IntroductionDeviating from the traditionally and voluminously analyzed sport financing, this study will instead focus on the crucial role of key motivation and performance assessment systems. In this way, it is the authors' intention to direct the attention of decision makers to the fact that the solutions worked out solely for tackling situations regarded as financing problems are not sufficient, and that only the exposure and analysis of deeper structural issues can lead to the improvement of the competitiveness of Hungarian sports.
The aim of the article is to highlight the theoretical assumption that the relative competitive disadvantage between markets with different maximum sizes can be partially counteracted with strategic thinking and business-like operations. The research question presented in this article is whether there are any management tools available for clubs which they can use to improve their business competitiveness above and beyond the limitations of their maximum market size. According to the research hypothesis, there is such a tool available for clubs: the management and operation of a football club in a well-organized and business-like manner. The method of analysis is the so-called Grounded Theory (Glaser, & Strauss, 1967; Locke, 2001), which is an abstract analytical schema with a systematic data analysis process. The data collection incorporates desk research, comparative analysis, organizational review, and in-depth interviews. The results are presented according to the following dimensions: a) relevance of the research question; b) specification of groups of relevant management tools; c) the role of the national football association in the process of market development; d) the role of the owners in this process; and e) how the structure of the sector and its operating processes can guarantee the efficient utilization of all the material resources which have been plowed into the sector over the last four to five years. According to the conclusions, the creation of an operating system and club model that allows for the utilization of resources - maximized market revenues and governmental sources - in the most effective way is an unavoidable challenge. The formation of the sustainable operations of clubs is fundamentally influenced by club owners. An inspection of the interaction between club owners, head coaches, and players is a key task in the process of creating a new club model.
A pandémia az elmúlt két évben átalakította az élet szinte minden területét. A változások az oktatási szektort is jelentős mértékben érintették. Az alap-, közép- és felsőoktatásban az első járványhullámot követően részben hasonló, részben eltérő intézkedéseket vezettek be. Az egyetemek számos platformot használtak a pandémiát megelőzően is. Ennek ellenére az órák kötelező online térbe terelése kihívás elé állította a hallgatókat és az oktatókat egyaránt. Az ELTE sportszervező képzésén az elméleti órákat online szinkron és aszinkron formában valósították meg. A hallgatók mindkét formának számos hátrányát és előnyét is látták. Összességében az online szinkron órákat a tanulás szempontjából hatékonyabbnak tartották.
Nowadays the Hungarian government finances the sports in many ways; one of these grant forms is the group of 16 prioritized sports (biking, boxing, fencing, gymnastic, judo, track and field, kayak-canoeing, modern pentathlon, rowing, shooting, skating, swimming, tennis, table tennis, volleyball and wrestling) which are supported notably by the Hungarian Olympic Committee (HOC) till 2020. The purpose of the 1st sport vocational audit was to identify the current status of these sports, and also to create a database in many fields as a benchmark of the development. The sport management department of the Semmelweis University, Faculty of Physical Education and Sport Sciences (TF) contracted with the Hungarian Olympic Committee (HOC) in order to carry the sport vocational audit out. A sport develops if the numbers of the athletes grow or the results of the national teams are better. The coaches are the key persons in this development, if they could gather more children into the sport or they work better with the elite athletes the development has already done. It was examined the existence of the coach education programs; all the federations were running coaching programs for adults (OKJ) in both levels (coach assistant, coach). By 14 associations existed the first level of the higher education coaching program (BSc) and in 13 federations operated the MSc coaching program as well. All these coaching courses were common programs with schools, or universities. It was no evidence found that the federations run own coaching program but coaching license system existed in two sports at the time of the investigation.
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