The Nature of Managerial Work in Canadian Intercollegiate Athletics

1999 ◽  
Vol 13 (2) ◽  
pp. 148-166 ◽  
Author(s):  
Karen E. Danylchuk ◽  
Packianathan Chelladurai
Keyword(s):  
Intercollegiate Athletics ◽  
Financial Management ◽  
Information Seeking ◽  
Athletic Directors ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Managerial Work ◽  
Management Leadership ◽  
Leadership Policy ◽  
Intercollegiate Athletic Departments

This study described and analyzed the managerial work in Canadian intercollegiate athletics. The directors of 37 Canadian intercollegiate athletic departments responded to a questionnaire eliciting perceived importance of, time devoted to, and percentage responsibility for 19 managerial activities carried out by athletic departments. These managerial activities were largely patterned after Mintzberg's (1975) description of managerial work and were verified by a group of experts. Results showed that financial management, leadership, policy making, disturbance handling, revenue generation, and a Mete affairs were perceived to be the most important and most time consuming activities. Information seeking, maintenance activities, and league responsibilities were rated the least important. The athletic directors reported that they were largely responsible for the more important tasks with average percent responsibility of 55%. The average responsibility assigned to assistant directors was 29.5%, and this limited responsibility was significantly but inversely related to the importance of the tasks.

A Multiframe Perspective of Leadership and Organizational Climate in Intercollegiate Athletics

1999 ◽  
Vol 13 (4) ◽  
pp. 298-316 ◽  
Author(s):  
David K. Scott
Keyword(s):  
Organizational Climate ◽  
Intercollegiate Athletics ◽  
Head Coaches ◽  
Bolman And Deal ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Independent Variables ◽  
Intercollegiate Athletic Departments ◽  
Level Of Analysis ◽  
Strong Agreement

This study used the “multiframe” (structural, human resource, political, and symbolic) organizational theory of Bolman and Deal (1991b) to examine aspects of leadership and organizational climate in intercollegiate athletic departments. Top-5 finalist athletic departments from 4 collegiate divisions (NCAA I, II, and III and NAIA) for the 1993-96 Sears Directors’ Cup award served as tie sample. The 4 frames were all useful as descriptors of leadership and climate among the departments. However, ADs and head coaches differed significantly in their perceptions of the frame best describing AD leadership. · There was evidence of strong agreement on perceptions of climate within several departments, but the political frame was perceived as least descriptive at every level of analysis. A MANOVA uncovered no significant differences in perceptions of the 4 frames with gender and division of competition as independent variables. Multiple regression revealed that different frames predict how employees perceive their ADs’ effectiveness as managers and leaders.

An Investigation of the Conflict Triggering Process in Intercollegiate Athletic Departments

2012 ◽  
Vol 26 (3) ◽  
pp. 224-236 ◽  
Author(s):  
Shannon Kerwin ◽  
Alison Doherty
Keyword(s):  
Intercollegiate Athletics ◽  
Relationship Conflict ◽  
Sample Population ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Intragroup Conflict ◽  
Intercollegiate Athletic Departments ◽  
Advance Theory ◽  
Triggering Process ◽  
Office Personnel

The purpose of this study was to investigate factors that moderate the association between substantive task and process conflicts and personal relationship conflict within Canadian intercollegiate athletic departments. The sample population was administrative office personnel in those departments (i.e., directors, managers, and support staff). Based on previous research and tenets of affective events theory, task participation, trust, cohesion, value dissimilarity, and negative affect were hypothesized to influence the likelihood that task and process conflict would trigger relationship conflict. Trust and value dissimilarity were found to significantly moderate the association between task conflict and further relationship conflict. The findings advance theory with regard to mechanisms that reduce negative conflict and enhance our understanding of intragroup conflict in intercollegiate athletics. Implications for research and practice are presented.

Assessing Demand for Intercollegiate Athletic Departments: An Investigation of Multimedia Rights Agreements

2019 ◽  
Vol 5 (1) ◽  
pp. 62-82 ◽  
Author(s):  
Jonathan A. Jensen ◽  
Jacob Spreyer ◽  
Javonte Lipsey ◽  
Nels Popp ◽  
Robert Malekoff
Keyword(s):  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Intercollegiate Athletic Departments

scholarly journals Patterns of Bureaucracy in Intercollegiate Athletic Departments

2013 ◽  
Vol 27 (2) ◽  
pp. 114-129 ◽  
Author(s):  
Claudio M. Rocha ◽  
Packianathan Chelladurai
Keyword(s):  
Structural Equation ◽  
Theory And Practice ◽  
Equation Modeling ◽  
Academic Values ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Multiple Group ◽  
Structural Relationships ◽  
Confirmatory Factor ◽  
Intercollegiate Athletic Departments

The objective of the current research was to verify the extent to which Gouldner’s (1954) three patterns of bureaucracy were prevalent in intercollegiate athletic departments. Single and multiple-group confirmatory factor analysis (CFA) and structural equation modeling (SEM) of the data provided by 907 coaches from all three NCAA divisions (ndivI= 322; ndivII= 277; ndivIII= 308) showed that structural relationships among goals, processes, and patterns of bureaucracy were invariant among all three groups of coaches. Substantively, the factor of developmental goals through developmental processes (Trail & Chelladurai, 2000) predicted positively the presence ofrepresentative bureaucracyandpunishment-centered bureaucracyand negatively the existence ofmock bureaucracy. This means that the more athletic departments emphasize academic values, the less the coaches perceive a pattern of loose coupling between rules and actual technical activities. Implications of these results for theory and practice were discussed.

The Role of Servant Leadership in Developing an Ethical Climate in Sport Organizations

2017 ◽  
Vol 31 (3) ◽  
pp. 229-240 ◽  
Author(s):  
Laura J. Burton ◽  
Jon Welty Peachey ◽  
Janelle E. Wells
Keyword(s):  
Servant Leadership ◽  
Organizational Justice ◽  
Ethical Climate ◽  
Sport Organizations ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Intercollegiate Athletic Departments ◽  
Ethical Component ◽  
The Relationship

Evaluation of leadership as a necessary component to reform sport could be critical to fostering a more ethical climate and reducing the frequency and severity of ethical improprieties within this context. However, limited research has examined the relationship between leadership and ethical climate. Servant leadership, due to its ethical component and people-centered focus, is a leadership approach that may best support development of an ethical climate. The purpose of this study was to explore the influence of servant leadership on perceptions of an ethical climate in intercollegiate athletic departments, with an examination of how trust and perceptions of organizational justice indirectly influence the relationship between servant leadership and perceptions of an ethical climate. Findings indicated that servant leadership was directly related to trust in leadership and perceptions of an ethical climate. Further, both trust in the leader and procedural justice indirectly influenced the relationship between servant leadership and ethical climate.

scholarly journals An Exploration of Organizational Trust in Intercollegiate Athletic Departments

2016 ◽  
pp. 18-37
Author(s):  
Jacob K Tingle
Keyword(s):  
Sport Management ◽  
Organizational Trust ◽  
Athletic Department ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Research Questions ◽  
Intercollegiate Athletic Departments ◽  
The Individual ◽  
Status Analysis ◽  
Trust Scale

Scholars in in educational leadership, business management, and organizational psychology have thoroughly explored the construct of organizational trust. While trust has attracted some attention from sport management scholars, the research has primarily focused on the individual, rather than organization. This manuscript provides an overview of the organizational trust literature with specific application to the area of intercollegiate athletic departments. Additionally, the Athletic Department Trust Scale (ADTS) is introduced as an instrument to measure organizational trust in the setting. The procedures taken to refine and test the instrument are summarized. Results revealed the ADTS as psychometrically sound.  The instrument was used to explore three research questions related to coaching tenure and status. Analysis of Variance (ANOVA) revealed significant differences between coaching tenure and organizational trust. Practical and research implications are also presented. 

Bases for Determining Need: Perspectives of Intercollegiate Athletic Directors and Athletic Board Chairs

2005 ◽  
Vol 19 (2) ◽  
pp. 170-192 ◽  
Author(s):  
Daniel F. Mahony ◽  
Mary A. Hums ◽  
Harold A. Riemer
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Athletic Directors ◽  
Division I ◽  
Athletic Administrators ◽  
Division Iii ◽  
Intercollegiate Athletic ◽  
Distribution Of Resources ◽  
Competitive Success ◽  
Program Costs

The distribution of resources in intercollegiate athletics has been controversial for many years. Prior research indicated various stakeholders believed need-based distributions were fair and were more likely to be used. It was not clear, however, how the stakeholders determined need or which sports had the greatest needs. The results of the current study indicate that athletic administrators believe programs need more resources when they lack resources, have high program costs, or lack adequate resources to be competitively successful. Although these three reasons were each identified by all groups, Division I administrators cited competitive success more often, and Division III administrators cited high program costs more often. The current study also found that football was the sport believed to have the greatest needs at both the NCAA Division I and Division III levels, and men’s sports were generally believed to have greater needs.

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