Volume 0 -                   Ann. Appl. Sport Sci 2017, 0 - : 0-0 | Back to browse issues page

XML Print

Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Najafi M, Safania A M, Boroumand M R, Hadian H. Codifying a Strategic Plan for Academies of the Iranian Volleyball Federation using a SWOT-AHP Method. Ann. Appl. Sport Sci. 2017;
URL: http://aassjournal.com/article-1-318-en.html
1- Faculty of Sport Science, Ayatollah Amoli Science and Research Branch, Islamic Azad University, Amol, Iran , masoudnajafi24@gmail.com
2- Department of Physical Education and Sport Science, Science and Research Branch, Islamic Azad University, Tehran, Iran
3- Department of Sport Management, Faculty of Sport Science, Shahid Beheshti University, Tehran, Iran
4- Department of Sport Management, Faculty of Sport Science, Shomal University, Amol, Iran
Abstract:   (4211 Views)

Volleyball academy is a center of volleyball talent-finding and education. This study is aimed at identifying Strength, opportunities, and challenges of Islamic Republic of Iran Volleyball Federation (IRIVF). This attempt benefitted from a sequential exploratory mixed method. The factors and items of the study were investigated by conducting 27 interviews with the academy’s managers, officials of education and talent-finding committees, physical education teachers, specialized experts, university professors, media reporters, coaches, and board chairmen. Among them, 8 factors (including planning management, education, talent-finding, human resources, financial resources, scientific and research, buildings and infrastructure, and equipment) with a total of 36 strength, 48 opportunities, 49 weaknesses, and 34 threats were identified. The required questionnaire of the scholar was developed in a pairwise comparison of which the validity was verified by 12 physical education professors and the reliability was confirmed given the fact that the inconsistency rate of the questionnaire should be less than 0.1. A group of 25 individuals were selected purposefully to complete the questionnaire. The results showed that the absence of an independent body as the national academy within the structure of the federation with the weight of 0.76, lack of developed Articles of Association and by-laws for academies with the weight of 0.162, fundamental establishment of Articles of Association for academies with the weight of 0.176, the correct use of management tasks in controlling academies with the weight of 0.162 were recognized as the most important challenges, strength, and opportunities, respectively. Codifying of Articles of Association and by-laws for an Iranian national volleyball academy, design of a regular assessment and supervision system for academies, employment of volunteer physical education teachers to find new talents, Codifying of a meritocracy system for employment of academy managers, establishment of an education department to promote and homogenize the knowledge of instructors, benefit from the educated sport managers, and establishment of a national volleyball academy within the structure of IRIVF were the most significant explored strategies of this study.



Explored strategies for academies of the Iranian Volleyball Federation are:

  • WO1: Formation of the Strategic Council comprising athletic directors, coaches and experts to fundamentally and systematically formulate principles of the statute and regulation(s) by the National Academy of the Iranian Basketball Federation.
  • WO2: Designations of the regular monitoring and evaluation system for academies.
  • WO3: Establishment of the Department of Education for the promotion and integration of knowledge of coaches and referees.
  • WO4: Strengthening the marketing sector to attract public and private supporters and financial contributors for the basketball academies.
  • WO5: description Clear framework for Recruitment of Efficient.
  • SO1 : Use experienced and educated sports managers with education and related background.
  • SO2: Development of the basic basketball sport and its subdirectories among students and members of the society and creating a healthy competitive environment.
  • SO3: The inclusion criteria for specified contracts and fees and all financial matters in academics regulations.
  • SO4 The use of volunteer physical education teachers to identify talent.
  • SO5: Organizing Class information technology applied to the Academy and to become familiar with new technologies.
  • WT1: Development of the meritocracy system in recruitment academies' managers.
  • WT2: The formation of specialized commissions of the National Academy Volleyball.
  • WT3: Information Field And encourage People to attract public attention to the Academy of volleyball.
  • WT4: Definition of salaries and bonuses for employees at the Academy of volleyball.
  • WT5: Codification of supportive regulations for optimum use and follow-up of proposed plans in order to achieve the goals of the basketball academies.
  • ST1: Formation of Iran's organization of National Basketball Academy in the federation structure with the management of expert and relevant persons.
  • ST2: Academies introduced as an institutional development aspects of cognitive, social and motor in the community.
  • ST3: Strengthen legislation protecting private investment in basic volleyball.
  • ST4: Development of the Human resources, especially in the area of women's basketball academy.
  • ST5: Strengthening and activating the media sector in areas related to academics.

Type of Study: Original Article | Subject: Sport Management and its related branches
Received: 2016/01/27 | Accepted: 2017/01/29 | Published: 2017/01/29

Add your comments about this article : Your username or Email:

Send email to the article author

© 2017 All Rights Reserved | Annals of Applied Sport Science

Designed & Developed by : Yektaweb