shirin zardoshtian; kambiz Felegari; Leonardo Mataruna
Abstract
Objective:The purpose was Nepotism in sports organizations based on grounded theory.Methodology:The study is qualitative and its design is exploratory.The statistical population consisted of university professors, chiefs and vice-presidents, experts, athletes, foremen, sports experts and coaches of four ...
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Objective:The purpose was Nepotism in sports organizations based on grounded theory.Methodology:The study is qualitative and its design is exploratory.The statistical population consisted of university professors, chiefs and vice-presidents, experts, athletes, foremen, sports experts and coaches of four federations of wrestling,karate, kabadi and boating.The sample size was 21 individuals who continued to meet the interview saturation.The tools of the study were library studies and semi-structured in-depth interviews with experts. All analyzes were performed using SPSS 19 and Maxqda version 18 software.Results:the Favoritism in the sporting organizations of the country consists of 117 open codes, which are divided into six main categories: causal,causative conditions (networking, individual factors, organizational factors and promotion of social image),pivotal (disregarding collective interests), Employee attachment and employee interest),Subjective (cultural and social factors, structural weaknesses, regulatory and regulatory weaknesses), interventionist (political and civil factors, internal and external pressures, and expectations of relatives and friends),Strategies (organizational reform, organizational culture reform, oversight and transparency strategies as strategies for controlling, managing and responding)and Consequences (growth of organizational performance, improve the economic situation and make appropriate decisions in the organization)takes place.Conclusion:Causal factors play an important role in the occurrence of partisanship and should be controlled and supervised by sports organizations. Interventional and contextual factors should be considered by managers.Using appropriate strategies and transparency in administrative procedures provides the basis for the growth of sports organizations.In sports organizations, prevention should be done and the preference of organizational interests over individual interests should be given priority among the employees of sports organizations.
sara Bouzhmehrani; seyed mohhamad hosein razavi; morteza dousti; hosean akbarihossein; Alireza Elahi
Abstract
Objective: This study conducted to recognize the obstacles and directions of quality management implementation in Iran Sport Federations.Methodology: The method of research was mixed (qualitative & quantitative); in qualitative phase, the obstacles and direction have recognized through deep, solitary ...
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Objective: This study conducted to recognize the obstacles and directions of quality management implementation in Iran Sport Federations.Methodology: The method of research was mixed (qualitative & quantitative); in qualitative phase, the obstacles and direction have recognized through deep, solitary and semi structured interviews and content analysis of library studies, and in quantitative phase the identified axis’s have priorised through paired comparison questionnaires and AHP. The participants in both phases were selected by targeted and snowball sampling among heads of federations, top national sport managers and experts of sport management and interviews have been done until reached to theoretical saturation.(17 Experts)Results: The result of open and axial coding of interviews and library studies, conducted to identifieng 59 abstacles that categorized therough Axial coding to 7 overall subjects; Forthermore 63 efective solutions and intitutions also recognized and categorized in 7 overall subjects. Conclusion: The main identified subjects of obstacles orderly were organizational culture, human resources and managers, processes and innovation, society and athletic environment, management and planning, rules and organizational structure, IT and corresponding directions was SRM development system and process development and training and culture making. Like most other quality management models, identifying the needs and expectations of costumers, had highest priority in this research.
Mohammad Hossein Ghorbani; Hamid Reza Safari Jafarloo; hossein zareian
Abstract
Objective: The purpose of this study was to investigate the goodness-of-fit and explanation of the 360-degree leadership model of Denison in sports federations. Methodology: This research was applied in terms of purpose and in terms of data collection method, it was descriptive-survey. The statistical ...
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Objective: The purpose of this study was to investigate the goodness-of-fit and explanation of the 360-degree leadership model of Denison in sports federations. Methodology: This research was applied in terms of purpose and in terms of data collection method, it was descriptive-survey. The statistical population of this research included all experts of the Iran’s sports federations that number was 320 people. Based on Morgan table, 171 people were selected by simple random sampling method as a research sample. The Denison's 360-degree leadership questionnaire (2007) was used for data collection. Reliability (Cronbach's alpha and combined reliability), convergent validity, and divergent validity of the questionnaires were verified and confirmed after content reliability, which was verified by 11 professors and experts. Additionally, the fitting of the general model was confirmed by the Confirmatory Factor Analysis and via Smart PLS 2 software. Results: The results of Factor Analysis show that all of 12 dimensions have a desirable level (above 0.4). Also content validity, convergent validity (AVE) and divergent validity was at acceptable levels. Also, the general fitting value of the model was GOF = 0.726 indicating its strong goodness-of-fit. Conclusion: Overall, the results of the study indicated that the Denison leadership model, which included four dimensions and 12 components, was approved its applicability in the Iranian sports federations and could provide a valuable tool for the managers of these federations to establish an effective leadership.
saeed aminipour; salah naghshbandu; mohamad hami
Abstract
Objective: The purpose of this research was to design a model for selecting the members of the sports federation.Methodology: The present research is in terms of the applied objective, in terms of methodology (qualitative-quantitative), which first qualitative method and then a quantitative method were ...
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Objective: The purpose of this research was to design a model for selecting the members of the sports federation.Methodology: The present research is in terms of the applied objective, in terms of methodology (qualitative-quantitative), which first qualitative method and then a quantitative method were implemented. The statistical population of this research was qualitative stage, including 15 heads of departments and vice chairmen of sports federations and university professors. In this research, snowball sampling method was used. The data were collected through a semi-structured interview and continued until the interviews reached theoretical saturation stage. Using the Morgan table formula, the sample size was estimated to be 221. Three coding steps were implemented in this study. In this research, the selection of board members of sports federations was considered as the main categories, and the rest of the variables were rooted around it. a researcher-made questionnaire was developed based on the main categories and sub categories. The face validity and content of the questionnaire were confirmed after point and comments of 15 experts. The reliability of the questionnaire was also reported through Cronbach's alpha coefficient of 0.72.Results: 13 categories and 36 sub categories were obtained after the coding process, which after analysis fell into 4 categories and 16 subtypes. Among these categories, the political index ranked first and the economic index ranked the last.Conclusion: Managers may have to use influential individuals in the government to have more influence and authority in order to have more influence and authority.
gholamreza shabani bahar; hamid reza maghsoudi; mahmood godarzi; Habib Honari
Abstract
Objective:The Purpose of this Study was Development of Structural Equation Models of Strategical Thinking and Organizational Agility in Selected Iranian Sports Federations. Methodology:The research method was Correlation Methods that used Structural Equation Models (Structal Equation & path diagram). ...
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Objective:The Purpose of this Study was Development of Structural Equation Models of Strategical Thinking and Organizational Agility in Selected Iranian Sports Federations. Methodology:The research method was Correlation Methods that used Structural Equation Models (Structal Equation & path diagram). the Measuring Instruments was Included Strategical Thinking Questionnaire (Liedtka, 1998) and Organization Agility Questionnaire (Spitzer, 2007).Validity of Questionnaires was face and Content and Cronbach's Alpha Coefficients Strategical Thinking Questionnaire was 0.96 and Organizational Agility Questionnaire was 0.96 Determined. The Statistical Population of this Research was Including 22 Islamic Republic of Iranian Selected Sport Federation and Statistical sample was 269 Experts and Executives of 22 of Iranian Selected Sport Federation was distributed byKrejcie and Morgan (1970) Table for Determining Sample Size to SimpleRandom Sampling thatwas analyzed by using LISREL Statistical Software. Results:Results indicate that there was Impact Positive Significant the Elements of Strategic Thinking System Perspective (=β0.86), Intent Focus (=β0.91), Hypothesis Driven (=β0.87), Intelligent opportunism (=β0.92) andThinking in Time (=β0.88) on Strategical Thinking. That was Impact Positive Significant the Component Speed (=β0.92), Competency (=β0.92), Felxiability (=β0.85) and Responsiveness (=β0.85), on Organizational Agility (P>0.01).In totally that was Impact Positive Significant Strategical Thinking on Organizational Agility (=β0.86, t=17.82, P>0.01).Those Sequential Model Fitting Procedures Indicate Impacted Strategical Thinking on Organizational Agility in Selected Iranian Sports Federations. Conclusion:Therefore, by Setting Goals and Developing a Cohesive Strategically Thinking between Managers and Staffs ofSports Federations can be Identified Improving Organizational Agility in Sports Federations in the Future.
Homayun Abbassi; Seyyed Nasrollah Sajadi; Hossein Eydi; Mohsen Loqmani
Abstract
Objective:The aim of present study was to design the organizational culture model of Iranian sports federations. To this end, various investigations were done from sport experts (five team sports federations and five individual sports federations) and the 253 employees selected for this research. Methodology: ...
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Objective:The aim of present study was to design the organizational culture model of Iranian sports federations. To this end, various investigations were done from sport experts (five team sports federations and five individual sports federations) and the 253 employees selected for this research. Methodology: In order to collect data, Organizational Culture Assessment Instrument (OCAI) consisting of six factors with 24 items was used. The construct validity (NFI= 0.93, CFI= 0.92, GFI= 0.91, RMSEA= 0.062, χ2/df= 2.60) and internal reliability (r = 0.88) were good. The questionnaires were distributed among the sample. Analyses were done by Pearson correlation coefficient and structural equation modeling using SPSS and LISREL. Results: Results indicated that the most intercorrelation exists between the strategic emphases and achievement indexes (r = 0.82, p≤ 0.001). The factors of obvious characteristics (E= 1.00) and strategic emphases (E= 1.36) are the best predictors of organizational culture model in Iranian sports federations. Conclusion: In addition to the other aspects of organizational culture such as organizational leadership and employee management, we can also expect that the applied and executive fundamentals of sport achievement and effectiveness are provided by focusing on strategic emphases.
