BRIEFING REPORT OF 3 CANDIDATES FOR THE VACANT LEEDS FACILITY CENTRE

MANAGER POSITION

Managing people in sporting Organizations

By (Name)

Course

Professors Name

Institution

Location of Institution

Date
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Table of Contents

Managing people in sporting organizations.....................................................................................2

1.0 Introduction................................................................................................................................2

1.1 Aim of the report.......................................................................................................................2

1.2 Structure of the report................................................................................................................2

2.0 Critical reflection of candidates.................................................................................................3

2.1 Michael Sommesville.............................................................................................................3

2.2 Andrew Doherty.....................................................................................................................3

2.3 Angela Fletcher......................................................................................................................4

3.0 Activity for interview................................................................................................................5

3.1 How activity tests, Leadership, group dynamics and motivation..........................................5

4.0 New structure.............................................................................................................................5

4.1 justification.............................................................................................................................5

5.0 Recommendations......................................................................................................................7

6.0 Summary....................................................................................................................................8

7.0 Appendices................................................................................................................................8

7.1 Appendix 1: Criteria and grading criteria..............................................................................8

7.2 Appendix 2: Interview Questions............................................................................................12

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7.2.1 Leadership criteria.............................................................................................................12

7.2.2 Group Dynamic Criteria....................................................................................................13

7.2.3 Motivation Criteria............................................................................................................14

7.2.4 Structure............................................................................................................................14

7.2.5 Culture.........................................................................................................................15

8.0 Appendix 3: Activity session plan...........................................................................................16

9.0 Appendix 4: New structure.....................................................................................................19

9.1 Tall organization structure...................................................................................................19

9.2 Flat organization structure...................................................................................................20

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Managing people in sporting organizations

1.0 Introduction

1.1 Aim of the report

This report evaluates the qualifications and experience of three candidates for a sports

organization's Centre manager position. It provides an in-depth evaluation of each candidate's

suitability, strengths and weaknesses, and recommends the best fit for the position. Additionally,

it analyzes the candidates' performance during the interview process and provides a summary of

the final decision and reasoning behind it.

1.2 Structure of the report

The report will have a clear structure that includes an appendix evaluating candidates'

employability skills with SWOT analysis. It will also evaluate each candidate's strengths,

weaknesses and overall suitability. The report will include a set of interview questions and team

activities used to assess the candidates' employability skills. Lastly, it will present a new

organizational structure for the facility, with explanations and justifications for addressing any

identified issues and weaknesses.

2.0 Critical reflection of candidates

2.1 Michael Sommesville

Michael Sommersville has weaker skills in areas such as setting goals, creating a plan to achieve

them, making sound and well-informed decisions, communicating effectively with team

members and stakeholders, (House, 1974) and giving autonomy and responsibility to team

members. His motivation scores were also lower, showing less passion, a weaker work ethic and
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less drive to achieve success. However, he does have a strength in handling conflicts in a

constructive and professional manner and effectively assigning tasks and responsibilities to team

members. (Hersey, 1977).

2.2 Andrew Doherty

Andrew Doherty has strengths in setting clear and measurable goals, making sound and well-

informed decisions, and effectively assigning tasks and responsibilities to team members. He

also has a strong work ethic, but not as much as Angela Fletcher. However, he has weaknesses in

areas such as communication with team members and stakeholders, handling stress and pressure,

and inspiring new possibilities and creative thinking. Despite this, he is a strong team player and

has a good attitude towards work. (Newman, 2020).

2.3 Angela Fletcher

Angela Fletcher is the strongest candidate for the role due to her high scores in leadership,

motivation and group dynamics. She has a proven ability to make sound, well-informed

decisions, effectively solve problems, communicate clearly with team members and

stakeholders, and adapt to changing circumstances. Additionally, she has a strong passion and

enthusiasm for the project or team, works towards clear and measurable goals, takes initiative,

and stays focused and resilient in the face of obstacles. Angela also excels in group dynamics,

showing the ability to work well with others, handle conflicts constructively, and understand and

respond to the emotions of team members. Although Michael Sommersville and Andrew

Doherty have some strengths, their weaknesses make them less suitable for the role compared to

Angela Fletcher (Gomez,2008).

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3.0 Activity for interview

3.1 How activity tests, Leadership, group dynamics and motivation

Activities mentioned in Appendix 2 can challenge and test a person's Leadership, group

dynamics, and motivation skills in a sports organization in several ways:

1) Leadership: A leader must be able to guide the group through the problem-solving

process, delegate tasks, and facilitate communication and decision-making. (Suharjo,

2019). They must be able to effectively manage the group's progress and resolve any

issues that may arise. (Dike,2015)

2) Group dynamics: The group must work together effectively to identify the problem,

generate possible solutions, and make a decision (klein, 2006). This requires strong

communication and collaboration skills, as well as the ability to manage conflicts and

power imbalances within the group. (Lord, et al,.1999)

3) Motivation: A motivated group is more likely to work together efficiently and effectively.

A leader must be able to keep the group focused and engaged in the task at hand, and

provide recognition and rewards for a job well done. (Al Rahbi, et al. 2017)

4.0 New structure

4.1 justification

The proposed new structures outlined in appendix 4 aim to improve productivity at the Leeds

facility by reintroducing formal group dynamics and job titles. This tall structure will also help to

reintroduce formal group structures,(Ewing, 2019). Additionally, this tall structure will help to

limit employee autonomy levels, which can improve the efficiency and effectiveness of decision-

making processes. A leader who adopt a directive leadership style tend to make decisions and

give instructions, (Frank, 1986) while leaders who adopt a participative leadership style tend to
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involve their followers in the decision-making process. (Colovic, 2022) By reintroducing formal

group dynamics and job titles, the organization can limit employee autonomy levels and improve

the efficiency and effectiveness of decision-making processes. (Khalid,2012)

As proposed in appendix 4, a flat structure can be implemented at the center manager's

discretion, following the achievement of improved employee group dynamics and job title

implementation (Chelladurai, 2022). Research has shown that an autocratic approach, which is

characteristic of a tall structure, can provide excellent short-term results but can be detrimental in

the long-term for productivity (Anumba,2002). When employees are given autonomy over their

work, it improves their work ethic, and intrinsic motivation (Deci, 2000).

The introduction of both a tall and flat structure will facilitate this behavior by allowing the

center manager to immediately define company goals (Ivancevich,1981), This approach is

supported by the Self-Determination theory (Harper & Row, 2002) which states that in order for

individuals to be motivated and engaged in their work, they need autonomy, competence and

relatedness. (Carpenter, 1971)

The proposed structure of implementing a combination of tall and flat organizational structures

(Lee, 2022) at the Leeds facility can help to solve some of the problems by providing a balance

between clear lines of authority and decision-making, and increased autonomy for employees.

(Doucet, 2009) The tall structure can be used to quickly establish company goals and provide a

clear framework for employees to work within, while the flat structure can be implemented as

the organization and its employees develop improved group dynamics and job titles are defined.

(Osterlund, 2013)
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An autocratic approach, which is characteristic of a tall structure, can provide excellent short-

term results, but can be detrimental to productivity in the long-term. By giving employees

autonomy over their work, which can lead to increased productivity in the workplace.

(Ramadanty, 2016)

5.0 Recommendations

Based on the evaluation of the candidates' performance and skills, it is my recommendation that

Angela Fletcher be considered as the top candidate for the managerial position. (McGraw-Hill,

2017) Her ability to make sound, well-informed decisions, effectively address and solve

problems, clearly and effectively communicate with team members and stakeholders, adapt to

changing circumstances and create new possibilities and inspire people to think differently stood

out. (Doherty,1999) She has demonstrated her abilities as a skilled leader, with a strong track

record of improving job satisfaction and organizational culture (Johnson, 2014)

6.0 Summary

In summary, this report has conducted a thorough evaluation of the three proposed candidates for

the center manager position by assessing their skills and abilities using specific grading criteria.

The report has identified the strongest and weakest candidate in terms of their qualifications and

experience. (Browning, 1991) Furthermore, the report has recommended the implementation of a

combination of tall and flat organizational structures to help sustain and improve productivity at

the facility in the future.

7.0 Appendices

7.1 Appendix 1: Criteria and grading criteria

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Leadership criteria Michael Andrew Angela

Sommersvill Doherty Fletcher

ability to set goals and create a plan to achieve them 3/10 7/10 8/10

ability to make sound, well-informed decisions 4/10 8/10 9/10

ability to effectively assign tasks and responsibilities 7/10 8/10 9/10

to team members

ability to effectively address and solve problems that 7/10 7/10 10/10

arise

ability to clearly and effectively communicate with 2/10 5/10 9/10

team members and stakeholders

Ability to adapt to changing circumstances. 5/10 5/10 10/10

Ability to create new possibilities 6/10 7/10 10/10

Ability to set clear and measurable expectations for 3/10 5/10 8/10

team members.

Ability to handle stress and pressure.. 5/10 4/10 7/10

Ability to effectively delegate tasks and 5/10 6/10 9/10

responsibilities to others.

Ability to give autonomy and responsibility to team 2/10 7/10 8/10

members.

FINAL SCORE: 49/100 69/100 97/100

Motivation Criteria Michael Andrew Angela

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Sommersvill Doherty Fletcher

Passion and engagement in related activities 7/10 6/10 9/10

Ability to set and achieve goals. 6/10 8/10 9/10

Resilience and strong work ethic 5/10 6/10 8/10

Proactivity and initiative 5/10 6/10 8/10

Perseverance and focus 4/10 2/10 9/10

Self-motivation and personal goal setting 5/10 3/10 9/10

Determination to succeed 6/10 5/10 8/10

Positive attitude and resilience 6/10 6/10 8/10

Continuous learning and improvement 5/10 5/10 9/10

Commitment to the project/team and consistent 5/10 7/10 8/10

results delivery.

FINAL SCORE: 54/100 59/100 85/100

Group dynamic criteria Michael Andrew Angela Fletcher

Sommersvill Doherty

Ability to work well with others and contribute to a 7/10 7/10 8/10

positive team environment.

Ability to handle conflicts in a constructive and 6/10 7/10 8/10

professional manner.

Understand and recognize team members' emotions 6/10 8/10 7/10

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understand the emotions of team members and use 5/10 6/10 8/10

that understanding to guide their actions.

Ability to take on different roles within the team as 4/10 5/10 9/10

needed.

Ability to maintain a positive attitude 5/10 7/10 8/10

Ability to be dependable, trustworthy, 4/10 6/10 9/10

Ability to encourage team members when they need 4/10 7/10 9/10

it

Ability to consider different perspectives, be open to 5/10 5/10 8/10

feedback.

Ability to take responsibility for their own actions 7/10 6/10 8/10

and decisions.

FINAL SCORE: 53/100 64/100 82/100

7.2 Appendix 2: Interview Questions

7.2.1 Leadership criteria

1. Describe a situation where you effectively led a team to achieve a goal.

2. How do you handle conflicts within a team?

3. Give an example of a difficult decision you made as a leader and how you approached it.

4. How do you keep a team motivated and engaged?

5. How do you communicate effectively with a team and stakeholders?

6. How do you stay informed of industry trends and developments?

7. How do you set and achieve goals for a team and organization?
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8. How do you identify and develop leadership potential within a team?

9. Describe a time when you adapted your leadership style.

10. How do you foster a positive work culture within a team?

7.2.2 Group Dynamic Criteria

1. How do you manage and motivate team members with different personalities?

2. How do you address underperforming team members?

3. How do you recognize and reward team members?

4. How do you prevent groupthink within a team?

5. How do you ensure team members feel heard, respected and valued?

6. Can you give an example of adapting communication style for different team members?

7. How do you recognize and respond to team member emotions?

8. How do you create a positive team environment?

9. How do you promote cooperation and collaboration among team members?

10. How do you handle competing priorities within a team?

7.2.3 Motivation Criteria

1. How do you provide feedback to improve team members?

2. How do you involve team members in decision-making and give them ownership?

3. How do you establish clear goals for your team?

4. How do you support and resource your team for success?

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5. How do you foster a sense of community within your team?

6. How do you manage demotivating factors in your team?

7. How do you help team members balance personal and professional lives?

8. How do you create opportunities for team bonding and fun?

9. How do you keep team members motivated and engaged?

10. How do you help team members find meaning in their work?

7.2.4 Structure

1. How do you understand the organizational structure of our company?

2. How do you navigate different levels of management and decision-making processes?

3. Can you give an example of a time when you had to work across different departments or

teams to achieve a common goal?

4. How do you prioritize tasks and responsibilities when working in a hierarchical structure?

5. How do you handle communication and coordination between different levels of the

organization?

6. How do you ensure alignment between the team and company objectives?

7. How do you handle and resolve any issues of bureaucracy?

8. How do you approach change management within an organization?

9. How do you communicate effectively with different stakeholders within the

organization?

10. How do you keep yourself updated with the organizational changes?

7.2.5 Culture

1. How do you understand the culture of our organization?

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2. How do you align your values and approach with the company's culture?

3. Can you give an example of a time when you had to adapt your behavior or

communication style to fit the company culture?

4. How do you foster a positive company culture?

5. How do you handle conflicts between company culture and individual values?

6. How do you promote and maintain ethical behavior within the organization?

7. How do you handle diversity and inclusion within the organization?

8. How do you support and encourage the growth of the company culture?

9. How do you engage employees to create a sense of ownership and identify with the

culture?

10. How do you handle cultural differences in a global environment?

8.0 Appendix 3: Activity session plan

Time Exercise Location

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09:00-10:30 Group Problem-Solving Challenge Hall A

Materials: A scenario or problem that the

group must solve together, pens and paper

for each participant.

Introduce the scenario or problem to the

group and provide a brief overview of the

task.

Divide the group into teams of 3-4

participants each.

Give the teams 30 minutes to come up

with a plan to solve the scenario or

problem.

Allow each team to present their plan to

the rest of the group and provide feedback.

After each presentation, ask the applicants

to step out of the room and rate their

team's performance and the overall process

After the end of all presentations, ask the

applicants to come in one by one and ask

them about their role in the team and their

perception of the other teammates.

10:30-11:30 Case Study Hall B

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Materials: A case study that the group

must analyze and propose a solution.

The candidate is presented with a real-life

scenario, such as a coach's resignation, and

asked to present a plan on how they would

manage the situation. The requirements for

this activity would be to demonstrate the

ability to analyze a situation, create a plan,

and execute it, with the ability to adjust

course if necessary.

11:30-11:45 Break Canteen

11:45-12:15 Team-building activities Hall c

A fun exercise or game that encourages

team members to work together and

develop their communication, problem-

solving, and leadership skills. For

example, a scavenger hunt that involves

different teams working together to find

specific items. The requirements for this

activity would be to demonstrate the

ability to work well with others and

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contribute to a positive team environment.

12:15-1:00pm Role-playing exercises: Hall D

A hypothetical scenario in which the

candidate is presented with a situation that

requires them to resolve a conflict between

two key players on the team. The

requirements for this activity would be to

demonstrate the ability to think on their

feet, handle conflicts in a constructive and

professional manner, and communicate

effectively with team members.

13:00-13:15 Lunch Canteen

13:15-14:00 Simulation exercises: A mock tournament Hall E

that simulates the type of scenarios that the

manager will be expected to manage on

the job. A simulated game-day scenario to

test a candidate's leadership, decision

making and stress handling skills. The

candidate is put in charge of a team and

must make quick decisions, adjust the

lineup, and manage the team's

performance. The goal is to assess the

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candidate's ability to handle unexpected

situations and make sound decisions under

pressure.

9.0 Appendix 4: New structure

9.1 Tall organization structure

Centre Manager(1)

Duty
Manager(1)

Management Club manager

committee

Gaming Player Canteen Bookkeepe

operation staff development Group r

Operations Players Medical Junior Senior Female

Athletes Scouting
editor departmen football football football
t s

9.2 Flat organization structure

Centre
Manager(1)
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Duty
manager(1)

Management Club Manager

committee

Female
Football Athletes
Coach football
players
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