SSM - Blog # 6 - Time for a change

What is the best way to fix something that appears to be broken?  In an organisation of large capacity, there are a number of elements that work together in order to be successful. If the appropriate elements aren’t working efficiently, then change needs to be made. Organisational change is ‘the movement from a current state to a defined state − a different, improved and desired new state, through a set of planned and integrated interventions’ (Neville 2009). Swimming Australia has recognised after the London Olympics 2012, that there were significant improvements that needed to be made within their organisational structure and with these changes they may seek future improvements throughout the success of their organisation.

Organisational change is not something that is done easily, and it requires a considerate understanding in order to be implemented.  Pettigrew (1987) outlined three aspects that to be understood, in order to manage the changes that need to occur within an organisation. These include the context; the content and the process of change (Keegan 2013). Swimming Australia did not require minor adjustments to their organisation, but a number of changes needed to be made to key players. Leadership was noticed as a specific concern after the London Olympics and key positions played a part in this.

 In applying Pettigrew’s theory, Swimming Australia’s change was imperative if they wanted to seek further improvement. The context of the change includes the element of ‘why’ such changes need to be made (Keegan, S). These organisational changes had to happen as the ‘toxic culture’ of the swimming Australia team showcased at the Olympic Games (Bluestone 2013). Toxic incidents including the use of prescription drugs, alcohol and breaking of curfews were all outlined. it all came down to the recognising that the influence of the toxic culture was due to the leadership. The process of change has seen a new leadership structure by introducing a new CEO, Head Coach and Integrity committee (SAL 2013) to name a few. With new people in these position allows opportunity this opportunity, in particular with the influence these new leaders will have on our swimmers.

With any organisation comes change, whether it is internal or external. It is the responsibility of the organisation to recognise when the right opportunity is to make changes, and what is the best way of going about it. As seen through this blog, SAL waited until it was too late. The London Olympics and the poor results that were shown, was the point by which they realised it was time for a change. The implementation of a new leadership structure looks to have new personnel in these key positions. These changes will be suitable for SAL to make major improvements and focus on their next goal of achieving Olympic gold at Rio in 2016.

References

 Neville, T 2009, 'Organisational change -- why and how to embrace it', Australasian Biotechnology, 19, 1, p. 20, Australia/New Zealand Reference Centre, viewed 14 November 2013, EBSCO database.

Pettigrew, AM 2012, 'Context and Action in the Transformation of the Firm: A Reprise', Journal Of Management Studies, 49, 7, pp. 1304-1328, viewed 14 November 2013, EBSCO database.

Keegan, S 2013, Unit 9375 Strategic Sport Management, week 2: Change Management: In Sport, lecture PowerPoint slides, viewed 10 November 2013, http://learnonline.canberra.edu.au

Swimming Australia 2013, The Bluestone review: A review of culture and leadership in Australian Olympic Swimming, prepared by Blue Stone Edge, BSR, Victoria

Swimming Australia 2013, Swimming Australia confirms new leadership structure, version 9 April, Swimming Australia, viewed 6 November 2013, http://www.swimming.org.au/news/index.cfm?fuseaction=NewsItem&NewsID=34217

 

 

SSM - Blog # 5 - Mariela Pena takes the lead for Volleyball VIctoria

There are a number of qualities that it takes to comprise a good leader, especially in the fast moving world that we live in. Mariela Pena has been working as General Manager at Volleyball Victoria (VV) for 8 months, whilst also maintaining her position at Football Federation Australia as match commissioner. She has worked in sport for over 15 years as a player and coach but now her focus is in administration. She leads her team as she is responsible for multiple tasks; however her primary focus is on the formulation of the new strategic plan. Mariela’s day to day business includes the management of her staff, fostering new and old relationships within the VV community and liaises with the local and national volleyball associations. Through her position she is required to be a leader to those around her, and due to her knowledge, consideration and motivation within her sport she is able to do this well.  

‘Leadership is widely regarded as one of the key factors for organizational success’ (Yuki 2010; Kovjanic et al, 2012). Mariela is still warming to her position at VV. However, through an interview conducted by Robbie Coyle, she has portrayed many leadership qualities. In reviewing Mariela’s qualities, I would suggest that she is a transformational leader. A transformational leader ‘not only aligns and elevates the needs and values of followers, but also provides intellectual stimulation and increased follower confidence’ (Hoye et al. 2012). In stating the importance that she places on focusing on the needs of stakeholders, and how valuable their opinion is shows her selflessness in her approach to being a manager. Mariela stated that employees should ‘live and breathe’ the new strategic plan.  This shows her viewers that she is ‘(generating) awareness of the mission or vision of the team and the organisation, and then (encouraging) colleagues and followers towards outcomes that benefit the team rather than merely serving the individual interest’ (Hoye et al. 2012). Mariela had many qualities that were noted in her interview with Robbie Coyle, that are compared to that of a respectable leader.

To be a transformational leader, Bass and Avolio (1994) named four categories that were to be satisfied:

1.      Idealized influence;

2.      Inspirational motivation;

3.      Intellectual Stimulation

4.      Individualized Consideration

Mariela satisfies this criterion in being a leader. Idealized influence according to bass and Avolio (1994) is behaving in ways that result in being admired, respected and trusted which is seen when Mariela made note of her healthy relationship with the board and stakeholders(Pena 2013) . Mariela ‘(works) in ways that motivate and inspire those around her’ (Bass and Avolio 1994) when she is committed to producing the best quality strategic plan (Pena 2013) and continues to carry out her daily tasks. In utilising the knowledge she has gained from experience in the field and her ability to discuss a variety of options about the VV strategy with the board, she is showing her intellectual stimulation (Bass and Avolio 1994).  Mariela’s ability to oversee her team whilst creating the new strategic plan shows that she has individual consideration.  As noted earlier, her good relationship with the VV board, employees and stakeholders her attention to looking after the individuals other than just her own interest.

Every sporting organisation needs a quality leader that is going to admire and motivate those around them. Mariela’s work with Volleyball Victoria sees the staff she manages complete daily tasks, and also the completion of the new VV strategic plan. Mariela is a transformational leader in seeing her idealised influence; inspirational motivation; intellectual stimulation and individualized consideration (Bass and Avolio 1994). Mariela’s transformational leadership style will only see good things happening at VV in the years to come.

References

Bass BM & Avolio BJ 1994, Improving organizational effectiveness through transformational leadership, Sage Publications, London, UK.

Hoye, R, Smith, A, Nicholson, M, Stewart, B & Westerbeek, H 2012, Sport Management principles and applications, 3rd edn, Routledge, New York, NY.

Kovjanic, S, Schuh, S, Jonas, K, Quaquebeke, N, & Dick, R 2012, 'How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links, Journal Of Organizational Behavior, 33, 8, pp. 1031-1052, viewed 8 November 2013, EBSCO database.

Pena, M. 2013, Blog 3 Mariela Pena General Manager Volleyball Victoria Interview. Interviewed by Robbie Coyle [viewed on echo] University of Canberra, 10 September 2013.

Yukl, G. 2010, Leadership in organizations, 7th edn, Prentice Hall, Englewood Cliffs, NJ.

 

 

 

 

 

SSM - Blog # 4 - Strategic Plan Review and Appraisal

Swimming Australia’s (SAL) strategic plan from 2006 – 2011 was created to continue to seek improvement on the world wide sporting stage. Their vision; ‘Swimming seeks to become Australia’s leading sport through increased participation, continual outstanding performances and commercial excellence” (SAL Strategic plan 2006 - 2011). The purpose of a vision is to “look into the future and forms a clear mental image of what an organisation could be like” (Hoye et. al., 2012). Organisational objectives as noted by Smith & Stewart (1999) are manageable steps on the way to achieving a vision. SAL produced a strategic plan with a number of objectives in order to lead performance over 5 year duration. Through revision of their strategic plan, and utilising the annual report of 2012, I have identified a major objective that was not successfully achieved.

SAL’s strategic plan 2006 – 2011 outlines the organisational strategic priorities, breaking them into four operational plans;

1.      High performance

2.      Sport Development

3.      Business Development

4.      People Development

These operational plans are further broken down into objectives by which they can use to strive to achieve over the duration of the strategic plan. High performance was an area that stood out, as they noted a number of objectives by which they set their standards very high.  ‘Thriving at the elite level’ is a goal that is considered to be imperative within any National Sporting Organisation. In order to do this SAL has stated that “quality coaching, domestic and international competition will be offered to each elite athlete including the preparation, motivation and challenges to be competitive on the world stage” (SAL Strategic plan 2006 - 2011). However their key objection of being “the number one swimming national at the Olympic Games and FINA World Championships” (SAL Strategic plan 2006 - 2011) was not successfully achieved.

The Bluestone review conducted post London Olympic Games. It identifies that “Australian performances at major meets have been on a steady decline since 2005” (Bluestone Review 2013), which is through the implementation of this strategic plan. It was also noted in the Bluestone Review (2013) that the London 2012 Olympic Games, Australia won 3% of podium places in comparison to Athens in 2004 (20%) and Beijing in 2008 (18%). The cause of this steady decline was noticed that on account due to a number of instances within the Australian swimming team, that there were some leadership and cultural flaws (Bluestone Review 2013). Leadership was a major concern in repercussion of the events that occurred at the London Olympics, and this has since been rectified with the employment of a new Chief Executive Officer, Head Coach, High Performance Coach and Integrity Panel (SAL 2013). This change was vital considering “A corner stone of any well-functioning organisation is good leadership” (Bluestone Review, 2013).

 Through the unsuccessful achievement of their strategic objective of being the number one swimming nation at the Olympics and FINA World championships (SAL Strategic plan 2006 - 2011) and the decline in results since 2004, the importance of required improvements have need to be made at SAL. The results have been caused due to a number of instances but mainly due to the questionable leadership that was identified in the Bluestone Independent Swimming Review (2013). A number of leadership positions have since been altered, employing new personnel to help realign the focus of SAL and to see a brighter future in the pool!

 References

Hoye, R, Smith, A, Nicholson, M, Stewart, B & Westerbeek, H 2012, Sport Management principles and applications, 3rd edn, Routledge, New York, NY.

Smith, A & Stewart, B 1999, Sports Management: A guide to professional practice, Allen & Unwin Pty Ltd, St Leonards, NSW.

 Swimming Australia Limited 2010, Strategic Plan 2011-2016, SAL, Canberra, viewed 6 November 2013, http://assets.imgstg.com/assets/console/document/documents/2011-2016%20SAL%20Strategic%20Plan.pdf

Swimming Australia 2013, The Bluestone review: A review of culture and leadership in Australian Olympic Swimming, prepared by Blue Stone Edge, BSR, Victoria

Swimming Australia 2013, Swimming Australia confirms new leadership structure, version 9 April, Swimming Australia, viewed 6 November 2013, http://www.swimming.org.au/news/index.cfm?fuseaction=NewsItem&NewsID=34217

SSM - Blog #3 - Acting in the eyes of those who matter most

Mariela Pena is a leading female within the sporting industry. She is currently the general manager of Volleyball Victoria (VV), as well as the match commissioner at Football Federation Australia. Mariela has been working at VV for 8 months, however she has been working in the sporting industry for over 15 years. Mariela was interviewed by Sports Management course coordinator, Robbie Coyle, to gain an insight for Sport Management students regarding industry strategic management processes. Mariela's current focus is the renewal of VV’s strategic plan, as it is about to come to its completion. Mariela is placing large emphasis in the preparation of the strategic plan, to VV’s stakeholders.

 Stakeholders are “vital to the survival and success of the organisation” (Greenwood 2001).  Along with the significant role stakeholders play in the success of an organisation, they also benefit the most from the success of sporting organisation. VV is a very small sporting organisation, and as Mariela pointed out “it is a bit easier to reach out to main stakeholders” (Pena 2013) allowing them to gain necessary advice from primary stakeholders.  The “key primary stakeholders such as employees, customers and owners/investors have a considerable interest in the long-term viability of the organization” (Schraeder & Self 2010) and giving them the opportunity to provide advice is important as this strategic plan will be “what they truly want to work on” (Pena, 2013). Implementing stakeholder advice will largely influence the success of the strategic plan. Primary stakeholders are constantly exposed to the issues VV would be faced with which would suggest that “they are uniquely positioned to offer collective insights regarding strategic missteps or oversights” (Schraeder & Self 2010) which makes their advice invaluable to the production of the strategic plan.

Mariela also shows great management skills in showing how valuable she deems the advice from the stakeholders.  She stated that “it is important everyone has an opinion and they can express that opinion” (Pena 2013) which also sends a “message to these groups that their input and continued involvement in the future of the organization are valued by leadership” (Schraeder & Self 2010). This reiterates to the stakeholders how they are valued within the organisation, and will keep their interest in participating with the organisation. Mariela’s action is largely relative to the Stewardship theory of governance as opposed to the agency theory. Stewardship argues “that managers’ and shareholders’ interests are actually aligned and that managers (agents) will act in the best interest of the shareholders” (Hoye et al. 2012). Mariela’s focus is producing the best possible strategic plan for VV, and the application of stewardship theory in this situation shows Mariela’s real “sense of commitment to the organisation” (Hoye et al. 2012).

References

Schraeder, M. & Self, D.R. 2010, "Potential benefits of engaging primary stakeholders in developing a vision", Strategic Direction, vol. 26, no. 3, pp. 3-5.

Hoye, R, Smith, A, Nicholson, M, Steward, B, & Westerbeek, H 2012, Sport Management Principles and Application, 3rd Edn, Routledge, New York, NY.

Greenwood, M 2001, 'The Importance of Stakeholders According to Business Leaders', Business & Society Review (00453609), 106, 1, p. 29, Business Source Premier, EBSCOhost, viewed 2 November 2013.

Pena, M. 2013. Blog 3 Mariela Pena General Manager Volleyball Victoria Interview. Interviewed by Robbie Coyle [viewed on echo] University of Canberra, 10 September 2013.

SSM - Blog # 2 - It’s important to indicate: Australian Rugby Union Community Rugby Strategy 2012 – 2016

The operational plan is one of the most vital elements of a strategic plan process. The implementation “represents a pattern of decisions and actions that are intended to carry out the plan” (Harrison, J. S & Caron, H 2008). Key objectives and Key Performance Indicators (KPI’s) are used to measure how successful the strategies are in the Operational Plan.  I reviewed the Australian Rugby Union (ARU) Community rugby strategic plan from 2012 – 2016. While a number of objectives were identified, there was a lack of KPI’s identified in order to measure the success of the strategic plan through its 5 year duration.

 Hoye et al. (2012) identifies strategic implementation as the “introduction of the organizations choice of competitive strategy”. It is important that through the implementation of any strategic plan, that the objectives are monitored. This can be done through the use of KPI’s. Chan & Chan (2004) identify a KPI as “General indicators of performance that focus on critical aspects of outputs or outcomes”. They allow us to measure the success of the strategic plan and they are an “excellent managerial tool for identification and monitoring of the key initiatives and projects for the strategy fulfilment” (Janes, A & Faganel, A 2013).  In ARU’s Community Rugby Strategy (2012 – 2016) , the main areas strategic objections were identified;

 

1.      Participation growth;

2.      Support for Clubs & Schools;

3.      Engage and Enthuse;

4.      Grow Community and Investment;

5.      Strategic Influence;

6.      Optimal delivery model for community rugby.

 However, in doing this there are only a few KPI’s recognised to measure the success of these objectives.  In a strategic plan of long duration, the KPI’s become even more vital. Through changes in the environment and external factors, monitoring of the different objectives will help in assisting whether they need to be revaluated. ARU Community Rugby Strategy (2012 – 2016) need to identify more quantitative KPI’s. The following could be considered:

 

Objection 2: Support for clubs & schools

·         Implementation of key figures to be monitored at individual schools (in percentages) Eg. Increase in participation in rugby programs by 5% per annum

·         An implementation of an online survey system which is carried out at specified intervals by all participating clubs/schools. Surveys could include information about participation, how programs are being received by participants, suggested improvements.

Eg. Bayswater West Primary School – To be completed 6 monthly

 Recommendation 2

Objection 3:  Engage and enthuse

·         Using a gantt chart to note short and long term KPI’s in preparation of Marketing plan for “Everyone Plays a part”

Eg. Draft of design brief – 1^st February, 2012

      Proposal of design brief – 16^th March, 2012

 Recommendation 3

Objection 5: Strategic influence

·         Create indicators that need to be reached per annum in order to reposition community rugby as ‘the investment centre’

·         Note required percentage outcomes in the different sectors that to set a goal to work towards.

 

The operational plan is used as an action plan, once it is implemented. The use of KPI’s allows the organisation to monitor success, and note any necessary changed if required. ARU should consider applying additional KPI’s into their operational plan to allow consistent monitoring over the duration of the strategic plan. The visualisation of these KPI’s will be recognised by employees, stakeholders which will show for a promising future of this sporting organisation.

 References

Chan, A.P.C. & Chan, A.P.L. 2004, "Key performance indicators for measuring construction success", Benchmarking, vol. 11, no. 2, pp. 203-221.

Harrison, JS & Caron, JH 2008, Foundations In Strategic Management, Thompson Higher Education, Mason, USA.

Janes, A. & Faganel, A. 2013, "Instruments and methods for the integration of company's strategic goals and key performance indicators", Kybernetes, vol. 42, no. 6, pp. 928-942.

Australian Rugby  Union 2011, Strategic Plan 2012 – 2016, ARU, NSW, viewed 1 November 2013, http://www.rugby.com.au/LinkClick.aspx?fileticket=ay8iuv7fJR0%3D&tabid=1482

 

 

SSM - Blog #1 - Literature Review

Strategy plays an imperative part in the future of sporting organisations. Hoye et. Al (2012) defines strategy in its simplest form as “the match or interface between an organisation and its external environment”. According to Harrison, J & Caron, H (2008) strategic management is:

“The process through which organisations analyse and learn from their internal and external environments, establish strategic direction, create strategies that are intended to help achieve establish goals and execute those strategies, all in an effort to satisfy stakeholders.”

To improve the strategic direction of the organisation, a SWOT Analysis should be completed. A SWOT Analysis is used in comparing the strengths and weaknesses within an organisation and outlining the opportunity and threats (Willams 2009). The SWOT Analysis is completed in two parts, an internal analysis and an external analysis. Hoye et al. (2012) states the internal analysis:

“Covers everything that an organisation has control over, some of which are performed well and can be viewed as capabilities (strengths), while the others are too difficult to do well and can be seen as deficiencies (weaknesses).”

The second part of the SWOT Analysis is the analysis of the external environment which are the factors “the organisation has no direct control over” (Hoye et al. 2012). Harrison, J & Caron, H (2008) state that an organisation utilises this analysis and identifies the main areas to be used in creating strategies.  The purpose of a strategic direction is to “(express) the purposes for which an organisation exists and operates” (Harrison, J & Caron, H 2008). The strategic direction includes a vision and mission statement.

Harrison, J & Caron, H (2008) state that the capacities or industries that an organisation operates to outline it for those who unaware stakeholders and members of the public is done so in a mission statement. A vision statement is an “expression of what the organisation wants to achieve within a period of around three to five years” (Reference). Organisational objectives and Key Performance Indicators (KPI’s) are created and used in “order to establish success or failure” (Hoye et. al, 2012) of the strategic direction and act as measurements in completing a task (Hoye et. al., 2012).

The next step is implementing the strategy. Strategy implementation is “the set of actions firms take to use a strategy after it has been selected” (Foundations 1). Once the strategy has been implemented the strategic control will be the “processes that lead to adjustments in strategic direction, strategies or the implementation plan where necessary” (Harrison, J & Caron, J 2008). The final step of the strategic direction is the strategic restricting which “typically involves a renewed emphasis on the things an organisation does well, combined with a variety of tactics to revitalise the organisation and restrengthen its competitive position” (Harrison, J & Caron, J 2008).

 

REFERENCES

 Hoye, R, Smith, A, Nicholson, M, Steward, B, & Westerbeek, H 2012, Sport Management Principles and Application, 3rd Edn, Routledge, New York, NY.

 Harrison, JS & Caron, JH 2008, Foundations In Strategic Management, Thompson Higher Education, Mason, USA.

 Williams, K 2009, Strategic Management, New York, N.Y: DK Pub, eBook Collection (EBSCOhost), EBSCOhost, viewed 9 November 2013.

 Ireland, DR, Hoskisson, RE, Hitt, MA 2009, Understanding Business Strategy: Concepts and Cases, 2nd Edition, South - Western Cengage Learning, Canada.

Comtemporary Issues In Sport - Blog #3 - Motivation: The key to get moving

“To be motivated means to be moved to do something”. (Ryan & Deci 2000) Research shows that teenage girls find it difficult to be motivated to stay in sport.  During classes at school, students are educated about the benefits of physical activity. However, this tends to be taught when the students are younger. By adolescence, when sport is no longer compulsory, girls in particular lack motivation to continue. Better Health Channel (2013) outlines simply and easily outlines the benefits of physical activity for teenage girls:

 

• Increased strength, stamina and flexibility
• Helps maintain a healthy body weight
• Improves fitness and heart health
• Decreased incidence of stress and depression
• Increased self-esteem
• Positive body image
• Opportunities to have fun and interact with friends and family

Research has identified the main factors that influence adolescent girl’s participation in sport. It recognised that growing up; challenge seeking and social factors were the three most derived motivations for teenage girls (Gillison, F, Sebire, S, & Standage, M 2012). These motivators are linked with the benefits of physical activity that have been outlined above. Adolescent girls consider the physical activity assists in them growing up, influencing their future health state, in creating their own independence, defining who they are and changing their ways of thinking (Gillison, F, Sebire, S, & Standage, M 2012). It is challenging for teenage girls to create a positive body image when they are surrounded by peer pressures and the fear of always being judged. Shilbury & Kellett (2012, p. 264) identifies “a positive experience in sport has the capacity to contribute to the development of positive self-esteem”. This increase in self-esteem can assist in recognising what one can achieve during physical activity and through this consistent physical activity, will result in another benefit in seeing an improved body image and maintenance of current body weight.

 

 

Research also showed that challenge seeking in physical activity is a motivator for adolescent girls (Gillison, F, Sebire, S, & Standage, M 2012). Challenge seeking included elements of feeling a sense of achievement, creating goals and self-development. When you are a teenager, you are confronted with a number of challenging decisions. Creating goals is going to help short and long term, and help define what needs to be done to reach them. Self –development is associated with the main benefits of physical activity in improving self-esteem and a positive body image. Challenge seeking will be applicable in a physical activity setting, but it will help in the long term, to learn how to overcome major challenges that occur. The final motivator derived through this study was the social factors associated with physical activity (Gillison, F, Sebire, S, & Standage, M 2012). Teenage girls love being able to socialise with their friends, as they play such a large factor in growing up. Physical activity allows social interaction with others, social enjoyment and affiliation with adults. The affiliation with adults also relates back to the first motivator of growing up, as they can be significantly influenced by the older generation. The opportunity to have fun and interact with family and friends (Better Health Channel 2013) is another key benefit of physical activity so large emphasis should be placed on this in trying to motivate these teenage girls so they can be encouraged to get involved, and more so stay involved, in physical activity.

 

Considering the above factors that were outlined in the study, and recognising the main benefits of physical activity, it is the adolescent girls that need to be made aware of the importance of physical activity. The motivators, and the benefits, need to be key selling points when promoting physical education to girls. The benefits of physical activity are not only current in their teenage years, but they play a significant role leading into the future. All of these motivators complement each other. To make a difference in the appropriate age groups, the benefits of physical activity need to be understood to motivate adolescent girls. With correct exposure to these benefits and improved understanding, the adolescent girls will recognise how vital it is that they participate in physical activity and we can only hope, this will see an increase in our participation levels.

 

References

• Better Health Channel 2013, Teenage girls – getting them active: fact sheet, State of Victoria, viewed 22 October 2013, http://www.betterhealth.vic.gov.au/bhcv2/bhcpdf.nsf/ByPDF/Teenage_girls_getting_them_active/$File/Teenage_girls_getting_them_active.pdf  
• Gillison, F, Sebire, S, & Standage, M 2012, 'What motivates girls to take up exercise during adolescence? Learning from those who succeed', British Journal Of Health Psychology, vol. 17, no. 3, pp. 536-550, SPORTDiscus with Full Text, EBSCOhost, viewed 1 November 2013.
• Shilbury, D & Kellett P 2011, Sport Management in Australia – an Organisational overview, 4^th edn, Allen & Unworth, Crow’s Nest, NSW.

• Richard, R & Deci, E 2000, ‘Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions’, Contemporary Educational Psychology, vol. 25, no.1, pp. 54-67, viewed 1 November 2013, <http://www.sciencedirect.com/science/article/pii/S0361476X99910202>