CC BY
28
DOI 10.14526/01_2017_215
FACILITATION AND ITS ROLE IN CULTURE-CONSTRUCTIVE MANAGEMENT OF
PHYSICAL-SPORTS ORGANIZATION
Alexsandr N. Popov - doctor of economics, professor Alexsandr N. Kovalenko - doctor of medicine, professor Ural State University of Physical Culture 1, Str. Ordzhonikidze, Chelyabinsk, 454091, Russia
E-mail: nana2684@yandex.ru
Annotation. Special emphasis in work is given to the principles of culture-constructive managementformation, which reflect philosophy of modern business education at physical culture higher educational establishment. First of all, it is the principle offacilitation, the real realization of which in practice is facilitators' activity concerning organizational knowledge coordination and physical-sports organization leaders ' personal knowledge generalization. Material. Recommendations creation connected with facilitation role estimation in culture-constructive management of physical-sports organization. Research methods: scientific, scientific-methodical literature and the experience of specialists-experts in the sphere of organizational knowledge coordination analysis and summarizing. Result. The effectiveness of culture-constructive management in physical-sports organization is estimated from the point of a complex approach. Taking into account the principles of facilitation, the ways of knowledge conversion in the sphere of organizational culture-construction are substantiated. Conclusion. The final part of the work is dedicated to the principles of facilitation: readiness for changes, responsibility for reputation of physical-sports activity, mutual cooperation in order to achieve one aim, constant support of the main directions of this activity from the administration of the physical-sports organization, which include organizational culture-construction. As it is shown in the research, facilitation is understood as culture-constructive management, the base of own professional knowledge improvement by sports managers.
Keywords: physical-sports organization, facilitation, sports management, system effect, processual competence.
Facilitation, being one of the kinds of compensatory communication, helps to solve professional problems of any entrepreneurial organization competently (adopt useful approaches and avoid ineffective working techniques). It concerns, first of all, facilitation of organizational culture-construction, the main objective: strategic development, confidentiality of corporate relations, values transfer from agency center of physical-sports organization to its departments in space and time.
Facilitators are conductors of organizational culture-construction and conductors of getting system (synergetic) effect on this base. They help to form corporative thinking, awaken imagination, encourage creativity in the sphere of entrepreneurial activity and support the search for the new ways of competitiveness provision.
The activity of facilitators is fundamental for culture-constructive management (CM), which is based on the theory of general management in physical-sports organization, integrates the techniques and methods of many functional kinds of management concerning the specificity of managing organizational culture. According to its content it is a complex system of actions, which consists of interconnected managerial decisions creation, each of which contributes to the increase of competitiveness and steadiness of physical-sports organization activity (table 1).
In a general way the functions of any managerial system can be structured in the following algorithm: analysis-planning-the adopted managerial decisions realization-motivation-consideration- control over realization-regulation (feedback). These functions directly concern culture -
constructive management (taking into consideration its definite objects of management and objectives).
The structure of the mechanism of culture-constructive management is determined by the following: outer and inner mechanism of relations regulation in the sphere of organizational culture, informational support of culture-constructive management, the system of management and control
methods over managerial decisions realization in the sphere of organizational culture-construction. Evolutional processes study in organizational culture-construction has the definite algorithm [1]. Organizational culture-construction is connected not only with inner environment of physical-sports organization (PSO), but also its working environment, which is conditioned by the relations with contractors.
Table 1 - Culture-constructive management (CM) in the organization: a complex approach
Unit Unit content
1. Essence, functions and strategies of culture-constructive management 1.1Essence, aim and objectives of CM 1.2 Functions and mechanisms of CM 1.3 Strategy of CM, its content and succession of creation
2. The algorithm creation of evolutional processes study in organizational culture-construction 2.1 Culture-constructive analysis of external environment in the organization 2.2 Culture-constructive analysis of inner environment in the organization 2.3 Strategy and tactics of organizational culture-construction
3. Organizational basis of CM 3.1 System-forming elements selection of inner and outer culture-construction 3.2 Facilitation of organizational culture-construction 3.3 The subject of organizational culture coordination
The main principle of organizational culture-construction should be its correspondence with all the elements of PSO management system. In practice this principle means, that during changes creation or introduction in the strategy, structure and other elements of management system, managers should estimate the degree of their realization potential in terms of existing culture and, if it is necessary, should be able to take measures in order to change it. At the same time, it should be taken into consideration that culture, by its nature, is more inert, than other elements (of the management system), that is why actions concerning its change should anticipate all other transformations and understand that the results won't be at once [2]. The algorithm of organizational culture-construction, in its tern, includes the following: the style of management and the system of reward for work change, education, new personnel policy (special approach to personnel selection), attention to artifacts, inner PR system
formation. At the same time, the most problem zone should be mentioned: inertia of thinking and stereotypes of behavior. That is why, according to some specialists, the following is very important: 1) the complex of values creation, which reflect the specificity of PSO business and which have a positive influence on its effectiveness and competitiveness (topmanagement should be the example); 2) new people introduction into a cultural organizational context of a corporate enterprise (they shouldn't be the initiators of "resistance movement"); 3) interconnect space of OC creation (without local subcultures formation). In order to realize this it is necessary to imagine organizational culture in a function form, factor, method and the means of the realized reforms in the sphere of organized knowledge (taking into consideration the characteristics of a corporate enterprise).
Some authors speak about cognitive management and its principles [4] and also
about organizational learning activity, taking into account three principles:
- the recipient of knowledge selection on the basis of the objective similarity and its context;
- the nature of the objective (in terms of its regularity and the rate of occurence);
- the type of the transferred knowledge. We speak about the single principle finding and the experience of facilitators transfer and also about indirect and strategic transfer.
Cognitive management appeared from the fact realization, that the directions of competition during recent years had changed greatly and the struggle for intellectual resources pushed back the dependency on natural resources. Mentioned above concerns PSO (in terms of physical culture sphere and sport of national economics).
The term "cognitive management" is determined as "a systematic control over the processes, by means of which knowledge is identified, accumulated, distributed and used" [3]. We understand knowledge as decoding of organizational culture. It is also knowledge in
the sphere of organizational culture-construction. Taking into consideration all mentioned above, we give the following definition of culture-constructive management (as a modern economic notion of the organized knowledge).
Culture-constructive management is a systematic (stage by stage) organization in terms of PSO general (obvious) and implicit knowledge, its widened reproduction (gaining) and protection as a commercial secret. Taking into account the principle of facilitation, its structure can be presented in a following way (picture 1).
It should also be noted that CM is a specific knowledge, which is conditioned by organizational culture-construction, formation of which determines "constant innovations" and through them determined the advantages in competitiveness of this physical-sports organization. That is why one of the latter main objectives is special knowledge protection and integration, which is "one of the most popular cure for uncertainty" [6].
H-R
management
Cross-culture management
Management of notions
±
Culture-constructive management
T
T
Identity management
Cognitive management
Entrepreneurial management
Picture 1 - Structure of culture-constructive management of physical-sports organization
Taking into account the principles of facilitation, the main in culture-constructive management is a constant learning on the basis of different experience and knowledge conversion in the sphere of organizational culture (culture, oriented at knowledge and business success). We
can name 4 ways of this culture conversion (picture 2). All they are connected with considered by us question concerning the specific (organized) knowledge and the role of facilitation in culture-constructive management in PSO.
From implicit knowledge to obvious knowledge
Implicit knowledge
as
consequence
Obvious knowledge
(Socialization) Knowledge as experience (Externalization) Conceptual knowledge
(Internalization) Applicative knowledge (Combination) System knowledge
Picture 2 - Four ways of knowledge conversion
PSO managers, who form organizational culture-construction, should search for effective ways of the current experience transformation into organizational knowledge, which can be used in order to provide competitiveness. It should be distinguished from bookish knowledge, instructions and the database (we especially underline this).
Thus, the aim of culture-constructive management is organizational knowledge gaining from outer sources or its independent creation, systematization, transfer and also its protection (as implicit knowledge, which improves physical-sports activity and not reproduced by competitors). It is also important that systematization (decoding, codification) of organizational knowledge is a problem, the solution of which belongs to a qualified specialist facilitator) in a definite sphere, who is able to define, which knowledge is suitable "from the PSO aims point of view".
From the structure of culture-constructive management, presented by us earlier, let's define "management of notions". It is necessary in order to understand the nature of organizational culture ("Define the notion, wrote the ancient philosopher, - and you will free the world from half of miscomprehensions").
As an example, let's present the definition of some keywords and expressions, which are necessary for understanding "culture-constructive management" from the positions of facilitation. The base, in this case, form the definitions presented by N. Holden [3].
(taking into account the principle of facilitation)
1. Business communication- the set
of procedures, by means of which the enterprise tries to initiate, support and regulate relations with the interested subjects of society and find the ways for resources promotion in the Internet. According to this notion, the formed relations make the processes of exchange between the enterprise and its partners easier (including cash, goods and services, information and values, experience and the ways of behavior transfer). Such kind of communicative processes mean that the function of a tongue is not only in information transfer, but also in support provision while the atmosphere of good will and cooperation creation between PSO and its partners.
2. Culture-conditioned knowledge is knowledge formed from general-cultural and specific knowledge and culture-constructive technologies.
3. Diversity management. Managing diversity is the art of mastering a person's potential in any forms of its existence and the abilities of each worker combination, in spite of inner borders, which exist in the organization, for the benefit of each worker and PSO in general.
4. Interactive transmission is the form of culture-constructive activity, during which the participants are involved into work (multicultural) of groups in order to create general approach to the problem and its understanding in terms of international company. It is also the process of teaching how to work in such teams. Interactive transmission is necessary for processual competence creation, which provides intra- and inter-
organizational transfer of knowledge, values and experience (and its modulation).
5. Language of management. The set of linguistic symbols, available in any language (for example, in English, German, Japanese, Russian and others) and which include standard terms and informal elements (for example, indirect expressions, humor, deception), which are necessary for management objectives conceptualization, description and realization and also for mutual use of managerial information. The language of management has three pragmatic aspects: management objectives description, the means of work in the Internet support and "wisdom", its practical knowledge and worldview storage.
6. Network organization. The activity concerning the ways creation of resources, competence and opportunities transfer, which are necessary for the organization in order to support it and manage the canals of information transfer. An effective network organization demands attention paid to business and is an important process of culture-constructive learning activity.
7. Processual competence. The skills of organizational-cultural communications, necessary for an effective discussion, for example, of a group project, even when two languages are used. Processual competence helps to keep the principle of equality in solving general objective and provides mutual use of knowledge, experience transfer and group learning activity stimulation.
8. Specific cultural knowledge. Knowledge, specific for this source of general knowledge, is subjective in a way that is gathered in accordance with the objectives, solved by the enterprise. Such kind of knowledge in accordance with the adopted norms can be implicit and obvious. It appears probable that more important is how deep those, who percept and interpret this knowledge, already know the subject.
9. Organizational-cultural communication is harmful effects of noise revelation and reduction, this "main source of restrictions in communication" in the system, formed by subcultures in terms of PSO. It is also work in network, which supports
knowledge and experience transfer in the sphere of organizational culture-construction.
10. Culture-constructive technologies. The base component of the main PSO competency, with the help of which mutual use of knowledge and organizational learning contribute to economic competition. They create the base for learning mutual use of organizational knowledge by means of inner and outer network. First of all it concerns knowledge of PSO itself, useful during intercultural interaction. Organizational-cultural technologies can be received on the basis of two other forms of knowledge (general-cultural and specific), however, they are very often subjective and are presented only in personal experience. They also can present implicit knowledge, for the transfer of which personal contacts are necessary. Organizational-cultural technologies make interaction easier, provide processual competence and stimulate mutual organizational- cultural learning.
11. Culture-constructive management is the sphere of PSO management, the objective of which is effective interaction provision, learning and the role of organizational culture estimation in the structure of managerial relations. Such kind of work is realized the spheres of contacts, where knowledge, values and experience are transferred into multicultural products of entrepreneurial activity. It is also the processes study of "fusions" creation, evolution and management or "alloy of cultural diversity", concerning PSO policy, its strategy and achievements. In a more comprehensive sense we speak about the culture of PSO management, not only about organizational, but also business culture in the system of management and agency center of the definite physical-sports organization.
12. Facilitation (from the English "facilitate" - alleviate, assist, help, promote). Facilitation concept is conditioned by the demands, which are claimed on facilitators:
- deep understanding of the way how PSO works, including understanding its structure, material-technical support, values,
inner systems of communication, markets and customers;
- analytical, based on the facts, systematic approach to business and good skills of planning;
- real ability to work effectively and cooperate with people, who belong to other cultures;
- developed skills of communication and the skill of listening;
- the ability to set the problems and search for their solution;
- skills of presentation;
- the ability to work independently for a long time in the direction of culture-constructive management essence understanding;
- the knowledge of own professional language (the language of facilitation), which determines the field of own activity in the sphere of communications (interactions in terms of PSO). We speak about facilitation (audit) of PSO departments, the level of minimal standards of PSO fulfillment estimation (the main rules, settled in the "Principles" of its management).
In fact facilitation is culture-constructive management, the experience of PSO study and distribution, the corresponding
recommendations, created by a facilitator, communication to all workers. It is also the base of own professional knowledge broadening using different ways:
1) mastering and recording "new" knowledge about PSO from its departments point of view at three levels of culture-conditioned interaction: national, corporate and professional; 2) adapting own behavior and style of communication to local peculiarities; 3) putting the mastered knowledge first; 4) converting knowledge into a convenient form for transfer to PSO departments of PSO workers, for whom it can be useful.
We will enumerate the principles of facilitation, which are created during our research works and the experience of the leading PSO (the most competitive ones) summarizing:
1. Readiness to accept changes. They should be predicted and used in order to get specific effect, the volume of which depends on the speed of this readiness realization, conditioned by the power and effectiveness of organizational culture, decoding of which is available to all PSO managers and workers.
2. Each department should realize clearly the volume of own responsibility for physical-sports activity reputation and the level of decisions, concerning business success achievement. Each working group and each worker should have advanced aims in business and competence improvement and also they should timely get feedback during the process of own work.
3.Mutual work for general aim achievement. It is necessary to combine constantly the skills and the powers in order to achieve general aim; trust each other and accept the right of each person for independency of ideas in organizational culture-construction, the aim of which is constant improvement and yearning for business success.
4.Reliability of PSO business and image is the base of culture-constructive business. It is the search for acceptable PSO identity and values (quality, care, development, innovations, consistency) ways and the variety of opportunities demonstration (enthusiasm, freedom, self-actualization).
5. Constant support of the main directions in the sphere of facilitation provided by the leaders of PSO:
- culture, which provides activation of work with the present and the future managers in problem-simulating direction (in accordance with the slogan "form is not less important, than the content");
- sports management improvement (attracting outer facilitators on order to create professional, practice-oriented modules of teaching PSO personnel);
- problematization from the position of information gathering about the best methods of work and new achievements. In terms of this direction of facilitation realization in practice the most useful is the leading specialists participation in schools-seminars connected
with sports manager's institutional way of thinking formation and development;
- the structure of culture-constructive management optimization on the basis of organizational knowledge and experience bank formation (own PSO and other PSO). On the basis of such kind of experience best examples in the sphere of organizational culture-construction it is necessary to learn how to understand, use the received information and make it available (for example, through local networks of culture-constructive
management).
Lets' mention that collision because of culture in reality is the consequence of search for own social identity (Kleppesto, 1998) by PSO. This is exactly the item (in interconnection with business success), which conditions the essence of activity in the sphere of culture-constructive management, oriented at knowledge gaining and creation. So, only from this positions culture will really be "organizational resource" of entrepreneurial physical-sports organization.
References
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Submitted: 24.04.2017 Received: 27.04.2017
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Alexsandr N. Popov - doctor of economics, professor Ural State University of Physical Culture, 1, Str. Ordzhonikidze, Chelyabinsk, 454091, Russia, E-mail: nana2684@yandex.ru
Alexsandr N. Kovalenko - doctor of medicine, professor, Ural State University ofPhysical Culture 1, Str. Ordzhonikidze, Chelyabinsk, 454091, Russia
For citations: Popov A.N., Kovalenko A.N. Facilitation and its role in culture-constructive management of physical - sports organization, The Russian journal of physical education and sport (pedagogico-psychological and medico-biological problems of physical culture and sports), 2017, Vol. 12, No.2, pp. 108-114.
