sedigheh salehi; mina mostahfezian; masoud naderian jahromi; shahram aroufzad
Abstract
The study is to identify barriers to substitution in the General Departments of Sports and Youth of Iran. It was applied research based on the purpose and data collection was done by mixed exploratory method (in the first part, the barriers were identified qualitatively and in the second part, ...
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The study is to identify barriers to substitution in the General Departments of Sports and Youth of Iran. It was applied research based on the purpose and data collection was done by mixed exploratory method (in the first part, the barriers were identified qualitatively and in the second part, the barriers were leveled quantitatively-qualitatively). The participants included professors of sports management, managers of general departments of sports and youth of the country and 12 interviews were conducted using theoretical purposive sampling method based on theoretical saturation criteria. The data collection tools were semi-structured interview and structural self-interaction matrix questionnaire. In the first part, the data were categorized using thematic analysis method and in the form of basic, organized and comprehensive themes. Also, using the interpretive structural model, the identified obstacles were classified. The barriers to the development of substitution in the general departments of sports and youth as a comprehensive theme including 54 basic themes and 7 organizational themes (lack of meritocracy culture, individual barriers, poor management, economic barriers, legal barriers, structural barriers and Political-communication barriers) which were classified into 5 levels and it was found that the most basic barriers to substitution in the general departments of sports and youth are structural barriers, economic barriers and poor management. Therefore, given that structural barriers rank highest among other barriers affecting the establishment of a succession system, managers should define the job descriptions of key positions, and periodic evaluations of individuals should be made according to the talent of individuals, and then the positions are considered for them.
Atefeh Amini Dehaghi; Rasool Nazari; Rokhsareh Badami; Fariba Mohamadian
Abstract
The research is to present an institutionalization model for women's sports management. It was interpretive research in terms of philosophy, fundamental in terms of approach, foundational data theory in terms of strategy, qualitative research in terms of research selection, and cross-sectional in terms ...
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The research is to present an institutionalization model for women's sports management. It was interpretive research in terms of philosophy, fundamental in terms of approach, foundational data theory in terms of strategy, qualitative research in terms of research selection, and cross-sectional in terms of time period, and its data collection method was interviews. The statistical population was included of experts in the field of women's sports management- university professors and staff managers of the Ministry of Sports and Youth and the National Sports Olympic Committee. The snowball sampling method was used and the sampling continued until the theoretical saturation (15 interviews). To collect information, semi-structured interviews were used and for data analysis, three overlapping processes of open coding, axial coding, and theoretical coding were used.
Based on the analysis of the interviews, it was determined that the institutionalization of women's sports management succession in Iran is influenced by contextual factors (gender justice, organizational dynamics and maturity and database), structural factors (management, program, meritocracy and talent management of human resources) and behavioral factors (positive portrayal, compensation of gender inequalities and believability). As a result, it is suggested that in order to institutionalize the succession of women's sports management, networking and synergistic factors affecting the institutionalization with the focus of women's sports management should be done.
Amir Hossein Labbaf; masoud naderian jahromi
Abstract
Global developments in the field of sports, increasing public awareness and the complexities of implementing various sports programs have created a competitive, dynamic and highly variable environment within sports organizations. The results of research in sports organizations show a lack of qualified ...
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Global developments in the field of sports, increasing public awareness and the complexities of implementing various sports programs have created a competitive, dynamic and highly variable environment within sports organizations. The results of research in sports organizations show a lack of qualified personnel. Therefore, the overall purpose of the study is to develop and evaluate a model of succession in general departments of sports and youth with emphasis on the Delphi method. The research was applied in terms of purpose and exploratory in terms of implementation method. The statistical population in the first part includes existing and available research in reputable scientific databases such as Human Kinetics, Emeral, Scupos in the field of succession breeding as well as sixteen human resources specialists in sports and in the second part, managers and experts in General Departments of Sports and Youth of Isfahan province that the sampling was done by purposeful method. The factors influencing the design of succession model were identified and in the next step, the data were analyzed using the written views of experts and academic elites. These measures were taken in the form of steps: Step one; Data were collected in the form of expert discussions of the research group in relation to succession breeding by academic and sports experts. Step two; By distributing the researcher-made questionnaire among the statistical population and using the structural model method, the relationship path analysis and prioritization of dimensions and components were shown.The results showed that in the succession breeding model, respectively, the dimensions of growth and excellence of successors and candidates, program monitoring and capabilities evaluation, strategic communication and networking, strategic alignment and analysis of talent identification needs and identification of strategic capabilities directly on succession breeding. The General Directorate of Sports and Youth is influential. Sports managers should provide the necessary conditions for succession through measures such as planning in the recruitment and selection stages, training and improvement, correcting undesirable and unnecessary behaviors, and managing talents.
