy dobré správy
21.10.2016 29
 Henry & Lee, 2004
 Transparency
 Accountability
 Democracy
 Responsibility
 Equity
 Effectiveness
 Efficiency
Literatura
21.10.2016 30
 Australian Sports Commission. (2005). Governing sport: The role of board, a good practice guide for sporting organisations. Canberra, Australia:
Australian Sports Commission.
 Bushman, R.M., Piotroski, J.D., & Smith, A.J. (2004). What determines corporate transparency? Journal of Accounting Research, 42(2), 207-252. doi:
10.1111/j.1475-679X.2004.00136.x
 Davis, P.S., & Pett, T.L. (2002). Measuring organizational efficiency and effectiveness. Journal of Management Research, 2(2), 87-97.
 Edwards, M., & Hulme, D. (1995). NGO performance and accountability in the post‐cold war world. Journal of International Development, 7(6), 849-856.
doi: 10.1002/jid.3380070604
 Frøkjær, E., Hertzum, M., & Hornbæk, K. (2000). Measuring usability: are effectiveness, efficiency, and satisfaction really correlated? CHI Letters, 2(1),
345-352.
 Henry, I., & Lee, P.C. (2004). Governance and ethics in sport. In J. Beech & S. Chadwick (Eds.), The business of sport management (pp. 25-41). Harlow: UK:
Pearson Education.
 Hossein, E., Ramezanineghad, R., Yosefi, B., Sajjadi, S.N., & Malekakhlagh, E. (2011). Compressive review of organizational effectiveness in sport.
Choregia: Sport Management International Journal, 7(1), 5-21.
 Hoye, R., & Cuskelly, G. (2007). Sport governance. Oxford, U.K.: Elsevier.
 Chelladurai, P. (1987). Multidimensionality and multiple perspectives of organizational effectiveness. Journal of Sport Management, 1(1), 37-47.
 Kim, P.S., Halligan, J., Cho, N., Oh, C.H., & Eikenberry, A.M. (2005). Toward participatory and transparent governance: Report on the sixth global forum on
reinventing government. Public Administration Review, 65(6), 646-654.
 Mrkonjic, M. (2013). Measuring the governance of international sport organisations: Democracy, transparency and responsibility as key attributes. Paper
presented at the The 21st EASM Conference. Sport Management for Quality of Life, Istanbul, Turkey.
 National Council for Voluntary Organisations. (2005). Good governance: A code for the voluntary and community sector. London, UK: National Council for
Voluntary Organisation.
 Shilbury, D., & Moore, K.A. (2006). A study of organizational effectiveness for National Olympic Sporting Organizations. Nonprofit and voluntary sector
quarterly, 35(1), 5-38.
• Schmitz, H.P., Raggo, P., & Bruno-van Vijfeijken, T. (2011). Accountability of transnational NGOs: Aspirations vs. practice. Nonprofit and Voluntary Sector
Quarterly, 41(6), 1175-1194. doi: 10.1177/0899764011431165
• Schweitz, M.L. (2001). NGO network codes of conduct: Accountability, principles, and voice. Paper presented at the International Studies Association
Annual Convention, Chicago: IL.
 Slack, T., & Parent, M.M. (2006). Understanding sport organizations : the application of organization theory (2nd ed.). Champaign, IL: Human Kinetics.
 Sport and Recreation New Zealand. (2004). Nine steps to effective governance: Building high performing organizations (2nd ed.). Wellington, New
Zealand: SPARC.
 Sport and Recreation New Zealand. (2004). Nine steps to effective governance: Building high performing organizations (2nd ed.). Wellington, New
Zealand: SPARC.
 Transparency International. (2012). What is transparency. Retrieved 28.10.2012, from
http://www.transparency.org/whoweare/organisation/faqs_on_corruption/2/#transparency
Expanding the economic impact
of the Olympic games in nonhost
countries:
The project of Olympic parks
Pavel Král, Monika Binderová
University of Economics, Prague
Faculty of Management, Jindřichův Hradec
Olympic park - introduction
EASM 2016 – Pavel Král, Monika Binderová 32
Olympic park - introduction
EASM 2016 – Pavel Král, Monika Binderová 33
Purpose
To analyse the economic impact of the Olympic
Park and thus:
I. explore the possibility of expanding the
economic impact of the Olympic Games in
non-host countries,
II. provide another evidence of comparison of
ex ante and ex poste studies.
EASM 2016 – Pavel Král, Monika Binderová 34
Economic impact studies
 Economic impact is usually overstated
 Problems with I-O modelling (inappropriate or
overstated multipliers, long vs. short-term effect)
 Overstated tourism figures
 Crowding-out effect
 Local and non-local visitors
EASM 2016 – Pavel Král, Monika Binderová 35
Data collection
 Survey at the venue
 Questionnaire (Preuss, 2009) n=158
------------------------------------------------------------
 Observation in the OP
 Document analysis (CZSO,…)
 Scanning media
EASM 2016 – Pavel Král, Monika Binderová 36
Results – demographics
EASM 2016 – Pavel Král, Monika Binderová 37
Gender
Male 58%
Female 42%
Income
1st quartile 34%
2nd quartile 22%
3rd quartile 21%
4th quartile 23%
Age
Range <18;61>
Average 37
Results – motivation
EASM 2016 – Pavel Král, Monika Binderová 38
Visitors
One-day 46%
Locals 12%
Tourists 42%
Of tourists
Change the place of
holidays
4.5%
Changed the date 0%
Planned extra
holidays
6%
OP as a main reason of visit
Yes No
One-day 79% 21%
Tourists 53% 47%
Spending of participants
EASM 2016 – Pavel Král, Monika Binderová 39
Food, services & other Accommodation
CZK EUR CZK EUR
One-day 654 24.22 0 0
Tourists 791 29.30 428 15.85
Calculating the effect
 Over 330 000 visitors (officially presented)
 One day visitors spending 99.7 mil CZK (3.7 mil
EUR)
 => calculated consumption of about 500 mil CZK
(18.5 mil EUR) with c=0.8
 + additional influence of higher prices of
accommodation for tourists
 + additional 4% of visitors with non-official
accommodation and primary OP motivation
EASM 2016 – Pavel Král, Monika Binderová 40
BUT…
 Method of calculating the visitors number
 Further park visits (effect of one-day vs.
tourists vs. locals)
 Residency of guests (78% of one-day visitors
are regional residents = “citizens”) AND it did
not have an effect on their place or date of
holidays (no “home stayers”)
EASM 2016 – Pavel Král, Monika Binderová 41
One-day visitors` home town
EASM 2016 – Pavel Král, Monika Binderová 42
BUT…
 Method of calculating the visitors number
 Further park visits (effect of one-day vs. tourists
vs. locals)
 Residency of guests (78% of one-day visitors are
regional residents = “citizens”) AND it did not
have an effect on their place or date of holidays
(no “home stayers”)
 No one-day tourists in other years? (motivation
80:20)
 Thus drop bellow 10% of our calculation
EASM 2016 – Pavel Král, Monika Binderová 43
Discussing the economic impact
 A key role of demographic data in the
calculation
 Support for the strong
 Economic impact vs. legacies…
EASM 2016 – Pavel Král, Monika Binderová 44
Regional tourism
proportions Tourists Overnights
Lipno 48% 67%
Český Krumlov 42% 26%
Other 10% 7%
Discussion on legacies
EASM 2016 – Pavel Král, Monika Binderová 45
Satisfaction
1 46%
2 37%
3 13%
4 4%
5 0%
Odkazy olympijských her
 Image
 Turismus
 Náklady
 Stadióny
 Bytová výstavba
 Další odkazy
Sport management MUNI 46
Odkazy olympijských her
Sport management MUNI 47