Intelligent sport organizations (2024)

Relationship between Individual Characteristics and Attitudes toward Change among sport managers of Universities

The study of the relationship between a selection of individual characteristics and attitudes toward change in sport mangers at Islamic Azad University (different branches) shape the main purpose of this research. The research methodology was descriptive-correlative type. The data were collected through a field study. The statistical community of the research included all sport managers of Islamic Azad University (N=210). The statistical sample of the research included 170 mangers (sample volume based on Morgan Table) which were selected in random-cluster method out of the research statistical community. Out of the distributed questionnaires, 136 questionnaires were returned. In order to measure the attitudes toward change, the Donham Questionnaire (1989) was used. For determining the validity, the mentioned questionnaire was presented to some professors of the department of physical education, managers and some authorities with expertise in this field and their views about every single question were applied. The internal reliability of questionnaire in a sample group was obtained through statistical method of Cronbach's alpha (0.79) and the time reliability was obtained through re-resting (0.81). In order to analyze the data, both descriptive and inferential statistics were utilized. The results of the research showed that out of the maximum score of (five for change) in the attitude, the total average of examinees was 4.09 with a standard deviation of 0.48. The results of testing the assumptions indicated that there is no significant relationship between individual characteristics of examinees and their attitudes towards change. INTRODUCTION World is changing and the speed of change in our age is much faster than any other time in the human's life history (Akbari, 2007). Today, change is one of the noticeable and important subjects in managerial discussions. It is such that some believe change is a controversial topic in the management literature. The importance of this subject is due to the fact that an efficient change will increase the survival of an organization in the competitive environment of business (Stadlaner, 2006). The necessity of change and innovation in organization, in particular in developed communities has been recognized but in many developing countries, this role and its significance has not been clarified yet (Khan Mokhtari, B., 2007)! In recent decades, with the growth of different sciences, the speedy development of technology, the growth of new technologies and changes resulting from that, all have given rise to the establishment of new views and attitudes in sports. The establishments of new visions have brought about new missions in organizations including sport organizations and have motivated them. Therefore, change should be placed in mangers' and individuals' daily agenda. In other words, they should become committed to change as much as they are committed to the objectives and should recognize its necessity as well (Taylor, 2006). The process of change in each organizations is unique depending on differences in the nature of an organization, the nature of the job, work values and culture, style of leadership and management and also individuals' and most importantly, managers' attitudes and behaviors. For some people, change will bring about an advantage, pleasure and satisfaction whereas for some others, the same change might cause tension, damage and loss. Change is noticed for solving the problems and challenges of an organization. In the research literature, change has been defined as follows: Change means breaking the existing structure and creating a new structure (Chonko, 2004). In accordance with the theoretical foundations of attitude towards change, it is under the influence of three components of cognition (knowledge), emotion (attitude) and behavior (Farmahini Farahani, 1999). Blanchard and Hersey (2001) believe that change will succeed when four stages to be materialized, i.e.: increase of individual knowledge, change in individual's attitude, change in individual's behavior, and finally change in group behavior. When sufficient knowledge is at the disposal of an individual, and there are (positive or negative) emotions towards the subject of change, then it is possible to change an attitude. So, attitude towards change which is the

Revolutionary Change Management and Team Performance: Empirical Evidence from Four Football Leagues

Management and Organizational Change

2011

Remarks on the process of managing change in organization. Argumenta Oeconomica, 1996, No 3, s. 145-156

1996

Effect of Organizational Change on Employee Job Performance

Asian Journal of Business and Management

As businesses evolve, to keep ahead of competition, so do their expectations for their employee's performance. An employee is a key element of an organization and their overall performance can decide the achievements of an organization or its failures. Every business has their own specific way of doing things, due to the constant change of the business environment. This changes therefore requires organization to adopt internal changes which tends to affect the performance of employees thus may enhance organisational growth and otherwise. The general objective of this research is to evaluate the effect of organizational change on employee job performance and compare it with the transformation framework articulated by some change management theorist and also to explore whether organizational change affect the job performance of employees. This study will make use of the data that was analyzed using the content analysis approach. This is because of its major dependence on the seco...

Change and employee behaviour

Leadership & Organization Development Journal, 1998

The Conditioning of Change Management the Perspective of Managerial Staff

2018

Modern enterprises function in the quick-change environment. The external changes impose the necessity of flexible activity with keeping the priorities coming from strategic goals of the organisation. The sheer strategy also undergoes perpetual changes. These changes are both adaptable and developmental. In this context management of change grows to the rank of key competence. It is the competence of entire organisations which have to know how to activate their resources and support high level of organisational energy. So that implemented changes are the source of competitiveness and values. It is also the competence that is assigned to managers who make decisions about dynamics and process of changes. That is why diagnosing opinion about the conditioning of change management had been considered as cognitively interesting. The inquiry form has been used as a research instrument. Middle and senior management (60 people) that represent corporate sector were involved in the research. I...

A Top Management Team's Reactions to Organizational Transformation: The Diagnostic Benefits of Five Key Change Sentiments

Journal of Change Management, 2007

An examination of the effects and countereffects of an organizational change effort

Human Resource Management, 1982

The organizational change impact on the employee’s behaviour and performance in KSA universities

Multi-Knowledge Electronic Comprehensive Journal For Education, 2019

The purpose of this case study was to explore the impact of the organization change on employee behavior and performance in the College of Business at King Khalid University. Organizational change is the process in which firms renews itself continuously by redefining their dynamic capacity and their strategic position for optimizing their performance in a perfect situation as well in reaction to development in its external and internal environment. The study participants included employee that worked in the business school that ranged from supervisors to subordinates. The study design was a case study approach that used semi-structured in-depth interviews conducted via Skype with six employees in who gave their comments and perception towards organization change in the university. The inquiry identified three themes from the content thematic coding system, which include perception towards change, leadership support during the change process, and communication of the change process. The employees expressed both positive and negative emotions towards change in the organization. Employees appreciate the provision of sufficient and proper communication as well as leadership support during the change process. Finally, the results showed that respondents were concerned a lot of their status because of the change process and they felt dissatisfied with the organizational change process it was compromised. The study only focused on single college within the university, the findings may not be a true representative of the college, and the result may have been influenced by other organization factors at large. The study recommends it essential for initiators to change to consider the need of employees in to attain successful and effective organizational change. Finally, the study concludes that the perception of changes, leadership support, and communication of the organizational change process as well as the professional identity (status) of employees influence the change process.