SPORTS Journalism

BA (JMC) 110 Unit 3 Lesson 1
MADHUBALA INSTITUTE OF COMMUNICATION AND ELECTRONIC

MEDIA
(GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY)
BACHELOR OF ARTS (JOURNALISM & MASS COMMUNICATION)
BA (JMC): 2016-17
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UNIT 3 BA (JMC) 110

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Sports Management and Organisations

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LESSON 1
Understanding Sports Management: Planning, Organizing, Coordinating and
Controlling Pre, During and Post Event Issues
LESSON 2
Sports Marketing and Promotion: Sponsors, Sports Management Companies,
Spectators, Sports Personalities and Media
LESSON 3
Emerging Professional Sporting Leagues: Pro Kabaddi League, Indian Super
League (ISL), Indian Premier League (IPL), Indian Hockey League (IHL)
LESSON 4
The role, significance, functions and need of WADA (World Anti-Doping
Agency) and NADA (National Anti-Doping Agencies)
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LESSON 1 Understanding Sports Management:

Planning, Organizing, Coordinating and
Controlling Pre, During and Post Event
Issues
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STRUCTURE
1.0 Objectives
1.1 Introduction
1.2 Scope of sport management
1.3 Sport manager’s responsibilities
1.4 Management Functions
1.4.1 Planning
1.4.2 Organising
1.4.3 Leading
1.4.4 Controlling
1.5 A Successful Manager
1.6 Assignments
1.6.1 Class Assignments
1.6.2 Home Assignments
1.7 Summing Up
1.8 Terminal Questions
1.9 Suggested Further Readings
1.10 Keywords
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1. Understanding Sports Management: Planning,

Organizing, Coordinating and Controlling Pre, During and
Post Event Issues
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In the present lesson we shall study Sport management is not limited to large sport
clubs only, but effective and efficient sport management practice is equally important
in smaller sport organisations as well as in non-profit organisations such as
government departments, universities, schools etc.
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1.0 Objectives
After going through this lesson, you should be able to:
 Describe what are sports Management?
 Describe the role of sports Management during the event?
 Describe the management functions, Planning, Organizing,

Coordinating and Controlling.
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1.1 Introduction
Sport Management (SM) prepares students for careers in the management,
marketing, and administration of sport programs in educational settings, sport
business, or the entertainment industry.
Definition
“The study and practice of all people, activities, businesses, or organizations

involved in producing, facilitating, promoting, or organizing any sport-related
business or product”
1.2 Scope of sport management

The practice of sport management is not limited to large sport clubs only, but
effective and efficient sport management practice is equally important in smaller
sport organisations as well as in non-profit organisations such as government
departments, universities, schools etc. Good sport management practice is
applicable to every organisation where one, two or more people work together to
achieve a set of goals.
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Settings for sporting activities
It is important to examine the many different settings in which sporting activities

occur, such as:
 Single sports
 Professional leagues, teams
 Multi sports
 Athletic foundations
 High school sports
 Sport organisations
 Sport bureaus
 College sports
 College associations
 College athletic departments
 Sport management degree programs
 Events
 Meetings
 Trade shows
 Media
 Newspapers
 Sports magazines
 Sports television
 Sports sponsors
 Professional services
 Event planning and services
 Financial services
 Marketing services
 Sports agents
 Facilities
 Arenas and stadiums
 Auto race tracks
 Facility management
 Manufacturers and retailers
 Equipment and product manufacturers
 Retailers
1.3 Sport manager’s responsibilities

A sport manager is responsible for achieving the sport organisation’s objectives
through efficient and effective use of resources. Efficient means getting the
maximum out of your available resources. Effective means doing the right thing to
attain your objective; it also describes how well you achieve the objectives. The
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manager’s resources include human, financial, physical, and informational

resources.
Human resources
 People are a manager’s most valuable resource

 If you don’t take care of your people, your organisation will not
be successful
 As a manager, you will endeavor to recruit and hire the best
people available
 These people must then be trained to use the organisation’s other
resources to maximize productivity
Financial resources
 Most managers have budgets that state how much it should cost to operate
their
department, team, or store for a set period of time
 The budget tells you what financial resources you have available to achieve
your objectives
 As a manager, you will be responsible for seeing that your department does
not waste resources
Physical resources
 Physical resources for a sport club can include facilities, playing

fields, score boards, equipment, and computers
 Managers are responsible for keeping equipment in working condition
and for making sure that materials and supplies are readily available
Informational resources
 Managers need all kinds of information

 For example in a sport club, the manager needs to know how many members
the club have, the age and gender of the members, their medical history, as
well as the contact details of their parents if they are under aged.
1.4 Management Functions

In the classic 1971, Professor Edwin Ghiselli identified six traits as important for
managers, although not all necessary to succeed as managers. They are, initiative,
self-assurance, decisiveness, intelligence, need for occupational achievement, and
supervisory ability. The number one trait, supervisory ability, requires skills in
planning, organising, leading, and controlling. Ghiselli’s four areas of supervisory
ability are more commonly referred to today as the management functions.
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Management functions
The four management functions are planning, organising, leading and control and
will be discussed in detail in this chapter.
1.4.1 Planning
Planning may be the most important process within the function of management and
is typically the starting point in the management process. The people working for
organisations need goals and objectives as well as plans by which they will achieve
their goals and objectives.
Definition of planning:
“setting goals for the organisation and its members and specifying the activities
or programs through which to achieve those goals”
In planning the sport club manager must:
 Identify the desired outcome

 Understand what environmental constraints are
present
 Establish activities that will lead to the desired
outcome
Types of planning
Strategic planning:
 Management develops a mission and long-term objectives and determines

in advance how they will be accomplished.
 Long-term generally means longer than 1 year.
 Strategic plans are typically developed for 5
years
 Top-level managers develop strategic
plans
Operational planning:
 Management sets short-term objectives and determines in advance

how they will be accomplished.
 Short-term objectives are those that can be met in 1 year or less.
 Middle managers or first-line managers develop operational plans.
Performing the planning function well requires strong conceptual and decision-
making skills.
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1.4.2 Organising
Successful managers put a great deal of effort into organising and design and
develop systems to implement plans.
Definition of organising:
“the process of delegating and coordinating tasks and resources to achieve

objectives by breaking down the jobs that must be completed to achieve the
goals”
An important part of allocating human resources is assigning people to various

jobs and tasks. Organising requires a sport club manager to be able to see the big
picture while also assigning the smaller tasks to the people within the organisation
who execute the day-to-day operations. Effective organising requires both
conceptual and decision-making skills as well as people skills and
communication skills.
Principles of organisation
There are eight principles of organisation that are commonly followed in sport
organisations.
1. Unity of command and direction
 Unity of command means that each employee reports to only one boss
 Unity of direction means that all activities are directed toward the
same objectives –winning the game
2. Chain of command
 Chain of command is the clear line of authority from the

organisation’s top to its bottom
 Everyone in the company needs to understand the chain of command
– that is, to whom they report to and who reports to them
 The chain of command also identifies the formal path for
communications
 It forms the hierarchy described in organisation charts
 Team captains are part of the chain of command that links coaches
and players.
3. Span of control
 The span of control has to do with how many employees report

directly to a manager
 The fewer employees are supervised, the smaller or narrower
the manager’s span of control, and vice versa
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 The span should be limited to a number that can be effectively

supervised and will depend on the nature of the work
 Flat organisations have very few levels of management with
wide spans of control
 Tall organisations have many levels of management with
narrow spans of control
4. Division of labour
 Division of labour occurs when jobs are organised by specialty

 Example, accountants work in accounting department, sales
representative work in marketing department
 Differentiation is about organising groups into departments
 Integration is about coordinating department activities
5. Coordination
 Coordination is about departments and individuals in an organisation

working together to accomplish strategic and operational objectives
 Coordination across jobs and departments requires system-based
analysis and conceptual skills
 As sport club manager, you need to coordinate use of the physical
site, i.e. the gymnasium, pool, health club, and outdoor facilities, as
well as the staff and cleaning schedules
6. Clarification of responsibilities and scope of authority
 Each person’s responsibilities in the organisation needs to be clearly

defined
 Employees must get the authority they need to meet these
responsibilities
 The scope of authority should match their responsibilities
 Responsibility is:
o One’s obligation to achieve objectives by performing required
activities
 Authority is:
o The right to make decisions, issue orders, and use resources
7. Delegation
 Delegation has to do with assigning responsibility and authority for

accomplishing objectives
 When you delegate, you both assign the person responsibility for
accomplishing a task and give him or her the authority to do what is
needed
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 Delegating is about giving employees tasks that are not part of their
regular job
 The delegated task may eventually become a part of their job, or it may
be a one-time thing
8. Flexibility
 Flexibility has to do with understanding that there are often exceptions

to the rule
 Many managers focus on company rules rather than on creating
customer satisfaction
 For example, your sport shop has a rule that customers can only
exchange their merchandise if they have the sales receipt. This is a
good rule, but what if a well-known customer comes into the shop to
exchange his item, and you know he bought the item from you, but he
does not have his slip. Should you follow the rules and lose a good
customer or make an exception and keep the good customer?
1.4.3 Leading
In addition to planning and organising, managers work with employees daily as they
perform their tasks. Managers not only must communicate their objectives to
employees, but also must motivate employees to achieve the objectives. Effective
leaders have strong people skills and communication skills. A manager may have
a good plan and have organised the employees well, but if he cannot influence the
members of the organisation to perform, the organisation is doomed for failure.
Leaders and managers are not necessarily the same. Leading is a management
function, but unfortunately not all managers are leaders.
Definition of leading
“leading is the process of influencing employees to work toward achieving

objectives”
Traits of effective leaders
 Supervisory ability
 A need for occupational achievement
 Intelligence
 Decisiveness
 Self-assurance
 Initiative
Leadership styles
A leadership style is the combination of traits, skills, and behaviors that managers
use to interact with employees. In this section, four general leadership styles will be
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discussed, namely autocratic, democratic, participative, and laissez-faire leadership

styles.
1. Autocratic leaders
 They tend to sell subordinates what to do and expect them to do it

 The subordinates are not involved in decision making and have little if
any autonomy
 Autocratic leaders tend to believe that subordinates would provide
input that would lead to less work or responsibility for them rather than
to achieving organisational goals
 Example, the director of coaching who tells the coaches what to do in
practice, when to practice, and how to manage a game.
 Such leaders may lose motivated coaches who want the
autonomy to make those decisions themselves.
2. Democratic leaders
 They seek input from subordinates and do what the majority of the
subordinates want
 The leader encourages employee participation in decisions,
 They work with employees to determine what to do
 They do not supervise them closely
 This style can lead to high employee morale because employees feel a
part of the decision-making process
 Example, the CEO of the sport club holds a staff meeting in which the
staff puts forth ideas on what tournaments teams should attend for the
coming season.
3. Participative leaders
 They tend to involve subordinates in leadership activities and

decision making, but ultimately they retain final authority
 Even though they seek input from the subordinates, they make the final
decisions
 Example, the club’s CEO needs to make a decision related to
marketing, but knows little about it, and consults the club’s business
manager about marketing. The CEO may decide to use all or just some
of the input, or he may disregard the business manager’s input all
together. Ultimately, the decision is his.
4. Laissez-fair leaders
 A laissez-fair leader takes a hands-off approach to leadership

 They allow subordinates to make decisions
 The mantra of a laissez-fair leaders is “Hire good people and get out of
their way”
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 The laissez-fair leader defers to the person he has selected for a given
position to provide the leadership in that area
 This type of leader offers incredible autonomy to subordinates
 Example, if the CEO of a sport club comes from the ranks of the
marketing side of a club, he should look to hire the best person
possible to run the sport side of the club, because he will be turning
those decisions over to that person. The CEO then steps back and let
this person do what he does best.
1.4.4 Controlling
A sport club manager must control many aspects of the club ranging from processes
to personnel and control feedback to determine whether the process or behavior of
those in the club is working or in need of corrective action.
Definition of controlling
“Controlling is the process of establishing and implementing mechanisms to ensure

that objectives are achieved”
An important part of controlling is measuring progress and taking corrective action

when necessary.
Effective controlling requires technical skills as well as conceptual and decision-

making skills.
Types of controls
Top managers use controls to guide and effect change in the organisations they
lead. Four types of controls are identified.
1. Preliminary controls
 Anticipate and prevent possible problems

 Planning and organising are key functions in preliminary control
 Is also called feed forward control
 Example of preliminary control is preventative maintenance, such as
routinely tune up of engines of busses transporting participants, to
prevent breakdowns
2. Concurrent controls
 Concurrent controls are actions taken during transformation to ensure

that standards are met
 Key success is quality control
 Example, player assistance out on a golf course, if players are
not satisfied player assistants know it early on and fix the
problem before the game is over
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3. Rework controls
 Rework controls are action taken to fix output

 Rework is necessary when preliminary and concurrent controls fail
 Example, Gilbert makes defective rugby balls (outputs), it is too late;
the company cannot change the past
4. Damage controls
 Damage controls are actions taken to minimize negative

impacts on customers attributable to faulty output
 When a faulty product or service gets to a customer, damage control is
needed
 Forms of damage control are to refund the purchase price, fix the
product, re-perform the service, or replace the product with a new
one
Control Process
The control process involves four steps. Effective control mechanisms provide
knowledge for continuous improvement through the four phases of the control
process.
Control methods
An important consideration in the control process is how frequently to measure

performance. Nine methods are used to measure and control performance.
1. Constant controls
 Constant controls are in continuous use and include:

 Self-control – know your staff, because some groups need
much less control than others. Have a balance, too much
control causes problems and so does too little control
 Clan control – this control is about organisational culture and
norms
 Standing plans – policies, procedures, and rules exist to
influence behavior recurring predictable situations. Standards
can be thought of as a type of standing plan.
2. Periodic controls
 Periodic controls are used on a regular, fixed basis, such as hourly,

daily, weekly, monthly, quarterly, or annually
 Periodic controls include:
o Scheduled reports
 oral reports in the form of daily, weekly, and monthly
meetings to discuss progress and problems
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 written reports required on a schedule are also common in

organisations and are usually send via e-mail
o Budgets
 Budgets are a widely used control tool and should be
constructed carefully, always with an eye on where costs
can be cut
o Audits
 Part of the accounting function is to maintain careful and
extremely detailed records of the organisation’s
transactions and assets
3. Occasional controls
 Occasional controls are used on an

as-needed basis
 They include:
o Observation
 Designated people, video cameras, and electronic devices
are used to observe work in progress
o Exception principle
 This is about placing control in the hands of staff unless
problems occur, in which case people go to their
supervisors for help
o Special reports
 When problems or opportunities are identified, management
often requests special reports, which may be compiled by a
single employee, a committee, or outside consultants
 The intent of such reports is to identify causes of
problems and possible solutions
1.5 A Successful Manager

Besides the various management functions, managers must also assume a
variety of roles, skills and power. At various levels of management, different
management skills are needed, different management functions and power are
performed, and different roles played. In this chapter will be looked at the different
management roles, management skills, management levels, and organisational
power.
Management roles
The following management roles will be discussed: figurehead, leader, liaison,

monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource
allocator, and negotiator.
Interpersonal roles
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When managers play interpersonal roles they use their people skills and their
communication skills.
Interpersonal roles are figurehead, leader, and liaison.
Figurehead
 Managers are figureheads when they represent the organisation or

department in ceremonial and symbolic activities
 Example, when the manager is interviewed regarding the team’s performance
Leader
 Managers are leaders when they motivate, train, communicate with, and
influence others
 Leaders are also responsible for coordinating the work of followers
 Example, the manager functions as a leader when he directs players to
prepare for the upcoming game
Liaison
 Managers are liaisons when they interact with people outside their unit to
gain information and favors
 Example, the manager meet with local businesses to place advertisements in
game programs
Informational roles
When managers play informational roles, they use their people skills and their
communication skills. Informational roles are monitor, disseminator, and
spokesperson.
Monitor
 Managers are monitors when they read and talk to others to gather
information
 Managers scan the environment for information about trends and events that
can affect the organisation
 They collect information from a variety of sources including subordinates,
peers, superiors, news media, internet etc.
 Example, the manager continually monitors his situation by following the
performance of other teams in his league
Disseminator
 Managers are disseminators when they send information to others

 Example, the manager who attends a sport conference and then informs the
subordinates of rule changes that were enacted
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Spokesperson
 As spokesperson, managers transmit information to persons or groups

outside their organisations or work units
 Example, the sport club manager speaks to the local high school and
tells them of the upcoming season and special events at their sports
club.
Decisional roles
Decisional roles include entrepreneur, disturbance handler, resource allocator, and

negotiator. When managers play decisional roles, they use their conceptual and
decision-making skills.
Entrepreneur
 As entrepreneurs, managers search for ways and take risks to effect

change and improve their organisation
 They are entrepreneurs when they innovate and improve products,
systems, or services
 Example, a manager who provides the latest computer technology for the
ticket office
Disturbance handler
 Managers respond to unexpected situations that might disrupt the

organisation’s normal operation
 Example, if half of your staff become ill with cold and flu and cannot report to
work during the week of a major tournament, the normal operations of the
tournament will be disrupted
Resource allocator
 Managers determine how best to allocate resources such as people,

money, equipment, supplies, time, and information to each employee,
group, or to the entire organisation
 Example, the marketing manager of a local sport festival must provide
support staff and assistants with adequate office supplies to develop
literature for informing the public about upcoming events
Negotiators
 Managers are negotiators when they represent their department or

organisation during non-routine transactions to gain agreement and
commitment.
 Bargaining and reaching an agreement with subordinates, a regulatory
agency, or vendor are examples of the negotiating role.
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 Example, the purchasing manager of a sport club who negotiates with a

vendor for lower prices and fast delivery times on equipment and supplies.
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Self-Check Questions
1. A sport manager is responsible for achieving the sport organisation’s

objectives through ________________and _____________ use of
resources.
2. The four management functions are ___________, _____________,
___________ and ______________ .
3. ________________ is the process of influencing employees to work
toward achieving objectives.
1.6 Assignments
1. Write a paragraph of 250 words on: “Sports management.”
1. What are the job responsibilities of sport manager?
2. Describe the management function. Also explain the role of control

process in management of sports?
1.7 Summing Up
In this lesson we have learnt the Sports Management: Planning, Organizing,
Coordinating and Controlling Pre, during and Post Event Issues. The lesson
also explains the qualities of a successful manager.
Possible answers to Self-Check questions

1. efficient and effective
2. planning, organising, leading and control
3 leading

1. What are the roles and responsibility of a successful sports manager?
2. Describe controlling and types of controlling in sports management?
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3. Describe leading and types of leadership in an organisation?

1. Armstrong, J. R., & Tucker, W. E. (1964). Injury in Sports. Springfield, IL:
C.C. Thomas.
2. SHANK, M. D. (2009). Sports Marketing: A strategic Perspective. Upper

Saddle River, NJ: Pearson Prentice Hall.
3. Parks, J. B., Zanger, B. K., & Quarterman, J. (1998). Contemporary Sport

Management. Champaign, IL: Human Kinetics.
4. Sports Journalism: A Practical Introduction. (2013). London: Sage

Publications.
5. Steen, R. (2014). Sports Journalism. London: Taylor & Francis.
6. Craig, S. (2002). Sports Writing: A Beginner's Guide. Shoreham, VT:

Discover Writing Press.
7. Thakur, K. C. (2010). Sports Journalism. New Delhi, India: Cyber Tech

Publications.
1.10 Keywords
1. Planning: Setting goals for the organisation and its members and specifying
the activities or programs through which to achieve those goals.
2. Organising: The process of delegating and coordinating tasks and

resources to achieve objectives by breaking down the jobs that must be
completed to achieve the goals.
3. Leading: Leading is the process of influencing employees to work toward

achieving objectives.
4. Controlling: Controlling is the process of establishing and implementing

mechanisms to ensure that objectives are achieved.
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LESSON 2 Sports Marketing and Promotion:

Sponsors, Sports Management
Companies, Spectators, Sports
Personalities and Media
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STRUCTURE
2.0 Objectives
2.1 Introduction
2.2 Sports marketing
2.3 Examples of sport marketing
2.4 Careers in sport marketing
2.4.1 Brand Manager
2.4.2 Sports agents
2.4.2 Sport marketing project manager
2.5 Promotion
2.5.1 Promotion objectives
2.5.2 Promotional activities
2.6 Sponsorship
2.6.1 Attract sponsorship
2.6.2 Approaching potential sponsors
2.7 Sport Management
2.8 Careers in sport management
2.8.1 Sports agent
2.8.2 General Manager
2.8.3 Athletic Director
2.8.4 Event or Facility Manager
2.9 Top Sports Management Companies in India:
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2.10 Spectator
2.11 Audience and crowd effects in sports
2.12 Sport and the media
2.13 Assignments
2.14 Summing Up
2.17 Keywords
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2. Sports Marketing and Promotion: Sponsors, Sports

Management Companies, Spectators, Sports
Personalities and Media
_________________________________________________________
In the last lesson we had discussed about Sports Management: Planning,
Organizing, Coordinating and Controlling Pre, during and Post Event Issues. In the
present lesson we shall study Sports marketing uses sports, in any form, to help sell
goods and services. This particular style of marketing is less about using a single
strategy and more about using the content of sports to assist marketing efforts.
_________________________________________________________
2.0 Objectives
 Describe Sport marketing and promotion techniques?
 Describe the role of sports Management companies in promotion of

sports?
 Describe the role of sponsors in promotion of sports?
_________________________________________________________
2.1 Introduction
Even as we are building a path towards promoting sports as a nation building
activity, it is imperative to emphasize that sports is a multi-billion dollar industry
which can impact India's economic growth, if promoted in a sustained and focused
manner.
The global attractiveness of major sporting events is underlined by their ongoing and
generally successful expansion around the world over the last 20 years. The wave of
new stadiums and large sports infrastructure around the globe, growing size of
television contracts and the continued proliferation of sports advertising augur well
for an industry that continues to soar, even as the global economy climbs out of
recession
For India to grab the opportunity provided by this mushrooming sector, the sector
needs to be taken out of the amusement and entertainment category and given an
industry status as the first step. The Sports Sector is plagued by the lack of
infrastructure. Policy impetus enabling better maintenance and high quality
infrastructure construction is the need of the day. It is the viability of infrastructure
that to a large extent affects the sustainability of the project that will bring in
meaningful private participation.
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2.2 Sports marketing

Sports marketing uses sports, in any form, to help sell goods and services. This
particular style of marketing is less about using a single strategy and more about
using the content of sports to assist marketing efforts. This is not limited to
professional sports, and may include college athletics, minor leagues, or alternative
sports.
Since sports can be watched on a variety of platforms, sports marketing can take
many different forms. Teams sell advertising space inside their stadiums to
marketers who want to purchase billboards and other print ads, while TV networks
sell airtime during the events. Famous athletes also sign contracts to work as
celebrity endorsers and lend their images to marketers.
The biggest advantage of sports marketing is that it allows marketers to piggyback

on the popularity and devotion many fans feel towards their favorite teams and
athletes. If a baseball fan has loved a specific team since childhood, any marketer
who associates themselves with that team gains instant credibility in that fan's mind.
Since the revenue ultimately goes to support the team, the marketer is considered a
sponsor and invested in the team's success.
The only major disadvantage is that the sports marketing industry is so large that it
can be hard to stand out in the crowd. A fan who watches a three hour football game
will be exposed to dozens of different marketing messages. Marketers must
advertise to a wide range of customers, but risk that their ad gets overlooked by fans
more interested in the game.
Horizontal marketing
Five years ago, it might not have seemed like technology giant Apple and
international coffee super-chain Starbucks had much in common. Besides
occasionally seeing a few Starbucks patrons cozied in a corner with their Apple
laptops, piping hot coffee and emerging technology weren't associations in the minds
of most consumers. But in 2007, the two juggernaut companies formed a partnership
that would mutually benefit them both, introducing new products and services into an
exciting, non-caffeine-induced stratosphere of possibilities.
What was the common ground between the two Music. In order to maximize the
reach of some of Apple’s new offerings, the company allowed Starbucks customers
a unique opportunity.
The coffee chain’s customers could wirelessly browse, search for, preview,
purchase, and download music files from iTunes Music Store. The music could then
be uploaded onto a variety of Apple platforms that were new to market: iPod touch,
iPhone, personal computers, or Mac running iTunes. By combining Apple’s
leadership in digital music with the familiar Starbucks experience, the two
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corporations synergized a partnership to offer customers a world class digital music

experience.
The benefits of the relationship were clear: Starbucks’ loyal coffee drinkers moonlit
as online music consumers, helping lead to higher sales, stronger brand
identification, and an increase in market share. Apple saw increases in iTunes sales
thanks to the hordes of Starbucks’ loyal customers who took the time to visit, relax
and enjoy a cup of coffee or two.
There is no doubt Starbucks’s tech-savvy customer base played a pivotal role in the
growth of the music service. This partnership is an example of a successful
horizontal marketing effort – how two companies can join forces to seek new market
opportunities. Together, Starbucks and Apple gained something greater than would
have otherwise been possible if they somehow attempted this strategy
independently.
What is horizontal marketing?

While it might not have seemed practical at first, the Apple/Starbucks relationship
now seems synonymous with online music sales. This approach of working across
business verticals to focus on mutual audiences – a horizontal approach – can help
companies in any industry reach broader audiences.
For example, companies that sell nutrition supplements, exercise equipment, or

workout apparel offer very different products and yet are in the same vertical market
because they target customers within the health and fitness industry. These
businesses may focus on the same customers, but their products or services are
unique to them and offered independently.
However, what if two or more of these fitness-based companies joined together to

offer their products and share manufacturing, marketing, and sales operations?
Chances are they might be able to reach a much broader audience and maximize
their rewards by marketing and distributing their products together.
2.3 Examples of sport marketing

 Allstate – The insurance company sponsors NASCAR driver Kasey Kahne. His car
is covered in prominent Allstate ads and he appears in the company's print and TV
ads.
 Reebok – The sneaker maker lead one of the most memorable ad campaigns of all
time when they created a fictional rivalry between decathletes Dan O’Brien and Dave
Johnson. This created buzz for both the Olympics and Reebok.
 Coke – An iconic ad featuring football player Joe Green signing an autograph for a
young boy helped introduce the slogan “Have a Coke and a smile.”
 Stub Hub – The ticket agents featured a common sports sound, the buzzer signaling
the end of a period, at the ends of their ads. When fans heard the sound in the
course of a game, they thought of Stub Hub.
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 Budweiser – The beer maker invests heavily in TV marketing during the Superbowl.
Viewers look forward to the humorous new ads almost as much as the game itself.
 Citi Bank – The company paid millions of dollars for naming rights to the home field
of the New York Mets, now called Citi Field.
Taking out an advertisement during the radio broadcast of a baseball game or

buying a small ad space in the bathroom of an NBA arena can be easy and relatively
inexpensive strategies. It is only very large companies that will be able to invest
heavily in sports marketing though. Securing celebrity endorsers and buying TV
airspace during major sporting events can cost tens of millions of dollars.
Marketers use sports to reach a certain segment of the population. Typically, the
target market is men, but there are exceptions. Figure skating, for instance, attracts
a large female audience. Products that appeal to men like beer, trucks, and snack
foods are marketed heavily during sporting events for this reason. The only real
qualification for using sports marketing is having a product with a wide appeal. The
maker of highly specific business software would gain nothing from the wide net cast
by sports marketing.
2.4 Careers in sport marketing

2.4.1 Brand Manager
A brand manager is responsible for all of the marketing related to a specific brand.
Popular brands like Gatorade, Nike, and Under Armour dedicate huge parts of their
marketing budget to sports marketing. The brand manager will coordinate the
marketing efforts across print, radio, TV, and online advertising channels.
2.4.2 Sports agents
Sports agents represent the interests of professional athletes. Their job is to

maximize the earning potential of an athlete. Part of their job is to find and negotiate
deals for product endorsements. Agents act as intermediaries between companies
and athletes and are integral to getting sports marketing deals done.
2.4.3 Sport marketing project manager
Companies that are heavily invested in sports marketing will have marketing
managers that focus exclusively on this type of marketing. A sports marketing project
manager will plan, design, and supervise any ad campaign that markets to sports
fans.
2.5 Promotion
Promotion is a marketing technique that is used to communicate what our
organisations do. The purpose of promotion is to “sell” the features and benefits of
our organisations to those who might be interested.
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2.5.1 Promotion objectives
1. To raise awareness that a sport, team or players exist, and explain what is being
offered; for example, to increase knowledge of your sport so as to increase
participation.
2. To create a favourable attitude to encourage support; for example, promoting the

healthy nature of sport to sponsors and funding agencies.
3. To reinforce support and to build loyalty; for example, promoting the benefits of
membership to members and existing sponsors.
2.5.2 Promotional activities
• Advertising– This is when you pay to promote your sport or organisation.

Advertising channels include printed and electronic media, cinema, radio, billboards
and brochures. This is often costly and other ways of promotion should therefore be
considered first.
• Merchandising– Products such as t-shirts, key rings, USB keys and caps can be
used to spread your message. The name or logo of your organisation is placed on
the merchandise, which is then either sold or given away to promote your
organisation, sport or event.
• Events– Events can be used to develop and build relationships with stakeholders.
They can also be used to create media and public interest.
• Direct mail– This is the delivery of promotional material to recipients of electronic

and postal mail. It could be a letter about the value of your sport or a brochure about
an event. It could be sent to specific individuals or sent unnamed to an entire
stakeholder database. Again, this is often expensive, particularly postal mail. You
also need to be aware of the data protection legislation that exists in your country.
 Public relations
Public relations (PR) comprises a number of methods which you can use to
communicate messages about the services you offer and the overall image of your
organisation to stakeholders and other interested members of the community. Public
relations are not just about publicity, they are primarily concerned with creating a
good image of the organisation and, if necessary, overcoming any negative
information.
As part of your marketing activities, you should create a public relations strategy in
order to improve or enhance your organisation’s image in the eyes of your key
stakeholders. The point of public relations is to make the public think favourably
about your organisation and what it does. It requires two-way communication
between your organisation and your stakeholders in order to understand their
behavior and attitudes towards you.
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Public relations has three main goals:
1. To create, maintain and protect the organisation’s reputation, enhance its prestige
and present a favourable image.
2. To create goodwill for the organisation.
3. To educate certain audiences about the organisation.
Carrying out a public relations campaign
An effective public relations campaign has six steps:
1. It starts with analysis and research to identify all the relevant aspects of the
situation in order to understand stakeholders and the key factors that influence their
perceptions of your organisation.
2. An overall policy with respect to the campaign needs to be established in order to

develop and subsequently evaluate the campaign. This involves defining goals and
desired outcomes, as well as the constraints, such as finance, under which the
campaign will operate.
3. Following this, you need to set out PR strategies and tactics. These need to be
tailored to specific stakeholder groups. Commonly used public relations tools include
on-line social media, news releases, media conferences, speaking engagements
and community service programmes.
4. The PR campaign is then put in place and communication begins with identified
stakeholders.
5. Following the campaign, you need to seek feedback from the targets of your
campaign. How have they reacted to the public relations campaign? Are there some
unexpected developments?
6. In the final step, you should assess the programme and make any necessary
adjustments.
2.6 Sponsorship
Sponsorship is an activity that creates a direct association between your
organisation and what it has to offer, and another organisation. There must be
benefits for both parties for the sponsorship to work. Sponsors can provide cash,
goods and services known as value-in-kind (VIK) or a combination of these.
2.6.1 Attract sponsorship
Sponsorship is only possible if your organisation has something to promote to a

sponsor and if the benefits of this can be made clear to a sponsor. The following
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could be benefits that might attract sponsorship. Consider each one carefully in
terms of its value to a sponsor and the cost to yourself, and then look for others:
• Use of emblem – Can a sponsor use the emblem of your organisation or event?
You will need to make sure you have the legal right to offer this.
• Official sponsor status – Can they be given the title of official sponsor?
• Exclusivity – Will there be a limited number of sponsors, thereby making it more

exclusive? Can they each be assigned an exclusive product category?
• Publications – Do you have any publications in which a sponsor can advertise?

Can they put their logo in a prominent location?
• Television – Can you acquire good advertising rates on television? Do you have
any of your own television programmes through which they can get exposure?
• Athletes – Athletes are always a good benefit to sponsors, who like to have them
appear at company functions and corporate events. It is good practice to guarantee
a certain number of appearances per annum.
• VIPs – Do you have access to VIPs and high-ranking personalities? Would they
host a dinner or appear at certain events organised by your sponsors?
Internet – Do you have your own website? Can you offer sponsors exposure on your
website?
• Event tickets – Can sponsors have access to purchase tickets to the Olympic
Games or other events of regional or national significance? Will you provide tickets
free of charge?
• Hospitality – Do you stage any events in your country at which you can offer
hospitality?
• Other activities – Look carefully at all the activities you run, particularly high-profile
events, such as Olympic Day celebrations. Could any be an opportunity for a
sponsor?
The above should provide some ideas from which you can develop a package of
benefits and opportunities. This should be developed into a written proposal,
outlining each benefit and how it can be used. This proposal then usually forms the
basis of a contractual agreement.
2.6.2 Approaching potential sponsors
Having established what benefits and opportunities are available, it is then

necessary to identify key companies to approach. A criterion for deciding whom to
approach could be alignment between what you have to offer and what the sponsor
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might want and / or the acceptability of this match to both parties. For example, it
may not be acceptable to your organisation to be sponsored by a tobacco company.
Look at companies that have similar values to the Olympic Movement and choose
them carefully. Financial institutions, car manufacturers, airlines and
telecommunications companies are all good targets, although there are many others.
For example, the Amateur Swimming Association in England has received
substantial sponsorship from British Gas, a utility company.
Making the pitch
This is the most difficult aspect. A personal introduction is best, the aim being to
meet with key decision makers to present your proposal directly to them. If a
personal introduction is not possible, a letter requesting a presentation should be
sent. It must be worded carefully to be attractive and also interesting enough to
make the recipient want to hear more. Ensure the letter is addressed to the correct
person and follow it up with a phone call. When approaching potential corporations
for sponsorship, you should do the following:
• Ensure that your marks and symbols are registered and otherwise legally protected
so that you can control their use.
• Identify the product (emblem, statements such as “Official team sponsor” or

programmes (e.g. competitions, athletes, coaches, special events).
• Draw up a complete list of products or programmes “for sale”. Sponsors should

have no doubt as to what they can purchase.
• Determine the market value of each product category or programme.
• Assign your rights (e.g. your emblem) to only one company in a particular product
category, e.g. airline, bank, sport shoe firm) in order to develop as much exclusivity
as possible. A sponsor of your organisation should be sure that no rival, by acquiring
the same symbol, can mount a competitive promotion.
• Package the products or programmes to meet the perceived needs of the potential
sponsor. Ask yourself why a corporate sponsor would be interested in this particular
project.
• Advertise, promote and sell the products to corporations by emphasising that:
· sport is universal and easy to understand;
· sport attracts media attention / exposure; and
· sport has talented young individuals who not only bring pride to your country but
who are worthy of support in their own right.
Keeping a sponsor
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Having signed a sponsor, your aim must be to develop a long-term relationship with
them. This “servicing” of the sponsor is crucial and poor servicing is the main reason
why many sponsorships fail. Maintain communication with the sponsor, and provide
new initiatives and opportunities for them to exploit their sponsorship. Update them
regularly on all your activities and give them exposure whenever you can.
Demonstrate to the sponsor how the sponsorship has benefited them, e.g. how
many copies of your magazine with the sponsor’s ad were sold or how many people
watched your TV programme in which your sponsor was mentioned.
Tools
Making a presentation to sponsors
Once the benefits and opportunities have been defined, it is essential to prepare
yourself to present these to sponsors. How will you present these benefits to a
company? Will you do it yourself or through an agency? This must be carefully
considered, as an agency would claim commission or a fee. Always read the small
print and never sign away your rights. For the presentation, there are numerous
options, such as:
• a written proposal;
• a projector presentation;
• a flip chart presentation; and
• a computer-based (multimedia) presentation.
Much will depend on the budget available. However, whichever route is taken, it
must be done professionally and be well set out. Rehearse it. Write a script and test
it on companies with whom you have dealt with in the past. Keep it concise and no
more than 30 minutes long so that the audience does not lose interest.
The content of a presentation to sponsors could include the following:
• Introduction to your organisation – What is the role of the organisation and the
work?
• The sponsorship package – What are the benefits and opportunities available?
• How it benefits the sponsor – What they will get from it?
• Summary – Reinforce the key points and outline the benefits again. Then, lead into
“investment”, i.e. the amount of money required. Focus on partnership and being
part of a team.
Questions
1. Why might your organisation be attractive to a sponsor?

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2. Is your approach to sponsors effective?
3. How could it be improved?
2.7 Sport Management

In the present scenario, sports industry has emerged as one of the most lucrative
options in India as well as outside. Sports industry is so vast than one could imagine,
with a plethora of opportunities. The Industry is interdisciplinary and can be divided
into many segments like Sports Media, Sports Medicine, Sports Team Administration
and Sports Management. In this article, we go in detail about sports management as
a career. Sports Management include Management and Finance, Organizing
leagues etc. as team manager. Sports management is a lucrative career option for
sports lovers, especially for those who have an administrative bent of mind and good
managerial skills.
Sport management involves combination of skills related to planning, organizing,

directing, controlling, budgeting, leading, and evaluating a sports event or activity.
Sports management basically involves managing a sporting institution or team. This
career in sports helps to plan, supervise and organize all sorts of sporting activities
on domestic and international levels. Sports management can include any function
that keeps a sports team operational and profitable, such as the general care and
upkeep of athletes and teams, marketing and event planning. Sports managers are
generally employed by sportspersons or teams. Sport managers design and manage
scientific training programmes for sportspeople and may give advice about obtaining
sponsors. The responsibilities of a sports manager will vary depending on the actual
title given to the position and the place of employment. Role of sports manager can
be called as the all-in-one job of a business, marketing and personal agent.
Sport managers are employed in a variety of organizational settings like college

sports department, professional sports team, amateur sports, sport marketing and
management firms, sport communications and news media firms, corporate
sponsorship and advertising firms, sporting goods companies, arenas, stadium,
sports federations, community recreation sports programs, agency sports programs
by (YMCA, YWCA, JCC), private club sports programs and military sports programs.
Many individual athletes, as well as the teams themselves, hire sports managers to
help them handle the business side of playing the game. Career options under
sports management include that of Sports agent, General manager, Athletic director
and Event or facility manager.
2.8 Careers in sport management

2.8.1 Sports agent: The sports agent is a professional who guides an athlete
through his professional career. He should be very knowledgeable about
investments, business management and financial analysis and be up to date on
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trends in the sports he represents. As a sports agent you will have to keep a track of
your clients' schedules, look after activities such as their career progression,
business promotion and even media and public relations.
2.8.2 General Manager: The general manager of a sports team is another option
for those with sports management degrees. GM coordinates the activities of teams
and athletic departments. They are responsible for the business aspect of the team
organization in professional sports.
2.8.3 Athletic Director: The athletic director is the person responsible for oversight
and administration of all athletic programs. They are mainly found in colleges and
universities.
2.8.4 Event or Facility Manager: Arenas and fields where sports regularly take
place need people to manage them and ensure the proper maintenance of the
facility. In these cases Event or Facility Manager are employed. He manages the
staff that operates and maintains the venue and also works to book events and
negotiate event contracts with sports teams or other organizations.
As diverse as the sports industry is, so are the employers who hire Sports managers.
Sports manager could be working as an agent representing professional athletes.
Today, practically all successful and well-known players of sport have their own
personal managers or agents who keep a track of their clients' schedules, look after
activities such as their career progression, business promotion and even media and
public relations. There are also those that work for sports teams. A job as a sports
manager in a reputed sports management team like Tigers from India, National
Football League is a very lucrative job. Many private and government sponsored
sports institutions/schools employ qualified officials to plan and manage sports
activities and events. Clubs, hotels and resorts boast of sports facilities and leisure
centres. Therefore, clubs, hotels, gymnasiums and sport centers also hire such
people. The greatest benefit for most in the industry is the opportunity to be a part of
a sports team and organization. Even specialised sports centres like Golf clubs and
resorts as well as adventure sports or other leisure activity centres require trained
personnel to manage and promote these sporting activities. One can also find jobs
with branded sports accessory shops as consultant cum manager. So, the
opportunities are vast for those with right skill and qualification.
Some top employers are Board of Control for Cricket in India (BCCI), International
Cricket Council (ICC), All India Football Federation, Indian Olympic Association
(IOA), Commonwealth Games, Asian Games, ESPN, Star Sports, Tiger Sports
Marketing to name a few.
2.9 Top Sports Management Companies in India:
1. IMG
2. GroupM - mConsult and Maxus
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3. Rhiti Sports
4. Decathlon Sports India Pvt Ltd
5. ITW Consulting Pvt Ltd
6. Gaames Unlimited
7. IOS Sports and Entertainment
8. Sports365
9. SPT Sports
10. Edusports
11. Sporting Minds
12. Sports Consult
13. Sports interactive
14. Libero Sports
15. Football First
16. Global Sports Communication
17. Percept Sports
18. KOOH Sports
19. Fantain Sports
20. Sports Gurukul
21. Game On Sports
22. Sun Sports
23. Sportytrip and Spoment
24. SportXS
Couple of more actually. Global organizations with offices in India:

1. Zee - Ten Sports
2. Star Sports
3. ESPN Cricinfo
4. Repucom
5. JSW Sports
2.10 Spectator
A spectator sport is a sport that is characterized by the presence of spectators, or
watchers, at its matches. For instance, American football, association
football, baseball, basketball, professional boxing, cricket, field hockey, Formula
One, ice hockey, rugby football, team handball, tennis and volleyball are spectator
sports, while hunting or underwater hockey typically are not. Spectator sports may
be professional sports or amateur sports. They often are distinguished from
participant sports, which are more recreational; golf and tennis can be
either. Association football, also known as soccer, is by far the most watched sport
on the planet. A sports fan can be an enthusiast for a particular athlete, team, sport,
or all of organized sports as a whole. Sports fans often attend sporting events or
watch them on television, and follow news through newspapers and Internet
websites.
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The mentality of the sports fan is often such that they will experience a game, or
event while living vicariously through players or teams whom the fan favors. This
behavior manifests itself in a number of different ways, depending on the venue. At a
stadium or arena, sports fans will voice their pleasure with a particular incident,
player, or team by cheering, which consists of clapping, fist-pumping, or shouting
positive exclamations toward the field of play and ultimately, the favorable object.
Likewise, displeasure toward a particular incident, player, or team may be met by
fans with booing, shouting of expletives, and sometimes throwing of objects onto the
field. This violent type of fan reaction is often called hooliganism.
A Stadium filled with fans prior to the start of a New York Mets game in 2008. The
stadium had the best attendance in the National League that year, garnering over
53,000 fans per game on average.
Lighter, more harmless objects are also occasionally thrown onto certain fields of
play as a form of celebration of a favorable sports feat. This is most common when a
member of the home team scores a hat trick in hockey. Other, milder forms of
displeasure shown by sports fans at sporting events involve simple groans of
disappointment, and silence. These actions often denote that the favored home team
is being outperformed by, or has lost to the much less-favored road team.
2.11 Audience and crowd effects in sports
Audience participation is a powerful on athletic performance. Perhaps no social
psychological effect is more important to athletic performance and outcome than the
audience, or spectators, effect. While many variables may help create the home
court or home field advantage, none seem to be as important as the presence of
supportive audience. Determining how and why an audience presence affects
athletic performance is the focus of this section. Topics to be discussed include:
1. Social facilitation
2. Effect of an interactive audience on performance
3. Audience characteristics(size, intimacy, density, and hostility)
4. Team quality
5. Players' perceptions
1. Social Facilitation
Social facilitation research is based on the notion that the presence of an audience
of one or more spectators can facilitate performance. This is an appealing concept,
since almost everyone has experienced the desire to perform better when friends,
family, or members of the opposite gender are watching. Research in the area of
social facilitation was significantly influenced by the work of Robert Zajonc
(pronounced "science"). Zajonc's classical paper on the topic remains the single
most critical factor in the Development of social facilitation as field of inquiry. (Zajonc,
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1965). Zajonc proposed that the presence of an audience has the effect of
increasing (drive) in performing subjects. Since increased arousal facilitates the
elicitation of the dominant response, the presence of an audience will enhance the
performance of a skilled individual while causing a decrement in the performance of
an unskilled individual.
2. Effects of an Interactive Audience On Performance
Perhaps the most interesting topic associated with the interactive audience is that of
the home advantage. The fact that the home advantage exists in such team sports
as basketball, baseball, football, ice hockey, and soccer is well documented (Bray,
1999). We will focus upon the most viable explanation for the home court advantage:
the presence of a supportive and interactive audience.
3. Audience Characteristics
Having determined that a home advantage usually exists in sport and that this
advantage is related to the presence of a supportive and interactive audience, we
should now examine characteristics of the audience.
4. Crowd Size, Intimacy, and Density
There is evidence in professional baseball that crowd size makes a difference.

Factors such as audience density and audience intimacy may be more important
than size for creating the home court advantage.
5. Crowd Hostility
Itis generally understood that a supportive and friendly crowd will help the home
team. What is the effect, however, of a seemingly hostile crowd on player
performance? Research by Greer (1983) demonstrated thatsustained hostile
spectator protests have a clearly negative impact on the visiting team.
6. Team Quality
From the previous discussions we understand that the home team usually enjoys a
home court or field advantage. Factors that contributed most to the home team
advantage, after controlling for team quality, were crowd density, rebounds, steals,
and field goal shooting percentage. Winning at home occurs more often for high-
quality teams than for low-quality teams.
7. Player Perceptions
When asked about their perceptions of the home court advantage, athlete indicated
that they believed there was a home court advantage. They further indicated that
they felt that home court familiarity and crowd support were the primary factors
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determining the home court advantage. Finally, athletes believed that they were
more self-confidence when they played at home than when they played away.
Cricket shows no sign of relinquishing its sporting crown in India, with a dominant
share of ratings and revenue in the country’s US$558 million sports pay- TV market.
Try telling that to the growing throng of investors, federations and entrepreneurs,
planning new leagues in basketball, cue sports, motorsports, table tennis and
wrestling over the next 12-18 months.
These will follow recent forays and occasional ratings success for other non-cricket
tournaments, including badminton, football, hockey, kabaddi and tennis.
Digital distribution platforms on both pay- TV and broadband are paving the way for
the development of more targeted content. Sports is no exception.
New ventures are taking inspiration from successful franchises such as England’s
Premier League as well homegrown cricketing tournament, IPL, seeking to cultivate
fan bases among an emerging middle class, as well as support from advertisers
trying to reach them.
In particular, the Pro Kabaddi League (PKL) and Indian Soccer League (ISL), both
launched last year, enjoyed an immediate audience boost, helping sustain audiences
for sports content throughout the year.
In the past, sports ratings tended to flag in the second half of the year, without major
cricketing events to keep viewers tuned in.
Nonetheless, dedicated sports channels will struggle without a tent pole cricket
property for the foreseeable future, until other tournaments build up scale.
“Several non-cricket leagues entering into their second season have done well in
contributing to sports viewership, particularly in the second half of the calendar,”
comments Mihir Shah, VP of India for Media Partners Asia.
“As many of these leagues stabilize, the average length of the tournament will
increase,” Shah adds.
“We will see a shift towards a more balanced cricket and non-cricket calendar of
events. This might still take another five to seven years.
2.12 Sport and the media
Media coverage of sport is widespread. By listening to commentators, pundits and

watching replays we improve our knowledge and understanding. Participation in
sports covered by the media is always higher than for those that are not.
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TV coverage takes many forms:

 Entertainment - live programmes and highlights
 Informative - documentaries
 Instructive - coaching series and excerpts
 Educational - schools programmes
When watching sport on TV it is important to understand that the director of the
programme will have an influence on what is seen and said. You should always
analyse what you see and develop your own opinions about events.
Media coverage has many pros and cons:
Advantages of media coverage Disadvantages of media coverage
 Attendances may drop - more people
Attendances may rise as people want to
see the 'stars' watch from home

 Better informed supporters  Some sports get lots of exposure, while
others get none
 Easier to attract sponsorship  Sports personalities lose privacy
 Encourages participation Events can be sensationalised to

 promote the media (TV channel,
newspaper etc), rather than the sport
 .
 Develops personalities and role models  Changes to event timings (day/night
 matches)
 Changes to playing season (eg rugby
league)
 Changes to the rules (eg badminton,
volleyball rally-point rules, tennis tie-
breaks)

  NB Some of these may not been seen as
Gives viewers a close-up view of the
action disadvantages by those involved, but
they do show the influence of the media
___________________________________________________________________
150
1. A brand manager is ___________________for all of the marketing related to

a specific brand.
2. Promotion is a marketing technique that is used to _________________what

our organisations do.
3. Sponsorship is an activity that creates a _______________________between

your organisation and what it has to offer, and another organisation.
4. Sport management involves combination of skills related to -

________________________________________________and evaluating a
sports event or activity.
2.13 Assignments
1. Write a paragraph of 250 words on: “Importance of Sports

Management.”
1. Describe the sports management.

2. Explain sports marketing and promotion techniques.
2.14 Summing Up
In this lesson we have learnt Sports marketing is less about using a single
strategy and more about using the content of sports to assist marketing
efforts.

1. responsible
2. communicate
3. direct association
4. planning, organizing, directing, controlling, budgeting, leading,

1. Explain how controlling is done during the event.
2. Explain the role of sports management companies in promotion of sports.
151

1. Armstrong, J. R., & Tucker, W. E. (1964). Injury in Sports. Springfield, IL: C.C.
Thomas.



Publications.
6. Craig, S. (2002). Sports Writing: A Beginner's Guide. Shoreham, VT: Discover

Writing Press.

Publications.
2.17 Keywords
1. Promotion is a marketing technique that is used to communicate what our
organisations do.
2. Sponsorship is an activity that creates a direct association between your

organisation and what it has to offer, and another organisation.
3. Sports Management include Management and Finance, Organizing

leagues etc. as team manager.
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LESSON 3 Emerging Professional Sporting

Leagues: Pro Kabaddi League, Indian
Super League (ISL), Indian Premier
League (IPL), Indian Hockey League
(IHL)
_____________________________________________________
STRUCTURE
3.0 Objectives
3.1 Introduction
3.2 Modern Milestones of Kabaddi
3.3 Pro Kabaddi teams
3.4 Indian Super League
3.4.1 The Hero Indian Super League
3.4.2 Vision
3.4.3 Objectives
3.4.4 Hero ISL 2016 covered across
3.5 Indian Super League Team
3.5.1 Chennaiyin FC
3.5.2 Kerala Blasters Football Club
3.5.3 Mumbai City Football Club
3.5.4 FC Pune City
3.6 Indian Premier League (IPL)
3.7 Indian Premier League Team
3.7.1 Delhi Daredevils

3.7.2 Kings XI Punjab
3.7.3 Kolkata Knight Riders
3.7.4 Mumbai Indians
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3.7.5 Royal Challengers Bangalore
3.7.6 Sunrisers Hyderabad
3.7.7 Rising Pune Supergiants
3.7.8 Gujarat Lions
3.8 Hockey India League (HIL)
3.8.1 Delhi Waveriders
3.8.2 Kalinga Lancers
3.8.3 Jaypee Punjab Warriors
3.8.4 Ranchi Rays
3.8.5 Uttar Pradesh Wizards
3.9 Assignments
3.10 Summing Up
3.13 Keywords
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3. Emerging Professional Sporting Leagues: Pro

Kabaddi League, Indian Super League (ISL), Indian
Premier League (IPL), Indian Hockey League (IHL)
_________________________________________________________
In the last lesson we had discussed about Sports marketing uses sports, in any
form, to help sell goods and services. This particular style of marketing is less about
using a single strategy and more about using the content of sports to assist
marketing efforts. In the present lesson we shall study the monetization of major
sports leagues or events. Like their predecessors, however, emerging sports are
seeking commercial success, increased public recognition and growing participation
nationally and internationally.
_________________________________________________________
3.0 Objectives
 Describe what is Pro kabaddi league?
 Describe what is Indian Super league?
 Describe what is Indian Premier league?
 Describe what is Indian Hockey league?
_________________________________________________________
3.1 Introduction
Kabaddi is a high intensity contact sport, with seven players on each side; played for
a period of 40 minutes with a 5 – minute break (20-5-20). The core idea of the game
is to score points by raiding into the opponent’s court and touching as many defence
players as possible without getting caught; in a single breath. One player, chanting
Kabaddi!! Kabaddi!! Kabaddi!! Charges into the opponent court and tries to touch the
opponent closest to him, while the seven opponents maneuver to catch the attacker.
This is kabaddi, the match of one against seven, known as the game of struggle. The
players on the defensive side are called ‘Antis’ while the player of the offence is
called the ‘Raider’. The attack in Kabaddi is known as ‘Raid’. This antis touched by
the raider during the attack are declared ‘out’, if they do not succeed in catching the
raider before he returns to his home court. The ‘out’ player returns on court: if his
team’s raider successfully tags an opponent, or his remaining team members
succeed in catching the opponent’s raider.
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The origin of the game dates back to pre-historic times, played in different forms.
The modern Kabaddi game was played all over India and some parts of South Asia
from 1930. The first known framework of the rules of kabaddi, as an indigenous sport
of India, was prepared in Maharashtra in 1921 for Kabaddi competitions, combining
the patterns of Sanjeevani and Gamini. Thereafter a committee was constituted in
1923, which amended the rules framed in 1921. The amended rules were applied
during the All India Kabaddi Tournament in 1923.
The All India Kabaddi Federation was formed in 1950 to look after the promotion of
the game and the Senior National Championship started in the year 1952. The new
body, Amateur Kabaddi Federation of India (AKFI) came into existence from the year
1972 affiliated to the Indian Olympic Association (IOA) with a view to popularize the
game in India and neighbouring countries of Asia. After the formation of this body,
kabaddi took a new shape and National level competitions started for Junior and
Sub-Junior boys and girls. A separate competition, the Federation Cup, was
introduced for men and women for the elite teams (best eight) of the country.
Kabaddi was included as a regular sports discipline in the 11th Beijing Asian Games
1990 where India won a gold medal for Kabaddi – its only gold medal at Beijing. The
Indian team continues to create history by winning the gold medal at each
succeeding Asian Games held thereafter: Hiroshima 1994, Bangkok 1998, Busan
2002, Doha 2006, Guangzhou 2010 and Incheon 2014.
For the first time in the history of the Asian Games, a separate indoor stadium was
built for Kabaddi competitions, and training, for the 15th Asian Games held at Doha
(Qatar) 2006. The training/warming up courts and main field of play was equipped
with a giant public screen, which displayed replays and the running score. Two tissot
plasma scoreboards, info terminals for the presentation crew, the ceremony crew
and the media were also provided.
The 15th Asian Games at Doha provided an excellent opportunity to showcase

Kabaddi to many Europeans and Australians, who were responsible for organizing
the Games. A large number of spectators belonging to European countries, USA,
Australia, Western Asia and the Mediterranean countries, experiencing the game for
the first time, were very impressed with the simple rules and the thrill of the sport and
desired to introduce the sport in their countries. This had given Kabaddi a very good
and positive exposure for its future development in the continents of Europe, USA,
Australia and Africa.
Kabaddi has been included as a major discipline in the 2nd Asian Indoor Games that
was held at Macau from 25th October to 3rd November 2007 and in the Asian Beach
Games hosted by Indonesia in 2008, which are major landmarks in the history of the
game.
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There has been a gradual but significant change in trends of the game over the past
fifty years. What was once considered a game of brawn is not so now. The
introduction of mats, shoes, new techniques and changes in rules has made the
sport infinitely more athletic and interesting. The modern, international, competitive
avatar of Kabaddi has evolved into a spectacular, hugely popular sport in an ever-
growing list of countries from around the globe.
3.2 Modern Milestones of Kabaddi

1918: received National status in India
1936: demonstrated at the Berlin Olympics
1950: The All India Kabaddi Federation was formed
1972: The Amateur Kabaddi Federation of India was formed
1978: The Asian Amateur Kabaddi Federation was formed
1980: the first Championship was played
1982: demonstrated at the Asian Games
1985: debuts at the SAF Games, Dhaka
1990: debuts at the Asian Games, Beijing
2004: The International Kabaddi Federation was constituted
2004: played for the World Cup, Mumbai
2005: played a the Asian Women’s Championship, Hyderabad
2006: inclusion of Women’s Kabaddi in the SAF Games, Colombo
2007: inclusion of Kabaddi at the Asian Games, Macau
2008: inclusion of Men’s and Women’s Kabaddi at the Asian Beach Games, Bali
2010: inclusion of Women’s Kabaddi at the Asian Games, Guangzhou
2013: inclusion of Women’s Kabaddi at the Asian Indoor Games, Incheon
2014: PRO KABADDI
ASIAN GAMES
1990: Men: Gold Medal
2010: Men & Women: Gold Medal
ASIAN INDOOR GAMES
SOUTH ASIAN FEDERATION (SAF) GAMES
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1993: Men: Silver Medal

3.3 Pro Kabaddi teams

1.
Team name Bengal Warriors
Team owner Birthright Games & Entertainment Private
Limited
Team coach Pratap Shetty
Team captain Nilesh Shinde
Official website www.bengalwarriors.com
Home venue Netaji Subhash Chandra Bose Indoor
Stadium, Kolkata
Profile
Powered by the might of some of the finest Indian and international talent Bengal
Warriors represents the City of Joy – Kolkata in the Pro Kabaddi. Owned by the
Future Group, Bengal Warriors is led by Nilesh Shinde and is coached by Pratap
Shetty.
Future Group operates through three listed entities - Future Retail Limited, Future
Lifestyle Fashions Limited and Future Consumer Enterprise Limited.
Future Retail Limited operates Big Bazaar, Food Hall, fbb, eZone, Home Town and
Food Bazaar chains. It collectively operates around 350 stores spread over 11
million square feet of retail space. Future Lifestyle Fashions Limited owns and
markets over two dozen fashion brands through exclusive brand outlets, department
stores and multi brand outlets, as well company operated chains such as Central,
Brand Factory and Planet Sports. It collectively operates around 400 stores spread
over 5 million square feet of retail space. Future Consumer Enterprises Limited
focuses on the food and FMCG sector. It markets a number of FMCG brands.
2.
Team name Bengaluru Bulls
Team owner Kosmik Global Media
Team coach Randhir Singh
Team captain Surender Nada
Official website www.bengalurubulls.com
Home venue Sree Kanteerava Stadium, Bengaluru
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Profile
Bengaluru Bulls the Bangalore based franchise of the Pro Kabaddi is owned by the
Kosmik Media Group. The team who finished in the top 4 last year is coached by
Randhir Singh an Arjuna Awardee.
Founded by media professionals who have handled a wide range of activities for
some of the most renowned names in the space, KOSMIK GLOBAL boasts decades
of experience in the Indian and international media and broadcasting industry.
Kosmik’s endeavour is to create a strong presence in sports management across the

country and to use the opportunities as they arise to “give back” to society by
encouraging sports and sports programs in various ways.
3.
Team name Dabang delhi k.c.
Team owner Radha Kapoor
Team coach Sagar Bandekar
Team captain Kashiling Adake
Official website www.dabangdelhi.com
Home venue Thyagaraj Sports Complex, Delhi
Profile
Dabang Delhi K.C. owned by Radha Kapoor’s DoIT Sports Management (India) Pvt.
Ltd, represents India’s capital, New Delhi as well as the National Capital Region in
Pro Kabaddi.
Committed to promoting grassroots sports development, Dabang Delhi players have

trained deserving & under-privileged youth in New Delhi, the National Capital Region
and Maharashtra. Dabang Delhi K.C. has also held special Kabaddi training camps
for women throughout the country with the aim of promoting the cause of women in
sport.
DoIT Sports Management (India) Pvt Ltd is a creative sports entity pioneering
‘RURBAN’ (Rural, Urban & Metro regions) sporting ventures in India. The company
entered the Indian sports eco-system with the purchase of the Delhi Pro Kabaddi
franchise, ‘Dabang Delhi’ in 2014 and with Dabang Mumbai, made its first foray in
the Hockey India League with the primary focus on development and growth of
Indian hockey.
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4.
Team name Jaipur Pink Panthers
Team owner Abhishek Bachchan
Team coach Balwan Singh
Team captain Jasvir Singh
Official website
Home venue Sawai Mansingh Stadium, Jaipur
Profile
The Champions of the inaugural season of Star Sports Pro Kabaddi, Jaipur Pink
Panthers represent the Pink City of Jaipur, Rajasthan in the league. Coached by
Kasinathan Baskaran, the team is owned by renowned Indian actor, Abhishek
Bachchan.
An avid fan of all sports – cricket, basketball, football and Kabaddi being his favourite
games, Abhishek is a proud owner of Jaipur Pink Panthers and co-owns the Indian
Super League’s franchise – Chennaiyin FC. Additionally, he is the captain and one of
the founders of the All Stars Football Club (ASFC). Abhishek believes in bringing
sports to the forefront for the younger generation in India and is committed to actively
promote all kinds of sports.
One of the most popular teams in the inaugural season, Jaipur Pink Panthers had
many leading film and entertainment personalities dawning the pink jersey in their
support.
5.
Team name Patna Pirates
Team owner Rajesh V Shah
Team coach Arjun Singh
Team captain Dharmaraj Cheralathan
Official website www.patnapirates.net
Home venue Patliputra Sports Complex, Patna
Profile
Owned by KVS Energy and Sports Limited, Patna Pirates believes that the spirit of
the pirate is the spirit of not letting go, of using the environment to advantage, of
striking when the enemy is least aware. It is named not after the criminal meaning of
the word but after the Greek word ‘peirin’ which means “to attack”.
KVS Energy and Sports Limited, is owned by Rajesh Shah, Co Chairman and
Managing Director of Mukand Ltd and his son Mr. Kaustubh Vir Shah.
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Mukand is India’s leading integrated specialty steel producer and a manufacturer of

heavy industrial machinery. Mr. Rajesh Shah is a third generation industrialist who
has held several board positions in large Indian Public sector Units as well as multi-
national companies. He is the Past President of the Confederation of Indian
Industries, and the Young Presidents’ Organisation. Mr. Shah is also a keen follower
of sport and is himself a fitness enthusiast.
6.
Team name Puneri Paltan
Team owner Insurekot Sports Pvt. Ltd.
Team coach Kasinathan Baskaran
Team captain Manjeet Chhillar
Official website www.puneripaltan.com
Home venue Shree Shiv Chhatrapati Sports Complex,
Pune
Profile
Owned and managed by Insurekot Sports Pvt. Ltd., Puneri Paltan is one of two Pro
Kabaddi franchises from Maharashtra. The team represents the city of Pune,
combining the magnificence of Maharashtra’s cultural capital with the true flavours of
this indigenous sport. Insurekot Sports Pvt. Ltd. is passionate about Kabaddi and
committed to promoting the sport and works with an aim to create awareness around
Kabaddi’s rich heritage in the country. The team is led by Manjeet Chhillar.
Recreating the glory of the game’s rich history in India, Puneri Paltan unleashes the
energy and fortitude of Kabaddi in its modern day version.
7.
Team name Telugu Titans
Team owner Srinivas Sreeramaneni - Veera Sports
Team coach J Udayakumar
Team captain Rahul Chaudhari
Official website www.telugutitans.in
Home venue Gachibowli Indoor Stadium, Hyderabad
Profile
Veera Sports backed by Core Green group, Greenko group and NED group own
Telugu Titans. Veera Sports is led by Srinivas Sreeramaneni, co-founder and
Chairman of the Core Green Group along with Mahesh Kolli & Anil of Greenko
Group and Gautham Reddy of NED Group.
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Core Green Group, founded in 2009, is a leading player in agri-business industries

like sugar, power, bio-fuels and bio-fertilizers and also works with various software
companies.
Star raider Rahul Chaudhari from Telugu Titans won the prestigious ‘Raider of the
Tournament’ award in the inaugural season of the Star Sports Pro Kabaddi.
8.
Team name U Mumba
Team owner Ronnie Screwvala
Team coach Bhaskaran Edacherry
Team captain Anup Kumar
Official website www.usports.in
Home venue DOME@NSCI SVP Stadium, Mumbai
Profile
Owned by Ronnie Screwvala, U Mumba, the Mumbai based franchise of the Pro
Kabaddi carved a niche for itself in the first season alone as it received a resounding
response from millions of viewers who not only followed the team on television but
also flocked to the stadiums in large numbers. Derived from the word Mumba, the
name represents the mother island that gave birth to a mega city which is now
known as Mumbai.
Led by captain, Anup Kumar, coached by Bhaskaran Edachery. as the Strategic

Adviser, U Mumba consistently maintained its position as the front-runner with 11
games which included 8 wins and 3 draws. U Mumba claimed the second spot at the
season finale after the final match against Jaipur Pink Panthers.
U Mumba is already gearing up for a powerful performance and is determined to win

the Pro Kabaddi title this season. With the goal of furthering the sport of Kabaddi, the
team’s parent company, U Sports is looking at constructing a first of its kind Kabaddi
arena. The company also has an enabler program for young athletes to grow into
professional Kabaddi players and runs a parallel incubation programme called U
Mumba Future Stars.
3.4 Indian Super League
The Indian Super League (ISL) is a men's professional football league in India. The
league is officially named the Hero Indian Super League for sponsorship reasons.
Currently not a part of the Indian football pyramid, the league serves as one of the
top tournaments in India, along with the domestic I-League. The league runs from
October to early December, with a finals series determining the champion in mid-
December.
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The Indian Super League was founded in 2013 in an effort to make football a top
sport in India and to increase the level of Indian football worldwide. The league
currently features eight teams from around India, with four of the top five cities by
population represented in the league. Unlike other football leagues from around the
world, the ISL is one of the few leagues to not use the promotion and
relegation system but instead a franchise system along the lines of
the Twenty20 cricket league, the Indian Premier League, Major League Soccer of
the United States and Canada, and the A-League in Australia.
Since the inaugural season, two teams have been crowned the champions of the
Indian Super League. Atletico de Kolkata have won the league twice, in 2014 and
2016. Chennaiyin are the second team to have won the league, winning in 2015.
3.4.1 The Hero Indian Super League (ISL) is India’s unrivalled football
championship which kicked off on 12 October 2014. The inaugural winners of the
league were Atletico de Kolkata, while Chennaiyin FC were the winners of the
second season. The third edition of the Hero ISL is set to begin from October 1,
2016 with the final taking place on December 18, 2016.
The league is co-promoted by IMG-Reliance (a joint venture between IMG and

Reliance Industries), Star India and supported by the All India Football Federation
(AIFF). India’s leading industrialists and celebrities from sports as well as the Indian
film industry have heavily invested in the league’s eight franchises based in the
following cities: Chennai, Delhi, Goa, Guwahati, Kochi, Kolkata, Mumbai and Pune.
The league is committed to investing in stadium refurbishment in the eight identified

venues and also to a strong grassroots development programme that will create a
platform to groom football talent in the country. With a mission to revolutionise the
sport, the Hero ISL is positioned as a high quality and dynamic league that will
elevate Indian football to an international level.
3.4.2 Vision
For India to become a global football power and qualify for the 2026 FIFA World
Cup.
3.4.3 Objectives
 To present an international-quality domestic football competition
 To engage hundreds of millions of passionate and proud Indian football fans
 To encourage and facilitate the masses to start playing the sport
 To produce a large pool of talented Indian players and ‘heroes’ to play for the
Indian national team
 To set new standards in sports administration, governance and marketing in India
 To deliver value to all our stakeholders and partners and create demand for further
investment
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3.4.4 Hero ISL 2016 covered across
The Hero Indian Super League (ISL) is back for another exciting season of football!
In 2014, the opening edition featured some of the world's leading players, such as
Italy and Juventus legend Alessandro Del Piero, iconic France and Arsenal
playmaker Robert Pires, and Spanish fan favourite Luis Garcia. Hero ISL 2015 saw
another huge step up in quality of play with household names such as John Arne
Riise, Florent Malouda and Helder Postiga, all rubbing shoulders with some of the
best domestic talents from India.
This year, the league returns – bigger and better – with the eight clubs all eyeing the
coveted trophy on December 18th.
Owned by IMG-Reliance and STAR India, the Hero ISL is being covered on a variety
of platforms. For India, STAR India is the official and exclusive broadcaster. LIVE
action commences at 7 PM on match days and can be watched on Star Sports
1/HD1 and Star Sports 3/HD3.
Territory Broadcaster
Australia Fox
Brazil Turner
Middle East & North Africa Abu Dhabi Media Corporation
Norway Viasat
Sub-Saharan Africa Setanta
China LeTV
Germany DAZN and SportDigital
3.5 Indian Super League Team

Currently, the Indian Super League consists of eight teams from seven different
states in India. Four of the top five most populous cities are represented in the Indian
Super League, with Bangalore being the excluded city after their team was
disbanded before the inaugural season. Unlike other football leagues, the ISL does
not use promotion and relegation. Currently, the league only features two main
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derbies which include the Southern derby between Chennaiyin and the Kerala
Blasters, and the Maharashtra derby between Mumbai City and Pune City.
As of now, each team can have a maximum of twenty-five players on their roster and
a minimum of twenty-two. A maximum of eleven players can be foreign with a
minimum requirement of eight per team. Each team must also sign at least one
marquee player who must be league approved. The rest of the players must be
domestic Indian players, two of which must be developmental under-23 players
3.5.1 Chennaiyin FC is an Indian professional football franchise based

in Chennai, Tamil Nadu which competes in the Indian Super League. The club
began to play in October 2014 during the inaugural season of the Indian Super
League. They are the reigning champions of the Indian Super League, after winning
the title in 2015. Home of Golden Boot winners.
The franchise is owned by Vita Dani, Bollywood actor Abhishek Bachchan and
Indian cricketer Mahendra Singh Dhoni Its manager is Italian World Cup-winning
defender Marco Materazzi and former Liverpool, Roma left back John Arne Riise is
the marquee player. The team's name Chennaiyin FC means Chennai's football club
in Tamil where the 'yin' suffix is similar to Apostrophe s in English. The team's logo is
the Dhrishti Bommai, a representation of chasing negativity and preserving positivity
in the Tamil culture.
3.5.2 Kerala Blasters Football Club is an Indian professional football team based
in Kochi, Kerala that competes in the Indian Super League. The team was founded
on 27 May 2014 by former Indian cricket captain Sachin Tendulkar as one of the
initial teams in the Indian Super League, after Tendulkar, along with Prasad V
Potluri, won the rights to the Kochi franchise. Prasad V Potluri sold his shares to a
consortium including Telugu actors Chiranjeevi and Akkineni Nagarjuna.
The team's home stadium is currently the Jawaharlal Nehru Stadium in Kochi. The
Kerala Blasters FC's fans are known as Manjappada (Yellow Army) and also known
as Travelling Fans.
The Kerala Blasters played their inaugural match on 13 October 2014, losing 0–1
to NorthEast United at the Indira Gandhi Athletic Stadium. The semi-final match
between the Kerala Blasters and Chennaiyin managed to draw 61,323 people to the
ground, making it the second most attended game of the season, behind the
inaugural ISL game between Atletico de Kolkata and Mumbai City.
During their inaugural season, the Kerala Blasters managed to make it all the way to
the ISL final where they faced Atletico de Kolkata at the DY Patil Stadium in Mumbai.
After ninety minutes of action, it was Atletico de Kolkata who came out as the 1–0
winners after Mohammed Rafique scored the winner in the 95th minute.
3.5.3 Mumbai City Football Club is an Indian professional football franchise based
in Mumbai, Maharashtra, which competes in Indian Super League. The club was
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launched in August 2014 during the ISL's inaugural season. The team is co-owned
by Bollywood actor Ranbir Kapoor and Bimal Parekh, a Chartered Accountant.
Former England international Peter Reid managed the club and Freddie
Ljungberg was the marquee player for the first season. For the second season it was
announced that Nicolas Anelka will don the position of marquee player as well as
manager of the club. In 2016 Diego Forlan played as the marquee player
while Alexandre Guimaraes took over as the new manager. For the first time Mumbai
City topped the league table.
3.5.4 FC Pune City is an Indian professional football franchise based
in Pune, Maharashtra, which competes in the Indian Super League. They began to
play in October 2014 during the inaugural season of the Indian Super League. The
team is owned by Rajesh Wadhawan Group and the co-owners
are Bollywood actor Hrithik Roshan and Italian football club ACF Fiorentina.
3.6 Indian Premier League (IPL)

The Indian Premier League (IPL) is a professional Twenty20 cricket league
in India contested during April and May of every year by franchise teams
representing Indian cities. The league was founded by the Board of Control for
Cricket in India (BCCI) in 2007.The title sponsor of the IPL in 2016 was Vivo
Electronics, thus the league is officially known as the Vivo Indian Premier League.
The current IPL title holders are Sunrisers Hyderabad.
The IPL is the most-attended cricket league in the world and ranks sixth among all
sports leagues. In 2010, the IPL became the first sporting event in the world to be
broadcast live on YouTube. The brand value of IPL was estimated to be US$4.5
billion in 2015 by American Appraisal, A Division of Duff & Phelps. According to
BCCI, the 2015 IPL season contributed ₹11.5 billion (US$182 million) to the GDP of
the Indian economy.
According to global valuation and corporate finance advisor Duff & Phelps, the value
of brand IPL has jumped to $4.16 billion after the 2016 edition, against $3.54 billion
in 2015. The 19% jump is despite the fact that the US dollar to Indian rupee currency
has depreciated by nearly 10%.
3.7 Indian Premier League Team
3.7.1 Delhi Daredevils
The Delhi Daredevils are a franchise cricket team representing the city of Delhi in
the Indian Premier League (IPL). Founded in 2008 as one of the eight founding
teams of the IPL, the Delhi franchise is owned by the GMR Group. Their home
grounds are the Feroz Shah Kotla Ground in Delhi and the Shaheed Veer Narayan
Singh International Cricket Stadium in Raipur, Chhattisgarh. Despite never making it
to the IPL final, the team were table toppers twice (an IPL record shared only with
the Chennai Super Kings) and qualified for Champions League T20 twice, making
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the semifinals in the 2012 edition. However, in recent seasons, the team has
struggled, often ending up as wooden spooners.
The team's current captain is Zaheer Khan while the coach and mentor are Paddy
Upton and Rahul Dravid respectively. The leading run-scorer of the side is Virender
Sehwag while the leading wicket-taker is Irfan Pathan.
Brand ambassador
Bollywood superstar Akshay Kumar was the brand ambassador of the team during
the 2008 Season but opted not to return for the 2009 season due to a busy
schedule. However, Akshay was seen at a few of the team's games cheering them
on.
Famous Bollywood playback singer Kailash Kher has sung the team anthem - "Khel
Front Foot Pe" a.k.a. "Play on the front foot" or "play aggressively". It is played at
every Delhi Daredevils match.
Delhi Daredevils launched their new anthem "Munday Dilli Ke" on 5 March 2012 on
the video sharing site YouTube.
Their new anthem for the 2016 season of IPL titled 'Dhuandaar Dilli' was released on
YouTube which has been sung by Sukhwinder Singh
3.7.2 Kings XI Punjab
The Kings XI Punjab are a franchise cricket team based in Mohali, Punjab, that plays
in the Indian Premier League. The team is jointly owned by leading Bollywood
actress Preity Zinta, Wadia Group scion Ness Wadia, Dabur’s Mohit Burman and
Karan Paul. The team plays its home matches at the PCA Stadium, Mohali. Since
the 2010 IPL, they have been playing some of their home games at Dharamsala as
well.
3.7.3 Kolkata Knight Riders

The Kolkata Knight Riders are a franchise cricket team representing the city
of Kolkata in the Indian Premier League. The franchise is owned by Bollywood
actor Shah Rukh Khan, actress Juhi Chawla and her spouse Jay Mehta. The team is
currently captained by Gautam Gambhir and coached by Jacques Kallis, a former
player of the team. The home of the Knight Riders is Eden Gardens, the largest
cricket stadium in India and the third largest in the world by seating capacity.
Although the team has gained immense popularity due to its association with
celebrity owners, it was surrounded with controversy and poor on-field performance
through the first three years of the tournament. The team's performance, however,
improved from the fourth season as it qualified for the IPL playoffs as well as the now
defunct Champions League Twenty20. They eventually became the IPL champions
for the first time in 2012, by defeating Chennai Super Kings in the final and repeated
the feat in 2014, defeating Kings XI Punjab. The Knight Riders hold the record for the
longest winning streak by any Indian team in T20s (14).
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The leading run-scorer of the side is Gautam Gambhir, while the leading wicket-taker
is Sunil Narine. The official theme of the team is Korbo, Lorbo, Jeetbo Re (we will
act, fight and win!) and the official colours are purple and gold. The brand value of
the Knight Riders was estimated at $86 million in 2015, the highest valuation
amongst all eight teams by a margin.
3.7.4 Mumbai Indians
The Mumbai Indians are a franchise cricket team representing the city
of Mumbai, Maharashtra in the Indian Premier League (IPL). The franchise is owned
by India's biggest conglomerate, Reliance Industries, through its 100% subsidiary
India Win Sports. The primary home ground of the Mumbai Indians is the Wankhede
Stadium.
The Mumbai Indians are one of the most successful teams in the IPL. They won
the 2011 Champions League Twenty20 after beating Royal Challengers
Bangalore by 31 runs in the final. The team won its first IPL title, in 2013, by
defeating Chennai Super Kings by 23 runs in the final, and then defeated
the Rajasthan Royals by 33 runs to win its second Champions League Twenty20
title later that year. They won their second IPL title on 24 May 2015 by defeating the
Chennai Super Kings by 41 runs in the final and became the third team to win more
than one IPL title.
The Mumbai Indians are currently captained by Rohit Sharma. Mahela Jayawardene
has been appointed as the new head coach of Mumbai Indians for the 2017 season.
Sharma is the leading run scorer of the team while Lasith Malinga is the leading
wicket-taker
3.7.5 Royal Challengers Bangalore

The Royal Challengers Bangalore are a franchise cricket team based
in Bangalore, Karnataka, that plays in the Indian Premier League (IPL). One of the
original eight teams in the IPL, the team has made three final appearances in the
IPL, losing all of them in 2009 to the Deccan Chargers, in 2011 to the Chennai Super
Kings and in 2016 to the Sunrisers Hyderabad). The team also finished runners-up in
the 2011 CLT20.
The home ground of the Royal Challengers is the M. Chinnaswamy Stadium in
Bangalore. The team is currently captained by Virat Kohli and coached by Daniel
Vettori.
Brand Ambassadors
Katrina Kaif was roped in as the brand ambassador for the team in 2008, but later
stepped down due to her prior commitments with filmmakers. Deepika
Padukone, Ramya,
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3.7.6 Sunrisers Hyderabad

The Sunrisers Hyderabad are a franchise cricket team representing the city
of Hyderabad in the Indian Premier League (IPL).The franchise is owned by Kalanithi
Maran of the Sun TV channel Network and was founded in 2012 after the
Hyderabad-based Deccan Chargers were terminated by the IPL. The team made an
appearance in the IPL playoffs in its maiden season in 2013 and has won the final of
the 2016 Indian Premier League against Royal Challengers Bangalore.
The team is currently captained by David Warner and coached by Tom Moody. The
primary home ground of the team is the Rajiv Gandhi International Cricket
Stadium in Hyderabad.
3.7.7 Rising Pune Supergiants
The Rising Pune Supergiants are a franchise cricket team based

in Pune, Maharashtra, India that plays in the Indian Premier League starting 2016.
The team along with Gujarat Lions will feature as two-season replacements
for Chennai Super Kings and Rajasthan Royals, who are suspended for two seasons
due to the involvement in illegal betting by their respective owners. The franchise is
owned by Sanjiv Goenka-led New Rising. The team name was announced on 18
January 2016 by Goenka in Kolkata and Raghu Iyer was appointed CEO.
3.7.8 Gujarat Lions
The Gujarat Lions are a temporary franchise cricket team based in the city of Rajkot,
Gujarat that will play in the Indian Premier League in 2016 and 2017 seasons. The
team will serve as one of the replacements for Chennai Super Kings and Rajasthan
Royals, who were both suspended for two seasons due to alleged illegal betting by
their respective owners. The franchise is owned by Intex Technologies.
During the 2016 IPL players draft, Rajkot franchise picked Indian cricketers Suresh
Raina and Ravindra Jadeja, along with Brendon McCullum, James Faulkner and
Dwayne Bravo. In an event held in New Delhi, the Rajkot-based team was named as
Gujarat Lions and Suresh Raina was announced as their captain.
The team would play five of their home matches at Saurashtra Cricket Association
Stadium Rajkot and two of their home matches at Green Park Stadium Kanpur in the
Vivo IPL 2016.
3.8 Hockey India League (HIL)

Hockey India League (HIL), known as the Coal India Hockey India League for
sponsorship reasons, is a professional field hockey league in India. The league is
organized by Hockey India, the governing body for the sport in India. HIL, along with
the Indian Premier League, Indian Super League, and Pro Kabaddi League, is
considered one of the major sports leagues in the country. HIL consists of six teams,
with the regular season lasting two months from January to February, with each
169
team playing 10 games. The top four teams at the end of the season move into the
play-offs, where the championship game decides the Hockey India League winner.
Hockey India League was founded in 2013 as part of Hockey India's attempt to get
an International Hockey Federation sanctioned league after the un-sanctioned and
non-Hockey India tournament, World Series Hockey, began in 2012. The first
season took place in 2013 with five teams. Since beginning, the league has proven
to be a financial success for Hockey India, who were in financial disarray before the
league began. In 2015, it was reported that the federation earned a profit from the
league and television revenues.
The most recent champion of the Hockey India League are the Punjab Warriors, who
won the tournament in 2016. Ranchi Rhinos and Delhi Waveriders have also won
the league.
Dabang Mumbai Hockey Club
Dabang Mumbai Hockey Club is a field hockey team based in Mumbai, Maharashtra
that plays in the Hero Hockey India League (HIL). The aim is to build a team for the
eight-time Olympic Champions, India be able to compete at the highest level of
World Hockey. It is owned by DoIT Sports Management. Australia coach Jay Stacy
serves as the head coach for the team.
3.8.1 Delhi Waveriders
Delhi Waveriders is a field hockey franchise based in Delhi that plays in the Hockey
India League. It is owned by The Wave Group. The captain of the team for HIL 2016
is Simon Child with Rupinder Pal Singh being the Vice-Captain of the team. Mr.
Cedric Dsouza is the chief coach of the team for HIL2016.
3.8.2 Kalinga Lancers
Kalinga Lancers is a field hockey team based in Bhubaneswar, Odisha that plays in
the Hockey India League. It is jointly owned by Odisha Industrial Infrastructure
Development Corporation (IDCO) and Mahanadi Coalfield Limited (MCL). Former
Australian field player Mark Hager is the head coach of the team while former Indian
captain Dilip Tirkey is the chief mentor and advisor of the team.
3.8.3 Jaypee Punjab Warriors
Jaypee Punjab Warriors is a field hockey team based in Jalandhar, Punjab that
plays in the Hockey India League. It is owned by Jaypee Group.
Former Australian coach Barry Dancer serves as the head coach for the team while
former India player Zafar Iqbal has been taken on board as an advisor. Former India
captains Jagbir Singh and Mohammed Riaz are also part of the coaching
staff. Jagbir Singh is the manager of the team. Jamie Dwyer is the captain of the
team.
170
3.8.4 Ranchi Rays
Ranchi Rays is an Indian field hockey team based in Ranchi, Jharkhand that
competes in the Hockey India League (HIL). It was announced as the newest team
to replace the defunct Ranchi Rhinos on 25 October 2014. The team will be owned
by Rahul Srivastava and Indian cricket captain Mahendra Singh Dhoni.
3.8.5 Uttar Pradesh Wizards
The Uttar Pradesh Wizards are a field hockey team based in Lucknow, Uttar
Pradesh that plays in the Hockey India League. It is owned by Sahara India Pariwar.
Former Dutch coach Roelant Oltmans serves as coach for the team and
former Indian captain Dhanraj Pillay acts as the technical director of the team.
___________________________________________________________________
1. The All India Kabaddi Federation was formed in____________.

2. The Indian Super League was founded in ____________ in an effort to
make football a top sport in India and to increase the level of Indian
football worldwide.
3. Indian Premier League was founded by the Board of Control for Cricket
in India (BCCI) in______________.
4. Hockey India League was founded in _________________ as part
of Hockey India's attempt to get an International Hockey
Federation sanctioned league.
3.9 Assignments
1. Write a paragraph of 250 words on: “Emerging Professional Sporting
League.”
1. Write a short note on Pro Kabaddi League..

2. Write a short note on Indian Super League.
3.10 Summing Up
In this lesson we have learnt the major sports leagues or events. Emerging sports
are seeking commercial success and growing participation nationally and
internationally.

1. 1950
2. 2013
3. 2007
171
4. 2013

1. Write a short note on Indian Premier League.
2. Write a short note on Indian Hockey league.

1. Armstrong, J. R., & Tucker, W. E. (1964). Injury in Sports. Springfield, IL: C.C.
Thomas.



Publications.
6. Craig, S. (2002). Sports Writing: A Beginner's Guide. Shoreham, VT: Discover

Writing Press.

Publications.
1.13 Keywords
1. The Indian Super League (ISL) is a men's professional football league in
India. The league is officially named the Hero Indian Super League for
sponsorship reasons.
2. The Indian Premier League (IPL) is a professional Twenty20

cricket league in India contested during April and May of every year by
franchise teams representing Indian cities.
3. Hockey India League (HIL), known as the Coal India Hockey India
League for sponsorship reasons, is a professional field hockey league in
India.
172
LESSON 4 The role, significance, functions and

need of WADA (World Anti-Doping
Agency) and NADA (National Anti-
Doping Agencies)
_____________________________________________________
STRUCTURE
4.0 Objectives
4.1 Introduction
4.2 WADA
4.2.1 WADA values
4.2.2 Code Acceptance, Implementation & Compliance
4.2.3 Cooperation with Law Enforcement
4.2.4 Science & Medicine
4.2.5 Anti-Doping Coordination (ADAMS)
4.2.6 Anti-Doping Development
4.2.7 Education
4.2.8 Athlete Outreach
4.3 National Anti-Doping Agency
4.3.1 The National Anti-Doping Programme
4.3.2 The primary functions of NADA
4.3.3 Composition of the Governing Body of the National Anti-
Doping Agency (May 2, 2014)
4.4 Assignments
4.5 Summing Up
4.8 Keywords
173
4. The role, significance, functions and need of

WADA (World Anti-Doping Agency) and NADA
(National Anti-Doping Agencies)
_________________________________________________________
In the last lesson we had discussed about the monetization of major sports leagues
or events. In the present lesson we shall study sports, doping refers to the use of
banned athletic performance-enhancing drugs by athletic competitors, where the
term doping is widely used by organizations that regulate sporting competitions.
___________________________________________________________________
4.0 Objectives
 Describe the role and function of (World Anti-Doping Agency)

WADA in sports?
 Describe the role and function of (National Anti-Doping Agency)

NADA in sports?
_________________________________________________________
4.1 Introduction
WADA’s priority activities focus in several areas emanating from the responsibilities
given to the Agency by the World Anti-Doping Code (Code), the core document that
provides the frame work for anti-doping policies, rules, and regulations within sport
organizations and among public authorities. WADA’s range of activities
demonstrates the importance of a comprehensive approach to the fight against
doping in sport.
4.2 WADA
The World Anti-Doping Agency (WADA) was established in 1999 as an international
independent agency composed and funded equally by the sport movement and
governments of the world. Its key activities include scientific research, education,
development of anti-doping capacities, and monitoring of the World Anti-Doping
Code (Code) – the document harmonizing anti-doping policies in all sports and all
countries.
4.2.1 WADA values
Integrity
 We are the guardian of the values and spirit inherent in the Code.
174
 We are impartial, objective, balanced and transparent.

 We observe the highest ethical standards and avoid improper influences or
conflicts of interests that would undermine our independent and unbiased
judgment.
 We develop policies, procedures and practices that reflect justice, equity and
integrity.
Accountability
 We govern and manage in accordance with the values and spirit of the Code.
 We are accountable to our funding bodies, while maintaining appropriate
independence from undue influence.
 We respect the rights and integrity of clean athletes.
4.2.2 Code Acceptance, Implementation & Compliance

As the international, independent organization responsible for the Code, WADA has
the duty to monitor the three aspects of stakeholder Code activities—from
acceptance to implementation to compliance. WADA therefore facilitates and
monitors government and sport anti-doping efforts, taking necessary measures to
ensure the integrity of the Code.
This includes working with governments in their ratification of the UNESCO

International Convention against Doping in Sport—the practical tool enabling
governments to align domestic policy with the Code, thus harmonizing the rules
governing anti-doping in sport.
In working with the sport movement, WADA aims to ensure that sports rules are
consistent with the Code and that they are enforced as such. WADA helps
stakeholders fulfill their responsibilities under the Code through a variety of means.
WADA has the duty to review sanctions and to seek appeal to the Court of
Arbitration for Sport (CAS) when decisions in doping cases are not Code-compliant.
Furthermore, WADA ensures that the Code evolves regularly by engaging in
extensive consultation and thorough review of the Code and its associated
International Standards, on a periodic basis.
4.2.3 Cooperation with Law Enforcement

WADA is constantly looking at innovative strategies to fight against doping in sport.
Considering that law enforcement and government agencies possess investigative
powers to attack source and supply of illegal substances, which in many cases
uncover evidence of anti-doping rule violations, WADA has developed protocols to
ensure evidence gathering and information sharing between its two stakeholder
groups (governments and sport). WADA cooperates closely with Interpol, the world’s
largest police organization, in this area. In addition, WADA works with UNESCO and
individual governments to persuade governments to have laws in place that allow
175
combating manufacturing, supply and possession of doping substances on their

territories.
4.2.4 Science & Medicine

Pursuant to the Code, WADA is responsible for annually preparing and publishing
the List of Prohibited Substances and Methods in consultation with panels of experts
in the field as well as the Agency’s many stakeholders. The Agency also fosters
scientific research dedicated to developing new and improved detection methods for
performance-enhancing substances and methods. WADA is responsible for
accrediting the world’s network of anti-doping laboratories. WADA monitors the
Therapeutic Use Exemption (TUE) process implemented by anti-doping
organizations around the world to ensure compliance with the International Standard
for TUE.
In addition, the Agency explores new models for enhanced detection such as the
Athlete Passport Program (whereby an athlete’s biological parameters are
monitored, which can reveal doping).
4.2.5 Anti-Doping Coordination (ADAMS)

Pursuant to its coordination responsibilities, WADA developed, maintains and
regularly improves ADAMS (Anti-Doping Development Management System), the
Web-based database management system that assists stakeholders in complying
with the Code. Within one secure system, stakeholders can coordinate anti-doping
activities, from athletes providing whereabouts information, to anti-doping
organizations ordering tests and managing results, to laboratories reporting results.
4.2.6 Anti-Doping Development

To help ensure that all athletes benefit from the same anti-doping protocols and
protections, no matter the nationality, the sport, or the country where tested, WADA
facilitates the coordination of Regional Anti-Doping Organizations (RADOs).WADA
brings together countries in regions where there are no, or limited, anti-doping
activities, so that they can pool human and financial resources in developing and
managing their own anti-doping organization.
4.2.7 Education
WADA leads and coordinates effective prevention programs and assists
stakeholders in building knowledge and capacity to carry out their own effective
education activities. WADA’s goal is to provide a mechanism to empower athletes
and youth to make informed decisions to protect the integrity of sport. The Agency’s
Education Seminars and Workshops, hosted in key regions of the world, in
partnership with RADOs, help raise understanding about anti-doping efforts among
stakeholders and offer guidance and practical tools to initiate or enhance doping
prevention programs worldwide. WADA’s Social Science Research Program fosters
understanding of attitudinal and behavioural aspects of doping to enhance doping
176
prevention strategies. The Agency’s Youth Program offers guidance and material for
integrating anti-doping messages into the school curriculum. WADA’s Play True
Generation Program reaches athletes during multi-national, multi-sport youth events.
4.2.8 Athlete Outreach

WADA’s Athlete Committee, composed of current and former elite international
athletes representing the voice of the clean athlete, provides feedback on WADA
programs and speaks out on issues that are important to clean athletes. WADA’s
Athlete Outreach Program educates athletes and their support personnel at major
international and multisport events through direct, one-on-one, interaction with anti-
doping experts, answering their questions about the dangers and consequences of
doping and providing information resources. The WADA Athlete Outreach Model
empowers stakeholders to develop and implement their own sport-specific or
national awareness programs to educate their athletes about the fight against doping
in sport.
1. WHAT IS WADA’S ROLE IN RELATION TO THE MONITORING OF ANTI-

DOPING ACTIVITIES?
WADA’s duty is to monitor anti-doping activities worldwide to ensure proper

implementation of and compliance with the World Anti-Doping Code (Code), the
document harmonizing anti-doping rules in all sports and all countries, by
International Sports Federations (IFs) and National Anti-Doping Organizations
(NADOs).
2. IS WADA INVOLVED IN THE MANAGEMENT OF THE RESULTS OF DOPING

CONTROLS TESTS?
WADA is never involved in the individual results management of adverse analytical

findings. (An adverse analytical finding is the result of the analysis of a doping
control sample that shows the presence of a prohibited substance or method.)That is
the responsibility of the NADO and/or Sports Federation involved in the particular
case.
3. WHAT TYPE OF INFORMATION DOES WADA RECEIVE REGARDING

ADVERSE ANALYTICAL FINDINGS?
For every adverse analytical finding, WADA receives a certificate of analysis from
the WADA accredited laboratory. These certificates of analysis do not include the
name of the athlete involved, since all samples analyzed by laboratories are
anonymized and identified only by a code number.
Laboratory notifications help WADA follow up with the Anti-Doping Organization

(ADO) involved to ensure that its result management of the case properly follows the
177
established rules and processes and is in compliance with the World Anti-Doping
Code.
4. WHAT ARE THE PROCEDURES FOR MANAGING THE RESULTS OF

ADVERSE ANALYTICAL FINDINGS?
The procedures for results management vary slightly among ADOs (within the
framework of articles 7 and 8 of the Code), including when to notify WADA of doping
cases and sanctions as well as when and how to make public disclosure of anti-
doping rule violations.
The Code (Art. 14.1) specifies that The athlete’s National Anti-Doping Organization
and International Federation and WADA shall also be notified not later than the
completion of the process described in Articles 7.1 (Initial Review Regarding
Adverse Analytical Findings) through 7.4 (Review of other anti-doping rule
violations).
Notification shall include: the athlete’s name, country, sport and discipline within the
sport, the athlete's competitive level, whether the test was in-competition or out-of-
competition, the date of sample collection and the analytical result reported by the
laboratory. The same persons and Anti-Doping Organizations shall be regularly
updated on the status and findings of any review
5. WHEN CAN WADA INTERVENE?
WADA is not involved in the disciplinary process until after the results management
and sanctioning of the athlete are completed by the NADO/IF. This includes any
internal appeal or review of a national decision by its IF.
WADA’s role is to assess the sanctioning process followed by the relevant ADO
following the completion of the process. Should WADA have any concerns about the
process or the result, WADA may exercise its right of appeal to the Court of
Arbitration for Sport (CAS). WADA has a right of appeal to CAS for cases under the
jurisdiction of organizations that have implemented the Code.
6. DOES WADA ANNOUNCE ADVERSE ANALYTICAL RESULTS OR DOPING

CASES?
It is not part of WADA’s responsibilities or mission to announce the adverse

analytical findings of athletes; that is the role of the organization in charge of results
management of a particular doping case. WADA does not even know the name of
the athlete involved until such information is communicated by the ADO in charge of
results management, or publicly announced by the athlete or his/her entourage.
178
The Code (Art. 14.2) states that No later than twenty days after it has been
determined in a hearing that an anti-doping rule violation has occurred, or such
hearing has been waived, or the assertion of an anti-doping rule violation has not
been timely challenged, the Anti-Doping Organization responsible for results
management must publicly report the disposition of the anti-doping matter.”
Once the relevant ADO has completed its adjudication of a particular doping case,
WADA reviews the decision and, if the Agency is of a view that the decision might
not comply with the World Anti-Doping Code, the Agency considers whether to
exercise its right of appeal to CAS.
4.3 National Anti-Doping Agency

National Anti-Doping Agency (NADA) was set up as registered society under the
Societies Registration Act of 1890 on November 24, 2005 with a mandate for Dope
free sports in India. The primary objectives are to implement anti-doping rules as per
WADA code, regulate dope control programme, to promote education and research
and creating awareness about doping and its ill effects.
4.3.1 The National Anti-Doping Programme

The National Anti-Doping Agency [NADA] was established by the Government of
India, with the objective of acting as the independent Anti-Doping Organization for
India having a vision of dope free sports. The NADA has the necessary authority and
responsibility for:
 Planning, coordinating, implementing, monitoring and advocating improvements in
Doping Control;
 Cooperating with other relevant national organizations, agencies and other Anti-
Doping Organizations;
 Encouraging reciprocal Testing between National Anti-Doping Organizations;
 Promoting anti-doping research;
 Where funding is provided, withholding some or all funding, during any period of his
or her ineligibility, to any Athlete or Athlete Support Personnel who has violated anti-
doping rules;
 Vigorously pursuing all potential anti-doping rule violations within its jurisdiction
including investigating into whether Athlete Support Personnel or other Persons may
have been involved in each case of doping.
 Planning, implementing and monitoring anti-doping information and education
programs.
National Anti-Doping Agency is mandated for Dope free sports in India. The primary
objectives are to implement anti-doping rules as per WADA code, regulate dope
179
control programme, to promote education and research and creating awareness

about doping and its ill effects.
4.3.2 The primary functions of NADA
 To implement the Anti Doping Code to achieve compliance by all sports organization
s in the Country.
 To coordinate dope testing program through all participating stakeholders.
 To promote anti doping research and education to inculcate the value of dope free s
port.
 To adopt best practice standards and quality systems to enable effective implementa
tion and continual improvement of the program.
4.3.3 Composition of the Governing Body of the National Anti-Doping Agency
(May 2, 2014)
Union Minister of Youth

1. Chairman Ex-officio
Affairs & Sports
Secretary, Dept. of Sports

Vice
2. Ministry of Youth Affairs & Ex-officio
Chairman
Sports
Director General, Health

3. Services, Ministry of Health Member Ex-officio
& Family Welfare
Director General, Sports

4. Member Ex-officio
Authority of India
President, Indian
5. Member Nominated
Olympic Association
i. Director, NIPER,
Chandigarh, Nominated
Two eminent Scientist /
6. Member
Doctor ii. Chairman, Medical
Commission, IOA,
Nominated
Financial Adviser, Ministry of

7. Member Ex-officio
Youth Affairs & Sports
Director General, National Member

8. Ex-officio
Anti Doping Agency Secretary
180
Jul 14, 2016
S. Telephone
Name Designation
No. No.
011-
1. Sh. Navin Agarwal Director General
24368243
Dr. Saravana 011-

2. Senior Project Officer
Perumal S. 24368274
011-
3. Dr. Ankush Gupta Project Officer
24368248
Administrative cum Account 011-

4. Mr. Manpal Singh
Officer 24368248
Mr. Bhulinder Jeet 011-

5. Asst. Project Officer
Verma 24368248
011-
6. Mr. Jay Singh Asst. Project Officer
24368248
Mr. Surander Singh 011-

7. Panel Assistant
Pundir 24368248
011-
8. Ms. Hema Account Assistant
24368248
011-
9. Mr. Anil Kumar Peon
24368248
___________________________________________________________________
1. The World Anti-Doping Agency (WADA) was established in

________________.
2. National Anti-Doping Agency (NADA) was set up as registered society
under the Societies Registration Act of ______________on November
24, 2005 with a mandate for Dope free sports in India.
3. National Anti-Doping Agency is mandated for _______________free
sports in India.
4. ADAMS stands for ______________________________________
4.4 Assignments
181
1. Write a paragraph of 250 words on: “Need of World Anti-Doping

Agency.”
1. Describe about WADA (World Anti-Doping Agency).

2. Describe about NADA (National Anti-Doping Agencies).
4.5 Summing Up
In this lesson we have learnt the term doping is widely used by organizations that
regulate sporting competitions.

1. 1999
2. 1890
3. Dope
4. Anti-Doping Development Management System

1. Explain the function of WADA (World Anti-Doping Agency).
2. Explain the function of NADA (National Anti-Doping Agencies).

1. Armstrong, J. R., & Tucker, W. E. (1964). Injury in Sports. Springfield, IL:
C.C. Thomas.



Publications.
6. Craig, S. (2002). Sports Writing: A Beginner's Guide. Shoreham, VT:

Discover Writing Press.

Publications.
182
4.8 Keywords
1. Anti-Doping Coordination (ADAMS): WADA developed, maintains and
regularly improves ADAMS (Anti-Doping Development Management System),
the Web-based database management system that assists stakeholders in
complying with the Code.
2. National Anti-Doping Agency (NADA) was set up as registered society
under the Societies Registration Act of 1890 on November 24, 2005 with a
mandate for Dope free sports in India.
183

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BA (JMC) 110 Unit 3 Lesson 1

MADHUBALA INSTITUTE OF COMMUNICATION AND ELECTRONIC

(GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY)

BACHELOR OF ARTS (JOURNALISM & MASS COMMUNICATION)

UNIT 3 BA (JMC) 110

Sports Management and Organisations

LESSON 1 Understanding Sports Management:

1.2 Scope of sport management

1.3 Sport manager’s responsibilities

1.4 Management Functions

1.5 A Successful Manager

1.6.1 Class Assignments

1.6.2 Home Assignments

1.8 Terminal Questions

1.9 Suggested Further Readings

1. Understanding Sports Management: Planning,

 Describe what are sports Management?

 Describe the role of sports Management during the event?

 Describe the management functions, Planning, Organizing,

“The study and practice of all people, activities, businesses, or organizations

1.2 Scope of sport management

Settings for sporting activities

It is important to examine the many different settings in which sporting activities

1.3 Sport manager’s responsibilities

manager’s resources include human, financial, physical, and informational

 People are a manager’s most valuable resource

 Physical resources for a sport club can include facilities, playing

 Managers need all kinds of information

1.4 Management Functions

In planning the sport club manager must:

 Identify the desired outcome

 Management develops a mission and long-term objectives and determines

 Management sets short-term objectives and determines in advance

“the process of delegating and coordinating tasks and resources to achieve

An important part of allocating human resources is assigning people to various

1. Unity of command and direction

 Chain of command is the clear line of authority from the

 The span of control has to do with how many employees report

 The span should be limited to a number that can be effectively

 Division of labour occurs when jobs are organised by specialty

 Coordination is about departments and individuals in an organisation

6. Clarification of responsibilities and scope of authority

 Each person’s responsibilities in the organisation needs to be clearly

 Delegation has to do with assigning responsibility and authority for

 Flexibility has to do with understanding that there are often exceptions

“leading is the process of influencing employees to work toward achieving

Traits of effective leaders

discussed, namely autocratic, democratic, participative, and laissez-faire leadership

 They tend to sell subordinates what to do and expect them to do it

 They tend to involve subordinates in leadership activities and

 A laissez-fair leader takes a hands-off approach to leadership

“Controlling is the process of establishing and implementing mechanisms to ensure

An important part of controlling is measuring progress and taking corrective action

Effective controlling requires technical skills as well as conceptual and decision-

 Anticipate and prevent possible problems

 Concurrent controls are actions taken during transformation to ensure

 Rework controls are action taken to fix output

 Damage controls are actions taken to minimize negative

An important consideration in the control process is how frequently to measure

 Constant controls are in continuous use and include:

 Periodic controls are used on a regular, fixed basis, such as hourly,

 written reports required on a schedule are also common in

 Occasional controls are used on an