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DOI 10.14526/01_2017_190
ADMINISTRATIVE ACTIVITY CULTURE OF THE DIRECTOR OF SPORTS ORGANIZATION: METHODOLOGICAL ANALYSIS
Vladimir N. Korzakov - applicant Alexsandr N. Popov - doctor of Economics, professor
Ural State University of Physical Culture Str. Ordzhonikidze, d. 1, Chelyabinsk, 454091, Russia
E-mail: korzakoff [email protected]
Annotation. Nowadays culture, which has great influence on success of any sports organization, plays key role in competitiveness provision. We speak about values demonstration, which are realized in organizational structure and personnel policy. In these terms the question about effective instruments of its cognition is urgent and worth studying (and first of all from the position of methodological aspect of study). Material. Methodological basis creation of sports organization (SO) director's administrative activity culture formation and development analysis, which include theoretical aspects of the research, approaches, methodologies and methods of making decisions concerning administrative system of physical culture and sport modeling. Research methods: scientific literature analysis and summarizing. Results. The culture of the director of sports organization conditions the degree of his knowledge on theory of management, experience, ability to realize different organizational moments. Organizational moments include the following: personnel recruitment for the organization and work with the personnel, organizational norms and normatives creation, objectives setting and their realization control and others. Conclusion. Administrative activity culture, as it was shown in the research work, is mainly determined by sports organization director's adaptive thinking, who strives for inner world of self-development cognition (own "Self" of SO leader). His personal estimation of connections with "reference positions" of physical culture and sport sphere (adequacy, adaptability, effectiveness and efficiency) is also very important. They also concern personnel infrastructure, material-technical, organizational-administrative and scientific-informative spheres of activity.
Keywords: management, culture, sports organization, methodology, activity, analysis, administrative influence.
Introduction. Methodology of considered by us question about essential notion of administrative activity culture at SO we connect with the leading mechanisms of the research work realization in the sphere of health-improving technologies and wrestlers training in the centers of karate (kyokushinkai) and with the corresponding processes modeling. This will be the topic of the research work (in interconnection of general national and regional programs of this kind of sport development).
The aim of the research is methodological aspects creation of administrative activity culture formation and development analysis of sports organization
(SO) director, which include theoretical aspects of the research, approaches, methodologies and methods of making decisions concerning administrative system of physical culture and sport modeling.
Organizational basis of the research. Theoretical and methodological basis of the research were general-cultural theses of physical culture and sport pedagogics, system analysis, native scientists in methodology of systems, physical-sports activity pedagogical management. The basis of the research we also connect with organizational activity of All-Russian and regional Social organizations and karate (kyokushinkai) centers.
The main results of the research and their discussion. The results are presented by us in a form of several items, which determine in the aggregate methodological aspect of the problem study of sports organization director's administrative activity culture formation and development.
1. The urgency of the considered problem is very high. People created three kinds of administrative influence: bureaucracy, market and culture. Culture is especially important from the position of administrative activity. It is connected not only with the fact that it helps to reveal "barbarians" -the subjects of social relations, who can be ignored [3]. It is important that directors are consumers, carriers and a driving force of sports organization culture development [7]. And first of all it concerns administrative activity culture (which is the highest according to culture definition).
2. What is administrative activity culture? From the position of COPS-analysis (culture, organization, people, systems) strategy of work with personnel is determined by people, systems, organization and culture, which includes the values, norms and the style of behavior [11]. Culture is a "soft" factor of physical-sports activity, which is realized by SO (psychology of management, way of thinking). Let's underline that it is not the personnel of SO, not the systems and the process of physical-sports services production.
The subject of culture management is not only the leader of SO, but also its personnel. In accordance with the integral function of culture it is used by a worker of SO in order to estimate the leaders' decisions reasonableness in case of these or that unexpected circumstances appearance [1]. In a strict sense, owing to its existence sports organization gets its identity, preventing interrelations change between the principal and the agent (in accordance with terminology "institutional economics").
3. What are the "roots" of administrative activity culture (approaches to its importance estimation)? First, it's a
culturological approach and secondly, it is an economic approach. The essence of these two approaches is different. Culturological approach says that culture is the aim, economic approach considers culture as the means of the aim achievement [8]. Administrative activity culture can be the function and the factor, which influences effectiveness of physical-sports activity, realized by SO. In the last case culture can have negative influence, if there is no effectiveness increase.
4. What is the functional aim of administrative activity culture? The functional aim can be the following: protection from other culture (safety culture of physical-sports activity, realized by SO); the level of effective culture achievement (powerful and flexible); "cultural space" revelation and others. However, from the position of economics it is the effectiveness of activity provision realized by sports organization [5]. The authors, who think that administrative activity culture can be "feudal" (not corresponding to the realia of modern life) and also corporative (entrepreneurial, investor and the culture of corporative control) are right. These levels of culture are notable for the absence of antagonism between top management and frontline workers of SO [9].
5. What is the "structure" of administrative activity culture? This term, used in theory and practice, means the system of relations and the mechanisms of principals and the agents interaction [2]. Special role in this case has identification (decipher) of administrative activity culture from the following positions: property and management division, an adequate information revelation concerning sports organization activity, workers' rights defense, effective control over managers fulfilled by the Board of directors, the norms of corporate law observance [4]. Key factors of success in corporative structure are the following: trust and interest of the participants of corporative structure (managers, workers, partners, institutes of outer environment).
6. The following interconnection is also interesting: administrative activity
culture and this kind of culture management. Here especially important is the question (mentioned earlier) about the process of culture decipher in order to help directors control difficult problems in terms of the realized physical-sports activity [6].
According to E. Sheyn, it is necessary to define clearly the objectives of "cultural analysis". We speak, first of all, about the range of successive steps [11].
First, get the sanction of administration. Here it is important to answer the following question: "What problem is solved by means of cultural analysis or administrative activity culture analysis?"
Secondly, it is a big group meeting organization. During the meeting a short lecture should be read about the essence of culture and earlier revealed artefacts and announced values.
Thirdly, positive and negative cultural influences revelation in the groups, which are included into organization. Here the revealed notions are specified and their classification is realized in terms of their influence on the considered problem.
Fourthly, report on the notions and mutual analysis. The aim of this step is consensus reaching concerning the question about the most important (basic) notions in the organization and how they correspond with the solved problem.
Culture decoding is connected with the definite risk and expenses. This risk can be inner, when the members of the organization don't want or can't use information about own culture, and outer ones, when they may not realize potential consequences of information manifestation about their culture. In both cases there is a danger of incorrect or shallow interpretation and as a result deep structures of administrative activity culture will stay undiscovered.
7. Administrative activity culture, as a rule, has three main sources of its development: 1) views, values and notions of the organization founders; 2) collective experience of mutual - physical-sports -activity; 3) new views, values and notions,
brought by new members of sports organization.
Thought each of these sources is very important, the most important is a director's influence at the stage of organization creation. Having the definite aim, he recruits staff, determines the main mission and the basis of interaction with environment. Administrative activity culture at this stage determines the process of the group of like-minded people formation.
During the process of a long-term (thorough) research- at the level of facilitation- we revealed three profiles of administrative activity culture, which are connected with three kinds of environment of any organization: inner, corporative and working. Let's underline that these are absolutely different (which don't duplicate each other) profiles of culture [10]:
1) inner environment: culture of power, culture of role, culture of the objective, culture of personality (profile 1);
2) corporative environment: investment culture, culture of participation, corporate culture, entrepreneurial culture (profile 2);
3) working environment: progressive culture, adaptive culture, aggressive culture, constructive culture (profile 3).
Several main mechanisms of cultural basis introduction should be noted, which create so called "climate" of SO (in terms of this or that profile). We speak about SO director's behavior in critical situations, organizational crises; criteria of resources distribution, reward determination, realized role modeling, prospective decisions making, personnel policy in its interconnection with innovations in organizational culture building.
It should be noted that these mechanisms are called initial ones. They usually added by secondary mechanisms, which are more ambiguous, but their aim is to provide effective support of the initial mechanisms through culture bringing to new workers, providing organizational stability of physical-sports activity.
We also connect them with "organizational culture", which together with
"business culture of the director" is the base for administrative activity culture in terms of the definite SO. For example, organizational traditions and rituals, organizational procedures, officially announced beliefs and "values of organizational philosophy" of SO.
We also think that the mechanisms can be classified depending on the stage of SO development: it is, first of all, its increase, average age, maturity and decline. Special role here is given to the mechanisms of administrative activity culture "defrosting"
and culture-building management, which has its place in terms of organization, having high level of competitiveness.
Thus, any director of SO, in order to be successful in his administrative activity, needs the range of the main beliefs, which lead him in all decisions and at all events. It determines the essence of administrative culture (both business and organizational). Methodological analysis of administrative activity culture (AAC) is presented in the following form (picture 1).
1. Essential presentation of culture as the administrative
influence
1
2. Means of administrative influence of culture on the results of physical-sports activity
I
3. The main approaches to AAC importance estimation
1
4. Goal-setting and AAC decoding
1
5. Parametric presentation of AAC
1
6. Sources of AAC development
1
7. Organizational culture-building of SO director
Picture 1 - Methodological analysis of administrative activity culture of SO director
Conclusion. Administrative activity culture, as it was shown in the research work, is mainly determined by sports organization director's adaptive thinking, who strives for inner world of self-development cognition (own "Self' of SO leader). His personal estimation of connections with "reference positions" of physical culture and sport sphere (adequacy, adaptability, effectiveness and efficiency) is also very important. They also
concern personnel infrastructure, materialtechnical, organizational-administrative and scientific-informative spheres of activity.
Let's also underline that administrative activity culture of SO director we consider from the position of methodology of conventionalism (methodology as the subject of theory of management, the essence of the latter revelation, physical-sports activity development and rationalization).
Considered by us organization is presented in a form of an open system (biological organism, the development gene of which is administrative activity culture).
References
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Vladimir N. Korzakov - applicant Ural State University of Physical Culture, Str. Ordzhonikidze, d. 1, Chelyabinsk, 454091, Russia, E-mail: korzakoff_karate@,list.ru
Alexsandr N. Popov - doctor of Economics, professor Ural State University of Physical Culture, Str. Ordzhonikidze, d. 1, Chelyabinsk, 454091, Russia.
For citations: Korzakov V.N., Popov A.N. Administrative activity culture of the director of sports organization: methodological analysis, The Russian journal of physical education and sport (pedagogical-psychological and medico-biological problems of physical culture and sports), 2017, Vol. 12, No. 1, pp. 86-90. DOI 10.14526/01_2017_190
