Decision making in hiring: Intercollegiate athletics coaches and staff

To successfully evolve, organizations should change at the same pace as the environment changes. It is particularly important when adapting and utilizing new media technology is a huge part of an organization’s success. Presently, media professionals in all industries including intercollegiate athletics are experiencing a significant change in their work environment due to the ever-changing nature of new media technology. In particular, media convergence, an integration of production by combining both old (e.g., television) and new media (e.g., the Internet), has been one of the most influential phenomena creating unexpected changes and complex dynamics in the current media industry. Nonetheless, what have been previously overlooked in sport communication literature are challenges generated by media convergence, which affects the nature of sport communication. This case study provides a scenario based on semi-fictitious information so that students can critically examine the dynamic nature as well as the effect of media convergence facing sport communication in intercollegiate sport. Further, the students are provided with an opportunity to practice decision-making skills to address the challenges stemming from media convergence. By doing so, discussion regarding media convergence in the context of intercollegiate sport could be better presented to relevant classroom discussion.

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Multi Criteria Decision-Making: Ticket Sales Outsourcing in an NCAA Division I Athletic Department

Case Studies in Sport Management ◽

10.1123/cssm.2017-0027 ◽

2017 ◽

Vol 6 (1) ◽

pp. 31-38 ◽

Cited By ~ 2

Author(s):

Seungbum Lee ◽

Matthew Juravich

Keyword(s):

Decision Making ◽

Intercollegiate Athletics ◽

Multi Criteria Decision Making ◽

Athletic Department ◽

Athletic Departments ◽

Ticket Sales ◽

Intercollegiate Sport ◽

Division 1 ◽

The Status ◽

Outsourcing Decision

Outsourcing in sport is not a new phenomenon. Specifically, outsourcing in intercollegiate sport has become common among athletic departments across the NCAA. While outsourcing can be employed to generate increased revenues via enhanced sales, marketing, or fundraising functions, many midmajor institutions are utilizing outsourcing partners exclusively to manage ticket sales. As such, this case presents a scenario in which an athletic director and her management team are faced with assessing three options related to ticket sales outsourcing at a midmajor NCAA Division 1 institution. Utilizing the lens of multi criteria decision-making, financial, nonfinancial, and circumstantial data are provided for readers to address an outsourcing decision in the context of intercollegiate athletics. By examining three options including maintaining the status quo, considering another outsourcing partner, or bringing ticket sales operations in-house, this case provides an opportunity for students to investigate the role of ticket sales outsourcing as it relates to revenue generation, a pertinent issue for athletic departments across the NCAA.

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Use of the Responsible Decision Making Model for Athletics (RDMMA) to Address Conflicting Priorities at NCAA Division I Member Institutions

Sport Management Education Journal ◽

10.1123/smej.4.1.60 ◽

2010 ◽

Vol 4 (1) ◽

pp. 60-75 ◽

Cited By ~ 2

Author(s):

Athena Yiamouyiannis ◽

Heather J. Lawrence ◽

Mary A. Hums ◽

B. David Ridpath

Keyword(s):

Decision Making ◽

Intercollegiate Athletics ◽

Ncaa Division I ◽

Title Ix ◽

Unintended Consequences ◽

Division I ◽

Background Information ◽

Practical Application ◽

Decision Making Model ◽

Provide Background Information

Intercollegiate athletics administrators face many difficult and complex issues throughout the course of their careers related to balancing athletics budgets, remaining competitive in select sports and complying with Title IX. To better prepare future athletics administrators to handle these challenges, the authors provide background information on the complexities of the issue, discuss use of the Responsible Decision Making Model for Athletics (RDMMA) as a tool to assist in the process, and demonstrate the use of this model as applied to intercollegiate athletics. The RDMMA provides a framework from which to organize information, ensure all constituencies are considered, save time in decision making, and evaluate intended and unintended consequences of decisions. Professors can use the RDMMA as a tool in the classroom to bridge the gap between academic theory and practical application of these concepts to help guide future athletics administrators on how to approach complex issues and responsibilities.

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Decision-Making Process Associated with Adding NCAA Division I Sports Programs

Journal of Intercollegiate Sport ◽

10.17161/jis.v14i1.13750 ◽

2021 ◽

Vol 14 (1) ◽

Author(s):

Sloane Milstein ◽

Zack Damon

Keyword(s):

Decision Making ◽

Intercollegiate Athletics ◽

Ncaa Division I ◽

Ice Hockey ◽

Division I ◽

Structured Interviews ◽

Economic Climate ◽

Sports Programs ◽

Sport Teams ◽

The University

Recent college sport headlines highlight the decision to cut teams during the COVID-19 pandemic. Citing the expected budgetary impact, Old Dominion announced it was cutting its wrestling program. St. Edward’s University is cutting the men and women’s tennis, men and women’s golf, and men’s soccer. The University of Cincinnati eliminated its men’s soccer program with more programs to follow. Yet, a number of institutions are charging forward and have announced the addition of a team(s) to their athletic offerings. Plymouth State will add men’s swimming, Indiana Tech is adding women’s ice hockey, and Augustana College just added men and women’s water polo. Such additions are somewhat surprising given the difficult economic climate currently facing higher education and intercollegiate athletics. This study sought to identify a structure that NCAA Division I decision-makers took part in when adding a team in previous years. Accordingly, the authors conducted expert-based, in-depth, semi-structured interviews with 15 Division I athletic administrators representing 23 sport teams. The following decision-making phases were identified: Identification, Justification, Evaluation, Acceptance (or Interruptions), and Authorization. Theoretical and practical implications for institutions seeking to grow their sport offerings are provided.

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Discarding optimality: Throwing out the baby with the bathwater?

Behavioral and Brain Sciences ◽

10.1017/s0140525x18001401 ◽

2018 ◽

Vol 41 ◽

Cited By ~ 1

Author(s):

Patrick Simen ◽

Fuat Balcı

Keyword(s):

Decision Making ◽

Perceptual Decision Making ◽

Reward Rate ◽

Perceptual Decision ◽

Standard Observer ◽

Rate Maximization ◽

Reward Rate Maximization ◽

Descriptive Standard ◽

Observer Model

AbstractRahnev & Denison (R&D) argue against normative theories and in favor of a more descriptive “standard observer model” of perceptual decision making. We agree with the authors in many respects, but we argue that optimality (specifically, reward-rate maximization) has proved demonstrably useful as a hypothesis, contrary to the authors’ claims.

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LPCD framework: Analytical tool or psychological model?

Behavioral and Brain Sciences ◽

10.1017/s0140525x18001383 ◽

2018 ◽

Vol 41 ◽

Author(s):

David Danks

Keyword(s):

Decision Making ◽

Analytical Tool ◽

Mathematical Framework ◽

Bayesian Decision ◽

Perceptual Decision Making ◽

Psychological Model ◽

Psychological Reality ◽

Psychological Theories ◽

Target Article ◽

Bayesian Decision Making

AbstractThe target article uses a mathematical framework derived from Bayesian decision making to demonstrate suboptimal decision making but then attributes psychological reality to the framework components. Rahnev & Denison's (R&D) positive proposal thus risks ignoring plausible psychological theories that could implement complex perceptual decision making. We must be careful not to slide from success with an analytical tool to the reality of the tool components.

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Elaborating the role of reflection and individual differences in the study of folk-economic beliefs

Behavioral and Brain Sciences ◽

10.1017/s0140525x18000274 ◽

2018 ◽

Vol 41 ◽

Author(s):

Kevin Arceneaux

Keyword(s):

Decision Making ◽

Individual Differences ◽

Cognitive Processes ◽

Evolutionary History ◽

Behavioral Responses ◽

History Of ◽

Economic Beliefs

AbstractIntuitions guide decision-making, and looking to the evolutionary history of humans illuminates why some behavioral responses are more intuitive than others. Yet a place remains for cognitive processes to second-guess intuitive responses – that is, to be reflective – and individual differences abound in automatic, intuitive processing as well.

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