Krepšinio klubų valdymo kultūros lyginamoji analizė

Abstract

Relevance. Sports organizations differ in part from other organizations in their specific activities, management models and the final result of aspiration. One of the most effective and successful sports organization principles is good sports results, continuous, purposeful sports management, and organizational work. Under changing market conditions, many sports organizations are forced to find ways to improve their performance. For sports organization's objectives, of great importance are teamwork, combining human skills, thinking and other factors into a single whole – a target. However, many sports organizations focus on their operational efficiency by the results, and rarely provide different evaluation standards. Therefore, it is important to investigate what determines successful, efficient sports organizations’ existence and survival. This article intends to link the sports club management culture with its achievements – operational efficiency. Research aim was to distinguish the elements of management culture and perform basketball club management culture comparative analysis. Methods. The study employed a structured questionnaire which consisted of 146 statements and 6 demographic questions. By using Cronbach’s alpha coefficient the reliability of the questionnaire (0.987) and the internal consistency of this questionnaire were validated. Two basketball teams of women and men were investigated. Each team had 15 athletes and five administrative (coach, doctor, physical fitness coach, director, president) members. Results showed that substantial differences in management culture were not observed, but the difference emerged comparing results by position: the players assessed management culture worse than the administration. Regardless of the team, the administration was inclined to consider the management culture more positively than the players. Analysing the elements of management culture, it became clear that the biggest differences in management culture emerged in organizational learning and systemic thinking. The study revealed the leadership of the dominant group. Also, the results of analysis showed that the players were not interested in improving the efficiency of the organization because their goal was to strengthen teamwork and individual game results. In both cases management culture was assessed similarly (club I collected 4.53 points overall, club II – 4.57). Regardless of the club, the players were inclined to be more sceptical about basketball team management culture and its individual elements than the administration. The management culture was rated according to seven components and organizational openness in both clubs was assessed as the weakest, but club II assessed systemic thinking as the best, and club I assessed organizational intelligence as the best. Conclusions. Organizational culture and management culture are essential and integral elements for effective sports performance. Organization culture consists of values, behavioural norms, traditions, dedication, loyalty, and employee behaviour; co-operation with each other is all that is necessary if the team wants to be effective and viable. Sports organization requires management culture, which includes its mission, vision, adaptation of the organization, effective participation in the organization. In order to improve management culture, it is advisable to take greater account of the external and internal openness to efficient club activities; to increase the players’ involvement in the activities of the club and thus reduce the digital divide between the club’s players and management of the administration of cultural assessment.Keywords: sport organization, management culture.

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