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Topics: Management, Leadership, Resource allocation Pages: 12 (3865 words) Published: September 14, 2013
Middle-East Journal of Scientific Research 10 (5): 559-564, 2011 ISSN 1990-9233 © IDOSI Publications, 2011

Use of Mintzberg's Model of Managerial Roles to Evaluate Sports Federations Managers of Iran 1

Zahra Nobakht Ramezani, 2Mohammad Khabiri, 3Seid Mahdi Alvani and 4Feridon Tondnevis Department of Physical Education, Science and Research Branch, Islamic Azad University, Tehran, Iran 2 Department of Physical Education, Tehran University, Iran 3 Department of Management, Qazvin Branch, Islamic Azad University, Iran 4 Department of Physical Education, North Tehran Branch, Islamic Azad University, Iran 1

Abstract: Aim of this study was describing managerial roles managers in sports federations of Iran. This is a comparative-analytical study based on the data collected from field surveys. Questionnaires were distributed among 120 individuals holding managerial positions. Results showed that all ten identified managerial roles, are required by all sports managers but the role of the resource allocation is considered as the most important one. Moreover, those roles seemingly gained importance with managers’ age, experiences and the level of education. The results of this study would form a framework for sports managers to evaluate their managerial practices and modify them as necessary. Key words: Managerial Roles Sports Managers Sports Federations Mintzberg Model T-test

INTRODUCTION Management is one of the important human activities and has critical impact on life, growth, development or destruction of an organization. In an organization, managers with any rank or status should understand their basic duties i.e. maintaining a sustainable conducive environment where people could fulfill their commitments and objectives through collaborative approach [1, 2]. An improper and incorrect perception on the nature of management could lead to a poor administration, lay-offs as well as loss of organizational resources. In addition, such performance might leave negative effects on job satisfactions and employees’ performances. Indeed, managers would not be able to perform their duties unless they have already been aware of their managerial roles [3-6]. According to Mintzberg [7], a role is an organized set of behaviors identified with a specific management position and therefore, is measured by what individuals do in their day-to-day work [8-10]. Mintzberg identified 10 managerial roles that were classified into three areas:

Interpersonal that includes figurehead, leader and liaison, 2. Informational that includes monitor, disseminator and spokesperson, 3. Decision-making that includes entrepreneur, disturbance handler, resource allocator and negotiator (Table1). As Mintzberg has proposed, each managerial role is influenced by four variable-types: (1) environment (organization’s characteristics), (2) job (its level and the functions supervised), (3) person (manager’s characteristics) and (4) situation (temporal feature). In fact, all managers perform all roles but to some degree, the roles vary insignificantly as managers being specialized require performing a particular set of specialized roles [12, 13]. It must be remembered that the previous researches have mostly focused on corporate and academic setting [14-18]. In some ways, sports institutions can be compared to businesses and corporations, however; sports institutions are different from other types of organizations. According to Quarterman [19], Danylchuk et al. [4] and, Horch et al. [12], managers in different contexts have to perform different roles and business competencies are not sufficient for sports managers.

Corresponding Authors: Zahra Nobakht Ramezani, Department of Physical Education, Science and Research Branch, Islamic Azad University, Tehran, Iran. Tel: +989125049960.

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Middle-East J. Sci. Res., 10 (5): 559-564, 2011
Table 1: Definitions pertaining to managerial roles as identified by Mintzberg [11] Interpersonal Roles Figurehead: Leader:...

References: Middle-East J. Sci. Res., 10 (5): 559-564, 2011
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