Activity Based Costing in Intercollegiate Athletic Departments: Is There Value in Using It?

2017 ◽  
Author(s):  
Jimmy Smith ◽  
Ian Burt ◽  
Michael Gentile
Keyword(s):  
Activity Based Costing ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Intercollegiate Athletic Departments

Assessing Demand for Intercollegiate Athletic Departments: An Investigation of Multimedia Rights Agreements

2019 ◽  
Vol 5 (1) ◽  
pp. 62-82 ◽  
Author(s):  
Jonathan A. Jensen ◽  
Jacob Spreyer ◽  
Javonte Lipsey ◽  
Nels Popp ◽  
Robert Malekoff
Keyword(s):  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Intercollegiate Athletic Departments

scholarly journals Patterns of Bureaucracy in Intercollegiate Athletic Departments

2013 ◽  
Vol 27 (2) ◽  
pp. 114-129 ◽  
Author(s):  
Claudio M. Rocha ◽  
Packianathan Chelladurai
Keyword(s):  
Structural Equation ◽  
Theory And Practice ◽  
Equation Modeling ◽  
Academic Values ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Multiple Group ◽  
Structural Relationships ◽  
Confirmatory Factor ◽  
Intercollegiate Athletic Departments

The objective of the current research was to verify the extent to which Gouldner’s (1954) three patterns of bureaucracy were prevalent in intercollegiate athletic departments. Single and multiple-group confirmatory factor analysis (CFA) and structural equation modeling (SEM) of the data provided by 907 coaches from all three NCAA divisions (ndivI= 322; ndivII= 277; ndivIII= 308) showed that structural relationships among goals, processes, and patterns of bureaucracy were invariant among all three groups of coaches. Substantively, the factor of developmental goals through developmental processes (Trail & Chelladurai, 2000) predicted positively the presence ofrepresentative bureaucracyandpunishment-centered bureaucracyand negatively the existence ofmock bureaucracy. This means that the more athletic departments emphasize academic values, the less the coaches perceive a pattern of loose coupling between rules and actual technical activities. Implications of these results for theory and practice were discussed.

The Role of Servant Leadership in Developing an Ethical Climate in Sport Organizations

2017 ◽  
Vol 31 (3) ◽  
pp. 229-240 ◽  
Author(s):  
Laura J. Burton ◽  
Jon Welty Peachey ◽  
Janelle E. Wells
Keyword(s):  
Servant Leadership ◽  
Organizational Justice ◽  
Ethical Climate ◽  
Sport Organizations ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Intercollegiate Athletic Departments ◽  
Ethical Component ◽  
The Relationship

Evaluation of leadership as a necessary component to reform sport could be critical to fostering a more ethical climate and reducing the frequency and severity of ethical improprieties within this context. However, limited research has examined the relationship between leadership and ethical climate. Servant leadership, due to its ethical component and people-centered focus, is a leadership approach that may best support development of an ethical climate. The purpose of this study was to explore the influence of servant leadership on perceptions of an ethical climate in intercollegiate athletic departments, with an examination of how trust and perceptions of organizational justice indirectly influence the relationship between servant leadership and perceptions of an ethical climate. Findings indicated that servant leadership was directly related to trust in leadership and perceptions of an ethical climate. Further, both trust in the leader and procedural justice indirectly influenced the relationship between servant leadership and ethical climate.

A Multiframe Perspective of Leadership and Organizational Climate in Intercollegiate Athletics

1999 ◽  
Vol 13 (4) ◽  
pp. 298-316 ◽  
Author(s):  
David K. Scott
Keyword(s):  
Organizational Climate ◽  
Intercollegiate Athletics ◽  
Head Coaches ◽  
Bolman And Deal ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Independent Variables ◽  
Intercollegiate Athletic Departments ◽  
Level Of Analysis ◽  
Strong Agreement

This study used the “multiframe” (structural, human resource, political, and symbolic) organizational theory of Bolman and Deal (1991b) to examine aspects of leadership and organizational climate in intercollegiate athletic departments. Top-5 finalist athletic departments from 4 collegiate divisions (NCAA I, II, and III and NAIA) for the 1993-96 Sears Directors’ Cup award served as tie sample. The 4 frames were all useful as descriptors of leadership and climate among the departments. However, ADs and head coaches differed significantly in their perceptions of the frame best describing AD leadership. · There was evidence of strong agreement on perceptions of climate within several departments, but the political frame was perceived as least descriptive at every level of analysis. A MANOVA uncovered no significant differences in perceptions of the 4 frames with gender and division of competition as independent variables. Multiple regression revealed that different frames predict how employees perceive their ADs’ effectiveness as managers and leaders.

The Nature of Managerial Work in Canadian Intercollegiate Athletics

1999 ◽  
Vol 13 (2) ◽  
pp. 148-166 ◽  
Author(s):  
Karen E. Danylchuk ◽  
Packianathan Chelladurai
Keyword(s):  
Intercollegiate Athletics ◽  
Financial Management ◽  
Information Seeking ◽  
Athletic Directors ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Managerial Work ◽  
Management Leadership ◽  
Leadership Policy ◽  
Intercollegiate Athletic Departments

This study described and analyzed the managerial work in Canadian intercollegiate athletics. The directors of 37 Canadian intercollegiate athletic departments responded to a questionnaire eliciting perceived importance of, time devoted to, and percentage responsibility for 19 managerial activities carried out by athletic departments. These managerial activities were largely patterned after Mintzberg's (1975) description of managerial work and were verified by a group of experts. Results showed that financial management, leadership, policy making, disturbance handling, revenue generation, and a Mete affairs were perceived to be the most important and most time consuming activities. Information seeking, maintenance activities, and league responsibilities were rated the least important. The athletic directors reported that they were largely responsible for the more important tasks with average percent responsibility of 55%. The average responsibility assigned to assistant directors was 29.5%, and this limited responsibility was significantly but inversely related to the importance of the tasks.

scholarly journals An Exploration of Organizational Trust in Intercollegiate Athletic Departments

2016 ◽  
pp. 18-37
Author(s):  
Jacob K Tingle
Keyword(s):  
Sport Management ◽  
Organizational Trust ◽  
Athletic Department ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Research Questions ◽  
Intercollegiate Athletic Departments ◽  
The Individual ◽  
Status Analysis ◽  
Trust Scale

Scholars in in educational leadership, business management, and organizational psychology have thoroughly explored the construct of organizational trust. While trust has attracted some attention from sport management scholars, the research has primarily focused on the individual, rather than organization. This manuscript provides an overview of the organizational trust literature with specific application to the area of intercollegiate athletic departments. Additionally, the Athletic Department Trust Scale (ADTS) is introduced as an instrument to measure organizational trust in the setting. The procedures taken to refine and test the instrument are summarized. Results revealed the ADTS as psychometrically sound.  The instrument was used to explore three research questions related to coaching tenure and status. Analysis of Variance (ANOVA) revealed significant differences between coaching tenure and organizational trust. Practical and research implications are also presented. 

No reason to LoL at LoL: the addition of esports to intercollegiate athletic departments

2017 ◽  
Vol 11 (2) ◽  
pp. 143-160 ◽  
Author(s):  
Margaret C. Keiper ◽  
R. Douglas Manning ◽  
Seth Jenny ◽  
Tracy Olrich ◽  
Chris Croft
Keyword(s):  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Intercollegiate Athletic Departments

scholarly journals The Nature of Coupling with Intercollegiate Athletic Departments: Undergraduate Atheletic Training Education Program Directors' Perceptions

2012 ◽  
Vol 7 (3) ◽  
pp. 115-128
Author(s):  
Trevor C. Roiger ◽  
Karen A. Card
Keyword(s):  
Program Directors ◽  
Program Director ◽  
Financial Resources ◽  
Athletic Department ◽  
Athletic Departments ◽  
Intercollegiate Athletic ◽  
Paired Samples ◽  
Data Collection And Analysis ◽  
Intercollegiate Athletic Departments ◽  
Post Hoc

Context: Coupling theory, based on a tight-loose continuum, describes the nature of a connection, relationship, or interaction between entities. Understanding the nature of an ATEP's relationship with intercollegiate athletic departments is important to their growth and responsiveness to environmental change. Objective: To determine program directors' general perceptions of coupling, as well as perceptions of coupling relative to personnel, physical resources, and financial resources. Design: Descriptive, exploratory. Setting: CAATE accredited undergraduate ATEPs. Participants: The participants were 151 program directors from CAATE accredited undergraduate ATEPs. Data Collection and Analysis: Program directors were queried regarding their perceptions of coupling between the ATEP and the host institution's athletic department relative to 5 subscales: general perceptions, personnel, equipment, facilities, and financial resources.Descriptive statistics were used to provide institutional and program director profiles. Composite means were used to determine the perceived degree of coupling relative to the 5 subscales. ANOVA (post-hoc analysis, p < 0.05) and independent paired samples t tests determined differences in program directors' perceptions of coupling based on individual and institutional characteristics. Results: Program directors perceived moderate generalized, equipment, and personnel coupling, and slight coupling relative to facilities and financial resources. Significant differences were related to years of program direction experience, role orientation, institutional athletic affiliation, school or college affiliation, and funding source. Conclusions: Program directors perceive a tighter degree of generalized coupling than coupling specific to equipment, facilities, personnel, or financial resources. Institutional and program director characteristics may influence perceptions of coupling.

Sign in / Sign up

Export Citation Format

Share Document