Documents for download
SPORTS MANAGEMENT :: ACADEMIC TITLES
a / Bachelor's degree of the first cycle lasting 3 years (6 semesters) - 180 ECTS
- Graduate manager in sports - 180 ECTS (Study program: Sports Management)
b / First cycle studies lasting 4 years (8 semesters) - 240 ECTS
- Graduate manager in sports - 240 ECTS
c / Second cycle studies lasting one to two years (2-4 semesters) - 300 ECTS (with master's thesis defense)
- Sports Management - Master of Sports Management - 300 ECTS
Sports managers perform tasks that involve mediation and leadership. This group includes the professions of directors of sports clubs and sports organizations with a small number of employees in the field of sports education, health, recreational, cultural and sports activities and on their own behalf or on behalf of the owners plan, organize, lead and control the activities of sports clubs. organizations.
These jobs include:
- business planning, organization, management and control;
- estimation of income and expenses;
- negotiations with suppliers, customers and others;
- planning and control of the use of material and financial resources and staff work;
- running daily affairs;
- reporting to the owner, if any;
- related jobs;
- planning, organizing, leading and controlling sports, recreation and events;
- supervision of other workers
The most general generic competencies at the level of each of the cycles of education, which must be possessed by every graduate regardless of the study program or. institution in which he completed his higher education, are defined:
- Dublin descriptors, which represent a set of criteria for students' expected achievement and ability to distinguish between different cycles of education, proposed by the Joint Quality Initiative (JQI), and which are accepted as the basis for describing each cycle of education in ministerial meeting in Bergen in May 2005.
- The General Framework for Qualifications in European Higher Education (EQF for HE), adopted at the ministerial meeting in Bergen in May 2005.
These competencies are categorized as instrumental, interpersonal and systemic:
- Instrumental competencies include:
- Cognitive abilities, understanding and manipulation of ideas and thoughts.
- Methodological abilities of communication with the environment: organizing time and learning strategies, making decisions or solving problems.
- Technological abilities related to the use of technological means, computers and the application of information management skills.
- Language skills such as written and oral communication or knowledge of foreign languages.
- Interpersonal Competences: Individual abilities that include the ability to express one's feelings, social skills such as inter-personal skills, teamwork, or expressing social and ethical commitment. These competencies enable the processes of social interaction and cooperation.
- Systemic competencies are those skills and abilities that apply to the entire system. They represent a combination of understanding, sensibility and knowledge with which a person will be able to see in what relationship the individual parts are and in what way they form a whole. These skills include the ability to plan for change to improve entire systems and create new systems. Systemic competencies require prior adoption of instrumental and interpersonal competencies
Qualifications that represent the successful completion of the first cycle (180-240 ECTS credits) are awarded to students who:
- demonstrate knowledge and understanding in the field of study, which builds on their secondary education and which is common at the first cycle level, with the support of appropriate resources for higher education (university textbooks, information and communication technologies), which includes aspects of knowledge of advanced achievements in a given field of study;
- can apply detailed knowledge and critical understanding of principles related to a given field of study / discipline in a way that demonstrates a professional approach to work or profession, and possess competencies that are usually expressed by the ability to form and support opinions and views and the ability to solve problems within a given field of study;
- have the ability to collect and interpret relevant data (within a given field of study) on the basis of which they make judgments that may also contain reflections on relevant social scientific or ethical issues;
- can apply basic knowledge acquisition methods and applied research in a given discipline, and are able to decide which approach to use to solve a given problem, and are aware of the extent to which the chosen approach is appropriate to solve such a problem;
- can present and convey information, ideas, problems and solutions to an audience that specializes in a given field of study, but also to an audience that is not specialized, using the appropriate language (and where appropriate, one or more foreign languages) and using communication technology;
- have built the learning skills necessary for further study, with a high degree of autonomy and the academic skills and characteristics necessary for research work, understanding and evaluating new information, concepts and evidence from a variety of sources;
- possess a foundation for future self-direction and lifelong learning;
- have acquired interpersonal and teamwork skills, suitable for employment and / or further study.
The realization of the functions they take over in sports and the social role that modern sport has, requires that managers in sports continuously improve the existing ones and acquire new specific expert abilities, ie. competencies. In the first place are conceptual logical thinking abilities that encompass the power of analysis and clarification of problems. These abilities gain in importance with the growth of the level at which the manager is in the hierarchy of management powers. In second place are interpersonal skills or the ability to direct interpersonal relationships, coordinate and harmonize the work of the group / team. Interpersonal skills are sought at all levels of management, but their importance grows as they go to the bottom of the power pyramid. The third are technical capabilities related to the specific requirements of a particular organization. Their importance is greatest at lower levels of management.
All actions taken by top management in order to use the opportunities in a timely manner or eliminate the dangers arising from the effects of external circumstances belong to the sphere of strategic management. Sports managers, but also coaches who are a kind of operational managers, must develop all three groups of abilities during their studies, and be trained in the elements of strategic management.
Specific descriptors of sports management studies:
Graduate students of sports management will be trained for the following competencies and qualifications:
- Fundamentals of management: Abilities in the field of business economics and macroeconomics with a special emphasis on sports from the point of view of the following phenomena: business of sports organizations, commercialization of sports in all areas, sports sponsorship, professionalization of sports, etc.
- Management (planning, organizing), project management in sports (leadership, management, consulting, control and project development);
- Basic qualifications in the field of sports marketing and sports law;
- Describing, analyzing and understanding (psychosocial) interpersonal relationships and phenomena in sports and the possibilities of managing those relationships;
- Competences in the field of development of interpersonal relations in different social environments;
- Competences in the field of providing and directing health and lifestyle of various target groups within prevention projects through sports
- Competences for predicting the development of lifestyle of sports audiences (under the influence of psychological, social, economic, environmental and cultural factors)
- Competences in organizational-psychological and sociological orientation in order to:
- Team development in sports ( both prestigious and recreational sports );
- Competences in the field of organizational-theoretical sciences (development of personalities, teams and organizations);
- Competences of analysis and optimization of organizational and communication structures in sports organizations;
- Competences for clarifying functions and behaviors in key areas of sport, from coaching systems to organizational systems
- Basic skills of applying biomechanical-anthropomotor methods in sports practice;
- Basic skills of applying medical and training-scientific skills to sports practice;
Competences in economically based management of sports and recreational target groups and in different environments.
Sport (recreational and top) and physical culture, as well as all social phenomena and relations generated by sport, represent an important part of the competitiveness of a community, but also its economic strength. The economy of sports and collateral activities related to sports is the economy of the tertiary sector and represents a significant social resource or. a significant element of the global and regional positioning of the social group. As the most important resources in this activity are still human resources, this investment in the so-called. "Human capital" in the complex of physical culture has the greatest importance, ie. the economic effects of these investments are significantly greater and longer-term than the effects of direct material investments in this activity. An investment in “human capital” is for the most part in fact an investment in education and information.
The main reasons for establishing studies of this type are:
- Lack of investment in the educational complex of physical culture with a built-in development component, in order to follow global trends in sports education;
- Unsatisfied staffing needs in the field of physical culture, sports and sports-related activities;
- Institutional shortcomings of the nomenclature of occupations and the established school system in sports, especially for the occupations of sports manager and sports coach;
Due to that, the whole range of occupations in sports remained neglected and underdeveloped, and the whole range of top athletes, after finishing their sports-competitive career, could not put their abilities and experience in the function of sports, because they lack formal education that is not based only on personal experience.
- The need for sports and collateral activities related to sports ( recreation, tourism, wellness, etc. ) are based on high professionalism, in contrast to the enthusiasm and volunteer principles on which they rest locally, which implies a different attitude towards sports education and nomenclature of sports occupations .
- Sports science has been neglected as a systematized scientific work, condensed experience and a value system that should ensure the true social valorization of sport and its further development.
- Marginalizing the application of the results of basic sciences to sports ( such as medical sciences, psychology, sociology, pedagogy, economics, management, informatics, etc. ) and the development of sports sciences as primarily interdisciplinary and multidisciplinary sciences, such as: phenomenology and sociology of sports, law and ethics in sports, social history of physical activities and sports, sports informatics and statistics, functional anatomy, physiology of sports activities, biomechanics, atropomotorics, economics of sports organizations, sports marketing, sports psychology, sports pedagogy, sports training didactics, financial, strategic and conflict management in sports and management of sports events and sports facilities, sports marketing, etc.
- Spontaneous development of key scientific disciplines in the science of sports: sports strategy and tactics, game theory, training science, didactics and methodology of sports, theory and practice of competition, etc.
- Certain sports such as health sports, recreational and entertainment sports, sports of target groups (children, the elderly, disabled people, etc.), occupational therapy sports, wellness, sports tourism, adrenaline resp. extreme sports and other forms of mass exercise have not been systematically organized and studied;
- The discrepancy between the high talent of potential athletes and the low level of expertise of coaches and other sports workers that can be overcome by systematic higher education and lifelong education of sports workers;
- The demands of high-tech top sports cannot be met by the lump sum knowledge of sports coaches and managers based on work experience, but by the application of sports science in the education and lifelong education of coaches and sports workers.
- Positive experiences in the application of innovative sports science curricula of developed countries;
- The need to study the field of sports sciences and related scientific disciplines that provide a holistic approach to the functions of physical culture, sports, sports recreation and health, in an interdisciplinary and multidisciplinary manner;
Graduates of "Management in Sports" also have primary sports skills, since during their studies they must complete two compulsory sports modules (in the 5th and 6th semester) in which they choose two sports or at least four sports within which they master basic and advanced techniques, tactics. , physical preparation and training of the given sports (branch), and they must achieve the prescribed results for the passing grade.
In addition to these narrow-sports competencies in the field of skills, students of "Management in Sports" have skills and competencies related to management, economics, organization, public relations, human resource management, etc., important for their primary profession.
Managers in sports occupy the following functions, ie. perform the following tasks: president and member of the Board of Directors, director of the club, head of various sectors of the sports organization (including finance), head coach, director, organizer and mediator of sports competitions and sporting events, etc. Sports managers should also manage sports facilities, as well as organizations and facilities in sports-collateral activities and activities in the wider field of physical culture (recreation, wellness, etc.).
Sports management studies are intended for managerial and organizational functions in sports organizations such as: management and leadership functions, support of professional processes, coaching, administration, planning and concept development:
- Functions and positions in sports organizations in national and international frameworks (federations, commercial sports-recreational and health organizations, tourist organizations);
- Analysis and optimization of organizational and communication structures in sports organizations;
- Functions in the areas:
- Health and wellness: management and control
- Sports and economy: work in the sports equipment industry, sports in companies, leisure sports, health sports;
- Sport and politics: cooperation in the development of sports and their national and international organizations
- Sports tourism: planning, organizing, clubs, hotels, etc.
- Leisure sports (recreation): planning, organizing, animation, etc.
- Training processes: planning, organizing, development, etc.
- Support / logistics of athletes and teams. Coaching teams in sports systems.
The study created the foundations for lifelong professional mobility and permanent professional development.
DEAN OF THE FACULTY OF SPORTS SCIENCES
(Dean of the Faculty of Sports Sciences)
He was born on March 22, 1977 in Zagreb. He completed his undergraduate and master's studies at the Faculty of Sports Sciences of the University "Apeiron", and at the same faculty he defended his doctoral dissertation on the topic "Effects of transformation processes in juniors in ple ...