In the chapter about decision making a lot of it is relative to decision making in every day life. Even the definition that they give in the book has nothing to do with sports. The definition in the book states that a decision is a choice between two different alternatives. Although the chapter is kind of vague it is our job to use the information from the chapter and apply it to sports. The first aspect that I would relate to sports would be the programmed and non-programmed decision. The programmed decisions would be the type of decision that are made everyday like what type of promotions that you want to run at the game or what type of food you want to sell in the luxury suits. These decisions are often being made by people that have important positions, but they are not high up in the organization. The non-programmed decisions are the decisions that are being made that affect a large part of the team and the achievement of the main goals. Like trading for a new player or building a new stadium. These are often going to be made by high ranking officials within the organization.
Some of the most important things that they talk about in the chapter are the three different conditions that decisions are made in. They talk about certainty, risk and uncertainty. Just like the name sounds, certainty are the type of the decisions where you know what you have to put in and you know what you are going to get out. These are common in everyday life of an organization but they are often small task. The risk condition has to deal with decisions that you know what you have to put in but you don't know what you are going to get out. But the thing is there is often no reward without some type of risk. The last type of condition is uncertainty. This is a very high risk, high reward type of decision making strategy. You have no idea what you need to put in and you have no idea what the out come is going to be. But if you make the decision and it works out it often works out really well for you. These type of decisions are scary for a lot of people so that is why they pass them on to people that are often higher up in the organization.Decision Making within sports
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Nathan has a great point that sport management is not any different than the management of any other business, our focus is just must more narrow. Decision-making in sport should not be treated differently than a decision in a different setting, it is simply that the factors and variables are generally unique.
I agree, just because the factors are unique and may not apply to an organization out side of sports doesn't mean the decision making process should be conducted in a different or unique manner. Just like a law firm may have to decide whether or not to bring in a controversial (high risk) but successful (high reward) partner, sports organizations go through the same thing with athletes all the time. The best example I can think of is Terrell Owens. Buffalo decided the risks outweighed the rewards, so they chose to bring him in. Some major sports brands may have to make similar decisions in the near future with all the news surrounding Tiger Woods. It's unknown whether he can bounce back from his recent publicity, but the reward may be great if he does.