HRM & Leadership in Sports Clubs PDF

The importance of organizational culture, management & leadership in sports clubs Human resources are the most important asset in sports organizations Involvement of consumers in service process HRM of fundamental importance: recruitment, assessment & development Why is it important? Wi...

The importance of organizational culture, management & leadership in sports clubs Human resources are the most important asset in sports organizations Involvement of consumers in service process HRM of fundamental importance: recruitment, assessment & development Why is it important? Willingness to change jobs has increased; increasingly also industry changes The range of professions is becoming ever broader New work: mobile working, short sabbaticals, coaching & mentoring, further training opportunities Work-life balance: \"nicht am Wochenende arbeiten, ist ein Grund bei der Jobsuche\" (T. Brauer, HR Director at Werder Bremen) Scouting via social media channels HRM & leadership in amateur level sport organizations - Average board size in Australia, South Africa & UK: 5--12 range, except India (19) & US (14) - Under association law, association board (registered in association register & elected by general assembly) in leadership position - At least 7 / 2 founding members - Main bodies: Board of Directors & General Assembly - Members elect a board to represent interests of the association & its members - Operational management is responsibility of Executive Board - Many sport organisations do not have clear hierarchical levels; only a minority of sport organisations have formal HRM systems; information asymmetry in some Cases - Production of services (e.g. offering sports): Share of the \"market\" sector - Services largely provided by volunteers (unpaid or low-paid) - Registered association has restrictions under association law: democratic principle & ban on distributing profits to association members - Government as major provider of funding - Emphasis on recruitment and selection of paid staff, further employee development not widely supported (reflects funding limitations) - Staff are expected to be knowledgeable & passionate about specific sports & to have relevant management skills & expertise - Occupational background of board members - Avergae age of leadership: 44,7 years old - Gender: male 80,4%; female 19,1%; diverse 0,5% - Gender diversity in boards of sports organisations: - No women: 16% - No men 2% - Both gender: 82% - In comparision USA: Chair of the board: Male 81,82%, Female 18,18% Challenges: - From voluntary staff to paid positions - Professionalization of the entire leisure society - Board of directors: from the person of respect to the service provider for the members - Laws, Regulations & Subsidies - Often high bureaucratic efforts for subsidies -\> Larger basic subsidies for the clubs - Too many different funding agencies - Infrastructure: - Lack of sports facilities; some clubs no longer accept children (long waiting list) - Not enough instructors/ coaches HRM & leadership in amateur level sport organizations -- Volunteerism: - Work in all areas: operational sports (e.g. coaches, referees, etc.), administrative managemenand leadership, care and maintenance of club facilities - Scarce volunteer resources: usually no targeted HR planning possible - Constraints/weighing up the extent to which certain positions should/can be covered by full-time employees - A growing number of paid staff have been appointed in roles traditionally held by volunteers; iAustrian: a major problem is recruitment & retention of volunteers - especially volunteer officials - Many sport organisations face difficulties recruiting and retaining volunteers; willingness to volunteer has decreased in many sectors; sometimes threatens the existence of the club - Many volunteer officials perform several functions; e.g. 41% (n=173) also act as coaches HRM & leadership in amateur level sport organizations - Volunteerism: Motives Parents their children are involved in sport activities Former athletes continue involvement in the sport they enjoy (self-interest, altruism, feelings of social pressure, increase commitment to a particular sport organization); identification with the association & members Values as motives opportunities to express altruism, to learn & exercise knowledge, skills, social values (involved in activities supported by significant others/friends), to reduce guilt of being more fortunate than others, career-related benefits, enhancement (to grow one's self-esteem) HRM & leadership in amateur level sport organizations - Volunteerism & Leadership - Most associations depend on volunteers - Demographic shift & changing lifestyles are often accompanied by increased travel activity - Few hierarchical levels - more easily disregarded due to the democratic sense of equality - Setting & implementing a normative framework: exemplify core values on a daily basis - Support, cooperation & delegation: leadership must correspond to motivations of volunteers; respond to situational needs - Volunteers ask for a certain freedom of action & decision-making (intrinsic motivation) - Recognition: assess volunteers\' performance in feedback meetings - Align internal processes with requirements: Adjust to limited time budget - Explore motivations of volunteers & train them accordingly (interests & abilities) Case study: Luis Rubiales' kiss of Jenni Hermoso during medal ceremony at FIFA Women's World Cup 2023 HRM & leadership in pro sport organizations Ein Bild, das Reihe, Diagramm enthält. Automatisch generierte Beschreibung - The best players on the world market get recruited Professional soccer leagues in Belgium, England, Germany, Greece, Portugal and Russiaimport more than 50 % of their athletes from other countries - For instant success, clubs buy and sell athletes every season - Cultural differences affect team processes. - The teams' compositions change at least once a season - Cultural differences affect team processes - \> Cultural variety can be an asset to - performance. However, if unique challenges are overlooked or mismanaged - performance may diminish.  Ein Bild, das Text, Screenshot, Schrift enthält. Automatisch generierte Beschreibung Ein Bild, das Text, Screenshot, Schrift enthält. Automatisch generierte Beschreibung  Ein Bild, das Text, Screenshot, Schrift, Webseite enthält. Automatisch generierte Beschreibung A main challenge: Gender diversity in sports leadership -- Coaching Men dominate leadership positions in sport organizations, e.g. - in U.S. sports, men hold the most powerful leadership positions, e.g. a greater percentage of head coaching positions in women's sports - In coaching: "in men's basketball 99% of the jobs go to men What challenges were the female coaches talking about? Name 3.  **Gender Stereotypes and Bias:** Female coaches often confront entrenched stereotypes that perceive coaching as a predominantly male profession. This bias can lead to doubts about their competence and authority. [iSport360](https://isport360.com/decline-in-female-coaches/?utm_source=chatgpt.com)  **Work-Life Balance:** The demanding nature of coaching, with its irregular hours and extensive travel, poses significant challenges for women, especially those with familial responsibilities. This can deter women from pursuing or sustaining coaching careers. [ResearchGate](https://www.researchgate.net/publication/367107541_Women_in_coaching_What_are_the_problems_and_probable_solutions?utm_source=chatgpt.com)  **Lack of Female Role Models and Mentors:** The scarcity of women in coaching positions results in a dearth of mentors for aspiring female coaches, perpetuating a cycle of underrepresentation. b\. How should change be implemented? (How) may a quota system lead to gender balance? May it prevent nepotism?  **Implementing Change:** To address these challenges, institutions can adopt transparent hiring practices, provide mentorship programs, and offer support for work-life balance. Educational initiatives to challenge and change gender stereotypes are also crucial. [heraldsun](https://www.heraldsun.com.au/victoria-education/be-more-like-a-man-female-educators-face-gender-barriers-and-discrimination-in-leadership-race/news-story/b6f98ca9d3272b61c678455dd2c70343?utm_source=chatgpt.com)  **Quota Systems and Gender Balance:** Implementing quota systems can serve as a catalyst for increasing female representation in coaching by setting clear targets for hiring women. While quotas can accelerate gender balance, they should be complemented by efforts to address underlying biases and create supportive environments. [Le Monde.fr](https://www.lemonde.fr/en/opinion/article/2024/08/09/the-forces-of-male-domination-in-competitive-sports_6712037_23.html?utm_source=chatgpt.com)  **Preventing Nepotism:** Quotas alone may not prevent nepotism. Combating nepotism requires transparent and merit-based hiring processes, along with accountability measures, to ensure fair opportunities for all candidates. c\. Will more women in leadership positions change stereotypical gender constructs? **c. Impact of Women in Leadership on Gender Constructs:** Increasing the number of women in leadership positions can challenge and transform stereotypical gender constructs by demonstrating that leadership qualities are not inherently tied to gender. Visible female leaders serve as role models, inspiring others and gradually shifting societal perceptions about gender roles in professional settings. d\. Does a change in expectations require a change in the perception of a "successful leader"? Altering expectations to embrace diverse leadership styles necessitates redefining the archetype of a \"successful leader.\" Recognizing and valuing qualities such as empathy, collaboration, and adaptability---traits often marginalized in traditional leadership paradigms---can foster a more inclusive understanding of effective leadership. Addressing the underrepresentation of women in coaching requires a multifaceted approach that includes challenging stereotypes, implementing supportive policies, and fostering an inclusive culture that values diverse leadership styles. Ein Bild, das Text, Schrift, Screenshot, Dokument enthält. Automatisch generierte Beschreibung