Sport management is a very diverse field. Just ask Keith Lambrecht, coordinator of a sport management program.
"A sport manager may be seen as a CEO of an organization. Or he may simply be in charge of an equipment room. A sport manager is the person who deals in the management of something that's related to sports. He may be in charge of the equipment room, the team or the intercollegiate athletic department," says Lambrecht.
"Someone with an undergraduate degree may get into a technical position in the sport industry or a low-level management position, whereas a person with a master's should be able to get into middle-level or the beginning of upper-level management.
"A master's degree really sets the person apart, indicating that this person has focused on the management of the sport. They have experience and have been in the workforce for a while. Now they can combine that with more coursework, and they're prepared to manage a sport team."
Because women's sport is growing, management holds many opportunities for women, particularly in intercollegiate activities. "Part of the downfall, though, is that sometimes men fill those positions. But the women who graduate from our program have no problem finding jobs," says Lambrecht.
What advice does Lambrecht have for students considering sport management as a career? "A sport manager who runs an athletic club needs to understand how many members and how much money is needed to operate the facility. How many employees do they have to have? How much can the manager pay them? How can he keep them satisfied? What about the marketing and public relations aspects? Those are more important than knowing how to swing a tennis racket," he says.
"If students want to work in an intercollegiate athletic department, they need to do their coursework and their internship in intercollegiate athletics.
"If they want to work in professional sports, than we try to get them an internship in professional sports, because that's where they need the experience. The coursework is very important, but the internship is extremely important in order get the experience within that field."
Sue Vail is an instructor of sport management. Before deciding on a career choice, Vail emphasizes the importance of knowing yourself.
"Spend some time writing down what you value and what you want out of life. What's your personal mission statement, and your strengths and limitations? What aspects of the sport management industry interest you?
"There are so many opportunities in both the public and the private sectors, and they are quite different. You absolutely need to do your homework and research those aspects of the field that interest you, which means talking to people in the career."
Vail believes the field holds many opportunities for women. "The future is wide open for women. There are many women entering the ranks of professional sport management, amateur sport management, sporting goods management and corporate sport marketing."
Lana Daniel is executive director and sport manager of a provincial soccer association. She feels the opportunities are definitely there for woman in varying capacities. "If you wish to specialize in certain areas, those opportunities are also there. I have found it to be non-gender specific."
Daniel wears many hats. She manages all the finances of the organization, from developing budgets to securing new sources of revenue. She develops policies for recommendation to the board of directors and handles all of the organization's public relations.
"Sport management is treated as a business and is no longer just putting players on a field," she says.
To Daniel, a good education is a priority. "A degree in sport administration, leisure studies or something similar is very important. It gives you a base knowledge of the sport systems. A good foundation leads to other competencies.
"Most people feel that if they have a background in sports, or if they play sports, they can be a sport manager, but that's a fallacy. In order to work as a sport manager, you must have a background in communication, marketing and finance."
Cameron Greenhall approaches the career from a slightly different angle. He works full time in a different career, then manages karate programs in schools at night.
One of the most important skills for the career is being able to deal with the public. "You have to be a people-type person. You have to be able to communicate with different people in many different areas, and you have to be able to foresee problems, anticipate them, and have a backup plan," says Greenhall.
But he loves the job. "It's a lot of fun, and I really enjoy it. If you're not people-oriented, though, it wouldn't be a good job for you. You have to have a lot of patience, be flexible and be very organized."