Ethics in sports management
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This document discusses ethics in sport management. It begins by outlining reasons why sport managers may be tempted to act unethically, including overemphasis on success, pursuit of prestige, and self-interest. It then defines ethics and ethical issues. The rest of the document covers basic ethical concepts like values, principles, and morality. It also discusses Kohlberg's stages of moral development and ethical theories like teleology and deontology. Finally, it provides guidelines for ethical behavior in sport management, including codes of conduct and the example set by top management.
Ethics in sports management
- 1. ETHICS IN SPORT MANAGEMENT Mr. DENNIS MARK A. DELA CRUZ
- 2. Why discuss ethics? The temptation for sport club managers and clubs to act unethically or immorally has become greater for the following reasons: 1. overemphasis on success 2. pursuit of prestige and material rewards 3. self-interest
- 3. Ethics …“ the objective basis on which judgments are rendered regarding right and wrong, good and bad, authentic and inauthentic behavior” Ethical issues… “ the questions, problems, situations, and actions that contain legitimate questions of right and wrong” Basic Ethical Concepts in Sport Management
- 4. Example of an ethical issue When a club manager recognizes that an oversight has occurred regarding the age eligibility of an athlete that will allow that athlete to compete in a younger age classification, should she bring the oversight to attention of thee governing body, or let the athlete compete so that the club team has a competitive advantage?
- 5. Ethical concepts 1. Values - A person ethics are based on values. - A value is anything a person assesses to be worthwhile, interesting, desirable, or important - Values in the form of virtues or moral values (loyalty, integrity, honesty, compassion, courage, perseverance) - Values in the form of tangible outcomes: -Money - Material objects - Values in the form of intangible outcomes: - Fame - Prestige - Reputation - Values are derived from a variety of source such as family, friends, teachers, and religion.
- 6. 2. Principles - Principles are universal guides that tell what actions, intentions, or motives are prohibited. - Principles enable values to be translated in action. Example, If the club manager values honesty, he will develop a principle that he will not falsify the paperwork regarding the age of participants. 3. Action - An action is the ultimate statement of a person’s values and principles. Example, a sport club manager can say he values honesty and develop a principle that he will not be dishonest in managing the club, but when asked to replace a player for one whose parents are influential in the club, what he does is the ultimate statement of his ethics. Ethical concepts
- 7. 4. Morality -Morality is the debate over the rightness and wrongness of an action. - A moral person does what is right. Example, a club’s coach who recruits a player away from another club to improve his team and further his reputation as a successful coach. In his recruiting, the coach fabricates false information about the player’s current club that sway’s the player’s decision. This coach can justify his action based on self-interest, arguing that he needs to stay employed or continue with his coaching career. Some may view his action as morally wrong, others may make normative judgments about the coach because he has benefited at the expense of another. - Moral development affect’s people’s ethical decision. Ethical concepts
- 8. Moral Development Kohlberg’s Levels and Stages of Moral Development
- 9. Preconventional level - The coach does not use overage players for fear of being discredited. - The coach does not use overage players because he wants to continue his career in the right way. Preconventional level - The coach does not use the overage player because he does not want to be viewed as a cheat by his family, close friend, and mentors. - The coach does what is deemed right to avoid guilt as well as to feel that he is a member of society. Kohlberg’s Levels and Stages of Moral Development
- 10. Postconventional level - In this case the coach does not use the overage player because if others do the same, a total breakdown of the integrity of competition as it is known could occur. - The coach does not use the overage player because it is not the right thing to do. Kohlberg’s Levels and Stages of Moral Development
- 11. Ethical Theories I. Teleological theories -are characterized by a focus on consequences. - Decisions are based on what will result from those decisions. - Actions that lead to good and valuable consequences are right, whereas actions that lead away from them are wrong.
- 12. Teleological theories 1. Egoism - is the belief that all people act in self interest. An egoist club manager will develop a topflight club program not for the benefit of the participants but for his own benefit (e.g.monetary reward, enhanced reputation, personal glory). 2. Utilitarianism - is the belief that the only moral duty is to promote the greatest good for the greatest number of people, such as to promote the greatest amount of happiness.
- 13. A utilitarianism sport club manager will make decisions that will be of the most benefit to the greatest number of people within the club. 3. Situation ethics - Situation ethics do not take into account overriding moral principles or rules. Sport club managers practicing situation ethics evaluate acts in light of the situational context. Teleological theories
- 14. Ethical theories II. Deontological theories - Sport club managers who practice deontological ethics believe they have an obligation to do right without considering the outcomes of their decisions. - Consequences do not determine the rightness of actions. A sport club manager with this ethical orientation will not recruit a player away from another club because it is wrong. 1. The Golden rule “ Do unto others as you would have them do unto you”. -based on the assumption that all people want to be treated well. A sport club manager will not try to recruit an athlete away from another club because he would not want that done to his club.
- 15. Guidelines for Ethical Behavior 1. Golden and Platinum Rules Golden Rule – treat others as you would have them treat you Platinum Rule – treat other people as they want to be treated 2. Four-way Test - Is it the truth? - Is it fair to all concerned? - Will it build goodwill and better friendships? - Will it be beneficial to all concerned?
- 16. Managing Employee Ethics Managers develop their organization’s guidelines for ethical behavior, set example, and enforce the rules they want to play by. 1. Code of Ethics -also called codes of conduct, state the importance of conducting business in an ethical manner and provide guidelines for ethical behavior - purpose is to establish moral guidelines to monitor the behavior of those under its authority - can address issues such as player recruitment, treatment of players and officials, dealing with parents, sponsorships, relations with other clubs, etc.
- 18. 2. Support and example of top management -Manager’s primary responsibility is to lead by example -Managers set the standard because employees tend to imitate manager’s behavior 3. Enforcing ethical behavior -If employees are not punished for unethical behavior, they will continue to pursue questionable business practices. - To help keep people honest, many organizations create ethics committee. -Such committees act as judge and jury to determine whether unethical behavior has occurred and what the punishment should be for violating company policy. Managing Employee Ethics
- 19. Reference: Eksteen, E.& bookboon.com.2014. Sport Management: Manual for Sport Management. 1st ed.pp.78-85