Mark H. McCormack Department of Sport Management at Isenberg

 

Course Descriptions

Courses are 3 credits, unless otherwise specified. Curriculum is subject to change at any time, and not all courses will be offered every semester.

 

  • SPORTMGT 200 - Sociology of Sport and Physical Activity An examination of the social relations within the institution of sport and its role in the reproduction and transformation of society. Topics include socialization, stratification, gender relations, race and ethnicity and social change. (4 credits)
  • SPORTMGT 202 - History of Sport and Physical Activity A survey of the history of modern sport and other forms of organized physical activity. Emphasis is placed on the struggles of women, people of color, and athletes to gain access and control of organized sport in the United States. (4 credits)
  • SPORTMGT 210 - Introduction to Sport Management An overview of the business of sport, including career opportunities. A study of the value of professional management to sport organizations. 
  • SPORTMGT 294B - History of Baseball  A view of American history from (1840-2004) through the eyes of our national pastime including labor battles between owners and players, famous Managers and Commissioner, legendary players and their accomplishments, struggles of minorities, women and immigrants, legislature and judicial involvement in baseball and the Steroid era. (4 credits)
  • SPORTMGT 298 - Internship
  • SPORTMGT 321 - Sport Marketing 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: MKTG 300 or MKTG 301.
  • SPORTMGT 323 - College Athletics An introduction to the management of college athletics, including a review of the organizational structure in regards to the intercollegiate athletic department, conferences, and the NCAA. Analysis of the prevailing issues in college athletics including financial trends, academic recruiting legislation, conference realignment, reform, and Title IX/gender equity.
  • SPORTMGT 335 - Introduction to Sports Law A presentation of the basic legal system, its terminology, and principles as applied to professional and amateur sports. Emphasis is on identifying and analyzing legal issues, the ramifications of those issues, and the means of limiting the liability of sport organizations.
  • SPORTMGT 375 - Public Assembly Facility Management An investigation of the functions of management in terms of operating and financing public assembly facilities. Included are public and private arenas, coliseums, and stadiums.
  • SPORTMGT 377 - Professional Sports Industry An examination of professional team sports as well as individual based sports such as professional golf, tennis, auto racing, and boxing including topics such as ownership, league operations, governance, the role and impact of television, labor/management relationships, licensing and sponsorship, and the perceived role of professional sport in American society. Course content will be disseminated through a combination of lectures, guest speakers, videos, readings field trips, and student presentations.
  • SPORTMGT 391C - Sport Agencies Exposure to the development and evolution of the sports agency industry, with a particular focus on the legal and ethical issues raised in that segment of the professional sports industry. The key areas of emphasis include contracts, antitrust law, labor relations, and agent-athlete relations. While the majority of the course materials focus on North American professional team sports, a global view of professional sport and the law will be encouraged.
  •  SPORTMGT 392C - Sport and New Media  An introduction to the means by which different sport brands and organizations are leveraging new media 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.
  • SPORTMGT 396 - Independent Study Projects, papers, or research. Must be approved and sponsored by a faculty member and approved by the Chair of the Curriculum Committee. 

  • SPORTMGT397H - Community Relations in the Sport Industry A seminar course combining readings from sociology, urban studies, social change and sport marketing to explore the state of community relations within the sport industry. The goal of the course is to introduce the theoretical foundation, and provide the technical knowledge, to students who want to work in community relations in sport. This course also offers a 1.0 credit Community Service Learning option during the semester.
  • SPORTMGT 424 - Sport Finance and Business  Basic theory in finance and accounting applied to managerial control of sport organizations. Included are forms of ownership, taxation, financial analysis, feasibility studies, and economic impact studies.
  • SPORTMGT 498 - Internship in Sport Management (minimum 12 credits) On-the-job learning experience in a segment of the sport industry. Minimum of 13 weeks. Pass/Fail only. Internship track and consent of adviser.
  • SPORTMGT 480 or 494PI - Sport Management Policy Critique of existing policies and development of suggested policies for the management of sport organizations. Capstone course for the seniors integrating academic work studied throughout the curriculum. A discussion of ethical issues encountered by today's sport managers.

  • SPORTMGT 485 - Sport Economics  The use of economic analysis to examine 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.

  • SPORTMGT 488 - Professional Sports and the Law An in-depth case-study analysis of the law as it applies to the professional team sports industry. Emphasis on contracts, labor law, antitrust law, collective bargaining, arbitration, and presentation of the professional athlete. Prerequisite: SPORTMGT 335.
  • SPORTMGT 491H - Seminar: Sport Event Sponsorship (Fall Semester) Overview of all elements of sport event sponsorships, including rationale, benefits, proposal development, and solicitations. Key component is solicitation of sponsorships for spring event. Open to Sport Management Majors with permission of the instructor.
  • SPORTMGT 492H - Sport Event Management (6 credits) (Spring Semester) Overview of all elements involved in sport event management. Key component of course is the planning, organizing, marketing and conducting of an event during the semester. Open to Sport Management majors with permission of instructor.
  • SPORTMGT 493B - Sport Promotion and Sales  This course builds upon Sport Marketing 321 through a more in-depth focus on the revenue-generation components of the sport industry. This course is divided into two sections: 1) retail-driven sales promotion (with focus on the tactics that companies use to leverage sport sponsorship); and 2) sport sales and sales management (with focus on theory and practice of relationship selling). This course includes an experiential learning-based project in which students develop and present a sport-themed sales promotion to industry executives.
  • SPORTMGT 493C - Sport Marketing Research A study to learn the fundamental aspects of sport marketing research and apply the knowledge to marketing practice. It is to understand how sport marketing principles and practices are combined and applied to solving sport industry problems. Specifically, the course will focus on studying basics of marketing research, survey development, and scientific research methods.

  • SPORTMGT 494H - Seminar: Ethics in Management of Sport Organizations An analysis of moral and ethical issues in organized sport. Emphasis is placed on the conflicts sport managers face as they attempt to operate commercial enterprises without compromising the basic tenants of sport and within the confines of the governmental structure of leagues. Open to Sport Management Majors with permission of instructor.
  • SPORTMGT 495H - Sport Sales Strategy This course is an experiential learning course requiring students to engage in the actual selling of local sport properties.  By the conclusion of the course, the student will, through discussion, investigation, role-playing, strategic analyses, field experience and guest lectures:  Understand how the concepts of relationship selling and after-marketing impact the sales processUnderstand the various sales methodologies used in sport organizations (personal selling, telemarketing, direct mail, cyber sales, retailing)
    • Be able to define and design effective sales campaigns for a wide array of inventory, including tickets, sponsorships, signage, luxury suites, and game program advertising
    • Critically evaluate and select the appropriate methodology to be used with the various types of products to be sold
    • Identify and analyze problems related to initial sales and renewal type sales and be able to formulate alternatives and/or solutions
    • Demonstrate sales presentation skills
    • Demonstrate ability to sell
  • SPORTMGT 497A - ST: Advanced Sport Sociology
    Explores the history of violence and discrimination in the world of sport. These particular problems continue to perplex sports administrators and enthusiasts. This course will examine in close detail the problems and possible solutions.
  • SPORTMGT 497B - Seminar: Sports and Violence  Sports and Violence utilizes Smith's typology of Sports Violence and Syke's categories of Moral Worth to investigate supposed legitimate and instances of violence in and out of sport.  Students will investigate the use of abusive practices by players, coaches and administrators.  We will also study instances of self abuse as well as preventive practices to lessen abuse.
  • SPORTMGT 497C - Seminar: Race and Sport   Race and Sport investigates how racial and gender formation degraded, defamed and denied women and people of color the opportunity to participate in sport.  The course will recognize the important milestones overcome and those yet to be broken.  This course puts a premium on students being able to critically analyze the institution of sport.
  • SPORTMGT 595A - Sport Communications. This course examines the various channels for communication within the sport industry. The primary focus will be an analysis of the ways in which sport organizations communicate directly with their target markets as well as in-depth discussion of the mediated devices used to consume sporting products.  Topics include: public relations, the uses of television, radio, and print media, the growth of the Internet, and new sport communication technologies. Furthermore, students will be charged with identifying future communication tools and assessing their potential impact on sport. 
  • SPORTMGT 595C - Sport Leadership. 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 following leadership components will be addressed and examined in this course: effective and ineffective leadership traits, attributes, and behaviors; transformational and developmental perspectives; team leadership; and crisis management, among other components.   

    The primary purpose of this course will be met by you having:

    •             Increased knowledge of leadership theory and techniques in sport organizations.

    •             Increased ability to understand the collaborative nature of leadership.

    •             Realized the importance of becoming aware (in real time) of your assumptions and the effect that those assumptions may have on how you learn current leadership strategies.

    •             Realized that leadership does not occur in a vacuum and that your actions and behaviors have implications on others (leaders and followers).