Thinking about the same things differently: Examining perceptions of a non-profit community sport organisation

AbstractThe transition of many sport organisations from being predominantly volunteer-administered and anchored in an amateur ethos to professionally managed entities has created unique challenges for the governance of sport. This paper provides a contribution to the governance literature through the presentation of a situational case where a four-stage model, drawn from an action research approach, has been used for developing a board's strategic capability and subsequent improvement in organisational performance. Action research is founded on the premise that change and research are not mutually exclusive and that dual foci on improving practice and developing theory are possible (Coghlan & Brannick, 2001). Utilising a national sport organisation (NSO) in New Zealand the study developed and tested a structured model for improving board functioning and, specifically, strategic contribution. While the case to which the model has been applied is an NSO, the model and the subsequent reflections have value for non-profit as well as commercial entities particularly with regard to a greater understanding of the mechanisms associated with balancing the performance and conformance roles of the board.

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Corporate governance applicability and theories within not-for-profit sport management

Corporate Ownership and Control ◽

10.22495/cocv9i2c3art3 ◽

2012 ◽

Vol 9 (2) ◽

pp. 335-342 ◽

Cited By ~ 1

Author(s):

Ian O’Boyle

Keyword(s):

Corporate Governance ◽

Best Practice ◽

Sport Management ◽

Business Environment ◽

Non Profit ◽

For Profit ◽

Not For Profit ◽

Practice Approach ◽

Sport Organisation

This paper examines the role of corporate governance in non-profit sport organisations. Governance within the traditional business environment is a crucial issue for the ultimate success or failures of an entity. This study analyses if the structures and systems of governance within traditional business can be transferred to a sport organisation. The various governance theories are examined to assess their applicability within a sport organisation and the role of the board is also analyzed within the study. Finally, this paper examines areas of conflict which may arise relating to governance and concludes by offering a best practice approach to this integral issue within any modern sport organisation.

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Power and Politics: A Case Study in Community Sport Partnerships

Case Studies in Sport Management ◽

10.1123/cssm.2018-0031 ◽

2019 ◽

Vol 8 (S1) ◽

pp. S50-S51

Author(s):

Jennifer E. McGarry ◽

Justin M. Evanovich ◽

Nneka A. Arinze ◽

Kolin Ebron ◽

Jun Young Cho

Keyword(s):

College Students ◽

Collaborative Planning ◽

Media Campaign ◽

Participation Rates ◽

Community Based ◽

Non Profit ◽

New School ◽

Community Sport ◽

School Year

Carmen Jackson directs West Jefferson’s Harris Center. Dissatisfied with the efforts of previous partners at the Center, she is looking to form connections with partners with whom she could work alongside to address the interests and needs of West Jefferson’s youth. Specifically, Ms. Jackson is concerned about the lack of structured programming and the low participation rates among girls. Dr. Snow, from nearby Paul Warner College (PWC), was referred to Ms. Jackson as a possible new partner. Dr. Snow saw the potential for college students in her Non-Profit and Community Sport course to engage in projects with the Harris Center. Summer conversations led to plans to begin partnering in the fall. The new school year has arrived. As Ms. Jackson posts flyers about the new partnership per a request from PWC’s media campaign, she is waiting to meet Dr. Snow’s students. Utilizing Parent and Harvey’s model for community-based sport initiatives, the emerging partnership between the Harris Center and PWC has established a mutually beneficial purpose. However, additional antecedents necessary for a successful project could be lacking (i.e., collaborative planning, understanding of the environments, and nature of partners), and not everyone realizes the issues with how the partnership is beginning.

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Management strategies of non-profit community sport facilities in an era of austerity

European Sport Management Quarterly ◽

10.1080/16184742.2018.1523944 ◽

2018 ◽

Vol 19 (3) ◽

pp. 312-330 ◽

Cited By ~ 10

Author(s):

Daniel Parnell ◽

Anthony May ◽

Paul Widdop ◽

Ed Cope ◽

Richard Bailey

Keyword(s):

Management Strategies ◽

Non Profit ◽

Community Sport ◽

Sport Facilities

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A model for improving board performance: The case of a national sport organisation

Journal of Management & Organization ◽

10.1017/s1833367200001966 ◽

2010 ◽

Vol 16 (4) ◽

pp. 601-621 ◽

Cited By ~ 10

Author(s):

Lesley Ferkins ◽

Gael Mcdonald ◽

David Shilbury

Keyword(s):

Action Research ◽

Research Approach ◽

Stage Model ◽

Organisational Performance ◽

Structured Model ◽

Non Profit ◽

Action Research Approach ◽

Board Performance ◽

Sport Organisation ◽

Subsequent Improvement

AbstractThe transition of many sport organisations from being predominantly volunteer-administered and anchored in an amateur ethos to professionally managed entities has created unique challenges for the governance of sport. This paper provides a contribution to the governance literature through the presentation of a situational case where a four-stage model, drawn from an action research approach, has been used for developing a board's strategic capability and subsequent improvement in organisational performance. Action research is founded on the premise that change and research are not mutually exclusive and that dual foci on improving practice and developing theory are possible (Coghlan & Brannick, 2001). Utilising a national sport organisation (NSO) in New Zealand the study developed and tested a structured model for improving board functioning and, specifically, strategic contribution. While the case to which the model has been applied is an NSO, the model and the subsequent reflections have value for non-profit as well as commercial entities particularly with regard to a greater understanding of the mechanisms associated with balancing the performance and conformance roles of the board.

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An Overview of Facilities Providing Clinical Services for Persons Who Stutter in Kuwait

Perspectives of the ASHA Special Interest Groups ◽

10.1044/persp1.sig4.79 ◽

2016 ◽

Vol 1 (4) ◽

pp. 79-95

Author(s):

Latifa Alsalmi ◽

Robert Mayo

Keyword(s):

Special Education ◽

Department Heads ◽

Clinical Services ◽

Medical Settings ◽

Non Profit ◽

Future Studies ◽

Language Services ◽

Medical Centers ◽

Clinical Directors

Presently, no clear picture is available about the facilities providing clinical services for persons who stutter (PWS) in Kuwait. This information is crucial for any awareness program to be established in the future. The purpose of this study was to identify clinical facilities and speech-language personnel that provide services for PWS in Kuwait. Participants consisted of 21 clinical directors of governmental medical centers, non-profit clinics, and private clinics as well as department heads of governmental school clinics where speech-language services were provided. Participants were interviewed regarding the availability of speech-language services within their centers and whether or not PWS receive services. The results revealed that four out of five governmental medical centers with a total of 32 speech-language pathologists (SLPs) provided services for PWS. Additionally, 12 schools of special education were found to have 62 SLPs on their staff providing fluency services for students. Finally, two stand-alone private clinics and one non-profit clinic provided services for PWS. Results indicated an overall shortage of SLPs in the country, especially in medical settings. This study sets the foundation for a series of future studies investigating the type and quality of stuttering services provided by the identified facilities in Kuwait.

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Tests und Tools

Zeitschrift für Personalpsychologie ◽

10.1026/1617-6391.5.2.68 ◽

2006 ◽

Vol 5 (2) ◽

pp. 68-71 ◽

Cited By ~ 2

Author(s):

Simone Kauffeld

Keyword(s):

Ad Hoc ◽

Non Profit

Zusammenfassung. Der FEO, der in Kooperation mit betrieblichen Praktikern entwickelt wurde, dient der Erfassung des Organisationsklimas. Er umfasst 82 Items und bildet 12 Skalen ab. Eine Stärke des FEO im Gegensatz zu ad hoc entwickelten Befragungsinstrumenten sind die Vergleichsdaten, die für Profit- und Non-Profit-Organisationen bereit gestellt werden. Kritisch diskutiert wird die theoretische Verortung, die Anwenderfreundlichkeit sowie der Nutzen der individuellen Auswertung. Die konsensuale, konvergente, diskriminante und kriterienbezogene Validierung steht aus.

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