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DOI: 10.24411/2500-0365-2019-14410
THE DEVELOPMENT CONCEPT OF MANAGEMENT CULTURE FOR KARATE TRAINING IN SPECIALIZED SCHOOLS
OF MARTIAL ARTS
D.V. Yaroshenko
Ekaterinburg Institute of Physical Culture (branch of Ural state University of physical culture),
Ekaterinburg, Russia
The authors describe the main provisions of the concept of development of culture of karate training management in specialized schools of martial arts. The methodological substantiation of the nature of management culture is given. The content of such types of cultures as organizational and business culture is considered. The differentiated approach to assessment of the management culture (culturological and pedagogical) impact is proposed. The essence and specificity of the culture of karate training management in specialized schools of martial arts is considered. Theoretical and methodological approaches to the study of the problem of formation and development of this type of culture are developed.
Keywords: karate, culture, innovation, modeling, optimization, consistency, training, organization, management, martial arts, school, evaluation.
The relevance of the research topic determined by the title of this work is due to a number of circumstances related to the need of optimization of all karate sports training components in specialized schools of martial arts (SMA). And above all, it has to do with the formation and development of a culture of data management by economic entities in the sphere of physical culture and sports (PC&S) of the national economy [2].
And it is not only about cultural, but also pedagogical aspect of this type of culture [4]. This is confirmed by studies of both national and foreign experts in the field of sports management. In their works the questions of pedagogical management tools are actualized promoting an increase of level of sports preparation and justification of the main directions of educational and training process. Other issues that are considered here within the framework of the culture of karate training management in specialized martial arts schools are also important.
Research result.
Currently, the concept of "management culture" is used to refer to a variety of phenomena adopted in a group of people working together, symbols and their meanings, values, ideologies, rules, norms, emotions, collective unconscious, behaviors, etc. This indicates that the concept of management culture is not unique and rather blurred [3].
Common components in almost all known definitions are history and traditions; deep, sometimes hidden, meaning; collective orientation; way of thinking
in the formation and perception of ideas; focus on instrumental and spiritual norms and values. At the same time, problematic aspects of existing definitions are associated with a vague understanding of the system of values that make up the management culture.
Most of the studies have not developed or vaguely formulated the criteria that would determine the relationship of management culture with organizational and business culture, the activities of the SSE, have not developed the approaches to linking management culture with management functions (strategy, competitiveness, etc.), have not developed a mechanism for managing changes in management culture (as a rule, in researches there are recommendations for ameliorations of the organizational culture).
Meanwhile, modern Russian practice in the field of PC&S is in need of the development of theoretical, methodological and methodical approaches to the formation of the management culture, for the purpose of more effective management of teaching activities within the framework of the SMA.
Management culture is a complex phenomenon, a special socio-economic phenomenon, an integral characteristic of management work. In essence, the culture of management of pedagogical activity in martial arts schools can be represented in the form of business and organizational culture (fig. 1). The first is based on values, which are organized in a form of the system called "system of value orientations". It is these values through which the head of the organization (leader) perceives the business reality around him. There are
The innovative character of development of
the sphere of PC and S of the national
Influence of the state
Institute
The influence of the Institute of
Successful training of qualified specialists
Fig. 1. Culture of karate training management in the specialized school of martial arts (USA) in the coordinates of organizational and business culture
some topics of particular importance: 1) the basic values same for all the subjects of pedagogical activity; 2) the values formed in this civilization (individualism in the West or collectivism — in the East); 3) the values generated by the characteristics of the region or country; 4) professional values expressed not only in the form of formal regulations, but also in the professional ethical codes of the SMA.
The carrier of business culture in any organization of entrepreneurial type, first of all, is its school head. It is about leadership style, external features of behavior, speed of decision-making, target orientations. All these are external characteristics of business culture (opposed to internal — psychological "core"). By business culture we mean the attitude of the leader to the consistency, security and mission of the SMA he conducts, as well as to the possibility of organizational changes in order to improve competitiveness.
Among the carriers of business culture, the content of which is the operational subsystem of the SMA, are its other representatives. And if their attitude to the achievement of business success diverge, the organization may have different subcultures, "strength" of which depends on the leadership qualities of its representatives.
Organizational culture can be defined as a set of basic values, rules of conduct, unspoken agreements and norms of the motivation to work, the distribution of power in the SMA. It is also a set of basic ideas acquired by the team (or a separate group with its own subculture) in solving the problems of adaptation to changes in the external environment and internal integration. The effectiveness of these representations is sufficient to pass them on to the new members of the group as a set of values.
The division of management culture into business and organizational is a fundamentally important point that characterizes the results of our study. In publications on this topic there is a certain disagreement about these concepts. We believe that the criterion for dividing the management culture into business and organizational one, first of all, is the relations concerning power in the organization of the type we are considering. And the less these differences between the head and the team, the less important role plays the power (vertical) relations, and more — cultural (horizontal) about decision-making and long-term activities, which, in turn, determine the competitiveness and resistance to external (often — unfavorable) factors. The head is recognized as the real leader of the SMA as a self-organizing system (organization).
The work is focused on the study of the most significant features of the management culture, its levels and directions of decryption [1]. The latter, in turn, means — the assessment of the level, analysis of the structure and diagnosis of the type of culture in order to ensure the effectiveness of management of pedagogical activity in the organization and the formation of an innovative type of thinking (taking into account the characteristics of qualified karate).
The model of managing of the work in such an organization should focus on three main points: shared values, rules and power. All of them should be tested for "compliance with the organizational culture." This, in turn, implies a situation where all members of the SMA know what to do, have the training and ability to do what is necessary, want to do what is necessary for the organization to achieve its goals.
In our view, three components are crucial for the achievement of the greater alignment of business and organizational culture:
- purpose (creation of such a culture of management of pedagogical — self-organizing — activity, that is preferred in a particular organization);
- a criterion that allows you to assess the existing and desired level of business and organizational culture of the SMA;
- practice that shows that the desired goal can be achieved within a certain period of time (especially when it comes to changing the organizational culture).
In the course of the research we defined the factors of influence on organizational culture, subdivided them into objective and subjective, external and internal. It is also important to assess the relationship between organizational culture and business success and the culture of management of pedagogical activities in organizations whose main activity is related to the training of qualified karate sportsmen.
Management culture is a "soft" factor of pedagogical activity, the division of which into organizational and business components allows to get a deeper understanding of the structural components of the management of the SMA, as well as the mechanism of business success of the school, its innovative development. It can also be divided into internal (culture of thinking) and external components (culture of action and behavior
in cooperation and competition with various institutions of the market economy).
The complex approach to understanding of essence of management culture of karate sportsmen training in specialized schools of single combats can be represented as follows (tab.). Among the studied parameters are: the boundaries of extensibility, mechanisms of change, the sides of the management culture, etc.
It is necessary to distinguish two approaches to the assessment of the importance of the management culture of pedagogical activity: cultural and economic. From the point of view of the first approach the culture is a goal, and according to the second — the culture is a means of achieving the goal. In other words, the culture of management of pedagogical activity can be a function and a factor influencing the business success of the organization. In the latter case, culture may be of negative impact if such a success is not observed.
Management culture of innovative activity of SMA is not only a part of the General innovative culture of the sphere of PC&S of national economy, but also the special social and economic phenomenon, new for the sphere of physical culture and sports considered by us.
A number of Social sciences mainly pay attention to the cultural approach to the culture of management. It is, first of all: behavioral culture of management
An integrated approach to understanding of the essence of the management culture of pedagogical activity in the SMA as an innovative type of organization
Complexity parameter Content
The concept of the culture of karate training management in the SMA General categories present in the culture of pedagogical activity management: norms of behavior; values, mentality, views, competence, methods and techniques of management
The part of the management culture External Internal
Boundaries of extensibility Adaptation to the environment Internal integration management Perceptions of physical and social reality
The purpose of the management culture of training Ensuring the usefulness and profitability of the organization, the growth of value, market attractiveness, competence of its members
The driving force for improving management culture Socio-economic and organizational dissatisfaction of the leader of the self-organizing system, the team SMA
Ways of influence of culture of management on activity of sports school of single combats External recognition Inner association Economic security of pedagogical activity Socio-cultural potential of the teacher's personality SMA Quality of management decisions Personnel policy
Mechanisms of change of management culture Primary and secondary Self-regulation and government regulation
of the organization's image, culture of international business communications, culture of business communication management. But apart from this, the economic orientation of the research is also important, which is perceived as a catalyst for new — innovative — thinking.
Management culture is a complex (generalizing) characteristic of management work, reflecting its qualitative features and peculiarities. It includes a set of specific knowledge, their structure, depth, moral and ethical norms and rules of conduct, skills in the organizational sphere necessary to improve the efficiency of pedagogical activity and reliability of functioning of the sports organization specializing in the training of highly qualified karate sportsmen.
The essence of culture of management of pedagogical activity is shown, first of all, in activity, in dynamics of development, instead of simple set of achievements, values, artifacts, ideas, views. As the basis of its understanding is quite correctly taken the
active creative activity of the subject of the pedagogical process (activities to find and obtain new results, ways of their creation, elimination of routine, inefficient working conditions, management structures, forms of life) and, consequently, the development of the subject of pedagogical activity.
Under the development of the management culture of pedagogical activity is understood the process of its natural change, the transition from one state to another, ameliorated. As a result of this change, there is a new qualitative state of culture — its composition or structure. We have identified two forms of development: evolutionary, associated with gradual qualitative changes in the culture of management of pedagogical activity within the existing organizations, and revolutionary (at the level of macroeconomics — as a result of qualitative changes aimed at market management, microeconomics — in terms of crisis management of physical culture and sports organization, specifically — SMA).
I ОС
OC:
- the conditions for the exercise of management activities
- impact factors on performance
Fig. 2. The relationship of management culture with the basic concepts that define the thesaurus of this study
A kind of continuation of the SWOT analysis is the COPS-analysis of leadership and management culture of pedagogical activity. On its basis, critical personnel problems are identified and action plans are developed to solve them from the standpoint of the implementation of strategic plans and optimization projects [6].
Other categories also come into contact with the concept of development. These are: growth (improvement in the process of development), dynamics (the course of development, change in the culture of management of pedagogical activity), formation (giving a certain form to the culture of management in the process of its development). The interrelation of these concepts is considered on the example of SMA (Fig. 2).
In addition to the above mentioned concepts can also be given: the process optimization, modeling, evaluation, leadership, sports management, training system of qualified karate sportsmen. Corporate culture plays an important role — it is defined as a consistent system of management principles, one of which is facilitation [7].
As a conclusion, we note that little attention is paid to the study of the training of highly qualified karate sportsmen [5]. However, their relevance has increased dramatically in recent years. It is also important to educate a harmoniously developed athlete engaged in karate, capable of showing the highest sports results, as well as a healthy, capable member of society, is an important target setting both at the macro and micro level. All this in turn is organically connected with formation and development of culture of management of such preparation in specialized school of single combats.
Note also that under the specialized school of martial arts in our study refers to the organization of innovative type, self-organizing system of entrepreneurial type. The culture of management (from the standpoint of its formation and development) is a certain "genome" of self-development, which is expressed through adaptation to the environment and ensuring the internal integration of the personnel of the SMA.
References
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Поступила в редакцию 31 мая 2019 г.
Для цитирования: Yaroshenko D.V. The concept of culture management training for karate in specialized schools of martial arts / D. V. Yaroshenko // Физическая культура. Спорт. Туризм. Двигательная рекреация. — 2019. — Т. 4, № 4. — С. 61-66.
About the author
Yaroshenko Danil Viktorovich — Ph.D. in Pedagogy, Associate Professor of Theory and methodology of physical culture and sports. Ekaterinburg Institute of physical culture (branch of Ural state University of physical culture). Ekaterinburg, Russia. danil_yaroshenko@mail.ru
Концепция развития культуры управления подготовкой каратистов в специализированных школах единоборств
Д. В. Ярошенко
Кандидат педагогических наук, доцент кафедры теории и методики физической культуры и спорта, Екатеринбургский институт физической культуры (филиал Уральского государственного университета физической культуры). Екатеринбург, Россия. danil_yaroshenko@mail.ru
Излагаются основные положения концепции развития культуры управления подготовкой каратистов в специализированных школах единоборств. Приведено методологическое обоснование природы культуры управления. Рассмотрено содержание таких видов культур, как организационная и деловая. Предложен дифференцированный подход к оценке влияния культуры управления (культурологический и педагогический). Рассмотрена сущность и специфика культуры управления подготовкой каратистов в специализированных школах единоборств. Разработаны теоретико-методологические подходы к исследованию проблемы формирования и развития данного вида культуры.
Ключевые слова: карате, культура, инновации, моделирование, оптимизация, системность, подготовка, организация, управление, единоборства, школа, оценивание.
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