Management

Management

Name:

Institution:

Management

Job Scope

            The President or Chief executive Officer roles according to the job cope are divided into the managerial, leadership and visionary aspects of the Unruhly University. According to his managerial scope, he should advise the board, ensure there is organizational and stakeholder changes related to the sports requirements in the university and support the staff under his jurisdiction in their programs. He should oversee all the sports operations within the university at the managerial level, implement new plans into execution, manage the human resources of the institution especially concerning the lower-level management and second tier requirements. Formulation of policies and guided course of actions are all entrusted in his job scope. He is also adept to selection and evaluation of the various board members entrusted within the management of sports departments in the university while making recommendations through the orientation. In his role of chief executive officer, he holds the final decision-making process of all operations within the university’s sports department while assuring the board of the mission, vision, programs and entrusted outcomes of the institution’s venture. Finally, he represents the consistency and face of the university’s sports and managerial capabilities through his responsibilities.  

Job Analysis

            The Football Trainer’s job analysis is based on the requirements within the sports department of the university. He should be able to plan the coaching activities, session, and programs by responsibility of overall leadership. He should be able to execute, assess, evaluate and advice on the football requirements within the institution at all times, refer to the fitness programs and technical skills development plans. He should develop and discuss analyzed strategies of all programs initiated within the jurisdiction of the institution’s requirements while supervising the enactment through the assistants and junior staff members. He should oversee implementation plans, changes and adoption of new training regimen of the involved athletes within the institution is planning curriculum and advice to the president accordingly. He is mandated with running of all football clinics, evaluation of staff members, recruitment, and subsequent improvement mechanisms for the respective assistants. He is answerable to the Chief Executive Officer on all matter concerning football enablement within the institution at all times while carrying routine update from the junior members of the staff.  

Job Description

            The trainer Assistant 1’s job description entails the entry requirements, supporting documentation and approval references. On the entry requirements, the assistant should have minimal level one and two coaching certificates from recognized institutions. In addition, five years experience of the programs and modules involved win should be evidenced. Qualifications of a reputable and further prognosis in advancement of interested sports discipline are highly encouraged. The core roles of the assistant include reporting to the football coach of the institution at all times while being answerable to the board upon summoning. Responsibilities include implementing the approved programs, schedules of athletes, sessions, and activities according to the planned routines. Provision of feedback on player performance, fitness, technical skills, and evaluation are prerequisite. Development of strategies, tactics, and communicated team play should be available whereas guidance on nutrition, prevention of injuries and recognition are part of the job description. Involved research in developmental improvements while liaising with the football coach is an added jurisdiction as an assistant. Minimal supervision is entailed while constant communication and approval from the football coach is essential. The communicated working hours include full-tie through the week with remuneration as of between five to seven dollars an hour.    

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