1. The process for developing a shared vision statement is explored in Chapter 5 of the textbook, and highlighted in figure 5.1 (p. 88).  But as cited in our book: “Having a vision but not communicating it isn’t much of an improvement over not having a vision at all” (Cartwright & Baldwin, 2007, p. 24, as cited in Scott, 2014).  So this question is about how we communicate a vision once it is developed. Cartwright and Baldwin (2007), as cited in our textbook, elaborate on six key recommendations to communicate a vision. These can be found on p. 87 of our textbook.

Below, you will find an attachment/link to three different vision statements from various sports organizations that are already being used.  After choosing ONE of those three vision statements, your task is to explain examples of how you would go about communicating that particular vision using 4 of the 6 recommendations on p. 87. 

The 4 examples you choose should be explained clearly and in detail. For example, if you chose to expand on “being a ‘visible ambassador’ to the organization’s vision”, go beyond an obvious, short response like “being at events”. For instance, you’d describe and outline how “being a ‘visible ambassador’” applies specifically to the vision statement you’ve chosen to work with in that particular organization.

SportsVisionStatements_Exam2.pdf

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Question 25 pts

In Chapter 6, our textbook looks at complexity and problem solving within sports organizations.  One recent case that stands out as a “case study” in this area is the disturbing events and allegations surrounding the Baylor Athletic Program and how they have impacted Baylor as an institution. What stands out here, aside from the obvious concern about the people who have been victimized, is the growing complexity and problem solving necessary in the Baylor Athletic organization (and one can argue overall university organization).

I believe one way to frame this to demonstrate your learning in this class through this example is by employing the Bolman and Deal (2008) multiframe perspective (see pp. 109-112) to what is happening at Baylor. I would like for you to use the 4 frames of reference described in the book to examine the Baylor case.  More specifically, please describe clearly and with sufficient detail how the Baylor leadership (Coaches/Athletic Organization/Administration) has emphasized or used each of these frames in their problem solving (or lack thereof)?

I am sure some of you have already followed this story, as it’s been a major news story for quite some time.  But here are few links that can be read or used to find more information about what has (and has allegedly) happened at Baylor.  These resources should provide ample opportunities to find instances where the 4 frames of reference have been applied by leaders:

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