MODULAR INSTRUCTIONS FOR PHYSICAL EDUCATION 4

PRELIM-MIDTERM

COURSE DESCRIPTION: Physical Education (PE) is both a discipline and a profession. As a curricular discipline, it
promotes an understanding of the centrality of movement in daily life, in all its forms-from meeting functional
requirements, providing opportunities for social interaction, analyzing the influence of contexts to one’s well-
being, to acknowledging physical activity and sports participation as significant cultural and health practices. It
contributes to the formation of constructive behaviors for managing the stress of academic and work demands;
providing the necessary ‘break’ from sedentary activities in the classroom and workplace; and developing school
loyalty and nationalism through the sporting culture, which in turn significantly shapes an individual’s identity.

COURSE OUTLINE

Week 1:

1. Understanding the Importance of Administration

Week 2-5:

2. Organization in Sports Management

3-5. Intramurals and Recreation Sports

Specific Objectives: (LO of OBE)

1. Students will be explain thoroughly the importance of administration

2. Define terminologies that relate to administration
3. Discuss the important philosophies in administration; and
4. Explore important values related to ethics

5. Students shall state and discuss the importance of organizational structure

6. Share and reflect critically personal experiences among peers
7. Relate and explain examples of the different concepts of power
8. Trace the development of the intramural and recreational sports’
9. Recall the history of athletic meets in the Philippines
10. Value the importance of scheduling games
11. Propose plans for tournaments and league play.
Discussion proper

Leadership, management, and administration are interchangeable. Leadership is defined as the act of guiding or
directing others, to a course of action through persuasion or influence. “ Some believe that managers and
administrators get the right things done; while visionary leader will do the right things (Mobley, 1997).

Effectiveness - doing the right thing

Efficiency - doing the thing right

Leadership or Administrative Titles

Management - The term management may be used interchangeably with administration (Parkhouse, 2001). To
illustrate this, it would be proper to consider the head of one swimming pool as the manager, whereas the person
responsible for the operation of the several swimming pools would more likely be an administrator or director.

Coordination - Frequently the title coordinator refers to one who does not have the authority or responsibility to
supervise or direct the other professionals. This person will usually be a staff of an administrator, such as
superintendent of schools, and works with principals, athletic directors, or head physical education departments in
coordinating the program among several schools. In higher education, coordinators frequently serve under the
chairperson and are responsible for one given sub-area such as the activity service curriculum.

Supervisor - A supervisor is an appropriate title for a person who has the direct authority of other professionals.
Frequently the position entails more responsibility over people rather than dealing with the technical aspects. The
titles supervisor, director, manager could be easily interchanged.

Chairperson or Department Head - Depending on the size and complexity of the department, the chairperson
could function as an administrator, manager, or coordinator. This person leads the academic faculty in a given
area.

Sport Management - Sport management is a relatively new field of the study and research for which there are now
degree programs on all levels similar to physical education, exercise science, health science or leisure studies or
recreation. The field of sport management had its roots in physical education in the United States and has now
spread to most developed nations (Horine and Stotlar, 2003).

BASIS FOR PHILOSOPHY IN ADMINISTRATION

To have grounded knowledge about administration, the students should gain an understanding of the
various traditional philosophies in general education courses as well as philosophy “major courses of physical
education and Sport (Horne and Solor, 2003).

Idealism - The administrator who emphasizes this philosophy would build programs to develop the spirit and
minded to the body, perfectionist looking for the best.

Realism - The administrator following the tenets of realism in sport and physical education would support activities
and programs that develop the body in which could be measured in several ways. Number of participants would be
more important’ support and believe in the real one.

Pragmatism - The administrator in sport or physical education who follow this philosophy would support those
programs and activities that help build school spirit and integration of all minorities into the mainstream of school
and community life.

Existentialism - An existentialist administrator in sport and physical education would make decision or determine
policy based on mostly on previous experience, although this philosophy emerges from freedom of choice and free
will.

Eclecticism - Following an eclectic approach means adopting parts of several philosophies rather than adhering to
just one. Almost administrators must become eclectic to some degree because of regulations or conditions beyond
their control - variety.

Ethics - Ethics relates to the study and standards of morality that individuals should follow. Questions of values and
concepts of right and wrong are weighted. Ethics tells people how they ought to act. - follows religious type, - what
is proper in the eyes of people or public
Values - are important part of ethics because our behavior (action and decisions) is based on the individual values.
A value is something that one believes to be desirable, important, an worthwhile. Values can also be positive or
negative that is good or bad.

TYPES OF ADMINISTRATOR

There are different types of administrators and are defined in some management books. The following
are the most common types of administrators:

Laissez-faire - means “let alone” A laissez faire administration is sometimes referred to as “anarchic” because the
head person assumes a very low profile and allows the organization to operate on its own. This can result from a
variety of reasons- mostly negative such as the administrator might be poorly prepared professionally, insecure, or
just plain lazy. This kind of administration allows little opportunity for positive leadership. - Lazy administrator fills
trust to the members.

Autocratic or Authoritarian - This type of administrator functions as a boss, not a leader. Frequently thsi form of
administration works well in the armed forces and in many industrial situations that require a high degree of
uniformity, controlled variables, and narrow objectives. Autocratic administrators can be efficient, in fact many
autocratic leaders state that they are that way because they are understaffed and overburdened with the
responsibility and thus must act autocratically to get the job done.

Democratic - Most authorities who belong to this type of administrator support the use of the democratic form of
administration. This is so because creative ideas from a group individuals can be generated in a lively meeting
which will be far greater from the same group this process, frequently described as group dynamics.

Advantages

- All staff have opportunities to determine their own professional destiny

- Young staff members gain experience in administrative matters through committee work

- Staff members who have had a voice in the planning of programs will more likely support and work with
substantial effort to make the programs effective

- Espirit de corps develops as the group works together;

- Weak or poorly conceived policies or programs are not as likely to be implemented, because more effort
precedes most decisions.

Eclectic - Through this approach, the administrator selects parts pf several different forms of administrators often
adopt a democratic style as a corner stone and mix in needed amounts of the laissez-faire and autocratic
approaches as special situations arise (Horine and Stotlar, 2003) - Consulting varieties of philosophy in order for
him to choose the best (Sigurista)

THE TASKS OF A SPORT MANAGER

Planning for the future requires gathering information which includes what has happened in the past and
where the organization presently stands. To fully understand this concept, the following tasks be remembered by a
sport manager:
1. Planning - This involves the choice of the objectives to be pursued, the means to achieve them, and the know-
how with regard to the allocation of the needed resources of the organization.

2. Organizing - This involves identifying, subdividing, grouping and coordinating the various activities required to
achieve the objectives of the institution.

3. Staffing - This involves the recruitment, selection, assignment, and development of the various kind of human
resources required by the organization.

4. Directing - This is the process of communicating with the influencing subordinates towards the achievement of
organizational goals

5. Controlling - This is the function of monitoring performance and undertaking corrective actions to ensure the
attainment of predetermined goals and objectives of the organization.

6. Evaluating - This refers to an evaluation of people in meaningful ways that will results in higher levels of
performance. Sport managers must be careful to plan evaluations with the staff and not to autocratically thrust
evaluations on them.

ORGANIZATION

The term organization structure is used here to define the manner in which the tasks of a sport
organization are broken down and allocated to employees and volunteers, the reporting relationships among
these role holders, and the coordinating and controlling mechanisms use within the sport organization (Slack,
1997).

The structure of each particular organization should be examined in terms of the following dimensions:

1. Complexity - This explains how the organization is divided into groups, sports, departments, or divisions that
may occur vertically, horizontally, or spatially.

2. Centralization - This refers to the levels at which decisions are made. The higher the degree of centralization,
the more likely that decisions are made at the top; the more decentralized, the more decisions are made at lower
levels.

3. Formalization - It relates to the extent to which policies, procedures, and rules govern the organization. In a
highly formalized organization such as a school, the teachers will have input as to when and how they will perform
their duties (Amis and O’Brien in Parkhouse, 2001).

4. Every committee shall perform the functions designated by the executiv committee. It shall coordinate
its program and project such other functions or task as may be assigned to it from time to time (Calo,
1984).

General Duties and Responsibility of the Committee Chairperson, Assistant Chair, and Committee Members

Committee Chairperson

1. Leads the committee members in coordinating its set-up and in delineating committee functions and activities.

2. Maps out members, plans, methods, and strategies in order to carry out the work of the committee

3. Calls, and presides over the committee regular and emergency meetings.

4. Appoints, designates and or assign members to specific areas of work.

5. Create with his members such subscommittees as may be deemed necessary for work implementation
6. Prepares with his/her committes a reasonable estimate of the probable expenses of the committee in
connection with his/her assigned duties and functions and submits it to the Executive Committee

7. Checks, coordinates, and follow up work progress of the committee

8. Acts as a liason between his committee and the Executive Committee

9. Coordinates his committee and cooperates with other working committees for integration of assigned tasks

10. Submits a comprehensive accomplishment report to the Executive Committee.

Committee Co-Chair

1. Assist the chairman in the internal and external management of the affairs and activities of the committee

2. Assumes the functions and duties of the chairman in case of the latters absense or incapacity

3. Performs such other duties as may be assigned to him by the committee Chairman, the committee itself and or
the Executive Committee.

Committee Members

1. Attend the regular or emergency meetings of the committee.

2. Accept willingly and freely committee work assignments in the spirit of true and selfless service.

3. Serve the committee by meeting satisfactory the demands and hardship of duty assigned tasks in the spirit of
cooperation and camaraderie

4. Perform such functions and duties as may be assigned by the chairman, the committee itself and or the
Executive Committee

The Different Concepts and Definitions of Power 1

Power is commonly defined as to what extent and in what manner we can get what we want, or what
capacity we have to get others to do what we want to do. It has been said that power falls into three categories.
The first category, is the the threat power. It will occur (Your budget will be cut, or you wont receive a raise).
Second category is the Exchange power, which is primarily productive. If you do something for me, Ill do
something for you. This might result in bargaining conversation, contract, or just an understanding. Destructive
potential exists if one party fails to live up to the agreement; but on the other hand, trust could be develop, which
would lead to the third level, called Power through integration. This has greatest, potential and this is based on
love and trust. Here the power pie gets bigger every time you cut it (Rist, 1993).

These following examples of power might be viewed as macro uses of power, while the following could be seen as
micro examples of power.

Reward power - offers to provide others with something they value.

Coercive power - operates with threats, injury, or abuse to another “if you don’t win, you’re fired”

Legitimate or authority power is gained through the position one hols. It has limited benefits, restricts group
problem or synergy, and obviously should be used sparingly and usually limited to emergencies in sport
management.

Referent power is based on mutual respect, develops slowly as values, interests, and personal situation are
learned about one another. Investing in listening and sharing will be required.
Expert power comes from superior knowledge, and while valuable to an organization, it has an advantage to the
individual only when the expertise is actually needed (Slack, 1997).

Information power is derived from the intelligence, amounts of data, and the accuracy of the information known
about the matter at hand or the organization. Sometime this is referred to as a corporate memory, which again
can be very valuable as specific times to an organization, but powerful to the person only at those times.

Group power relates to the power emanating from group dynamics and group synergy, which can be very,
powerful indeed and therefore must also be appropriately used so it doesn’t emerge into group think.

Leadership in Action

We have four gifts of leadership that leaders can be bestow:

Authorship - it is a sense of pride and satisfaction felt when something unique is created

Love - it refers to a person’s compassion and concern for others which in turn serve the best interests of the
institution and its stakeholders.

Power - It is the capacity to make a difference and to create an impact

Significance - This refers to the dual aspects of importance and meaningfulness.

Qualities and Skills Required for Leadership 2

1. Visibility - this can be achieved in a variety of ways. One of these ways is to be elected to a public or professional
office or perhaps being named man or woman of the year by a service club.

2. Whom you know or friends in the right places - perhaps shouldn’t be important, but it happens in every walk of
life. The more successful person speaking for you the more it counts.

3. Image - The impact of the image of the administrator in physical education or athletic is substantial

4. Enthusiam - This refers to possessing energy and a positive attitude. It is seen through willingness to work when
if you have been told not to volunteer for anything Administrator are expected to be human dynamos.

5. Assertiveness - It takes courage to speak out in meetings and offer creative solutions. The people who will be
tapped for future administrative positons are who ask the right questions and speak the right time (Horine and
Stotlar, 2003).

6. Academic Record - for ranking and qualifications purposes

7. Personality and Sensitivity - it is vital that many persons interviewing or selecting a new leader respond well to
a candidate’s personality.

Qualities of an Effective Leader (Horine and Stotlar, 2003).

1. Keeps emotions under control

2. Uses many kind of words

3. Gives reasonable decision

4. Encourages freedom of expression

5. Says daily (How can I imoprove my tact?)

6. Suggest construtive steps

7. Protect the weak and absent

8. Prevent ridicule

9. Is interested in what conferees say

10. Think of conferees comfort

11. Uses a pursuasive voice

12. Relaxes facial muscles when not smiling or frowning

13. Pays compliments freely and sincerely without flattering

14. Overlooks insignificant mistakes and

15. Has ideas that she or he practices

Decision Making

A popular way of identifying great leaders is on the basis of how they solve problems by making tough
decisions. Not all decision making processes are equally effective.

We have 3 C’s

Conflict - this refers to vigorous debate and cognitive conflict

Consideration - it tells that all must be recognize and believe that all views are entertained.

Closure - This refers to becoming adept at knowing when to end deliberations (Tucker, 2002).

Delegating

Effective leaders believe that delegating is a means of arranging for others to do work so that they have
the time and energy to synthesize and analyze information from within and without, and continue to make sound
decisions.

Guidelines for Effective Delegation

1. The staff members who have been delegated the responsibility must have the resources and authority
necessary to accomplish the task

2. The leader must must see to it that the work is appropriate for the personal

3. The leader gives clear instruction, and allows to way communication

 4. The leaders addresses accountability when handling out assignment

5. He or she includes an end report and evaluation statement

Leading Meetings

1. Define the purpose

2. Capitalize on what groups do best

3. Rewrite the meeting agenda

4. Avoid common task

5. Eliminate unproductive groups

6. Define appropriate topics for the size of the group

Opening and Closing Meetings

Set the tone by getting people interested with a shord, spirited introduction. Be sensitive of the scheduled
time of the meeting. Start on time. Read and explain the agenda, and ensure that everyone understands and
agrees on the purpose. Get the attendance before the start of the meeting so that you can get the quorum. Close
the meeting with in the announced time span by clearly. Stating what follow up assignments and decisions need to
be completed (Munter, 1997)

Development

Intramurals and recreational sports in both higher education and lower levels have grown out of the
natural desires of students to play and compete. Originally, units of competition were clubs or classes and contest
were loosely organized and primarily based on challenges from one team to another. Institution gave little support
or direction to the programs. In some cases, the intramurals within the walls gave way to extramurals and
gradually grew into varsity athletics (Horine and Stotlar, 2003)

In 1913 the first intramural programs under administrative control were established as the universities of
Michigan and Ohio State. By 1916, 140 institution had followed suit. In 1923 intramurals for women originated in
higher education; by 1925, intramural were established in secondary schools. 1950 the National Intramural
Recreational Sports Association (NIRSA) was founded by William Wesson at Dillard University in New Orleans
(Bucher and Krotee, 2002)

Brief History of Competitive Athletics in the Philippines

The athletic competitions were enjoyed by early Filipinos even before the western colonizers came and as
early as the pre-spanish times. When the spaniards came to this country, their primary objectives were to spread
Christianity. It is evident that education and competitive athletics did not receive much attention from them (Calo,
1984).

On August 20, 1901 American teachers arrived in Manila to purposely reinforce the teachings of physical
education and athletics and considered as the main emphasis of their tutorial mission in the country. The very first
thing the American administration did was to re-establish schools all over the islands with qualified soldiers as
teachers. The birth of interschool competitions followed. Baseball and track and field events were among the
sports included in such athletics competitions and in later part indoor baseball, tennis and volleyball were taught.
The athletic Badge competition was held to encourage individual achievement. Interscholastic was taken up by
public school’s in 1905. Schools in district formed themselves, and the districts grouped themselves into league.
 The Philippine Amateur Athletic Federation was organized in Manila in November 1911 to protect
amateur athletics. The PAAF soon grew in the size and influenced other bigger and stronger organizations, such as
Bureau of Education, Bohemian Sporting Club, Inter- Bureau, US Army, University of Santo Tomas, University of the
Philippines, Silliman Institute, NCCA , and the National University.

In the year 1938, the different inter - provincial meets were reorganized through the former
superintendent of physical education, Mr. Serafin Aquino.

These inter- provincial meets were participated in by following:

- Northern Luzon Athletic Association

- Central Luzon Athletic Association

- Manila Bay Athletic Association

- Insular Schools Athletic Association

- Southern Luzon Athletic Association

- East Visayas Athletic Association

- West Visayas Athletic Association

- Mindanao Athletic Association

Athletic meets were held in different places as Sorsogon, Malolos, Dumagauete, Bacolod, Manila, Tarlac,
Tacloban, Batangas, and Cabanatuan till the outbreak of World War II.

In the contemporary period, the massive selection of athletes starts in the school, where students
compete in the intramural meet and later compete for a higher level in the city or provincial meets respectively.
Today, best athletes will sure compete in the national level- the palarong pambansa.

Different Perspective of Athletic Meets in the Philippines

Legal Perspective

The different sports in the Philippines are one of the main concerns of our government. This is stipulated in the
1987 Constitution, Article XIV which states: “ To foster the values of self- discipline, teamwork, and excellence for
the development of a healthy and alert citizenry, the Constitution adopts the State policy of development of
promoting physical education and encouraging sports programs, including training for international competitions’’
(Santos, 2005).

The following are the levels of sport competition undertaken by the Department of Education

- Palarong Pambansa (National Meet)

- Regional Meet (Palarong Panrehiyon)

- Division Meet (City/Province)

- District Meet

- School Intramural Program (First Stage)

The Philippine Sports Commision is a government agency responsible of recruiting and of training potential
athletes to represent the country to any international competitions, such as the OLYMPIC GAMES and other
international games.

Philosophical Perspective:

Philosophies in general education are considered in holding athletic competitions because they help tournament
organizers develop personal truths that affect every area of their actions in their daily lives.

Below are the three reasons of the Importance of philosophy to sport and the like.

1. To discover what there is to know

2. To guide practical actions, and

3. To produce a deeper understanding

Psychological Perspective:

In athletic competitons, one must consider the factors affecting the learning and the performance of
physical skills and with how athletes are affected by both internal and external factors. The performance of every
athlete can be evaluated through the effect of motivation, arousal, anxiety, personality, social and other factors.

The following are the advance objectives in conducting athletic meets:

For Health:

- the activities must be healthful in nature, as such compliance with common safety and sanitation
standards should be insisted upon

For Leisure Time:

- the paticipation in both sports and games should open oneself to an array of wise selection of use of
leisure time and recreational activities respectively.

For Development of Citizenship:

- the athletic meets should help eact participant in adjusting himself to kind of society he lives. Team spirit
which results from team or group competition is a memorable and valuable experience to each participant.

For Social Contacts:

- the athletic meet must offer an oppoturnity of winning friends, in both smaller and larger meets. The
chance of meeting other similar age is vital to happiness and well-being. The grounds and fields of athletic
competition are the testing avenues of reality. More so, athletic meets provide others the chance of knowing and
of discovering unique traits and personalities as well.

For Pleasure in Playing:

- Sporting events and a wide array of activities should be of varied types so that different interests may be
catered. Special consideration should be given to the inclusion of as many sports as the management can in
athletic competition.

For Academic Standing:

 - participation in athletic meets must be a healthful aid in making good of ones studies; it is believed that
the mind and body must work together. On must take note that time management may help one achieve his
desires for success.

Terminologies Related to School and Campus Recreation Programs

Intramural - within the school

Extramural - Outside the school

Play day - tune up games

Sports day - tune up game but will not declared their school identity

Club sport - specific club like chess club, basket club, organization of different games in the school