Dr. Zeigler, the author of Management of Sport and Physical Activity (The Case Method Approach), is convinced that The Harvard Case Method should be used much more extensively and much more knowledgeably in sport and physical activity management in the 21st century. Using this teaching technique students read, analyzed, and then discussed real life administrative problems like those they would have to face in their future careers. The emphasis was on careful analysis and digging for facts. The instructor was very important with this approach, but he/she did not dominate the discussion or seek a predetermined goal. He/she served as (1) a resource person, (2) an evaluator of progress, (3) an informed member of the group, (4) a discussion chairperson, and (5) a summarizer. The student will find, however, that no new supply of knowledge is included one that must be learned. Here instead is an approach to the learning of management that the prospective manager of sport and physical activity has not yet met satisfactorily to a truly significant degree. This text can be used by itself at either undergraduate or graduate levels of instruction, or it may be used as a laboratory manual in conjunction with a more traditional, knowledge-oriented text. (For example, the author's Management Theory and Practice in Physical Activity Education (Including Athletics) was published in 2010 with this in mind (also available at Trafford Publishing, Bloomington, IN.“a href="http://www.trafford.com">www.trafford.com>) Down through the years of the twentieth century, the case method of instruction attracted favorable attention steadily and increasingly in business, law, educational administration, and the social sciences. Many who have managed programs, and who have perhaps taught the management course in the professional program, have felt the need for an improved approach to the subject at hand. Try it youself; you and your students (!) won't be disappointed.
This text is designed to provide the sport and physical activity professional with an introduction to ethical decision-making. It can apply readily to the reader's personal, professional and environmental (or societal) lif--if such a division can be established in connection with ethics and morality in one's life pattern. (In the final analysis, of course, everything is "personal.") Any new book being recommended for use by a great many people needs solid justification. In Applied Ethics Sport and Physical Activity Professionals, an excellent case can be made for use of this basic, multi-phased (1-2-3-4) approach to ethical decision-making offered here. Faced with the prevailing "ethical chaos" of the early 21st century--and keeping firmly in mind the vital need to preserve our individual freedom and civil liberties, it starts in a relatively simple fashion in Phase One. Actually the three steps offered here might actually "do it" for the reader (and for the author too!) in most situations! Then it moves progressively and sequentially through Phases Two, Three, and Four that are assuredly desirable, but optional. Although it says "optional," it is true that using one or more of them could serve to confirm or negate the reader's Phase-One decision. Interestingly, and importantly nevertheless, all four phases of this approach to ethical decision-making can be carried out successfully by a reasonably intelligent person. (Phase Four, a case method technique, can be pursued best in a group discussion of the issue at hand by those concerned.) It is argued here basically, for several reasons, that the young person in society today is initially missing out completely on a sound "experiential" introduction to ethics and morality. This is true whether reference is mad to that which typically takes place in the home, the school system, or the church--actually an experience that doesn't take place adequately!. In fact, the truth is that typically no systematic instruction in this most important subject is offered at any time. (And the author refuses to accept the often-heard "osmosis stance"--i.e., that such knowledge is "better caught than taught!".) In Part I, in an effort to improve the prevailing situation, the reader learns initially how this all came about, how and why such a terrible gap exists. Where previously, for many at least, a relatively strong, orthodox, religious indoctrination prevailed--and was of some help--the situation has steadily deteriorated in our present multi-ethnic, secular culture to a point where "confusion reigns" as to ethical conduct (see Chapters 1). This topic will be elaborated still further through a brief narrative explaining how such a confusing miasma came into existence on the topic of ethical values and problems in our society today (Chapter 2). Next the "good" and the "bad" will be explained briefly in historical perspective (in Chapter 3). Next, because this subject can become confusing unless the terms used are understood and one's reasoning is sound, elementary reasoning (i.e., informal logic or "critical thinking" was planned for Chapter 4--but it is now in the Appendix (for ease of reference). So Chapter 4 offers now instead a quick look at six of the major ethical routes or approaches extant in today's confusing Western-world scenario. Finally, in Part I, it is explained how a person's ethical outlook should be an implicit/explicit experiential approach that necessarily moves daily from personal to professional ethics (Chapter 5). In Part II, one basic philosophic approach to applied ethics--a three-step one--is offered as Phase One of a total four-phase, experiential plan that may be applied to a specific problem-solving ethical situation (Chapter 6). This plan of attack moves sequentially from the time-proven thought of three great philosophers of the past (i.e., proceeds from Kant to Mill to Aristotle). Then, a second, legal or jurisprudential approach (Phase Two) is introduced as a (possible) follow-up to Phase One using a four-step technique). This can be employed by those who wish to consolidate and support their embryonic decision-making process of Phase One somewhat more with a (jurisprudential) law argument (Chapter 7). Next, in Phase Three, the reader is presented with the possibility of strengthening and supplementing (i.e., verifying) his or her (Phase One) decision by carefully superimposing or blending the results of the three-step, philosophic approach onto the (jurisprudential) law argument developed in Phase Two (Chapter 8). Finally, in Phase Four, if the reader wishes to carry this analytic process one step further, a more detailed case method approach to ethical decision-making has been added (Chapter 9). Here one sample case will demonstrate the possible progression through the four phases resulting in ethical decision-making of a personal nature. At this point, moving into Part III of the book, after a brief explanatory discussion, Chapters 10, 11, and 12 offer a variety of ethical problems for consideration and "laboratory" practice. It was decided to divide these ethical problems into three reasonably discrete categories: (1) personal, (2) professional, and (3) environmental. (Of course, we appreciate that each of these categories is "personal" in nature, in that it would be an individual who would be making ethical decisions related to the case problems offered under each category). However, every effort is made through initial consideration of the nature of the ethical problem at hand to have a specific problem be (1) "largely personal" (e.g., one's private sex life); (2) "largely professional practices" (e.g., one's professional conduct on the job); or (c) "largely environmental problems" (e.g., one's involvement in combatting environmental degradation). Of course, there is bound to be some overlap among these categories. Exercises will be provided with each category (e.g., professional). The case situation or problem will be explained briefly but succinctly. Then, after a brief analysis, the reader is asked to follow the same progression through the one or (possibly) more of the four phases resulting in the making of a defensible ethical decision. The author has observed that many books of this nature propose a number of different philosophical stances, often in a semi-neutral fashion, recommending that the reader ultimately make his or her own personal decision about which to follow. In this book it was planned initially to follow this "striving-to-stay-neutral" approach. But then the author decided, also, that first he would provide an "easy-entry" approach as well, one that can be used before a person makes a final decision (i.e., as more experience and maturation are obtained during life). In addition, in Part IV, the author felt also that he had a responsibility to make his own position on ethical decision-making known at some point (see Chapter 13). He did this because he felt--especially since the turbulent 1960s when most students demanded it as a right--that (a) he owed that to you, and (b) he felt that so-called "scientific ethics" possibly offers the best hope for the entire world in the 21st century (or as soon as possible thereafter). A final, brief concluding discussion (Chapter 14) will urge the reader to follow through and to take it from this point in your own personal, professional, and public life. The need for critical evaluation will be stressed as he/she strives to form an evolving, possibly fluid, basis for sound ethical decision-making in what are bound to be difficult years ahead in the 21st century. If time is of the essence in the resolution of a pressing ethical problem of either a person or professional nature, you may well decide that Phases No. 2, 3, and 4--which can be considered as optional--are not absolutely necessary for y
A self-help book to assist the reader confront the 21st Century by determination of (1) philosophy of life and/or religion, (2) position on a socio-political spectrum, (3) individual recreation ("RQ") and (4) rationale for finding a life purpose.
This text is designed to help the reader develop an understanding of the socio-cultural foundations of developmental physical activity as they relate to the developing profession of physical education and educational sport. These foundations all lead in the direction of developing a better understanding of life and living. Such understanding should be of the past as well as the present. Additionally, it should continue on as we peer into an unknown future.
The American Crisis in Physical Activity Education was written because the author is terribly upset about what is happening to physical activity education and so-called educational sport within the education system. He lives in North America as a dual citizen, and he feels sad that we appear to be a large part of the world's problem! He thought that the world would be a better place for all people by the year 2000. Because now it definitely doesn't seem to be heading in that direction, he is forced to conclude: (1) that in many ways we are confused about what our values are at the present, (2) that we need to reconsider them and then re-state exactly what we believe they are in light of the changing times, and (3) finally that we will then need to assess more carefully, on a regular basis, whether we are living up to those values we have chosen and so often glibly espouse. Physical activity education, including what is called educational sport, is a field that in the 21st century is facing one more crossroad in its torturous historical development.
The introduction of this combined text and laboratory workbook - with its "tear-out" sheets on which to complete specific "experiences" - is a "first" in the field! It can be employed either by itself or in connection with a standard text that has limited or no practical exercises included. If desirable, also, the instructor could amplify what is offered here by the addition of other "laboratory experiences" developed from the listing in Part I of well over 100 desirable experiences under the five broad categories included. A comprehensive analysis of management science literature indicated the need to introduce a step-by-step plan for management skill or competency attainment. In doing so, the authors built on Katz's (Harvard) tripartite categorization of skills and expanded it to five subdivisions so as to cover also the personal attributes needed by the prospective manager, as well as those "conjoined" skills gained through a "combinatorial process" that the individual is required to employ on the job. What Katz calls human skills, we now call interpersonal skills so as to distinguish this category from personal skills (No.1 below). These subdivisions or categories are, therefore, as follows: 1. Personal skills (or developing one's own individual competencies prior to concentrating of the managerial task) 2. Interpersonal skills (or acquiring the skills needed to influence people positively to work toward accomplishment of organizational objectives and goals) 3. Conceptual skills (or learning to formulate ideas and plans while on the job as a manager) 4. Technical skills (or acquiring the various skills and techniques needed to cope with the various organizational details and problems that arise) 5. Conjoined skills (or developing the various managerial skills in some combination or proportion to achieve both immediate and long-range objectives and goals) Granting that Katz's categories of human (interpersonal, as we call it), conceptual, and technical managerial skills, along with our additional subdivisions of so-called personal and conjoined skills, are not mutually exclusive, this plan enables the teacher and the students to move selectively from theory to practice within each of the five categories described. The method for working toward the achievement of the specific competencies or skills is (1) through the provision of statements describing the objectives of the modules used to develop the competencies, (2) to offer "knowledge statements introducing the trainee to the theoretic bases of the competencies and their roles and functions in the management process, and (3) by recommending selected laboratory exercises for achieving a degree of success (at least) based on involvement in a variety of problem-solving experiences. After the student comprehends the problem to be met or solved, a questioning process determines (1) what needs to be known, (2) where this information may be obtained, (3) how to organize the actual learning experience, (4) what the probable result will be, and (5) how to evaluate the level of competency attainment (where such is possible). The teaching and learning process employed by the instructor is designed, therefore, to include a variety of laboratory experiences. The tear-out sheets for each laboratory experience are to be completed and handed in as indicated by the course instructor. In addition to standard lecture and discussion techniques that we assume will be included by the instructor, other learning devices available can include use of the case method, role-playing, independent study, interaction with a personal computer, elementary theory formulation, response to questionnaires and self-testing devices, individual projects, small discussion groups, etc. When the instructor wishes, and there is class time available, he or she can introduce action or applied research, based independent investigation (e.g., survey, game theory), debates, internship experiences, panels, forums, and so forth. Basically, a fivefold learning process is recommended. This process employs three steps: (1) understanding of the objective of the learning experience module, (2) reading and comprehension of a "knowledge statement" or "lecturette" about the particular skill involved, and (3) skill learning through analysis and practice. Thus, the instructor can (1) assess initial student status, (2) introduce selected experiences to strengthen areas of possible weakness, and subsequently (3) evaluate competency attainment.
The author's purpose in writing this book was to show readers that sport and related physical activity assumed greater or lesser importance starting with primitive societies and continuing to the present day. Sport and physical activity helped people in a variet of ways as they lived out their lives.
Philosophy of Physical Activity Education (Including Educational Sport) is designed to help you develop an early philosophic perspective of physical activity education, including educational sport. In the process you will also come to understand selected aspects of the field's historical background as a developing academic field and discipline. The field is called sport and physical education in the United States currently. However, as we move along in the 21st century, it is still designated as physical and health education in Canada. The term used most often to name the field worldwide is physical education and sport. Despite its obvious importance, there has been a gradual decline of physical activity education philosophy, including educational sport, within the professional curricula of physical activity educators and coaches. This appears to have taken place since the adoption in the 1970s of an almost pure analytic philosophical approach to the detriment of almost any applied philosophic endeavor. As you develop an understanding about your chosen life work, the author hopes that you, as a prospective professional educator, will be stimulated to examine yourself and your beliefs more carefully than ever before. If you will do this conscientiously, the result will be an under-girding personal philosophy that is sound, consistent, and logical.
A new text in management thought, theory, and practice applied to physical activity education and athletics required justification. Management Theory and Practice in Physical Activity Education (Including Athletics) has been planned primarily for administrators of physical education and athletics at several levels of educational institutions. However, much that is included here can be very helpful as well to the sport and physical recreation manager in public and/or commercial sport and physical activity. In other words, it is the underlying "thought, theory, and practice" that is fundamentally important. The twentieth century has been characterized as a transitional one in human history. Moving into the twenty-first century, we start down the path to finding the answer to this assumption. At any rate, changing times are occasioned by the impact of a variety of social forces on society. Additionally, such change has its accompanying, but often unsteady, influence on the professional training of leaders in the large number of fields that make up the society in which such change occurs. The caliber of young people recruited into the field within education is paramount, as is the way they are prepared for leadership roles as managers, teachers, coaches, performers, supervisors, or exercise specialists. This is OUR responsibility. We should carry out these assignments in a way that is comparable to that used in the finest professions.
In the The BigThrees Takeover of Sport, Dr. Zeigler argues that such a take-over of competitive sport by capitalism, nationalism, and democracy has become a very serious problem that gradually became a crisis as the twentieth century wore on. The main purpose of this bookto show that the commandeering, or take-over, of sport by the conglomerate of three, enumeratedhas created a situation where competitive sport has been increasingly degraded to a destructive professional morality espousing a mentality that screams: Winning is now not the most important thing in sport; it is the only thing! If indeed such is the case, this means that we must move now to assess the evolving situation more carefully than ever before
I am not against sport and related physical activity. What I am arguing is that, employed properly and correctly, exercise and sport–as one of a number of vital social forces (e.g., nationalism, ecology)–could contribute to the improvement of the current situation in human health enormously. Additionally, in the case of related physical activity (i.e., regular exercise or “physical activity education”) in the developed world, I believe humans are too often “abusing it by first not understanding it, and then by not using it more intelligently”! (Ironically, in the “undeveloped world,” people often get too much “exercise” just to stay alive!) Moreover, I believe that the active use of competitive sport worldwide to promote what have been called moral values, traits or attributes leading to world peace and good will, as opposed to so-called socio-instrumental values that often are overly self-serving. This would tend to create a social force of such strength and power that humankind might be helped as it confronts the social and physical devastation looming ahead. At the very least, I believe such active promotion would delay to a considerable degree the onset of what is increasingly becoming a destructive societal situation.)
The purpose of this book is to help the prospective director or manager of physical activity education and educational sport develop an initial understanding of selected aspects of the organizational environment that he or she will face. Such self-education about both the external and internal aspects of this environment should occur because a managerial revolution occurred in the 20th century, the limits of which we in education today still envision dimly. True understanding of "organizational culture" in the related area of the fitness industry in Canada, for example, is in its earliest stages. In the first comprehensive study of its type by Macintosh, he found that organizational culture did significantly impact "the attitude and behaviour of client members and staff involved in fitness operations" (2007, p. iv). Further, the management of change is an ever-present reality, a social setting being transformed by the steadily increasing importance of ecology as a basic social force. Assessing society's rate of change that has brought this onrushing development may be literally impossible. However, the onset of so-called postindustrial society has alerted us to the importance of one fact: we must increasingly search for synthesis and consensus because of conflicting demands and trends in our lives. "second wave civilization placed an extremely heavy emphasis on our ability to dismantle problems into their components; it rewarded us less often for the ability to put the pieces back together again" (Toffler, 1981, pp. 129-30). What we need now in all aspects of (Third Wave) life is to put this all in greatly improved an apparent context (Toffler & Toffler, 1884). Today we must do all in our power to "eschew obfuscation" (i.e., to be clear, concise, and precise in what we say and do). We have so much to deal with that is so obsolescent, and which should be viewed simply as excess "cultural baggage." This is nowhere more true than in many of the managerial myths that surface time and again in the immediate, on-the-job environment. (An example of this is the dismal myth that the person who assumes the managerial mantle knows best about everything; see Hunt, 1979, p. 19). Management of physical activity education and educational sport is the professional accompaniment emanating from the ongoing importance of wholesome developmental physical activity in people's lives. We urgently need the knowledge from onrushing behavioral theory that will help us to understand the managerial structure in an ever more-insightful manner. Question: Is it too much to hope that search committees recommend men and women for managerial posts who are committed to the employment of sound management theory in accord with ethical practice? Further, it is unreasonable to expect that when mistakes are made in manager selection that people will be prepared to rectify an unproductive situation at the first possible legal and ethical moment? With a truly scientific, but hopefully still sufficiently humanistic approach to management, coupled with an increasing awareness of the social influence of ecology, the managerial team and key associated personnel should seek to develop, employ, and maintain power and influence that lead to the achievement of planned goals. Many people within the organization will be involved in one way or another in assisting with the implementation of the fundamental processes of planning, organizing, staffing, directing, and controlling the operation of the organization. Throughout this series of experiences, it is imperative that good human relations be employed by all through the use of effective and efficient communication techniques. The successful implementation of these various processes is extremely complex, of course. This is why a topflight managerial team is becoming increasingly necessary to move a complex organization ahead. We must keep in mind that the external environment relates typically to the still broader physical and social environment of the public, semipublic, or private agency that the manger is administering within the society. However, there are now ever-increasing indications that this external environment has now become worldwide in scope. This aspect of the environment therefore needs its own theoretical subdivisions. Also, a manager should plan to assist the larger community (i.e., the external environment) by personally assuming some direct responsibility for society's welfare over and above his or her own immediate professional task. Now that we are all quite aware of the Toffler's concepts (1970; 1981, 1994) of "future shock" and "third wave world" we must be ready for our own collision with the future. The world will never be the same again but, then, it probably never was
What I Have Learned... (or Nonagenarian Natterings) (Trafford, 2012) might be considered a sequel to my Through the Eyes of a Concerned Liberal published in 2004. This sequel explains what I believe about various aspects of life and living (i.e., why I believe what I do; and what I sought to do about it all.) It could prove interesting to anyone facing the same or similar life problems in this crazy world that is becoming more scary as I write these words. What I say here should be easily intelligible-if not agreeable! -to any reasonably intelligent, concerned member of North American society. My historical interpretation laced with philosophical under girding led me to a belief that human civilization must be accepted as an adventure. How could it be regarded otherwise? As a young adult, I entered the realm of life assessment by seeking a purpose for my life. I accepted the philosophical stance known as pragmatism at this point, while seeking to solidify my acceptance of political and social liberalism as guidance throughout my life. I soon discovered the ever-present need to make defensible ethical decisions based on a wise choice of values. This matter was confounded by what I gradually saw as the ever-increasing need to counteract Americas value orientation as the world moves along in the 21st century. To do this I had to be sure that I was on the right track. I did this by finding myself once again through self-evaluation of my philosophic and socio-political stances. Hence, I encourage all North Americans to re-examine their values while embracing a modified form of postmodernism. Finally, I can only hope that America will come to its senses. America must somehow live up to the values it so glibly espouses
This book asks the provocative question, "who knows what's right anymore?" In answering this question, it serves as a guide to personal/ethical decision-making. North Americans have gotten themselves into a crazy situation because of the broadly-based, multi-ethnic culture that is developing rapidly. This means that any former idea about there being one GOOD and one BAD doesn't apply anymore. A new standard is needed to distinguish between RIGHT action and WRONG action as we strive and prosper in the 21st century.
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