Suchergebnisse

This paper deals with the general concept of (good) governance in sports organizations, explaining its required particularities through a look at its principles, existing challenges and issues that have yet to be resolved. It will also give an overview of which obstacles need to be taken into account for the implementation of good governance. Furthermore, it lays out some potential ideas for enhanced good governance through the example of mega-events such as the Olympic Games.

In France a few sociologists are working on the topic of Sociology of Sports Organizations. There are different reasons for this. Sports organizations are very much codified as are all organizations in France and as a matter of fact they have always been considered as any other institutional organization. On the other hand researchers do not consider sports organizations as an independent structure. We have tried to find out whether a sports association can be defined as an organization and how sociological theories of sports organizations can be worked out. We did try to point out the main orientations concerning the conceptualization of Sports organizations both at the local (Sport association) and at the federal (Sports Federation) level. The most interesting direction for research seems to be a further investigation along the line of three parameters: strategy, structures and process of decision in sports organizations.

The aim of this article is to present and analyse the importance of professional management in sports organizations in the context of the results achieved by these organizations. The research presented in this article was based on Fribourg Management Model for Non‑Profit Organizations. The research was conducted among a randomly selected, representative sample of Polish sports organizations, from October to December 2015. A total of 381 organizations were surveyed. The results show that the key role in the results achieved by sports organizations in Poland is played primarily by the resources acquired, especially by the involved board members, the sponsors and the ability to raise financial resources. Professionalization of management is also important for the results achieved by the organization, both in general terms and when looking closer at its individual aspects.

A case study was undertaken to discover the types of experiences encountered by sport organization members. Analysis focused on the ability of members to reach outcomes which motivated them to join the organization. Relationships that occurred between individuals in day-to-day interaction were examined in conjunction with relationships between groups outside of day-to-day interaction. Attention was given to how access to rules and resources, as structures simultaneously constrained and enabled individuals to reach certain objectives. Findings indicated that relationships were largely reciprocal but unbalanced. Explanations for these findings are taken from literature in organization theory and sociology.

In an attempt to promote racial equality policies in national sports organizations in England, the Racial Equality Charter for Sport was introduced in 2000. This article reports on progress in achieving the associated Standard in different sports and different levels of sport. Questionnaires and interviews suggest that there has been some measure of success but that this has been slow and is vulnerable to personnel change and competing demands on resources. The article also adopts a critical sociological approach to the structures of sport to examine the limitations on the success of those interventions to conclude that more than organizational change is required—cultures need to change to become more inclusive.

Capitalism plays a significant role in the process of commercialization of sport. The bureaucratization, professionalization, politics and policy change legitimate organizational activities (Oliver 1992). The external process of bureaucratization, which is 'the organizational manifestation of the rationalization of social life' (Slack & Hinings 1994: 806) transforms sport organizations. The new environment of sport organizations moves them from voluntary organization to formal organizations with professional staff. This work identifies impact of external processes such as bureaucratization, professionalization and commercialization on sport organization. The focus is on the environmental pressures which change practices (procedures) in sport organizations. The article shows the changes in the field of sport and the processes of excluding voluntary, non-profit sport organization from competitions in elite sport. The last section of the article presents an alternative point of view on volunteers in sport industry.

Capitalism plays a significant role in the process of commercialization of sport. The bureaucratization, professionalization, politics and policy change legitimate organizational activities (Oliver 1992). The external process of bureaucratization, which is "the organizational manifestation of the rationalization of social life" (Slack & Hinings 1994: 806) transforms sport organizations. The new environment of sport organizations moves them from voluntary organization to formal organizations with professional staff. This work identifies impact of external processes such as bureaucratization, professionalization and commercialization on sport organization. The focus is on the environmental pressures which change practices (procedures) in sport organizations. The article shows the changes in the field of sport and the processes of excluding voluntary, non-profit sport organization from competitions in elite sport. The last section of the article presents an alternative point of view on volunteers in sport industry.