Introduction to the analysis of strategic problems and decisions facing sport managers and leaders as well as ethical and implementation issues. This course for seniors integrates academic work from both General Education and major courses and satisfies the Integrative Experience requirement for SptMgt majors. [No credit after SPORTMGT 480.]

This course is based on the premise that while knowledge of leadership that is captured by readings, structured, and presented by professors in the classroom is a valuable tool for learning, it can be complemented by learning directly from experienced sport executives. This process of combining theory with leadership lessons from the "real world" will require you to read, reflect, write, and prepare diligently for 4-5 visits from top executives in the sport industry.

This course will revolve around how various sport properties are leveraging new media and new technologies, specifically, the Internet and mobile technology. Modules to be discussed include ecommerce, sponsorship, social networking and online communities, streaming video, user-enhanced content, and user-generated content.

Students will use analytics to study a wide variety of issues affecting the sport industry. Topics examined include: player performance measurement, in-game decision making, player selection/team building, and general administration such as marketing, pricing, contracts, stadium management, etc. Students will learn not only how the recent application of analytics has improved each of these areas within the professional and collegiate sport industry, but also how analytics can improve decision making in any other field of business.

The course provides an introduction to business analytics within the context of the sport industry. It first examines the range of cross-disciplinary concepts and techniques that form the foundation for the field of business analytics. It then applies these concepts and techniques to both the administrative side of the sport business - like pricing decisions, stadium management, etc. - and to the on-field side. With the latter, topics include player performance measurement, in-game decision making, and player selection/team building.

This course is based on the premise that while knowledge of leadership that is captured by readings, structured, and presented by professors in the classroom is a valuable tool for learning, it can be complemented by learning directly from experienced sport executives. This process of combining theory with leadership lessons from the "real world" will require you to read, reflect, write, and prepare diligently for 4-5 visits from top executives in the sport industry.

The use of economic analysis to analyze issues related to the sport industry. Topics include ticket pricing strategies, monopolization, players' labor markets, revenue-sharing, salary caps, competitive balance, and the subsidization of stadiums.

A study of basic marketing concepts with applications to sport organizations, both amateur and professional. Topics include promotions and public relations, sport consumer behavior, strategic market planning, marketing information management, marketing communications, and sponsorship. Prerequisite: MARKETNG 300 or 301.

In this course we search for the structure and enduring organization of college sports. We look for the development of college athletics that produced yesterday and today highly paid coaches, great fan enthusiasm, endless national media attention, and the opportunity for scandal and corruption. We search for the organic link that has bound intercollegiate sports to American higher education for over a century. This requires knowledge about what we were and what we have become. It is much easier to learn about what we have become than it is to learn about what we were.

Not available at this time.