You are newly hired by ABC University (NCAA Division II level) as their Sport and Recreational Center Facility Manager. What would be your personal philosophy toward the job that you have just been assigned?
Submission Instructions:
- Your initial post should be at least 200 words, formatted and cited in current APA style with support from at least 2 academic sources. Your initial post is worth 3 points.
- You should respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts. Your reply posts are worth 3 points.
- All replies must be constructive and use literature where possible.
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Keyshawn:
My personal philosophy as the Sport and Recreational Center Facility Manager at ABC University, an NCAA Division II institution, is centered on safety, structure, and creating an environment where people can grow, perform, and feel supported. I view the facility as more than just a building. It is a space that should operate efficiently, feel welcoming, and contribute to both athletic success and personal development across the campus community.
First, safety will always be my top priority. Leading a facility starts with making sure every student-athlete, staff member, and visitor is protected at all times. This means conducting routine inspections, identifying risks early, and staying ahead on maintenance before issues escalate (Fried, 2015). I would ensure emergency action plans are clearly established and that staff are properly trained and confident in responding to any situation. Being proactive instead of reactive is essential when managing risk and maintaining a safe environment.
Second, I believe strong leadership is built on structure and accountability. A facility cannot function at a high level without clear systems in place. I would implement organized scheduling, equipment management processes, and access control systems to ensure efficiency and minimize conflicts (Schwarz et al., 2015). Standard operating procedures and routine checklists would help maintain consistency, while holding staff accountable ensures everyone understands their role in daily operations.
Another key part of my approach is learning from those who were in the role before me. I would actively ask questions to previous managers, staff, and stakeholders to understand what worked, what challenges existed, and where improvements are needed. This includes analyzing past issues, reviewing reports, and gathering feedback from current users of the facility. Taking the time to listen and evaluate past experiences allows me to make more informed decisions and avoid repeating mistakes, while also building on what has already been successful.
Third, I focus heavily on the user experience. At the NCAA Division II level, it is important to create a space that is inclusive, clean, and welcoming. The facility should support student-athletes in their performance while also providing a comfortable environment for students and the surrounding community. Being visible, approachable, and responsive to feedback helps build trust and encourages engagement.
Lastly, I believe in continuous improvement. Strong facility leaders are always looking for ways to improve operations, integrate new technology, and adapt to the needs of users. Through consistent evaluation, communication, and staff development, I would lead with purpose and maintain a facility that people respect and take pride in.
References
Fried, G. (2015). Managing sport facilities (3rd ed.). Human Kinetics.
Schwarz, E. C., Hall, S. A., & Shibli, S. (2015). Sport facility operations management: A global perspective (2nd ed.). Routledge.
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Markensley:
I have been newly hired by ABC University (NCAA Division II) as their Sport and Recreational Center Facility Manager. My first course of action would be to have a couple of weeks of observation period while allowing the team to operate in a typical business setting, as it was before me. This will allow me to understand the office standard, and this will determine my next course of action. I will hold regular meetings with all levels of the office operation to learn their duties and responsibilities, and this will also allow me to better grasp the overall office culture. Supervising employees and not simply their work, but also their success and professional growth, is one of a manager’s duties. It is crucial to encourage staff members to speak honestly with you as the manager and ask for help when they need it if the person who holds the manager position wants to be a strong leader. A lot of people will view the manager as a mentor or coach, and allowing them to reach out will help them feel more at ease (Fraraccio). According to the American Management Association, it is crucial to know the expectations from the senior management level in order to dictate the pace at which the new manager will execute their agenda (Becoming a First-Time Manager). As one gets the new role as manager/ or the promotion, it is crucial to keep the same credibility as this helped to secure that role, and one was brought into the position for a specific purpose. Slowly, I will impose the agenda I was brought in for, as it is essential to balance the professional relationship amongst the members of the team.
Reference
American Management Association. (n.d.). Becoming a First-Time Manager. YouTube.
Fraraccio, M. (2025, November 3). 11 expert strategies for new managers to succeed. CO.
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