Abstract
Summary
The aim of this work was to investigate the relationship between the strategic thinking and the organizational change capacity of the sport managers in the Mazandaran Province. 360 people, selected as the sample, answered the questions of the 2 questionnaires of strategic thinking and organizational ...
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Summary
The aim of this work was to investigate the relationship between the strategic thinking and the organizational change capacity of the sport managers in the Mazandaran Province. 360 people, selected as the sample, answered the questions of the 2 questionnaires of strategic thinking and organizational change capacity. The results obtained showed that strategic thinking had a positive and significant effect on the organizational change capacity.
Introduction
Today, human beings live in a world that is changing rapidly. Given the dynamics of the internal and external organizational factors, this change is inevitable. On the other hand, strategic thinking is important for the organizations in order to ensure sustainability in a competitive world. Therefore, the use of strategic thinking leads to the development of better strategies to deal with the environmental changes.
Methodology and Approach
The research method was descriptive-correlational, and was applied in terms of purpose. The statistical population of the work was 193 people that, due to the limited statistical population, was a whole number sampling. For data collection, the two questionnaires of strategic thinking of Lidka (1998) and organizational change capacity of Judge (2005) were used. The validity of the questionnaires was confirmed by 10 professors in the field of sports management. Also the values of reliability, divergent, and convergent validity of the questionnaires were estimated. The results obtained were analyzed using the structural equations.
Results and Conclusion
The results obtained showed that most of the subjects were men, and had a master's degree, and most of them were between 31 and 40 years old. Also the standard coefficient of the path of the effect of strategic thinking on the capacity for organizational change was 0.313, which was the value of statistic (2.906); this means that the strategic thinking variable has a significant effect on the organizational change capacity. Given the importance of strategic thinking and organizational change capacity at different levels of the organization, it is suggested that courses are held to increase the manager's awareness of the effects of strategic thinking in order to better understand the components of strategic thinking and their relationship with the organizational change capacity against environmental changes. The organizations can create a special capability by emphasizing on strategic thinking. This capability makes an organization more flexible and adaptable to change, and helps the organization to achieve the principle of continuous improvement for organizational survival. In order to develop the capacity of the organization in the dimensions of strategic thinking and the capacity of organizational change in order to successfully implement future changes, it is necessary to emphasize on the balanced development of all dimensions and design mechanisms to strengthen them in the management team. Therefore, the need for this change and preparation for environmental change is the existence of strategic thinking. Also the establishment of strategic thinking at the individual and organizational level causes the organization to be more flexible and adaptable to change, and helps the organization.
Abstract
Summary
The purpose of this work is to investigate the effect of strategic thinking on the productivity of the employees of the Sports and Youth departments of the west of the country with the mediating role of organizational agility.
Introduction
Sport is one of the most important and fundamental ...
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Summary
The purpose of this work is to investigate the effect of strategic thinking on the productivity of the employees of the Sports and Youth departments of the west of the country with the mediating role of organizational agility.
Introduction
Sport is one of the most important and fundamental factors in ensuring the health and vitality of the society, in which the country's Sports and Youth departments play a significant role in promoting the people's participation. Take a break because today's organizations are under increasing pressure to find new ways to compete effectively in the dynamic global markets.
Methodology and Approach
The statistical population of the work consisted of all employees of the Sports and Youth departments of the west of the country, among which 356 responders were selected as the statistical sample by random-cluster shape sampling. The measurement tools used were the Sharifi & Zhang's (2000) organizational agility, Goldman's strategic thinking (2005), and manpower productivity of Sarmad et al. (2011) questioners. The descriptive and inferential statistics were used to analyze the data.
Results and Conclusions
The research findings showed that the strategic thinking (r = 0.52) and organizational agility (r = 0.428) had a positive and significant effect on the organizational productivity. Also strategic thinking had a positive and significant effect on the organizational agility (r = 0.836). In addition, it was determined that the strategic thinking had a positive and significant effect on the organizational productivity through the organizational agility (r = 0.358). Considering the results of this research work, the prospective, conceptual thinking, system thinking, and clever opportunism of employees along with speed, competence, flexibility, and accountability of the organization could lead the employees to improve their productivity, which should be considered by the managers of the Sports and Youth departments of the west of the country.
Abstract
Summary
One of the most important facts involved in the success of any organization is how human resources behave, especially the behavior of the managers inside and outside the organization. In fact, every manager who enters an organization should think that s/he has entered a competition, and thus ...
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Summary
One of the most important facts involved in the success of any organization is how human resources behave, especially the behavior of the managers inside and outside the organization. In fact, every manager who enters an organization should think that s/he has entered a competition, and thus it is necessary to be aware of all its rules and regulations and follow them during the competition. The managers are required to be aware of the strategic thinking with the spirit of teamwork and synergy, strengthen behavior, and transform the organization into a transformative and strategic organization. In this work, the analysis of the paradigmatic model of the strategic behavior of the Iranian sports managers is carried out. The present work will show that the behavior of the managers is based on their managerial knowledge, beliefs, and thoughts, and the researcher intends to provide a solution for the managerial processes according to the strategic barriers.
Introduction
In order to gain a competitive advantage, the sports organizations are trying to select the managers who can identify the strategic threats and barriers of the strategic behavior, and make decisions in line with the goals of the organization using the features of the strategic thinking, resources, and facilities of the organization in the conditions of uncertainty. In the present work, we intend to design a strategic behavior model for the Iranian sports managers.
Methodology and Approach
In order to achieve this goal, the qualitative methodology and research method of the data foundation theory was used, and in terms of purpose, it was in the category of the applied research. The research population included the elites in the field of physical education in the university sports (including the senior managers of the physical education departments of the universities and the managers and experts of the general directorate of physical education), and the subjects were sampled theoretically by the snowball’s method. The data collection tool was the semi-structured interviews, and the data from the interviews was coded and analyzed in a contextual method.
Results and Conclusions
The achievements were identified in the form of sixdimensions of the paradigm model including the factors (12 categories), main causes (6 categories), strategy (6 categories), background factors (4 categories), consequences (8 categories), and intervention factors (6 categories). It seems that the managers can eliminate many strategic bottlenecks of the sports organizations by institutionalizing strategic thinking and making decisions based on the strategic behavior.
