Mahboobeh Surani, Rahim Ramezaninezhad, Noshin Benar, Hamidreza Goharrostami,
year 2, Issue 3 (Autumn 2014)
Abstract
Today, the proper playing of managerial roles is of special importance in effective and successful management of sports clubs. The present paper aimed to study the managerial roles of sports clubs CEOs in Isfahan Province in the current and desirable conditions. Statistical population included all managers and directors of Sepahan, Zobahan, Foolad Mahan, and Gitipasand sports clubs (N=83), which was considered as the sample as well. An author-made questionnaire with 31 items on a Likert’s 5-point scale was used for data collection. Validity of the questionnaire was confirmed by 15 experts and professors and its reliability was obtained α=0.94 by Cronbach’s alpha coefficient. 84 questionnaires were handed out among all managers and directors of the studied sports clubs, 76 of which (91.5%) was returned. The results showed that priority of CEOs roles, respectively, include decisional role (4.16±0.61), informational role (4.09±0.56), and interpersonal role (4.03±0.67). The results of factor analysis also indicated that the roles of entrepreneurship, data collection, spokesman, and allocation of resources, respectively, are the most important roles of CEOs and negotiation, figurehead, and leadership roles are the least important ones in the desirable conditions. A significant difference was observed between the roles of managers in the current and desirable conditions (Sig.=0.001). The results suggested that the respondents’ expectations of sports clubs CEOs’ roles in desirable conditions is beyond their perceptions in the current situation. It can be generally concluded that sports clubs CEOs need to better perform all managerial roles, especially decisional role.
Elham Fasanghari, Mahmood Goodarzi, Rahim Ramezaninezhad, Mohammad Hossein Ghorbani,
year 6, Issue 4 (Winter 2018)
Abstract
Background. Considering the position and importance of sports federations in Iran and their very important duties and dependence on the Ministry of Sports and Youth in terms of financial resources, they must be responsive to their performance in providing services and implementing their programs. The duties are namely the development and promotion of sports at the public and championship levels, coordination of competitions at the local and national levels, selection of athletes, and training and development of national teams for participation in the international fields. Therefore, there is a growing need for a practical framework to improve the performance of sports federations.
Objectives. The purpose of this study was to present an executive model for improving the performances of sports federations.
Methods. Considering the qualitative and exploratory nature of the subject, the grounded theory was applied as a qualitative research method using the Glaser model. First, a preliminary list of effective factors was identified through primary studies. It was followed by semi-structured interviews conducted with 25 elites who were aware of the subject of the study.
Results. The open coding results denoted that 83 indicators could improve the performances of the Iranian sports federations. At the axial coding stage, the indicators were classified into 19 concepts. Finally, the five categories of “management and leadership,” “resources,” “specific performance of federation,” “information and communication,” and “education and research affairs” were identified through selective coding.
Conclusion. “Discovering and Growing the Talents”, Legal and Ethical Issues”, Interaction and collaboration with other organizations and institutions”, Training and Promotion human resources including coaches and referees” and “Organizing National Teams” are concepts that improve the performance of sports federations, and managers should pay attention to them.
