The word management in a martial arts organisation is generally a foreign word. The reason for this is that the head instruct or master, or chief instructor, whatever the name used, has generally been the role or position in a martial arts organisation who 'manages' things. We know today that the modern martial arts business, or martial business as we refer to it as, does not operate this way.
In the modern martial business people may actually be appointed to manage certain functions of the business, just like any other business does, and hold these people accountable for the things they are there to manage.
So what is it, then, that these 'managers' do
Well, the martial business is systems driven, that is, the systems actually run the business and the people, or staff, run the systems. The manager's role in this is to ensure the systems are working well, that they are delivering the required results on time, and every time, as prescribed.
The manager is therefore working to measure the results of the systems using the business metrics or strategic indicators and to contribute to innovating in areas where these systems are not meeting the predetermined targets or measures.
It may be that the numbers are not what they should be for a number of reasons. For example, it may be that the environment of operation has changed, like technology or demographics, and so a new or fine tuned system is required. It may simply be that staff are not complying with the system. In this case, however, it's not the managers role to 'blame' staff. In a systems oriented management environment, managers develop systems that will help achieve staff compliance.
Managers are therefore operational positions in the martial business. Operational means that they are managing the day to day running of the business, and as stated above, they do this by having staff in place who run the systems which in turn run the business. Whilst managers do from time to time take on a visionary or strategic role in a business, they are primarily operational. In contrast to this, the CEO or President of a martial business or company would spend the majority of their time engaged in strategic or visionary initiatives, and very little, if any time, on operational or