Q.Which of the following is the next step after planning the sports event ? (A) Staffing (B) Directing (C) Controlling (D) Organising

Managing a sports event follows a logical chain of functions: Planning → Organising → Staffing → Directing → Controlling. Planning comes first — you decide the objectives, draw up the schedule, fix the budget and list the activities. But a plan on paper runs nothing by itself; someone has to build the machinery to deliver it, and that is organising.

Organising is the bridge between intention and action. It means identifying every task the plan demands and grouping those tasks into departments or committees — a registration desk, a ground-and-equipment team, a medical unit, a refreshments committee, and so on. For each, you work out the people, money and material needed, and you fix the lines of authority: who reports to whom and how information flows.

The order cannot be shuffled. You cannot staff posts that do not yet exist, so staffing follows organising. Directing (guiding and motivating the teams while the event runs) and controlling (checking performance against the plan and correcting it) both assume an organised structure is already in place with people working inside it.

Concept understanding — the four functions of sports management

Sports management runs on a set of core functions that operate in sequence. Matching each to its description:

I. Planning → 2. Planning is always the first step: deciding in advance what is to be done and how — the season schedule, the equipment budget, the training cycles. "Preparing a layout for the future course of action" is its exact description.

II. Controlling → 4. Controlling checks whether execution matches the plan: establish performance standards, measure actual performance, and compare the two to spot irregularities and correct them — e.g. a coach comparing goals actually scored against the monthly target.

III. Directing → 1. Directing is the human, leadership side: guiding, inspiring and instructing people so they work toward organisational goals — the pep talk before the match, the captain's on-field instructions.

IV. Staffing → 3. Staffing recruits, selects, trains and places personnel so that the proper talent is serving that specific job — the right player in each position, the right physiotherapist hired.

Eliminating the options

• (A) I-1, II-2, III-3, IV-4 — assigns guiding/inspiring to Planning; wrong at the first pair.
• (B) I-1, II-2, III-4, IV-3 — same wrong start for Planning and Controlling.
• (D) I-2, II-4, III-3, IV-1 — gets Planning and Controlling right but swaps Directing and Staffing.
• (C) I-2, II-4, III-1, IV-3 — every pair matches. ✓

Concept understanding

Planning in sports is far more than drawing up a timetable. It is a deliberate process of deciding in advance what is to be done, how it is to be done, who will do it, and when — the foundation of all sports management. Without it, even enthusiastic efforts end in confusion, wasted resources and missed opportunities.

A good sports plan typically covers:

• Setting objectives — what the event aims to achieve (participation, competition, talent identification, recreation).
• Resource allocation — arranging venues, equipment, budget and personnel.
• Scheduling and fixtures — deciding the format (knock-out, league) and drawing up the timetable.
• Risk management — preparing for injuries, weather or equipment failure.
• Coordination and evaluation — keeping officials, volunteers and participants aligned, then reviewing outcomes to improve next time.