Human resource management in Olympic sport organisations

Human Resource Management in Olympic Sport Organisations provides a thorough explanation of human resource issues that Olympic sport organizations (OSOs) face, and it offers guidelines for resolving those issues. It also gives sport managers tools for analyzing how to maintain and improve their organizational structures.

The book is the third volume in the Executive Masters in Sports Organisation Management (MEMOS) program, which aims to improve management of sport organizations and provide a higher level of training for sport managers. The text presents a complete set of management issues in the Olympic movement that will help readers better understand the ambitious goals of this dynamic global entity.

All topics are presented within the context of the Olympic organizational structure and include organizational justice, staffing, leadership, performance appraisal, reward systems, empowerment of workers, management of diversity, and handling of conflict. The text introduces and discusses cases to create awareness of the topics and to help identify possible solutions. The authors do not present a "global template" approach with solutions ready to be applied by all OSOs; rather, they provide flexible guidelines that lead to the appropriate practical action within each OSO.

Because human resources are such a vital aspect of managing organizations, the text thoroughly explains how all of the traditional aspects of human resource management may be directly applied to Olympic sport organizations. The chapters progress as follows:

-Chapter 1 discusses some of the distinctive features of OSOs from a perspective of human resource management.

-Chapter 2 delves into human resource practices, with particular attention paid to the specific problems and challenges that OSOs face.

-Chapter 3 presents issues in organizational design, including the role and composition of the executive board and how to form a powerful board.

-Chapter 4 explores diversity in the workplace, including valuing diversity and strategies for managing a diverse workforce.

-Chapter 5 features coauthor Packianathan Chelladurai's renowned multidimensional model of leadership as applied to OSOs.

-Chapter 6 concludes with a focus on managing organizational change and knowledge.
Human Resource Management in Olympic Sport Organisations provides Olympic sport managers with the information they need to understand the unique human resource considerations of OSOs, where a variety of constituents, including organizers, athletes, volunteers, and professional workers, play vital roles. After reading this book, managers will feel comfortable with inevitable change and diversity within organizations and be better prepared to make strategic decisions that benefit their Olympic sport organizations.

Author Notes

Packianathan Chelladurai, PhD, is a professor in the School of Physical Activity and Educational Services at Ohio State University in Columbus, Ohio. Dr. Chelladurai has been teaching human resource management for more than 30 years. He has written two other books and two monographs on related topics as well as more than 80 scientific articles. His work in leadership is acknowledged and extensively used in both sport management and sport psychology literature, and he has been a keynote speaker at several conferences. In addition, he has been a successful sport administrator and coach, experiences that have yielded great insights into management of human resources.

Dr. Chelladurai is a founding member of the North American Society for Sport Management and the European Association for Sport Management. He served as editor of the Journal of Sport Management and continues to be a reviewer for it and for European Sport Management Quarterly . He was the first recipient of the Earle Zeigler Award by the North American Society for Sport Management. The European Association for Sport Management awarded him in 2005 for meritorious service to sport management education.

Alberto Madella, PhD, is a lecturer of management of sport and sport tourism organizations at the University of Florence and a lecturer of research methodology applied to sport management at the University of the Republic of San Marino. He also teaches sociology of sport at University Institute of Motor Science (IUSM) in Rome. Dr. Madella has published more than 30 articles and three books as well as chapters in various sport management textbooks. He has served as the general secretary of the European Association for Sport Management (EASM), an honorary member and president of the European Observatoire of Sports and Employment, and a reviewer for the European Journal for Sport Management and the European Sport Management Quarterly . He has led numerous European research projects in the field of sport employment and sport organizations.

In addition to teaching postgraduate sport sociology and management, Dr. Madella is extensively involved in coaching education programs and design from youth sport to Olympic participation and is responsible for the coaches' curricular design for the Italian National Olympic Committee School of Sport. He has also been a successful voluntary coach in track and field.

ForewordJean-Loup Chappelet

Preface

Introduction

Chapter 1 Distinctive Features of Olympic Sport Organisations From a Human Resource Management Perspective

1.1 Olympic Sport Organisations As Volunteer Organisations

1.2 Stakeholders of Olympic Sport Organisations

1.3 The Participants: Primary Clients and Key Human Resources of Olympic Sport Organisations

1.4 Volunteer Workers in Olympic Sport Organisations

1.5 Professional Workers in Sport Organisations

1.6 Organisational Culture

Chapter 2 Human Resource Practices

2.1 Organisational Justice

2.2 Staffing an Olympic Sport Organisation

2.3 Recruiting Volunteers

2.4 Recruiting Volunteers for Events and Short-Time Projects

2.5 Keeping Volunteers Involved

2.6 Evaluating the Employees

2.7 Pay and Reward Systems

2.8 Training and Professional Development

2.9 Empowerment Practices

2.10 Athletes at the Centre of Olympic Sport Organisations: A Specific Case of Empowerment

2.11 Managing Conflict in Olympic Sport Organisations

2.12 The Professionalisation Process and the Professional-Volunteer Conflict

2.13 Managing the Professional-Volunteer Conflict

Chapter 3 Organisational Design and Human Resource Management in Olympic Sport Organisations

3.1 Organisational Structures, Design and Configurations

3.2 Olympic Sport Organisations As Systems

3.3 The Role and the Composition of the Executive Board in Olympic Sport Organisations

3.4 Forming a Powerful Board in Olympic Sport Organisations

Chapter 4 Managing Diversity in the Workplace

4.1 Expressions of Diversity

4.2 Strategies for Managing Diversity

4.3 Integrity of Individuals and Groups

4.4 Valuing Diversity: Gender Issues in the Management of Olympic Sport Organisations

Chapter 5 Leadership

5.1 The Multidimensional Model of Leadership

5.2 Transformational Leadership

Chapter 6 Change Management and Human Resources: Final Notes

6.1 What Is Change Management?

6.2 The Role of the Change Agents

6.3 Redesigning Olympic Sport Organisations to Meet the Transformation of Sport

6.4 Conclusion: Learning Organisations and Knowledge Management

Appendix

References

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Author Notes

Table of Contents