شناسایی راهبردها و اثرات توانمندسازی مربیان و داوران جودو با محوریت یکسان‌سازی آموزش
محورهای موضوعی : مدیریت در ورزش
داوود میقانی
1
,
محمد حامی
2
*
,
وحید شجاعی
3
1 - دانشجوی دکتری مدیریت ورزشی، واحد ساری، دانشگاه آزاد اسلامی، ساری، ایران
2 - گروه تربیت بدنی، دانشکده علوم انسانی، دانشگاه آزاد اسلامی واحد ساری، ساری، ایران
3 - دانشیار مدیریت ورزشی، واحد ساری، دانشگاه آزاد اسلامی، ساری، ایران
کلید واژه: توانمندسازی, یکپارچه‌سازی, وظایف آموزشی, اقدامات سازمانی, منابع انسانی یکپارچه.,
چکیده مقاله :
هدف از تحقیق حاضر شناسایی راهبردها و اثرات توانمندسازی مربیان و داوران جودو با محوریت یکسان‌سازی آموزش می‌باشد. رویکرد این تحقیق کیفی و ازلحاظ استراتژی در زمره تحقیقات گرندد تئوری می‌باشد. هدف پژوهش کاربردی و با ماهیتی توسعه‌ای- اکتشافی است. مشارکت¬کنندگان تحقیق خبرگان و متخصصان حوزه مدیریت ورزشی و خبرگان حوزه جودو بودند که به‌صورت هدفمند 20 نفر به‌عنوان نمونه آماری بخش کیفی در نظر گرفته شدند. روش گردآوری اطلاعات به شکل مصاحبه‌های عمیق و نیمه ساختاریافته بود. پایایی مصاحبه‌ها با استفاده از پایایی باز آزمون مورد تائید قرار گرفت. یافته‌های کیفی تحقیق نشان داد ۵۶ کد اولیه با مجموع فراوانی ۹۲ شامل راهبردهای مدیریتی، فعالیت‌های منابع انسانی و آموزشی به‌منظور توانمندسازی مربیان و داوران جودو با محوریت یکسان‌سازی آموزش کشف شد. همچنین مقولات پیامدهای مدیریتی، انگیزشی، مهارتی و توانمندسازی، فنی، آموزشی و آرمانی به‌عنوان اثرات شناخته شدند و در این میان پیامدهای فنی و آموزشی به ترتیب با ضرایب اهمیت ۳۸ و ۲۵ بیشترین فراوانی را در میان مقولات پیامدی داشتند. یکسان‌سازی آموزش جودو به‌عنوان یک راهبرد توانمندسازی، تأثیرات قابل‌توجهی بر دستاوردها و پیشرفت‌های این رشته ورزشی در ایران دارد. این تأثیرات در حوزه‌های مدیریتی، انگیزشی، مهارتی، آموزشی و آرمانی مشهود است؛ بنابراین، تمرکز بر یکسان‌سازی آموزش جودو می‌تواند به بهبود کیفیت آموزش و مدیریت در این رشته کمک کند و توان رقابت ایران در این حوزه در سطح جهانی را افزایش دهد.
Extended Abstract
Introduction
Understanding athletes and their performance requires a comprehensive view of both the athletes and their environment, with success often seen as a personal achievement (Rodriguez et al., 2019: 259). In judo, the role of the coach is crucial, as athletes face diverse challenges in technical, athletic, tactical, psychological, and theoretical domains. Proper preparation ensures successful performance (Dudėnienė, 2020: 20). In organizations, training new skills is seen as an investment, with short courses helping standardize knowledge and performance, fostering creativity (Melham, 2004: 72). Competence-based selection is vital for organizations in attracting, retaining, and developing resources, with investment in coaching skills being a key strategy. Research shows that selecting qualified personnel based on scientific criteria ensures organizational success (Miqhani, 2022: 149). Coaches play a vital role in athletes' success, impacting team development and skill formation. The growing need for ongoing coach education arises from the desire to expand skills and adapt to changing needs and policies, making empowerment essential for increasing coaches' competencies.
Methodology
This research is based on an interpretive, grounded theory approach with a qualitative paradigm. The study utilizes a hidden content analysis strategy and an exploratory-developmental nature. It focuses on experts in sports management and judo, including university faculty members, executive managers of the Judo Federation, and experienced members of national judo teams. Participants were selected using purposive sampling, and data collection was carried out through in-depth, semi-structured interviews, recorded in both text and audio formats. The sample size was determined based on data saturation, resulting in 20 participants. Data analysis was performed using Maxqda software (2022), employing a process of open, axial, and selective coding to extract themes, concepts, and categories related to the empowerment of judo coaches and referees. To ensure validity and reliability, the researcher followed recommended practices such as sample selection, simultaneous data collection and analysis, and methodological coherence. Additionally, 20% of the interviews were re-coded by another researcher, achieving an inter-coder agreement of 78% using Scott's formula. Furthermore, academic reviewers, including university faculty and sports management experts, validated the coding process, ensuring the reliability and validity of the findings.
Results
The results of the descriptive findings from the participants in this study are presented in Table 2. The table highlights the roles, educational backgrounds, and experiences of the participants involved in the study. In total, 56 initial codes with a frequency of 92 were discovered through the analysis of the interviews. These codes were categorized into three main strategies: managerial strategies, human resources activities strategies, and educational strategies. The most frequently occurring codes included strategies for enhancing the knowledge of coaches, including motivation for learning and upgrading their knowledge base. The Shannon matrix (Figure 1) outlines the key components related to these strategies, offering a clear representation of how these dimensions interact. In educational strategies, the subcategory of the training process includes the main concept of needs assessment (both resources and scientific). Other aspects include methods and content delivery techniques, the use of technology, and practical organization of courses. The human resources strategies focus on selecting and training instructors, with a particular emphasis on evaluating coach performance and creating systems for their continued education. Lastly, the managerial strategies encompass activities related to technical, operational, and educational interventions.
Discussion and Conclusion
The role of coaches and the impact of their personality traits in sports are critical, as they significantly influence team performance, the development of technical skills, and the social and cultural behaviors of athletes. The success of an athlete or team often results from the technical knowledge, skills, and performance of an experienced and multi-skilled coach. However, these skills and technical knowledge do not come naturally; rather, the Judo Federation must create opportunities for acquiring such skills through appropriate training programs (Onodera & Takada, 2023). Coaching is a fundamental and continuous process in sports federations and is not a temporary or finite task (Elham et al., 2021). Coaches, regardless of their level, need to constantly learn and acquire new knowledge and skills to improve their performance. In fact, training coaches involves a series of activities aimed at enhancing their work performance, organized by the sports federation. Furthermore, in today's competitive world, nations are striving to train better coaches and instructors to develop their respective sports, thus making it essential to identify factors that can empower coaches and referees in sports like judo.
This research highlighted the key factors influencing the empowerment of judo coaches and referees, particularly focusing on standardized training. These factors were categorized into three main areas: unified human resources (including specific actions for instructors and coaches), standardized organizational actions (such as expertise, experience, and financial development), and educational functions (including cultural awareness, program planning, and the organization of training courses). These findings align with previous research in various sports (Emadi et al., 2021; Ramazani et al., 2022). Moreover, the study's results emphasize the importance of recognizing scientific needs and resource requirements for training, a critical step in the empowerment process. Effective training programs that integrate up-to-date content, technology, and instructional methods can significantly enhance the empowerment of judo coaches. Finally, strategic human resource activities, including selecting and training competent instructors, play a crucial role in improving training quality and, by extension, the overall performance of judo coaches and referees.
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