Integrated Impression Management in Athletics: A Qualitative Study of How NCAA Division I Athletics Directors Understand Public Relations

Intercollegiate athletics directors (ADs) in the United States are high-profile representatives of their departments and universities. Their publics include media, sponsors, donors, fans, faculty, students, and government officials. However, few studies have explored ADs from a public relations perspective, especially regarding their understandings of public relations. Therefore, the purpose of this study was to learn how ADs understand public relations in the context of their athletics departments. A phenomenological approach was used to pursue this purpose. In-depth interviews were conducted with 12 National Collegiate Athletic Association (NCAA) Division I ADs. Their transcripts were analyzed using comparative-analysis procedures. The findings show that the participants understand public relations as integrated impression management: a combination of image, message, and action/interaction. Integrated impression management ties into ideas from Goffman (1959), as well as systems theories of public relations. However, the results also imply that ADs do not necessarily separate public relations from other disciplines such as marketing.

Reporting Structure and Job Satisfaction of Collegiate Campus Recreation Directors

The differences in reporting structures among educational institutions, along with how satisfied campus recreation directors were with specific components of their jobs were studied. Directors, on a survey instrument, indicated to whom they reported and their level of satisfaction or dissatisfaction pertaining to 16 employment related areas within campus recreation. Overall, directors predominately reported to student affairs (62%), while 24% reported to athletics. Directors indicated highest levels of satisfaction in their organization and with other departments (89%) and expressed high levels of dissatisfaction with outdoor facilities and publicity related matters (56%). In order to attract and retain quality campus recreation directors, upper administration should make efforts to satisfy facility-related needs and publicity related matters of programs.