global approaches to sport organization’s effectiveness...

Global Approaches to Sport Organization’s Effectiveness – Some

Proven Thrillers

Iftikhar Ahmad Wani

Dr. Merajuddin Faridi*

Designation & Institution:

Research Scholar, Department of Physical Education, Aligarh Muslim University,

Aligarh

*Assistant Professor, Department of physical education, Aligarh Muslim University,

Aligarh

Abstract:

The drive of this study was to represent the various models of sports management that

have been used worldwide to evaluate the efficiency and effectiveness of sports organizations

and to recommend the best models for organizing different sports mega-events with efficiency

and effectiveness. In order to serve the purpose, the studies conducted in this regard were taken

into consideration; electronic searches were performed through Google Scholar, Scopus,

Academia, ScienceDirect, and Shodhganga to ensure that all field studies are covered. Five

studies that met the requirements have been carefully selected and scrutinized. Under these five

studies, nine models were briefly explained for their proper use in evaluating the organizational

effectiveness and also managing the different sports events.

Keywords: sports management, organizational effectiveness, models, Sports organizations

Journal of Xi'an University of Architecture & Technology

Volume XII, Issue IV, 2020

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Introduction:

Today we urgently need an enhanced analytical structure for defining and evaluating

the effectiveness of sports organizations. Almost all studies of formal organizations make some

reference to effectiveness; the field of comparative organizational research partly depends on

providing some conceptual scheme that enables organizations to be comparable about

effectiveness, and that guides practical operationalization and quantification measures (Yucht

& Seashore, 1967). Organizational efficiency is probably across all organizational studies, the

most critical dependent variable and nearly all organizational models include the concept of

effectiveness (C Cameron & Whetten, 1983) (Chelladurai, 1987) (Otoo & Mishra, 2018).

Experimentally, It is doubtful that the organizational efficiency model will go anywhere, as it

is the last dependent variable in organizational analysis. Indication of efficacy is critical in most

amazing administrative research. The need to demonstrate that one method, incentive program,

leadership style, information system, or something else is in some way better than another

makes a notion of effectiveness of a core practical problem. Words often replace effectiveness

such as performance, achievement, capacity, quality, progress, profitability, or transparency,

but some measure of effectiveness is typically what is needed (Cameron & Whetten, 1983).

This paper aims to examine and compare different global viewpoints on effectiveness

systematically, and to make the theoretical, analytical, and realistic importance of each clear.

It should become clear that theoreticians, researchers, and practitioners need to find a consensus

between different models of organizational effectiveness. No successful solution is necessarily

superior to another. Instead, the effectiveness of each solution depends on certain factors of

preference. This paper, therefore, does not attempt to establish a universal or ideal model of

organizational effectiveness. Alternatively, it explores multiple models that may be suitable in

different circumstances. We hope this paper will give us a better understanding of the concept



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of efficiency and that the distinctions made between the different models will encourage more

work on effectiveness.

Methodology:

The approach to the inquiry is analytical-descriptive. For this reason, relevant literature

concerning all theoretical and practical studies of various models used in sport management

was collected. An online search via Scopus, Google Scholar, ScienceDirect, Academia, and

Shodhganga was also done to ascertain that those studies relevant to the area were found,

categorized, and evaluated related to organizational effectiveness. Suggestions for sports

organizations were created following a study of the literature. The keywords used for the

analysis were “different models used for organizational effectiveness in sports.” Variability of

these words has also been used to facilitate the recognition of the related publications.

The literature that met the standards were the ones that concentrated on various

frameworks used to determine the organizational efficacy of sport management or

measurement problems following the meanings of these theoretical underpinnings. The

collection of applicable studies was restricted to those conducted in English until 2020,

inclusive.

The full text of each paper was checked to evaluate the study’s necessary material, its

relationship to past field literature, and performance and study results. The findings and

observations concerning previous studies were then analyzed, with their importance. Reference

material from the individual analysis was also reviewed to ensure the search results are accurate

and dependable and ensure that the online search found all appropriate research for the test.



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Results and discussion:

(Pena, Mataruna-dos-santos, & Dacosta, 2019) conducted a study on “proactive

management of Olympic legacies: 1972 Munich games update from the perspective of the

Triple Helix Model.” An immediate theoretical and practical contribution of this study focused

conclusively through the proposition that the presence and interaction of the three actors of the

Triple Helix present itself as worthwhile for the legacy management of Olympic infrastructure

and can be applied in other areas for the management of mega-events, despite its limited

knowledge by its managers. In the final account for the management of the Olympic legacy,

one must consider prior planning of strategies for attracting financial resources and partners,

identifying their needs to offer them programs that achieve common goals. It is also advisable

to build a network of partnerships to ensure the development of the project, including

government, companies, and universities, viewing them as catalysts of the event’s lasting

legacy.

To better understand the manifestation of the legacy, it is advisable to assess the actions

prearranged before and those accepted out during the mega-event so that these multiform

achievements will effectively take place after the event. Theoretically speaking, having behind

the sustainable and overall demands of legacies, an interactive management process involving

several actors collaborating through their potentialities is needed to evaluate the universe of

stakeholders. Those supportive actors are generally found in companies, in universities and

government entities, operating together or by independent initiatives. When these three

institutional actors emerge as an aggregation, they can have a typical function addressed as a

collaborative process that is proposed under the name of Triple Helix - TH (Etzkowitz &

Zhou, 2006). This theoretical model developed utilizing practical examples operates in the

sense of leveraging innovation in science and technology through the interaction between the

three protagonists mentioned; it is understood by companies or the private institutions,



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government or public support, and universities or educational institutions. Besides, the Triple

Helix provides a methodology for examining strengths and weaknesses and filling gaps in the

relationship between these institutional actors. By its general and practical background, the so-

called TH model can be chosen by the investigators for the analysis of the management scenario

in light of its legacies (Pena, Mataruna-dos-santos, & Dacosta, 2019). (Hulme, et al., 2019)

undertook a study on “sports organizations as complex systems: using cognitive work analysis

(CWA) to identify the factors influencing Performance in an elite Netball organization.” This

research aimed to use the strategies outlined in the Cognitive Work Analysis (CWA) to build

an elite netball organization model and categorize huge organizational roles and limitations

that immediate success.

“Two segments of CWA (cognitive work analysis): (i) Work Domain Analysis (WDA);

and, (ii) Social Organization and Co-operation Analysis (SOCA) were used.” In future

applications, the usage of the two-component CWA approaches in this analysis, viz. “WDA

and SOCA,” may be used to improve the understanding of structural processes and

shortcomings affecting the development cycle of other sports organizations; Since systems,

analysis approaches may identify extents of existing or likely forthcoming organizational

conflicts, such as when the same collection of resources is needed for a position or function.

The critical assumptions of the analysis are that at present, realistic determinations may be

difficult, athletes and coaches may reverse the non-sport-related roles and practices and that

expectations for measuring success in practical purposes may be re-examined. It was settled

that the procedures used in the CWA (cognitive work analysis) context, in this case, “WDA

(Work Domain Analysis) and SOCA (Social Organization and Co-operation Analysis),” are

valuable methods for identifying and describing sporting organizations, and institutional

knowledge affecting and potentially influencing top sport success (Naikar, Hopcroft, &

Moylan, 2005) (Fro). (Tavakkol & Devin, 2017)conducted a study on “structural equation



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modeling of transformational leadership style and organizational effectiveness with the

mediating role of organizational commitment in the general directorate of youth and sports of

North Khorasan province.” The findings state, on the one hand, a substantial and optimistic

impact on organizational effectiveness of leadership style and, on the other hand, a significant

influence on the relationship of engagement as a facilitating factor among “transformational

leadership style and organizational effectiveness.” Organizations of greater economic

dynamism, as well as today’s dynamic world, have to adapt their internal structure to react

better to the environment. Sustainability of the organization in such a complex environment

requires the flexibility and resilience of an organization. To strive for survival and hope for

future success in today’s turbulent environment, it needs organizational efficiency to retain its

competitive edge.

Besides, this happens by administrators with an effective management style that will

aid the growth of organizational engagement rather than impede it. (Hu, Chen, & Tzeng, 2016)

conducted a study on “evaluating the improvement of sustainability of sports industry policy

based on multiple attribute decision making (MADM).” The study aimed to develop a new

policy evaluation model for a sustainable sport industry that reports the vital underlying issues

and rewards the primacies. As a consequence, “a new hybrid model was created by integrating

the DEMATEL (decision-making trial and evaluation laboratory), DANP (DEMATEL-based

analytic network process), and modified VIKOR (VlseKriterijumska Optimizacija I

Kompromisno Resenje; (method for ranking and improving the alternatives) to illustrate the

inter-relationship between the influential factors.” Based on the degree of impact, care must be

taken about: “promotion and assistance of government policy, sports venues, and facilities,

enterprise sponsorship of sports, expert human resources, sports competitions, and events.”

Limited inquiries explored how to promote the sustainability of the policies of the sports

sector. “The devising of such sustainability is a (MADM) multiple criteria decision-making



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problem.” Though the associated variables in the real world are not independent, as a critical

interrelation, there is (dependence and feedback) between them. Thus “MADM” methods can

be useful in solving this issue (Liu, Tzeng, & Lee, 2013). This approach has been extensively

functional in numerous fields but has not been applied by sporting organizations.

The hybrid MADM framework was built based on the surveyed studies. It was

considered a valuable method for assessing the viability of sport policy implementation and

can be used as a guide for policy-makers to promote progress in each category (Hu, Chen &

Tzeng, 2016). (Eydi, 2015) undertook a study on “Organizational Effectiveness Models:

Review and Apply in Non-Profit Sporting Organizations.” The Results showed five significant

models for determining organizational efficacy, i.e., “Goal attainment approach, systems of

resources approach, internal procedure approach, multiple constituency approach, and

competing values framework approach.”

The approach to targeting is the most commonly used. It assesses an organization’s

effectiveness in the relation of its performance in understanding its objectives. The analysis of

organizational effectiveness is regarded as the “most logical approach” (P & Tr, 1991).

Moreover, the solution to the target has its drawbacks. Most obviously, an organization may

have several goals that clash with each other. However, the goals of an organization can change

over time, particularly its immediate working goals (Chelladurai, 1987) (Yucht & Seashore,

1967).

The program resource model is the organization’s ability to leverage its environment,

either in absolute or relative terms, to gain unique and valued resources (Yucht & Seashore,

1967). This effectiveness opinion focussed on the capacity of an administration to raise money

to validate practicality. Giving essential resources and establishing a cohesive environmental

partnership is vital for the implementation of the program model (Eydi, 2015).



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Organizations promoting a cohesive and well-coordinated organizational climate are

viewed as decisive operations according to the organizational process approach. “Aspects such

as trust, integrated systems, and smooth functioning are viewed as more precise measures of

organizational effectiveness” (Eydi, 2015).

“According to Connolly et al., the multiple-constituency model (MCM) is based on an

opinion of organizational effectiveness in which numerous different effectiveness reports can

be made about the focal organization, reflecting the measure sets of diverse individuals and

groups we shall refer to as constituencies” (Connolly, Conlon, & Deutsch, 1980) (Eydi,

2015). Every component-group can have different views of how the organization functions.

Likewise, each constituent group provides support in specific ways as an “employee, board

member, sponsor, player, official, or volunteer” (Eydi, 2015).

The CVA was initially developed to measure the organizations’ effectiveness in profit

organizations. The CVA and its effectiveness criteria were drawn from the findings of

organizational theorists and scholars on organizational effectiveness in organizations

benefiting from them. The approach to strategic constituencies has been the founder of the

CVA (Competing Values Approach) and is therefore appropriate to the degree that

effectiveness evaluation involves constituent groups within the CVA’s three dimensions

(Shilbury & Moore, 2006) (Eydi, 2015).



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Conclusion:

Due to the nonexistence of much of the literature regarding the utilization of different

models of management by sports organizations, it is noted that the management mentioned

above models are not known by the managers as well as the sponsors. This deficiency may be

the reason why the models are not applied. Therefore, the use of these models under proactive

conditions could optimize the efficacy of sports organizations. Several models of

organizational efficacy can be produced into a comprehensive systems-based framework. The

multidimensionality efficacy stems from both the input-throughput-output conceptualization

of an association and the different areas of activities of an organization. The importance of

precise dimensions of efficacy is dependent upon the type of organization and the area of

activities in which the organization is involved. An immediate theoretical and practical

contribution of this study focuses conclusively through the proposition that the presence and

interaction of the models mentioned above present itself as viable for the inheritance

management of sports organizations and can be applied in other areas for the management of

mega-events, despite their limited knowledge by sports organizations.



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