Professionalism, Structures and Systems: The Impact of Professional Staff on Voluntary Sport Organizations

Abstract

The purpose of this study was to investigate the impact that the hiring of a professional staff person had on the structural and systemic arrangements of a voluntary sport organization. Six organizations were examined at critical decisions points following the hiring of a professional staff member. The introduction of these people was shown to result in an increase in both the levels of specialization and standardization within these organizations. The increases occurred differentially across organizational systems, with technical systems showing the greatest increases. Decision making was found to become more centralized immediately after the hiring of a professional, however it decentralized over time.

Drivers of and Barriers to Professionalization in International Sport Federations

“…Brint (1996) speaks of a 'shift from social trustee professionalism to expert professionalism ' (p. 11). In non-profit sport organizations, this process is characterized by an increased hiring of paid staff (Seippel, 2002;Thibault et al, 1991;Thiel, 2006). For Evetts (2014), modern (Chantelat, 2001;Dowling et al, 2014) and effectiveness (Papadimitriou & Taylor, 2000).…”

“…Examples at the internal level include for instance the hiring of paid managers and staff and their influence on the structure and dynamics of formerly voluntary organizations (Horch & Schütte, 2009), rationalisation processes (Chantelat, 2001;Slack & Hinings, 1987) and decision-making structures (Kikulis et al, 1992;Thibault et al, 1991). Based on extensive data collection from multiple NSOs, several scholars put forth typologies to describe and predict their structure-strategy patterns: Kikulis et al's (1992;1995) analyses of the impact of paid managers on decision-making structures resulted in the deduction of three design archetypes (kitchen-table, board room, executive office); and Thibault et al's (1991) investigation on NSOs' long-term strategic planning brought forward four strategic types (enhancers, innovators, refiners, explorers).…”

Análise comparativa de clubes de futebol com escalões de formação de diferentes contextos

“…Estes resultados vão de encontro ao verifi cado por Gómez et al 1 e Thibault et al 7 . Segundo Mintzberg 14 o aumento do nível de profi ssionalização permite uma maior autonomia e a estandardização do trabalho, refl etindo-se esta autonomia no contexto de treino e competição das diferentes equipes do clube.…”

“…Com a integração de pessoal mais especializado nas estruturas dos clubes, principalmente nos clubes amadores, a estrutura organizacional destes é alterada 1,[6][7] . No caso Português poder-se-á referir que estes são um fruto do processo educativo do nosso país, no que refere à formação de treinadores e de pessoal na área das Ciências do Esporte e Educação Física.…”

The Modernization of Policy-Making Processes in National Sport Organizations: A Case Study of Athletics Canada

“…Scholars have drawn upon a raft of theoretical perspectives and concepts in order to understand and explain the nature and extent of change evident within amateur sport organizations. These include, but are not limited to, commercialization (e.g., Slack, 2004), professionalization (e.g., Thibault, Slack, & Hinings, 1991;Macintosh, Bedecki, & Franks, 1987;Macintosh & Whitson, 1990), and organizational and institutional theory (e.g., O'Brien & Slack, 2003Kikulis, Slack, & Hinings, 1992;Washington & Patterson, 2011). Sport policy scholars have also drawn upon a number of meso-level theoretical concepts to explain organizational and systemic change.…”