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Sports Directorship

MSc

School - Salford Business School

Subject area - Business and Management

Start Dates(s): September

Duration:

Two years part-time

In Brief:

  • This programme provides a differentiated blend of analytics and management theories and practice essential for Sports Directors’ roles
  • You will be ideally prepared and positioned for the furtherance of your careers as sporting directors and positions above that in due course
  • The MSc in Sports Directorship will be delivered in a blended format over two years enabling students to study in a manner and place best suited to their working lives.
  • A part-time only course

Course Summary

Completing this course will enable you to feel confident that you will be a successful Sporting Director and it will also position you to move into a variety of senior roles in sporting organisations.

You will be able to interact at any level across any business in the sector.

You will learn about the modern sports environment where such innovations around analytics and its interface with traditional managerial activities are changing the face of what is, and will increasingly be, required of Sports Directors.

This is a closed programme. For all enquiries, please contact:

Visit: www.sportingdirector.com

Call: 0845 45 99 765

Email: info@sportingdirectorship.com

Course Details

The MSc in Sports Directorship will be delivered in a blended format over two years enabling students to study in a manner and place best suited to their working lives.

Each module is self-contained and delivered sequentially to ensure that all members of each cohort community can learn from each other.

Year 1                  

The Personal: critical reflection through the use of a leadership profiling tool, neuroscience of leadership and theoretical reflection frameworks.                              
Coaching and Mentoring: critically examine the importance of coaching, mentoring and action learning as approaches to facilitate development of yourself and others.                              
Leader as coach: evaluate role of leader as coach and complexities of developing and inspiring others.                              
Leadership development: critically appraise leadership theories including but not restricted to areas such as conflict, power, trust and collaboration                                    
Finding strategic advantage for sporting organisations. Concepts of strategic advantage (competitive,collaborative and customer).                        
Emerging leadership theories applied to performance of sports organisations.                        
Critical literature review and analysis.                        
Communicating and leading to build a performance culture.
Gaining commitment and developing a performance culture.
Action learning and action research principles explored and applied to the leadership of change within a complex sports organisation.      

Year 2                  

Governance      
* The regulatory authorities within the sports industry(eg FIFA, UEFA, PGA, WTAetc.)      
* Government involvement in sports      
* Governance within sports clubs      
* Governance within sporting leagues.      
Sports Law      
* Sport and the Law of Tort -contact sports      
* Sport and Sports Grounds -Hillsborough/Ibrox /Bradford impact of regulatory law      
* Employment Law connected to Sport - contracts / TPO      
* Criminal Aspects of Sports Law- Football Focus      
* Public Order / Banning Orders            
The problems of managing innovation in organisations; organisational culture; developing cultures which promote innovatory activity.            
Organisational structure and the effective management of innovation; interconnections between innovation, change and strategic management.            
Future competitive advantage in sports:            
* The Brain: Neuroscience and Psychology            
* The Numbers: Analytics and Statistics                    
Tasks chosen by students toinvestigate and recommendresolutions to relevant issuesat their own clubs or selectedorganisations.

Entry Requirements

You will need to have an undergraduate BSc (Hons) degree at 2:2 or above.

Interviews either in person or virtually are advised for the benefit of both parties.

Accreditation of Prior Learning (APL)

We welcome applications from students who may not have formal/traditional entry criteria but who have relevant experience or the ability to pursue the course successfully.

The Accreditation of Prior Learning (APL) process could help you to make your work and life experience count. The APL process can be used for entry onto courses or to give you exemptions from parts of your course.

Two forms of APL may be used for entry: the Accreditation of Prior Certificated Learning (APCL) or the Accreditation of Prior Experiential Learning (APEL).

English Language Requirements

International applicants will be required to show a proficiency in English. An IELTS score of 6.5 (no element below 5.5) is proof of this.

Suitable For

This course is designed to enable participants to develop their current careers or to enter the career of a Sporting Director in any sporting environment. It will enable those currently in coaching roles to cross into managerial or other related corporate roles.

Primarily it is a course that focuses on a role of Sporting Director, a role that is growing and will continue to grow in numbers and importance in the future.

Teaching

Learning will be driven by the tasks developed by the faculty staff and will be specific to each module and will be delivered in the most appropriate style for the composition of each cohort.

Assessment

This course is designed to accommodate a variety of learning styles such as –

  • Online 30%
  • Face to face 70%
    • Group
    • Task driven
    • Activity based

Postgraduate Staff Profile

This programme will be led by senior members of the Centre for Sports Business (www.salford.ac.uk/research/sbs/research-groups/centre-for-sports-business).

Professor Chris Brady is the Director of the Centre for Sports Business. Additionally, he holds several other professional positions. He also acts as an independent commissioner on the Football Association’s Football Regulatory Authority and he is a member of the League Managers’ Association’s (LMA) Leadership and Education Advisory Board.

Professor Simon Chadwick is the Centre’s sports marketing expert and has helped UEFA create its Certificate and Diploma programmes in Football Management, which he continues to help deliver for the organisation. Alongside this, he has written a Marketing guide for UEFA which is being used by the organisation’s 54 member associations. Adding to this, he has planned and run a series of staff development programmes for the Chinese Football Association.

Employability

The sporting and leisure sector is recognised as one of the few sectors guaranteed to grow over the next 10 years. Careers and/or jobs with Sporting organisations and associated businesses will continue to grow with the industry as a whole. These can range from coaching directors to commercial directors; essentially the sports industry is catching up with all other business sectors and in doing so are providing the same roles and titles but in a more exciting environment.

Links with Industry

The Centre for Sports Business has links within the industry with most governing bodies, The FA, the LTA, County Cricket, UK Athletics and with player associations such as the PFA and WTA. It is has also worked with the League Managers Association. The Centre also has close links with analytics companies such as Prozone, EA Sports and the 21st Club. This is just a flavour of the relationships the Centre has with the industry and there are many more (check the website). The course’s industry partner, VSI, is fully immersed and networked in the industry.

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