ABSTRACT
This volume conceptualised the management of sports development as being concerned with three interrelated meanings including a vision, process of social change and delivery. As a vision (macro level), the focus of management was for sports development aimed at progressive and sustainable change. The main function of management was one of setting policy visions about the role of sport in society, focusing on establishing frameworks and policy instruments in the field to be promoted locally, nationally or internationally. Considered as a social change, the role of management was realised in the context of a sports development process. Particular importance was given to the framing of change, which always unfolds simultaneously at social, community and individual levels, and that there is a complex interplay between them. Management at this level (meso) concerned the engineering strategies for using sport to affect wider changes in society. When conceived as delivery, management became of sports development and was concerned with the planning and outcomes of various interventions. The practice of development at this level (micro) consisted of operations and individual associations (communities, clubs, leisure/sport centres or teams) and directly affects the daily lives of people.
