Journal of Physical Education, Recreation & Dance

ISSN: 0730-3084 (Print) 2168-3816 (Online) Journal homepage: http://www.tandfonline.com/loi/ujrd20

How to Pursue a Sport Management Career

Donna A. Lopiano

To cite this article: Donna A. Lopiano (1984) How to Pursue a Sport Management
Career, Journal of Physical Education, Recreation & Dance, 55:7, 15-19, DOI:
10.1080/07303084.1984.10630590

To link to this article: http://dx.doi.org/10.1080/07303084.1984.10630590

Published online: 31 May 2013.

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 N umerous students in college and
university sport management pro-
grams sincerely believe that, upon
completing degree requirements, they
will immediately step into high level
positions. Few students realize that as-
. cending the sport management career
ladder is a time-consuming, difficult
process that should be started well be-
fore graduation. Also, experienced
employees working in sport-related or-
ganizations often want management
positions, but are unsure of how to make
the career transition. This article de-
fines the critical steps that help both
young people and experienced adults
move into a successful career pattern
that results in a top sport management
position.

Step 1. Studying Career Fields of

Sport Administration
Many people's knowledge of sport
administration careers is limited to the
most publicly visible sport manage-
ment positions such as athletic direc-
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tor, parks and recreation manager, and

executive director of the local ice
hockey franchise. The first step for those
individuals uncertain of career goals is
to study the career fields encompassed
under the sport management umbrella.
Delete those of no interest and find out
more about the ones which interest you.
One of the most comprehensive list-
ings and descriptions of careers in sport
for both men and women is available
from the Women's Sports Foundation, How To Pursue
The 1983 Women's Sports Careers
Guide. I This guide provides valuable A Sport Management Career
information on job responsibilities,
professional organizations one should Donna A. Lopiano
join and which can provide additional
information, position qualifications,
is all that is required. To the contrary, ness managers, at one time or another;
potential earnings and job availability. the administrator not only needs man- sporting goods managers were sales-
Careers in the following areas are dis- agement knowledge, but also expertise persons; and TV sports program direc-
cussed: in the subject area of a career choice. tors were producers or directors of
• Communications • Recreation For example, the athletic director needs televised athletic events.)
• Education • Resorts and Clubs expertise in such areas as coaching and Deciding on a career involves not
• Sport Camps • Social Agencies
• Facilities/Arenas
sport governance organization rules and only a focus on eventual goals (the end-
• Sporting Goods
• Athletics • Sports Promotion regulations. The manager of a sporting of-the-rainbow top management posi-
• Intramurals and Management goods store needs expertise in mar- tion), but also the ladder that will pro-
• Professional Sports keting, promotions, and sport prod- vide upward mobility from entry level
ucts. The director of the sports positions through middle manage-
The publication also lists institutions
programming for a TV network must ment. An easy way to identify the pos-
with master's and doctoral degree pro-
be an expert in production, commu- sible career paths in any sport-related
grams in sport management.
nications, and advertising. It's no ac- organization is to look at a line chart
cident that most sport managers start of that organization. For instance, in
Step 2. Understanding the
their careers in entry level positions, a large Division I collegiate athletic
Importance of Entry Level and
demonstrate their expertise in basic department, there are numerous mid-
Middle Management Positions
subject areas at the bottom rung of an dle management and entry-level po-
One of the most common misun- organization and gradually move up to sitions, other than classified and
derstandings apparent in the process of handle larger areas of responsibility and secretarial personnel (Figure I). As-
making a career decision is the notion expertise (athletic directors were sistant and associate director positions
that expertise in "management" alone coaches, or athletic department busi- are considered top management posi-
JOPERD-September 1984 15

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Preparing a professional resume is just one step to follow in the pursuit of a sport management
career.
tions. Immediately below these levels
are "middle management" and "entry
level" positions. In the academic af-
fairs and development areas, the po-
sitions below the assistant directors are
entry level positions. In the operations
and business areas, positions imme-
diately below the associate and assis-
tant directors are middle management
positions. Numerous additional per-
sonnel are supervised by these middle
managers as detailed in these areas.
Examine the possibilities of larger,
sport-related organizations. The larger
an organization, the more entry-level
and middle-management positions
available. Look at three or four orga-
nizations in every sport-related field of
interest. For instance, individuals in-
terested in the area of sport resorts and
clubs should choose a fitness center, a
country club, and a summer resort op-
eration to examine.
Recognize that any of these posi-
tions can be easily accessed at an entry
level through paid or unpaid intern-
ships or volunteer services on a part-
time or summer-only basis. Entry level
positions should not necessarily be
viewed as a full-time job. That's why
it's important for students to begin
16
identifying these opportumties while
they're in school and able to take ad-
vantage of exploratory part-time com-
mitments. Working part-time as a
fitness center instructor, volunteering
to work in the box office of a major
arena for the summer, or working on
a percentage basis selling advertising
for a college or professional sports team
game program publication, are all ex-
amples of getting experience at the en-
try level. For the adult already working
in a sports-related organization but not
in the management area, volunteering
to assist a middle manager or top level
manager with special projects (in ad-
dition to fulfilling normal work re-
sponsibilities) accomplishes the same
exploratory and exposure function. In-
ternships, volunteer and part-time ser-
vice are also valuable, no risk,
exploratory opportunities for the em-
ployer. Competent performance will
result in a good recommendation and
a job experience which will enhance
one's resume at the very least and, per-
haps, even lead to a job offer. For the
non-management employee, working
for a manager on a voluntary basis
demonstrates commitment to hard work
and a capacity for extraordinary effort
beyond normal working responsibili-
ties-qualities sought after when con-
sidering employees for promotion or
advancement.
Choosing a sport management ca-
reer is not a stagnant, "sit back and
think" process. The first employment
step is going out and meeting people
active in the field. Make an appoint-
ment with the top level manager of a
sports organization. Explain that you
are working on an assignment regard-
ing identification of entry level and
middle management positions. Ask the
employer if he or she will provide an
organization chart and permit inter-
views with various employees to find
out what they do. Ask these entry level
and middle management employees
how they got their jobs and acquired
the skills necessary for their positions.
Acquire information on job availabil-
ity in that field long before obtaining
a degree.
For the experienced employee in a
non-management position, access to
this information is a much easier pro-
cess which involves discussions with
management colleagues. Ask the sport
manager for advice.
Step 3. Acquiring Essential Skill,
Knowledge and Experience
The next crucial step in the pursuit
of a sport management career is to de-
termine how to acquire the expertise
and exposure which will lead to a job
offer. Seek answers to important ques-
tions in four critical areas: (I) educa-
tion, (2) work experience, (3) exposure
and (4) "people" skills.
Education. What are the minimum
and optimum educational degree re-
quirements for the types of employ-
ment being sought? An undergraduate
degree in a related field is desirable
and a master's degree is preferred for
many sport management jobs. For those
interested in a career in higher edu-
cation (e.g., as the chairperson of a
physical education department, a di-
rector of athletics, and/or the head of
a graduate program), a doctorate may
be required. However, it's interesting
to note that as college athletic pro-
grams move more toward a Division I
business/entertainment emphasis and
away from Division II and III educa-
tional sport (degree-related programs),
the master's degree in business be-
comes more acceptable than the doc-
torate in physical education or higher
education. A secondary school athletic
director position usually requires a
master's degree.
JOPERD--September 19S4
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J()PERD· September 1984

17
 There are a few interesting pro's and
con's about a terminal degree, such as
a doctorate being necessary for athletic
director positions. If a university is
concerned about the academic credi-
bility of athletic programs, and faculty
acceptance, a doctorate becomes im-
portant to the job applicant for athletic
director. However, for entry level po-
sitions, the doctorate is looked upon
with a degree of suspicion, especially
when the applicant has little or no work
experience. The prospective employer
begins to ask such questions as "Does
this applicant's aspirations exceed his/
her ability?" "Why hasn't the appli-
cant gotten his/her feet wet in the real
world of work before?" "Is this an
ivory-tower theoretician who can't re-
late to the practical problems of a work
environment?' '
Augment Degree with
Work Experience
When the doctoral degree is helpful
or required one must complement the
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degree with proof of credibility such
as successful work experience in an
entry level and/or middle sport man-
agement position. In general, there are
several rules of thumb which can be
followed:
I. The more work experience and
credibility in the working field,
the less important the degree be-
comes.
2. As one pursues advanced de-
grees, complement academic
credentials with related work ex-
perience.
3. When a career choice is in ed-
ucation the master's (rather than
the bachelor's) degree is the re-
quired minimum for middle and
top-level management positions
and many entry level positions.
Outside of education, a bachelor's
degree may be sufficient to access the
majority of sport management posi-
tions. In the business world, experi-
ence and demonstrated success are the
most important stepping stones into
management positions. Starting out as
a salesperson for a large fitness center
is one short step away from being an
assistant director of sales if one is an
outstanding salesperson.
What specific course work and re-
lated experiences will help prepare for
a sport management career choice? In
what areas should one become an ex-
pert? The bachelor's degree is a re-
quired ticket for admission to the job
applicant pool. However, one's per-
sonal reputation and work experience
18
will make the critical difference when
it comes to getting that job.
Four Questions to Ask
When evaluating various sport man-
agement degree programs, especially
at the master's degree level, one should
ask four questions:
1. Does the program require and give
credit for internships and field-
work in the areas of one's career
interest?
2. What is the job placement record
of the program? Did graduates
move into good entry level or
middle management positions?
3. How much flexibility in course-
work (electives) will the pro-
gram permit? Can one pursue a
specialty area?
4. Does the faculty have good con-
nections with prospective em-
ployers in the area of interest,
especially with regard to intern-
ship placement and ability to get
students involved via profes-
sional association committees,
workshops, conventions?
One additional comment regarding
education requirements. Students and
adults considering a career change to
sport management should take a few
computer science application courses.
Any sport manager needs to feel com-
fortable with and have basic knowl-
edge of computer applications that
involve both word processing and in-
formation management tasks.
Work Experience. Students must re-
member that one has to start some-
where with sports organization work
experience. Working as a volunteer,
or as an intern, or as a part-time em-
ployee has several advantages. First,
few employers will refuse free assis-
tance and generally, there is little fi-
nancial cost involved in part-time
positions in sport management. Sec-
ond, the employer can evaluate vol-
unteers, interns and part-time employees
with little risk on his/her part. Com-
petent performers may be able to move
into an available position with that firm.
Incompetent people can be discarded
with little or no expense related to the
trial period. It is not unusual to have
a job specifically created for a vol-
unteer or part-timer if that person has
proven to be unusually competent and
productive for the sport organization.
Not recognizing the advantages of
this no-risk offer to demonstrate com-
petence is the biggest mistake made by
students going directly from college into
the job market. From a purely practical
standpoint, students are in a better po-
sition to offer their services for free or
at reduced rates. A little extra time and
hard work as an intern, volunteer or
part-time employee during one's. col-
lege career will increase the probabil-
ity of success in gaining employment
once the degree is obtained.
Adults seeking a career change to
sport management must realize that few
people have the financial ability to start
over at an entry level position in a sport
organization. It may be impossible for
a physical education teacher who earns
$26,000 per year and has financial
commitments to consider becoming a
facilities supervisor for a local sport
arena at $15,000 annual salary in order
to access the sport arena management
job market. Career transition adults
should consider' 'working double" for
a year or two-volunteering as an ap-
prentice to a middle level or top level
sport manager or working part-time on
an after-hours basis.
Exposure. Most people are familiar
with the cliche, "It's not how good
you are, it's who you know." One is
more likely to obtain a job when the
employer knows the candidate or
someone who is familiar with his or
her competencies and character. How
does one get to the point where im-
portant people will be able to say, "That
person is a great prospect, very bright
with super potential"?
Volunteer Experience Counts
Don't underestimate the value of
service in professional organizations,
which include sport managers. In most
professional organizations, "service"
generally means volunteering for var-
ious committee or work-related as-
signments to annual conference
management or association projects.
These are both excellent ways to gain
additional experience and exposure.
Contact association officers and ex-
press interest in serving on a commit-
tee. Few people realize that one of the
most difficult problems for profes-
sional association officers is getting
people to serve on the numerous com-
mittees of a large organization. Com-
mittee service is another no-risk, trial
opportunity for prospective future em-
ployers. Committee chairs are usually
people with influence, to whom one
can demonstrate competence. They may
also become mentors, people you can
depend upon for advice and assistance.
Such individuals can be the beginning
of a network of contacts.
Regarding exposure, individuals re-
member both the good and bad things
JOPERD--Seplember 1984
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Managing sports events is one of the challenging careers in sport management.
about a person. Therefore, when meet-
ing or working with people in any ca-
reer field, one should never give others
the opportunity to remember or say
negative things. Students especially
should never assume that since they are
probably young, unpolished and im-
mature, they will be forgiven or have
mistakes overlooked. The bottom line'?
Act like a mature professional now!
Displays of personality such as temper
tantrums or moodiness generally come
back to haunt one as he or she pursues
a career choice. As a great New En-
gland philosopher once said, "As soon
as you burn a bridge behind you, the
creek rises."
"People" Skills. Representatives of
major corporations, who travel to col-
lege campuses to recruit young talent,
most often will say, "Give me a hard
worker with average intelligence who
really interacts well with people and
he or she will go a long way in our
company. " Aspirants for sport man-
agement positions must have a well-
defined philosophy of how people
should interact with each other in an
organization. They must begin prac-
ticing this philosophy by personal ex-
ample. The prospective sport manager
must realize that competent task per-
formance and group maintenance are
JOPERD-September 1984
inseparable organizational goals. One's
ability to work effectively within
groups, and to treat employees at all
levels with the same respect as is given
the boss, are just as important as dem-
onstrating competence in performing
work assigned. Acquiring a reputation
for good "people" skills requires a
constant commitment to treating all
people with respect, patience and un-
derstanding at all times.
Step 4. Go Job Hunting
Assuming Steps I through 3 have
been completed, one is ready to enter
the sport management job market. If
an offer hasn't been made, start by
cashing in on the contact network men-
tioned previously. Put together a
professional resume and select refer-
ences who know your capabilities and
are well respected in the sport man-
agement field. Personally deliver the
resume to companies and individuals.
One's best foot and best dress should
be forward during interviews. Look at
sport trade journals or professional as-
sociation publications for job listings.
Be willing to relocate geographically
at the beginning of your sport man-
agement career. Choices about em-
ployment and the geographical location
of that job can be exercised once a
success record is established.
Conclusion
There are numerous job opportuni-
ties available in sport management.
However, a career as a sport manager
comes by design rather than accident.
It is essential to carefully plan one's
access route. "Pay your dues" by
starting at the bottom of a sport or-
ganization. Be sure to maximize all
exposure opportunities. Be sure to de-
velop and fine-tune "people" skills.
Above all, be a competent and con-
scientious performer of job responsi-
bilities and an "expert" in the chosen
sport field.
Reference
'The 1983 women's sports careers guide.
Women's Sports Foundation, 195 Moulton
Street, San Francisco, CA 94123 (send $1 for
postage and handling).
Donna A. Lopiano is director of In-
tercollegiate Athletics for Women at
The University ofTexas at Austin. Aus-
tin. TX 787/2.
19