An analysis of the competencies of athletic club managers Public Deposited

http://ir.library.oregonstate.edu/concern/graduate_thesis_or_dissertations/r781wj221

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  • The primary focus of this study was to determine the competencies required to manage an athletic club. Also, the intention was to determine if differences existed in required competencies between managing varying sizes of clubs: namely, mini, maxi, and super; and to identify course content areas for purposes of developing sport management curricula. The instrument utilized in the research was developed from a study of the literature, validated by a Delphi panel, and field tested. The final questionnaire contained 33 competencies and 30 course content areas, with a six-point scale used to indicate each item's importance. The computed coefficients were +.92 for the competencies and +.91 for the course content areas. Questionnaires were completed by 264 randomly selected athletic club managers, representing the three groups. A one-way analysis of variance was employed for hypothesis testing. Tukey's w Method was used for group comparison of rejected hypotheses, and factor analysis was utilized for clustering competencies and course content areas. The following findings were noted: The two highest ranked competencies were Communication with clientele and Employee motivation. The two highest ranked course content areas were Marketing and Business management. Twenty-one of the 33 competency items and 28 of the 30 course content areas were retained. Tukey's w test revealed that the mean scores of the super clubs were higher than mini or maxi club scores in 13 instances. The R-mode of factor analysis identified clusters with factor loadings of ± .47 or higher for curricula development. A six-factor solution was extracted for competencies: I Design Components; II Communication; III Sport Skills; IV Presentations; V Accounting, and VI Budgeting. A five-factor solution was extracted for course content areas: I Foundations; II Business Management; III Hotel/Restaurant Management; IV Accounting,; and V Use of Computers. Based on the findings of this study, it was concluded that there is little significant difference in managing various sizes of athletic clubs. Sport management curricula should be developed for athletic club managers using the identified competencies and course content areas of this study as a guide.
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