The global sports sector is estimated to be worth between $480-620

billion. However, in India, sport is yet to be recognized as an economic

sector, mainly due to the fact there has been little or no comprehensive
study done on the industrys size, potential, and on the available
opportunities that are on offer.

The sports industry sector may include several different segments such as
sports tourism, sporting goods (in manufacturing and retail), sporting
garments, and the available opportunities in sporting management and
sponsorship. It is seen across the globe that sports as a full-fledged
industry can and may contribute about 1 to 5 percent of the countrys
GDP.

However, a lack of sporting culture has held back the growth of a similar
industry in India in the past, despite the growing awareness and interest
in various different sports besides cricket. Hence, due to a lack of industry
status along with a lack of sporting culture, corporate investments in
Indias sports have traditionally been limited to only non-profit corporate
social responsibility activities and initiatives, while the scope for exploring
profit-related activities under the sports industry have not been explored
in vast depth.

Sport is regarded as one of the largest industries worldwide in terms of

generating employment and revenue. Sports is a multi-billion dollar global
industry propelled by enormous consumer demand. According to Vinit
Karnik, national director for sports and live events at GroupM ESP, in the
past, sports was seen as loss-making affair. However, with the formation
of newer leagues and successful franchises, the sports industry has
grown by up to 10 percent by the year 2014, Karnik says.

New initiatives such as the establishment of Indian Premier League

(Cricket), Hockey India League, Indian Badminton League, Pro Kabaddi
League, and Indian Super League (Football) are indeed changing the face
and the identity of Indian sports. The sports industry has indeed grown
extensively from Rs. 43.7 billion in 2013 to Rs. 48 billion ($713 million)
in 2015 mainly due to the emergence of new sporting
leagues according to CVL Srinivas, CEO of GroupM South Asia. Srinivas
further went on to state that India has moved forward from a single sport
nation to a multi-sport country, and is witnessing a boom that will benefit
the sports business in the years to come.

The establishment of a sports industry in India can reap rich dividends in

different segments. Employment and the massive market opportunities
which will open up within this industry will be enormous in the years to
come. However, new sports initiatives require professional human capital
to speed up growth, and the harsh reality is that there are very few quality
professional sports managers available in the country. Government
initiatives to make India a sporting superpower will not be realized without
professional sports managers. Indian sports industry has an impressive
growth prospect even though its fundamentals are not solid. This is where
professional sports managers can bring a solid foundation to Indias sports
industry.

Sports in India have a tremendous potential for expansion in the existing

huge market. With a high growth economy and an ever-growing middle
class with disposable income and leisure time, together with rapid growth
in TV-owning households and a strong passion for sports, there is high
potential for growth. These conditions have fostered a rapid rise in
advertising, as local and international companies target this lucrative
underdeveloped market through sports. Moreover, buying TV and
marketing rights for the large sporting events that now regularly take
place in India provides ample business opportunities and huge revenue for
many companies. Besides cricket, recent years have clearly made it
evident that other sports such as Formula One racing and the Hockey
India League have some serious business propositions that can be
explored. Moreover, with the coming of the Indian Super League, football
is starting to achieve real traction with TV audiences, which are tuning in
in ever greater numbers for international leagues and competitions.

The sporting goods and apparel industry in India has been in existence for
more than a century and has managed to flourish due to a skilled
workforce. For example, the towels produced every year for the
prestigious Wimbledon Grand Slam tennis tournament are produced in a
factory in Gujarat, while footballs used in many of the international
football tournaments across the globe are manufactured in the city of
Jalandhar. Being labor-intensive in nature, the industry provides
employment to more than 500,000 people. The nucleus of this industry in
India is in and around the states of Punjab and Uttar Pradesh; however
there is tremendous potential for developing a sporting goods industry
just waiting to be explored in other cities like Mumbai, Kolkata, and
Chennai.

The sectors of sports tourism and sports medicine also have massive
business potential in India. Mega sporting events in the past, such as the
Hockey World Cup and the 19th Commonwealth Games (both held in New
Delhi in 2010), along with the ICC Cricket World Cup held in 2011, brought
a number of tourists and sports enthusiasts. Simultaneously, there has
also been a marked rise in the number of tour operators and
agents specializing in servicing the requirements of this particular tourist
segment. Even mainstream tour operators have set up separate divisions
to tap the potential of sports tourism. An alien concept in India about a
decade ago, sports tourism has evolved rapidly over the past five years,
though it remains a niche segment. Sports tourism is a well-organized
sector and major revenue churner in several nations around the world like
the U.K., Germany, Singapore, South Africa, and Malaysia, while in India it
is slowly picking up speed. According to industry experts, the segment is
expected to have a growth rate of 10-20 percent in the coming years.

In recent times, a lot of sporting activity in the form professional hockey,

kabaddi, badminton, tennis, football, and cricket leagues has come up in
India, which requires a proper medical support system. There is also the
question of whether Indian sports medicine is prepared to handle such on
and off the field incidents. Although the sports medicine segment in India
remains in its infancy stage, it took a step forward with the recent
development of the Sports Injury Center at Safdarjung Hospital, which not
only boasts world-class facilities and doctors, it can even provide
treatment to international athletes at a very competitive rate. This in turn
is likely to increase and enhance the sports tourism sector of India.

All in all, the sports industry in India has tremendous business potential,
especially in the fields of marketing, management/sponsorship, exporting
of goods or apparel, and sports medicine and tourism. Therefore, the time
is ripe to facilitate investment mobility so that corporate houses that are
already engaging in sports can upgrade to for-profit sporting ventures,
while business houses that are not involved in sports so far may consider
this sector as an ideal avenue for CSR activities. Its time to find out
whether the sports industry can in fact be the next big thing for Indias
economy.

Attitude Slide

http://www.slideshare.net/simrandeep/attitude-6827762

Relationship between perception and decision making

Every individual faces a point where he is expected to make an important

decision from a vast array of alternatives. The fact that the choices made
at that point affects the outcome, it is to no awe that, an individual is
required to go through all the alternatives and make a rational decision. If
done so, there is a least chance of any negative outputs. But, to the
dismay, this does not happen in the real world. People cannot process all
the information and scrutinize every single problem. As a result, they
make a habit of deciding on the basis of perception. The quality of the
final decision, hence made, has a great deal of influence of their
perception. However, what one perceives can be substantially different
from the objective reality (Robbins 2008, p. 142). So, we can argue that
there is a thin line of accuracy between perception and decision making.

Small firms to a large company rely on the positive choices to gain

accomplishments. While on the contrary, Wrong choices ruin them. Every
individual conventionally interpret their surroundings, differently, into
something that gives them a logical explanation. Hence, Perception varies
with individuals and surroundings. Perception is a process by which
individual organize and interpret their sensory impression in order to give
meaning to their environment (Robbins 2008, p. 142). In Todays World,
hard facts do not shape the behavior of the decision, Perception does.
Humans are bound habitually to perceive using one or all of the five basic
senses. Information obtained from such perception plays a crucial role in
the choices made and such decisions do not always have positive endings.
There is a very important need for an organization to understand how
perception works or better still, how a single perception affects the whole
organisational behavior. There has to be an understanding of positive and
negative effects of using shortcuts such as selective perception, projection
or stereotyping. Moreover, it should be clear that the perception is
affected by the time, environment, personality, intentions and history of
the perceiver. he Perception processes mean that individuals usually
interpret other people and situations differently and so routinely hold
different views of reality, which in turn strongly influence their attitudes
and actions .So, decision made for the same problem may vary from time,
place, target or the perceiver, which helps us conclude that the decision
made on such circumstances are prone to be irrational. In most
organization, if not all, employees or the authorities do not follow the
rational model of decision making. Decision making in organizations is a
continuing process of identifying problems and opportunities and then
choosing among alternative courses of action for dealing successfully with
them (Wood et al.2004, p. 561). Many conflicts arising in a business is
mostly due to the effects of perception in decision making. Authorities
approach situations perceiving only half of the facts. Evolution of
perceptive decision happened when people were delegatedmore
responsibilities and it was tedious to assess problems, identify all relevant
criteria, use their creativity to identify all viable alternatives, and
painstakingly evaluate every alternative to find an optimal choice.
(Robbins 2008) Thus, it is understandable that an employee or even a
manager fends away from rational decision making. Most decisions, trivial
to significant, today are made solely from the perceivers judgment, rather
than by a defined prescriptive model.

Individuals, when faced with a problem, tend to operate inside the

bounded rationality, that is, they extract fundamental features from the
problems and create a simplified version that limits to fewer alternatives
(Robbins 2008). In the process of seeking solutions that is satisfactory and
sufficient, they miss a lot of complexities of the problem. They stop when
they find a satisfactory alternative rather than going to other alternatives
in search of the best alternative. This happens due to the limited
processing capability of human beings. Hence, Perception, which can
mislead us at times, also can lead us to satisfactory choices which can
construe a path for the perception as a better tool for decision making. We
have now a reason to believe that numerous factors form and distort
perception. These can arise from the perceiver, the target or the context
of the situation. On the individual level, when a perceiver sees his target
in a particular contextual background, all the while, he/she generalizes a
quick judgment about the targets physical appearance, age, sex,
nationality and other sense-absorbing credentials. He does so by tallying
with his expectations, past experiences, interests, motives and attitudes.
The majority of the information hence constructed is erroneous. Several
details can go unnoticed or dismissed while in the process of perception.
This increases inaccuracy in decisions and Inaccuracy in perception is
disastrous. For example, if a Human Resource Department of a company
was to hire employees on the mere basis of inaccurate perception, the
company would obviously miss out the potential employees and soon
collapse due to unproductive members. The perceived data may lack the
integrity to look beyond the information and blind our judgments, forcing
us to make biased decision based on the environment or the target. But,
this does not mean that the data hence collected are all wrong. Time has
shown that perspective decision making is here to stay. The decisions
made from the perception is fast, to the point and if developed, reliable.
When an employee faces routine problems at work, unlike non-routine
problems which requires creativity, it is only thoughtful to perceive it
through past experiences. Perception, like many other authorities skills,
can be learned and developed over time. (Wood et al. 2010) Many
authorities jump into the decision without the proper consent of all the
facts. All they rely on is their perceived view of the happening and the
result depends upon how well they perceive. If a target is perceived
without biases or indifferences, then the decision made is not faulty as it
is said to be. A rational decision is made when an individual assess the
problems deeply and filters all the alternative decisions to a single best
one. There is no second though that the humans are prone to mistakes.
Although carelessness, sloppiness, fatigue, and task overload can be
contributing factors, some mistakes are caused by simple cognitive biases
(Hitt, Miller &Collela 2006, p.366). Such biases represent mental shortcuts
which are often harmless and save time. Yet, they cause problems at
times. The ideal decision-making model involves four sequential steps:
recognize and define a problem; identify and analyse alternative course of
action; choose a preferred course of action; and implement the decision
(Wood et al. 2004) The model of rational decision assumes that the
problem is always clear, which is wrong. There are problems where an
individual have to think emotionally, or irrationally. A problem does not
come with a tag and hence creates diversion from real complexities. The
model guesses that the decision maker has the ability to root all the
choices and take the best alternative choice which also is not
always possible. A problem contains a lot of complexities and is very hard
to diversify the irrational knots of the problem. The model fails to consider
the unstable world that does not even have much time for their family. In
the business, Decisions are made in a matter of seconds and there is no
time to assess the problems high perceived decision. Observing all the
assumption of an effective rational decision model, it is clear that such an
accomplishment is more than far-fetched. Possibility of rational decision
making is probable to some extent but considering the competition and
the time, cost constrain in the workplace, we cannot expect employees
or authorities to follow such model. On the contrary, perceptive decision
provides time, cost and a satisfactory choice benefits which fits
unarguably in the modern busy world. In this world, where everybody is
habituated to perceptive decision making, it is hard to state the possibility
of rational decisions. People have less time and economic constrains to
scrutinize over problems individually. This has led individuals and firms to
overlook the basic criterion: Unlike nonliving objects, Humans are Living
beings capable of various emotional behaviors. Common observation on
human provides a reason to believe that every individual act in a certain
way. And, the level of information, an individual emits, from his behavior is
very high that any perceiver cannot withhold the amount of information at
a first go. So, Instead of deriving the decision from the information
perceived, the perceiver takes the information which he thinks is true
about the target. This already limits the possibility of a rational decision
making. So, we can conclude that the perfect rational decision is not
feasible, if not impossible, in our workplace. The knowledge of perception,
instead, can help an individual understand others effectively and improve
the decision-making skills

Perception

http://www.slideshare.net/umerkhalidhabib/perception-and-individual-
decisionmaking

http://www.slideshare.net/PreethamPreetu/perception

http://www.slideshare.net/ysonawane5828/perception-9719288

http://www.slideshare.net/infinityrulz/perception-3043578

Leadership

http://www.slideshare.net/mithisood/presentation-on-leadership-9401617