Introduction
Across the country, millions of students participate in dozens of interscholastic sports at thousands of different schools. The management of all these programs lands at the meat of the athletic director at the majority of schools.
The role of athletic director varies from school to school and from state to state. Schools can offer just a few sports to dozens of sports, with some AD’s being part-time teachers and head coaches; compared to other AD’s being full-time administrators that do not teach, and have multiple assistant AD’s that also aid them. This analysis will focus on the general athletic director, while also highlighting special cases. The scope also differs by the range of grades that an AD is responsible for. A
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• Work with board of education and superintendent in creating the athletic budget.
• Oversee the entire athletic budget, and approve all athletic purchases.
• Maintain records/files for all student athletes. This includes athletic physicals, ImPACT tests, eligibility, and fees.
• Attend all sectional and state AD meetings. Also attend sectional meetings for each sports, at which new policies are developed and schedules are made.
• Ensure all athletes are eligible according to the state policies, and that all state policies are being followed.
• Manage the distribution, inventory, return, and recertification of all athletic equipment.
• Oversee the school’s injury management system, which can include overseeing an athletic trainer, or contracting out with other health care professionals. Also ensuring that all coaches follow correct channels before an athlete returns to play, and that there is constant communication between medical professionals, coaches, athletes, and parents.
Schedule/Facility
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Most AD’s work in conjunction with the high school principal, and are on an even “level” with the high school principal. Generally, the AD is evaluated by the superintendent.
Below the AD is the head-coach, followed by all assistant coaches going in the chair of command within their specific program (e.g. varsity assistant, head JV, assistant JV, junior high). (NIAAA, p.19, 2013) In most instances, the AD evaluates the head coach, and then approves the head coach’s evaluation of the rest of their staff.
Following this chain of command is vital for any athletic program. All conflict resolution must go through the head coach, then the athletic director, then superintendent, and lastly with the board of education. Each additional level is only taken if the previous level did not resolve the conflict. If this chain is broken, trust is lost between the levels, and power is authority is take away from the “skipped” party.
Success
In a growing trend that reaches to all corners of the athletic world, coaches are being forced to cope with the added stress of disgruntled parents. More and more they are required to defend personal coaching styles and philosophies, uphold team decisions and go head to head with angry, and sometimes violent parents. The pressure has gotten to the point where coaches all over the country are quitting or being forced out of their jobs by groups of parents. High school athletics should be about learning and having fun, and when parents cross the line between cheerleader and ringleader everyone suffers.
Athletic Director Description- Schedules all athletic contests and scholastic bowl matches, practice times and locations for elementary, middle, and high schools. Collaborates with the maintenance department to ensure that athletic grounds and facilities are properly maintained. Serves as the primary school division decision-maker for all athletic events. Collaborates with the community and school booster organizations to ensure that morale and support for athletics is high at all times. Purchases all necessary equipment for athletic departments within the funds allotted. Must have excellent communication skills and be able to effectively develop partnerships. Coordinates and participates in preparation for athletic and extracurricular activities.
Represents the university as its primary spokesperson for the intercollegiate athletics program; oversees public relations with faculty, staff, students, alumni, sports media, and the general public; works with the Assistant Athletic Director for External Relations and the Director for Media Relations to develop and implement public relations policies and objectives.
Today many Athletic Directors do a good job of administering the Title IX programs and arguably almost no athlete today even knows that there was ever a time when women’s sports were not a fabric of the school and that the female athletes were supported by the student bodies as evidenced by sold out arenas for such women’s basketball programs as UConn, Tennessee, and Stanford.
Since the 1972 conception of Title IX of the Education Amendments, the number of women participating in intercollegiate athletics has increased five-fold, from fewer than 30,000, to more 150,000 in 2001. However, more than 400 men’s athletics teams have been dismantled since Title IX, the law forbidding sex discrimination at institutions receiving federal funds, became law. Some would say this is due, in part, to Title IX enforcement standards like proportionality. Proportionality requires that an institution’s athletic population must be of an equal ratio to its general student body. Among some of the 400-plus teams dismantled by Title IX are several former Colorado State University teams including wrestling, baseball, gymnastics, men’s swimming and diving, and men’s tennis. CSU student athletes no longer sport the opportunity of participating in these activities at the NCAA Division I level, and the days of the student body rooting for their ram teams are gone, possibly forever. Now the search is on to find a solution to the problems associated with Title IX if, indeed, a solution is ultimately necessary.
Athletic Trainers play a crucial part in today’s professional sports. They also help on lower levels of sports in high school, and college level teams. The job of an athletic trainer is simple yet very important, they are charged with treating, and preventing injuries. A trainer does this by developing therapies to reduce pain, and improve mobility (“Athletic Trainer Salaries”). They have to stand for long periods of time, work well with athletes of different sizes, move or carry equipment around, good mobility and communication skills to give instructions (“Athletic Trainer, Healthcare Program”). These trainers serve as a crucial part of an athlete getting back into their sport. Athletic trainers usually work under the direction of a physician, so they are like the Doctor’s healing hands in action.
... and motivation to prepare athletes for competitive events and gain strength to get back to competing. Many times, they will conduct training camps, skill improvement courses, clinics, preseason workouts and tryouts, and training programs based on teams and individuals in specific sports.
Leaders in the school have hard decisions to help make on a daily basis. They need to evaluate their decisions to make sure they are ethical and effective. Administrators need to listen to all sides of a situation and evaluate all options before they make a decision. This process is difficult because administrators need to make sure that all parties involved are satisfied with the decision that was formed.
Siegel, D. "The Union of Athletics with Educational Institutions.” Athletics and Education. Science Smith Education, n.d. Web. 01 Apr. 2014.
Game Administration Introduction National University Athletic Affiliation (NCAA) is one of the biggest and fruitful non-benefit sports association engaged with the direction of the competitors. What's more, the NCAA is associated with the course of action of the athletic projects in colleges and universities in Canada and Joined States. The achievement of the NCAA since its arrangement in 1906 has been ascribed to the way it runs its operations. This angle is proved by its hierarchical structure and administration, the tenets and consistency measures it has embraced and the impact it has towards the university sports business. Likewise, an examination of the operations of the NCAA has been talked about in the paper.
An athletic director has many responsibilities organizing events, setting an example for students, but also faculty. According to Cylkowski (1988), “The collegiate athletic director must also be a fund raiser, a politician, and a personnel administrator” (p. 29). A collegiate athletic director has to know what he is going to face in the present, and future. Though, sometimes his actions can have a great effect of the situation. There will be times when a decision will have to be made and others around you will not appreciate the decision being the correct move, but the action
The National Collegiate Athletic Association is an organization that some universities are a part of, but not recommended to join. It is a non-profit association that regulates athletics of institutions, conferences, organizations, and individuals. It organizes the athletic programs of colleges and universities in the United States. It is designed to help prolong the lifelong success of college athletes. There are 1,121 college and universities, 99 conferences, and 39 affiliated organizations. There are over 460,000 athletes that make up the 19,000 teams that participated in over 54,000 competitions each year. My SWOT analysis will identify the strengths, weaknesses, opportunities and threats facing the association, when it comes to its daily business, finances, and rules and regulations of this organization.
First I’ll start off with what I think it means to be an athletic director. It is someone that administrates institutions, like colleges and universities, as well as in high schools and middle schools. They are the ones who oversees the work of coaches and related staff involved in any part
INTRODUCTION Imagine spending 40 hours a week on practicing for the next big game and having to study for finals. Then after that trying to find a way to be financially stable. But, how exactly does a student athlete become financially stable when all their time is spent on athletics or academics with no time at all work. This is why the NCAA should find a way to compensate these same student athletes for their time and increase graduation rates. Instead of punishing student athletes who are trying to find a way to support themselves by accepting money from school boosters, the schools should try to help the students.
This scholarly journal written by Eric Sobocinski is a very informal piece explaining the meaning of intercollegiate sports in America as well as the current state of intercollegiate athletes. He goes on to write about the history of sports such as the Greeks ideals and how they can help to transform intercollegiate athletics. He concludes by giving his recommendations for reform.