Philosophical debate about the proper role of athletics within the academy has reverberated through each era of collegiate sport, and a growing body of literature points toward an impending tipping point unless radical reform ensues. This study contributes perspective to a proposed reform model through investigating perceptions of National Collegiate Athletics Association Division I coaches (N = 661) about their roles as educators and how this role could be altered through structural and philosophical changes within the academy. Quantitative and qualitative data provided mixed findings related to coach support for an integrated organizational structure with high variance in all structural facets explored except for compensation, where coaches believed structures should not be uniform between athletic and academic units because of the perceived greater workload, hours, media attention, and pressure in athletics.
Erianne A. Weight, Coyte Cooper, and Nels K. Popp
Bryan A. McCullick, Ashton Dooley, Paul Schempp, and Tiffany Isaac
staffs, the purpose of this study was to investigate the organizational: (a) structure and (b) roles and responsibilities of an elite-level basketball coaching staff. Specifically, the study was guided by the following research questions: (a) What is the organizational structure of an elite
Suzannah Mork Armentrout and Julia Dutove
teams? We have some of the best players in the state and a lot of them choose to go to high school somewhere else, so instead of being one of the best in the state, we are lucky to make it to playoffs. What can we do to change our youth hockey organizational structure and get two birds with one stone
John J. Jackson
Sport has a multitude of organizations, which are social systems organized for the attainment of particular types of goals. Organizations are characterized by divisions of labor, power, and communication responsibilities through which regularities such as task allocation, supervision, and coordination are developed. Such regularities constitute the organization’s structure, which is described here in terms of formal relations and communication.
Jamie A. Cleland
The development of “new” media and the financial investment in football since the early 1990s have dramatically changed the football club–media relationship. A number of clubs changed ownership and organizational structure for financial gain or financial survival while the increasing demand for immediate information led to clubs’ recognizing the importance of external communication. Drawing on 47 semistructured interviews with media personnel and 827 questionnaires completed by supporters at 4 football clubs, this article assesses the organizational structure of clubs in dealing with the media and supporters and the level of dependence between clubs and the external media. The results highlight changes in the organizational structure of clubs and their strategies for external communication, as well as the contrasting relationships between football clubs and the external media. As ownership and personnel changes occur, clubs should remember the importance of the 2-way relationships they are in with supporters and the media.
Jeffrey Graham and Sylvia Trendafilova
This case challenges future sport managers to consider the importance of organizational structure and the impact structure has on job performance and motivation. In the case, students are presented with a university ticket sales department with a traditionally tall bureaucratic organizational structure. In 2014, the department struggled with poor performance, high turnover, and low levels of employee morale. However, the department took drastic steps and adopted an organizational structure that is based on the idea of self-managed teams. Now in 2016 the department is undergoing a thorough evaluation to see whether the organizational change made two years ago has had a positive impact. Even though the case uses a fictional university (i.e., Western Field University), the issues and challenges involved in changing an organizational structure, motivating employees, and leading change stem from real-world situations. The case contains ticket sales data, employee turnover information, and sample quotes from employees that aid in the analysis. This case is intended for use in human resource management classes, but it also has implications for organizational behavior or leadership courses.
Khirey B. Walker, Chad S. Seifried, and Brian P. Soebbing
control created for the assessing and enforcing of wrongdoing and whether they frame later misconduct (i.e., type and frequency). Organizational Structuring The present study assumes determining the severity of the violations and distribution of potential sanctions depends greatly on the organizational
Brian M. Mills
regulation and its political evolution across time and across nations, there are important lessons for governance, how regulatory capture occurs in various policy contexts, and which policy treatments (state involvement) and organizational structures (cooperation and competition) provide the most societal
Grace Goc Karp and Kay Williamson
Carrie S. Baker and Gary B. Wilkerson
A patient-centered model (PCM) for athletic training services may function as a better model to decrease athletic trainer (AT) stress and result in a more desirable work-life balance compared to the traditional model (TM). The purpose of this study was to assess differences in AT stress and job satisfaction between healthcare models for delivery of AT services. A one-time electronic stress survey was administered to ATs working in both settings. ATs who work in the TM are more likely to report greater work-related stress, and less likely to report job satisfaction than ATs who work in the PCM setting.