Organizational Behavior Management
Najmeh Rezasoltani; Mehrdad Moharamzadeh; Nasrin Azizian kohan; Abbas Naghi zadeh baghi
Abstract
Recognizing and managing institutional pressures on federations can lead to an increase in their performance and productivity.The purpose of this research was to investigate the lived experiences of the managers of sports federations from the pressures on the organization. This qualitative phenomenological ...
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Recognizing and managing institutional pressures on federations can lead to an increase in their performance and productivity.The purpose of this research was to investigate the lived experiences of the managers of sports federations from the pressures on the organization. This qualitative phenomenological research was conducted in the summer of 2023. The participants were 12 sports managers working in sports federations. The research tool was semi-structured in-depth interviews. The duration of each interview was between 15 and 75 minutes. Validation of the research was done by triangulation method. The results of the research showed the pressures on the federations in 9 dimensions: 1- pressures from stakeholders and competitors (with two sub-categories), 2- intra- organizational pressures (with three sub-categories), 3- structural and management pressures (with 6 sub-categories) 4- Legal and international pressures (with three sub-categories), 5- Ideological and cultural pressures (with two sub-categories), 6- Equipment and technology (with three sub-categories), 7- Economic pressures (with three sub-categories), 8- social pressures (with three sub-categories), and 9- political pressures (with five sub-categories) wer identified. The results of this study pave the way for sports policymakers and governing bodies to comprehend the challenges facing sports federations and address the factors identified.
Sport Management
mohammed obayes carnvl almamoori; Ghasem Rahimi Sereshbaderani; Ali Atiyah Dakheel; Rasool Nazari
Abstract
This research was conducted with the aim of designing a model for empowering managers of Iraqi sports organizations. The present research is exploratory research in terms of its purpose and a fundamental research in terms of its orientation, which has used the strategy of foundational data theory with ...
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This research was conducted with the aim of designing a model for empowering managers of Iraqi sports organizations. The present research is exploratory research in terms of its purpose and a fundamental research in terms of its orientation, which has used the strategy of foundational data theory with the paradigmatic (systematic) approach of Strauss and Corbin. To collect research data, 15 in-depth and semi-structured interviews were used with sports management experts in universities and researchers in the field of career empowerment of sports organizations. Participants in the research were selected by purposeful and theoretical sampling. Analysis of the data from the interviews emerged during three stages of open, central and selective coding. The results showed the number of 26 core codes under 12 optional codes in the form of five dimensions of the paradigm model including causal conditions (communications, advertising, administrative system, training, delegation of authority, organizational strategy, economic and creating a sports business), background factors (empowerment of employees, empowerment of managers, strategic policies, strengthening infrastructure and media), intervening factors (creativity, identification of needs, socialization, communication and advertising), strategies (strengthening the organizational brand, financial support, value creation and cultural strengthening) and consequences (marketing, organizational fans, organizational management, Knowledge management, organizational intelligence, social improvement and infrastructure improvement) formed the model of empowering managers of Iraqi sports organizations. The use of this model in sports organizations can lead to the empowerment of their sports and psychological managers; Therefore, it is suggested; Management training against changes based on the fluctuations of the external environment, recognizing and applying the principles of human resource management and learning multiple management skills should be considered for managers before reaching the management position.
Organizational Behavior Management
amir daniari; leila Ghorbani Ghahfarokhy; ramezan karimi; mohammad bagher arayesh
Abstract
This research was conducted with the aim of achieving the business ethics framework of managers of sports organizations in Iran with the approach of Clark and Brown (2013). The current research was conducted with an exploratory qualitative approach and thematic analysis method using open, axial and selective ...
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This research was conducted with the aim of achieving the business ethics framework of managers of sports organizations in Iran with the approach of Clark and Brown (2013). The current research was conducted with an exploratory qualitative approach and thematic analysis method using open, axial and selective coding. The main tool for data collection was a semi-structured in-depth interview, and the theoretical saturation of the findings was achieved in the 18th interview. The statistical population of this research included the senior managers of sports and youth departments of the country (8 people), a number of managing directors of sports clubs (8 people) and expert sports professors (4 people) who were selected by purposeful sampling. In order to measure the adequacy of the research process, the criteria of verifiability, transferability, reliability and truth were used. The result of the qualitative data analysis was the identification of 119 conceptual codes, 32 basic themes and 12 organizing themes, including adherence to ethical and competitive market behaviors, adoption of ethical financial behaviors, ethics-oriented professionalism, organizational awareness and nobility, insight and leadership-like management ability. , problem-oriented and realism in dealing with organizational issues, personality-behavioral stability, ethical view in organizational interactions, spirit of corruption and establishment of organizational justice and fairness, ethics-based management requirements, ethics-based educational requirements, ethical orientation in organizational incomes Was.
Organizational Behavior Management
Mahrokh Modiri; Seyed Mohammad Kashef; mohsen behnam
Abstract
The purpose of this research was to investigate the mediating role of shared leadership in the relationship between organizational capacity and types of innovation in non-profit sports organizations. The research was a descriptive-correlation type that was conducted in the field. 320 questionnaires were ...
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The purpose of this research was to investigate the mediating role of shared leadership in the relationship between organizational capacity and types of innovation in non-profit sports organizations. The research was a descriptive-correlation type that was conducted in the field. 320 questionnaires were purposefully distributed among the members of the sports boards of the northwestern provinces of the country, and at the end, 236 correct questionnaires were collected. The research tools included organizational capacity, organizational innovation and shared leadership questionnaires. MPlus software was used to analyze the research data with maximum likelihood estimation by strong standard error. The results showed that all dimensions of organizational capacity, except financial capacity, had a significant relationship with administrative innovation. In contrast, human capacity and planning capacity had no significant relationship with technical innovation. Also, a significant relationship was found between all dimensions of organizational capacity with shared leadership. But there was no significant relationship between financial capacity and shared leadership. shared leadership was also significantly related to both types of administrative innovation and technical innovation. The evaluation of the hypothesized indirect effects showed that shared leadership has a mediating effect on the relationship between organizational capacity and administrative and technical innovations. But the mediating effect of shared leadership on the relationship between financial capacity and administrative and technical innovation was not confirmed. This research highlighted that the distribution of leadership responsibilities and the participation of members in the organization's decisions increases the possibility of using organizational capacities to improve all types of innovation.
Organizational Behavior Management
, ahmadrezai zohrabi,; abas khodayari,; Noorbakhsh, Mahvash; , Hossein Abdulmalek
Abstract
The purpose of this research was to Compilation of the conceptual framework of cultural capital in the Ministry of Sports and Youth. This research was conducted using a mixed quantitative-qualitative research method using a sequential exploratory method. The sample of the qualitative part was 14 professors ...
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The purpose of this research was to Compilation of the conceptual framework of cultural capital in the Ministry of Sports and Youth. This research was conducted using a mixed quantitative-qualitative research method using a sequential exploratory method. The sample of the qualitative part was 14 professors of the sports management department of the university and executive directors of the Ministry of Sports and Youth, who were selected by snowball method, the interviews continued until reaching theoretical saturation. In the quantitative part, the statistical sample included 378 managers, officials and experts of the Ministry of Sports and Youth. The researcher-made questionnaire contains 76 questions, whose content validity was confirmed by asking the opinions of several university professors, and its reliability was calculated and confirmed by Cronbach's alpha test.The structural equation model was used to analyze the data. According to the results, a model with 7 dimensions consisting of 76 items was designed, which according to the factor load in the order of priority, including spirituality tools (0.973), positive changes in life (0.969), value of life (962. 0), interaction with others (0.962), identification (948), body management (0.896) and social capital (0.883). The results of this research and the identified factors indicate a comprehensive model that can be used as a comprehensive framework in the Ministry of Sports and Youth, and its use can identify the strengths of employees and empower and improve their performance, thereby increasing the organization's productivity.
Organizational Behavior Management
saeed ali sarlak; Hamid Foroghipor; Mohamad Nikravan
Abstract
The purpose of this study was to design a comprehensive model for human resource management with an entrepreneurial approach. The method of the present study was mixed research. In this research, the foundation data method was used in the qualitative section. The statistical population of this research ...
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The purpose of this study was to design a comprehensive model for human resource management with an entrepreneurial approach. The method of the present study was mixed research. In this research, the foundation data method was used in the qualitative section. The statistical population of this research was senior managers of sports organizations, including managers of sports and youth departments and sports teams of Lorestan province. The number of statistical samples in the qualitative part was selected based on the purposeful method and 20 people and in the quantitative part the statistical sample included 289 people. Data collection tools included a semi-structured interview and a closed questionnaire. In order to analyze the qualitative data, coding was used as open, axial and selective coding and in a quantitative part, structural equation modeling was used. The results showed that the causal conditions include the attitude and responsibility of sports organizations to entrepreneurship; Entrepreneurial resource management is a central phenomenon; Strategies Having individual and organizational strategies; Interfering conditions for having an administrative and management system; Underlying conditions are the development and encouragement of entrepreneurship and the consequences are individual and organizational development. The final model of this research can be considered as a guide and model in the field of human resource management in sports organizations by sports managers.
Javad Shahvali kohshouri; Mina Mostahfezian; Elham Moshkelgosha; Mohammad HASSAN Ferdosi
Abstract
In today's world of instability, uncertainty, complexity and ambiguity, and despite the low-probability and high-impact surprises that lead to unpredictable changes, Iran’s sport needs managers who can analyze the environment of full of fluctuations by using intrinsic and acquired behaviors, and ...
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In today's world of instability, uncertainty, complexity and ambiguity, and despite the low-probability and high-impact surprises that lead to unpredictable changes, Iran’s sport needs managers who can analyze the environment of full of fluctuations by using intrinsic and acquired behaviors, and show the appropriate behavior at the right time and adopt the correct strategies.The purpose of this article is analyzing of the behavior of Iran’s senior sports managers and to fill the gap in our understanding of recognizing the types of behavior among senior managers in selected educational, public, championship and professional sports organizations separately. This was done by a behavioral experiment with actor analysis technique and by a strategic planning simulation tool called MACTOR. Data were collected through the participatory observation; By a purposeful selection, 11 sports management experts and 24 people employed or familiar with the 12 organizations studied in this study participated in this behavioral experiment and completed the actor-actor and actor-objective matrices. Convergence and divergence of actors and objectives were carefully examined with software. It was found that political, guiding and MACTOR supportive behaviors are the predominant behaviors of senior sports managers in Iran. It seems that the managers of sports organizations can make positive changes in their future behavior based on past experiences, but successive changes in these organizations will cause missing this opportunity.
Mozhgan Khodamoradpor; Mehrdad Moharamzadeh; Mozafar Yektayar
Abstract
The purpose of this study was to explore the discourse of change management in sports organizations based on the adaptive leadership approach in the Post-Corona. This research is a qualitative study that was performed by " Attride-Stirling" themed network analysis method. The research population consisted ...
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The purpose of this study was to explore the discourse of change management in sports organizations based on the adaptive leadership approach in the Post-Corona. This research is a qualitative study that was performed by " Attride-Stirling" themed network analysis method. The research population consisted of university professors, managers of provincial sports and youth departments, and presidents of sports federations, 17 of whom were purposefully selected. The data collection tool was semi-structured interviews that continued until theoretical saturation was achieved. The obtained data were analyzed using MAXQDA software. Findings were organized in three sets: basic, organizing and comprehensive themes. Based on the obtained results, the mentioned framework consists of three comprehensive levels as described within the organization, management and meta-structure. Effective and strategic change is achieved when the adaptive approach is based on structural change, human relations, technology, leadership, interaction and innovation in the areas of flexibility, synergy, emerging order, leadership style, networking, perfectionism, open innovation and cohesion in organizations. Sports should take place to ensure their long-term survival and efficiency.
Hamid Taboli; Mahboobeh Askari bagher abadi
Abstract
Empowering leadership is a style of leadership in which leaders can regulate and coordinate the distribution and exercise of power with subordinates to develop their independence and self-control. Empowering leaders motivate people to break passive mindsets, increase their responsibility, and be more ...
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Empowering leadership is a style of leadership in which leaders can regulate and coordinate the distribution and exercise of power with subordinates to develop their independence and self-control. Empowering leaders motivate people to break passive mindsets, increase their responsibility, and be more accountable for the consequences of their actions. The purpose of this study is to design an interpretive structural model of empowering leadership antecedents in sports organizations. In this study, after studying the research literature and identifying the precedents of empowering leadership and including them in a semi-closed questionnaire based on the Likert scale, a questionnaire was distributed among 18 managers and experts of sports organizations in Kerman province. Snowballs were identified. According to the results obtained from the analysis of recent survey data, a total of 12 variables in 5 levels, the first level (leader trust in employees, leader relationship, self-efficacy, risk-taking and self-esteem), the second level (organizational climate), the third level (organizational structure, distance Power and avoidance of uncertainty), the fourth level (leader personality and desire for control) and the fifth level (gender) were identified as the precursors of empowering leadership.
akbar saati zarei; Gholamreza Shabani bahar; Majid Solymani
Abstract
method is descriptive-correlational. The statistical population consisted of all employees of all departments of sport and youth. The statistical sample was estimated on the basis of Morgan table and the relevant number for modeling (305 people) And clustered from 11 provinces. The research tool was ...
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method is descriptive-correlational. The statistical population consisted of all employees of all departments of sport and youth. The statistical sample was estimated on the basis of Morgan table and the relevant number for modeling (305 people) And clustered from 11 provinces. The research tool was three empowerment, talent management and organizational intelligence with 5 Likert scale. The validity of the tool was evaluated and approved by experts (content validity), Cronbach's alpha coefficient (reliability), and confirmatory factor analysis (structural validity). Data analysis was performed using structural equation modeling method in SmartPlus software environment.The results showed that the The variable of talent management has a positive and significant effect with the coefficient of 0.56 and 0.90, respectively, on employee empowerment and organizational intelligence. Organizational intelligence variable has a positive and significant effect directly with coefficient of 0.31 on empowerment of employees. The indirect effect of talent management on empowerment (through organizational intelligence) was significant with a coefficient of 0.44 and its direct effect was less. According to research findings, The empowerment process ultimately plays a role through the components of influence. In general, in sport and youth departments, organizational intelligence has a greater role in empowerment process than talent management system.
Shole Khodad Kashi; Mahmoud Goodarzi
Volume 1, Issue 4 , January 2015, , Pages 11-24
Abstract
Modeling Organizational social capital in ministry of sport and youth in Islamic Republic of Iran are ultimate goals of this study.The research method is descriptive and the population is staff of ministry of sport and youth. First a Question pool measuring Social capital was collected. To check ...
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Modeling Organizational social capital in ministry of sport and youth in Islamic Republic of Iran are ultimate goals of this study.The research method is descriptive and the population is staff of ministry of sport and youth. First a Question pool measuring Social capital was collected. To check the dimension of organizational social capital factor analysis was run which ultimately four factors of social capital was identified. These factors, respectively, were: organizational trust, organizational citizenship, trust and reciprocity, and informal institutional partnerships. In order to design the model of social capital in Sport Organization three models based on three perspectives which were community-oriented and institutional, and networks perspective were evaluated using structural equation modeling. Finally, due to the Lisrel (8.50) good fit parameter outcome institutional model parameters were better fit the than network model, and community-oriented in the Sport Organization. Finally, institutional models were accepted. Level of social capital was significantly lower than moderate level except Organizational citizenship behavior