1. P. Chelladurai, The Ohio State University Human Resource Management in Sport Organization s April 20-25, 2009 Amman, Jordan Organizational Structure Coordination of Person-Job Interface MEMOS XII-2009

2. P. Chelladurai, The Ohio State University Defining the Organizing Function Arrangement of people and tasks to accomplish Goals -Systematic division of tasks -Allocation of tasks to units/people -Coordinating the efforts of units people -Establish Channels of communication -Centralize/decentralize decision making

3. Basic Functions of an Organizational Structure u Produce organizational outputs and achieve organizational goals. u Minimize and regulate individual variations from organizational requirements. u Define which positions will exercise power over other positions, and how.

4. P. Chelladurai, The Ohio State University Bureaucracy Division of Labor Hierarchical Authority Structure System of Abstract Rules Impersonality Technical Competence

5. P. Chelladurai, The Ohio State University Purpose:Identify MajorityAchieve Majority GoalsGoals Democracy Bureaucracy Concern:Informed Opinion Efficiency Process:Freedom of Expression Discussion Dissent Disciplined Obedience Compliance to: Rational Procedures Authority

6. P. Chelladurai, The Ohio State University Bureaucracy: A general, IDEAL model Division of Labor: HOW? Hierarchy of Authority: HOW MANY LEVELS? System of Abstract Rules: MEANINGFULNESS? CONSISTENCY? Internal? External?

7. Bureaucracy in Sport Organizations Football Team u Division of labor into offensive and defensive units and specialization within units u Hierarchy of chief coach, assistant coaches, special teams coaches, captain, quarterback, etc. u Impersonality in selection, use, and rewarding of athletes u Technical competence of coaches and players u Numerous rules, including sport rules, league rules, team rules, with member compliance and obedience to rules

8. P. Chelladurai, The Ohio State University Dangers of Bureaucracy Great Control over resources (people and money)  POWER In a FEW hands (the real bureaucrats)  seeking ends we do not approve we are not aware of we are led to accept

9. Systems Defined u “A system refers to an interconnected set of elements that have orderly interactions that form a unitary whole.” u —Black & Porter, 2002, p. 57 u “The essential meaning of interactions between system elements... is that a change in one system element causes... or leads to a change in one or more other system elements.” u —Morecroft et al., 2002, p. 7

10. Systems Thinking Defined u “Systems thinking is about seeing, understanding, and working with ‘the whole.’ It focuses more on the relationships that link the parts of the whole than on the parts themselves.” u —Ritchie-Dunham & Rabbino, 2001, p. 5

11. P. Chelladurai, The Ohio State University A System is an Entity Composed of -Number of Parts -Relationships of these Parts -Attributes of Parts and Their Relationships A System is a set of -interrelated and interdependent parts -arranged in a manner to -produce a unified whole

12. P. Chelladurai, The Ohio State University A Table: four legs and a top constructed in specific ways. But relatively CLOSED to environment Human Body: legs, arms, eyes, ears, heart, lungs, etc. put together for every individual But relatively more OPEN to environment

13. P. Chelladurai, The Ohio State University Properties of Organizations as Open Systems Systems and Subsystems Environment Boundaries

14. P. Chelladurai, The Ohio State University SYSTEM PROXIMAL (TASK) ENVIRONMENT DISTAL (General) ENVIRONMENT

15. P. Chelladurai, The Ohio State University General (Distal) Environment Economic:cost of capital & labor, & economy Social:demography, social values, etc. Political:laws, democracy, corruption, politics, labor’s clout, etc. Technology:affecting production/distribution

16. P. Chelladurai, The Ohio State University Task (Proximal) Environment Customer:client characteristics Competition:others producing similar services Labor:employees and their reactions Suppliers:of resources (inputs) Internal Environment Structure:Rules, Hierarchy, etc. Processes:Evaluation,Rewards, and Communication Systems

17. P. Chelladurai, The Ohio State University Task Differentiation within a NSO Mass SportElite Sport Discuss the differences between the two programs in terms of: Purpose; Processes; Environment; & Structure

18. P. Chelladurai, The Ohio State University Institutional System Managerial System Technical Core Distal Environment Proximal (Task) Environment