تدوین مدل مبتنی بر تفکر استراتژیک مدیریت منابع انسانی ورزش ایران
محورهای موضوعی : مطالعات بوم شناختی در ورزش
سمانه صمیمی
1
(گروه مدیریت ورزشی، دانشکده علوم ورزشی، واحد اصفهان(خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران.)
رسول نظری
2
(گروه مدیریت ورزشی، دانشکده علوم ورزشی، واحد اصفهان(خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران.)
سعید تابش
3
(گروه مدیریت ورزشی، دانشکده علوم ورزشی، دانشگاه مازندران، بابلسر، ایران.)
محمدعلی نادی
4
(گروه مدیریت آموزشی، دانشکده علوم تربیتی، واحد اصفهان(خوراسگان)، دانشگاه آزاد اسلامی، اصفهان ایران.)
کلید واژه: منابع انسانی, مدیریت, تفکر استراتژیک, سازمان های ورزشی, هوشمندی استراتژیک,
چکیده مقاله :
هدف: هدف از انجام تحقیق تدوین مدل تفکر استراتژیک مدیریت منابع انسانی ورزش ایران می باشد. روش شناسی: روش پژوهش از نوع کیفی؛ فلسفۀ پژوهش، تفسیری؛ استراتژی پژوهش روش نظریه داده بنیاد و رویکرد پژوهش به روش استقرائی و هدف پژوهش اکتشافی می باشد. از روش‌های نمونه‌گیری گلوله برفی و شاخص اشباع نظری نسبت به نمونه‌گیری از جامعه پژوهش که اساتید و خبرگان مدیریت و مدیریت ورزشی بودند. مصاحبه با صاحب‌نظران و خبرگان به‌عنوان نقطه شروع فرایند جمع‌آوری داده‌های این پژوهش در نظر گرفته شد. افراد مصاحبه شوند شامل 15 نفر بودند که به شکل نظری هدفمند انتخاب شدند. با کدگذاری باز، محوری و گزینشی با یکپارچه سازی مقوله های کشف شده از تمام مصاحبه شوندگان، مقوله های اصلی و فرعی را شناسایی شد. یافته ها: نتایج گویای آن است که 179 گزاره مفهومی اولیه در این کدگذاری ها بدست آمد. طبق نتایج حاصل از تحقیق در میان عوامل علی مقوله های اقتصادی، فرهنگی و فردی شناسایی شد، مقو له مدیریت قوی به عنوان اصلی ترین راهبرد، تصمیم گیری بهینه به عنوان پیامد اصلی و عوامل زیر ساختی و حمایت همه جانبه به عنوان مقوله های زمینه ای و مداخله گر مد نظر قرار گرفت. نتیجه گیری: به طور کلی پیشنهاد می‌گردد سازمان ها با توجه بیشتری به کارکنان از طریق افزایش انگیزه و بالابردن سطح آگاهی و دانش کارکنان در جهت بالابردن اطلاعات کارکنان در زمینه تفکر استراتژیک کوشا باشند. همچنین جایگاه سازمانی خود را نسبت به رقبا متمایز و نسبت به آنها برتری ایجاد کنند.
Objective: The purpose of the research is to develop a model of intelligence and strategic thinking for the management of human resources in Iranian sports.Methodology: The characteristics of the current research in terms of methodology include the orientation of the research to the fundamental method; Qualitative research method; philosophy of research, interpretation; The research strategy is based on data theory method and the research approach is based on inductive method and finally the goal of exploratory research. The methods of snowball sampling and theoretical saturation index were used for sampling from the research community who were professors and experts in sports management. Interviews with experts and experts were considered as the starting point of the data collection process of this research. The people to be interviewed included 15 people who were selected in a theoretical manner. By selective coding by integrating the categories discovered from all the interviewees, he identified the main and sub-categories.Results : The results show that 179 initial conceptual propositions were obtained in these codings. According to the results of research among different organizational factors, organizational culture can play a vital role in limiting or persuading; Leaders who play important roles in relation to culture and strategic thinking process. Finally, after analyzing all the categories related to thinking and intelligence, we reached the model. Mobin shows the relationships between the main components and components resulting from the central coding about the thinking and intelligence of human resource management in Iranian sports. The categories extracted from the components formed the paradigm model. The conceptual model in this research shows the intelligence and strategic thinking model of human resource management in Iranian sports, which is based on the findings of this research.Conclusion: Strategic planning alone cannot help managers in advancing their goals. Since strategic planning is based on past information, it will not be effective in the long term and due to the rapid changes in the external environment. Therefore, it is the responsibility of the strategy to guess the future of the business and plan for it. Senior management is not omnipotent in formulating a strategy and other factors are also effective. Formulation of strategy requires full understanding of business elements. Modern strategy leaves us in a dilemma. Strategy responds to needs and frees us from crisis. However, the role of management becomes particularly important when the environment is complex, unstable and ambiguous. May it be this manager who, with his tact, will lead the organization through the mysterious and foggy atmosphere of the crisis and bring it to its destination. The learning organization helps us in planning to promote people's innovation and their ability to deal with unpredictable situations, to promote innovators, people and their ability to deal with unpredictable situations, and educational planning to achieve the above goals. It will not be very difficult, but it needs to be careful. Learning should be a part of the daily schedule of the employees. Suggested that organizations pay more attention to employees through increasing motivation and raising the level of awareness and knowledge of employees in order to increase the information of employees in the field of intelligence and strategic thinking. Also, to differentiate their organizational position from competitors and create superiority over them.
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Vecchiato, R. (2019). Scenario planning, cognition, and strategic investment decisions in a turbulent environment. Long Range Planning, 52(5), 101865.
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Ajimotokan, H. A. (2022). Research Techniques: Qualitative, Quantitative and Mixed Methods Approaches for Engineers: Springer Nature.
Alfes, K., Antunes, B., & Shantz, A. D. (2017). The management of volunteers–what can human resources do? A review and research agenda. The International Journal of Human Resource Management, 28(1), 62-97.
Alsaaty, F. M. (2007). Entrepreneurs: Strategic thinkers in search of opportunities. Journal of Business & Economics Research (JBER), 5(2).
Boxall, P., & Purcell, J. (2022). Strategy and human resource management: Bloomsbury Publishing.
Chou, D. C. (2018). Applying design thinking method to social entrepreneurship project. Computer Standards & Interfaces, 55, 73-79.
Chou, Y.-C., Sun, C.-C., & Yen, H.-Y. (2012). Evaluating the criteria for human resource for science and technology (HRST) based on an integrated fuzzy AHP and fuzzy DEMATEL approach. Applied Soft Computing, 12(1), 64-71.
Cuskelly, G., Taylor, T., Hoye, R., & Darcy, S. (2006). Volunteer management practices and volunteer retention: A human resource management approach. Sport management review, 9(2), 141-163.
Elbanna, S. (2018). The constructive aspect of political behavior in strategic decision-making: The role of diversity. European Management Journal, 36(5), 616-626.
Goodarzi, M., Nazari, R., & Ehsani, M. (2012). Structural Equation Modeling of the influence of communication skills on Management skills between sport managers. Applied Research in Sport Management, 1(1), 11-20.
Haider, S. A., & Tehseen, S. (2022). Role of decision intelligence in strategic business planning Decision Intelligence Analytics and the Implementation of Strategic Business Management (pp. 125-133): Springer.
Hanif, N., Arshed, N., & Farid, H. (2022). Competitive intelligence process and strategic performance of banking sector in Pakistan. Int. J. Bus. Inf. Syst., 39(1), 52-75.
Heinrichs, J. H., & Lim, J. S. (2008). Impact of marketing model application and competitive intelligence utilization on strategic response capability. Journal of Strategic Marketing, 16(2), 91-110.
Hong, C., Shi, J., Xing, Y., & Chang, Z. (2022). Research on the Coupling and Coordinated Development of Sports Tourism and Cultural Industry under the Background of Artificial Intelligence Era. Wireless Communications and Mobile Computing, 2022.
Kaufman, B. E. (2015). Market competition, HRM, and firm performance: The conventional paradigm critiqued and reformulated. Human Resource Management Review, 25(1), 107-125.
Kikulis, L. M. (2000). Continuity and change in governance and decision making in national sport organizations: Institutional explanations. Journal of Sport Management, 14(4), 293-320.
Kim, S., Wright, P. M., & Su, Z. (2010). Human resource management and firm performance in China: A critical review. Asia Pacific Journal of Human Resources, 48(1), 58-85.
Madan, K., Taneja, K., & Taneja, H. (2022). Intelligent Computing based Soccer Sports Management for Effective Estimation of Match Outcome. Paper presented at the 2022 International Conference on Decision Aid Sciences and Applications (DASA).
Movahedi, A. (2022). Sport Sociology. Strategic Sociological Studies in Sport, 1(1), -. doi: 10.30486/4s.2022.1950955.1015
NAZARI, R. (2017). The Impact of Mental Skills on Management Skills and Selecting Management Models on Sports Managers. International Journal of Sport Culture and Science, 5(3), 124-133.
Nazari, R. (2018). The role of management skills in the selection of management model by sports managers. Annals of Applied Sport Science, 6(1), 57-64.
Nazari, R., Ehsani, M., Ashraf Ganjavi, F., & Ghasemi, H. (2012). The effects of communication skills and interpersonal communication on organizational effectiveness of sport managers Presentation Template. Studies of Sport Management, 16, 157-174.
Nazari, R., Ghasemi, H., & Sohrabi, Z. (2015). The Relationship between Communication Skills, Leadership Styles, Organizational Culture and Managers' Effectiveness in Sports Organizations: Structural Equations Modeling. Journal of Sport Management & Behavior Movement, 11(21), 93-102.
Nazari, R., & Shahvali, J. (2022a). Strategic Scenarios of Health-Based Sport in Iran. Journal of Sport Management, 14(1).
Nazari, R., & Shahvali, J. (2022b). Strategic Scenarios of Health-Based Sport in Iran. Sport Management Journal, 14(1), 151-172. doi: 10.22059/jsm.2020.300070.2444
Nazari, R., & Tahami, M. (2014). The relationship between creativity and communication skills in sport manages. Communication Management in Sport Media, 2(1), 51-58.
Oosthuizen, R. M. (2022). The fourth industrial revolution–Smart technology, artificial intelligence, robotics and algorithms: industrial psychologists in future workplaces. Frontiers in artificial intelligence, 5.
Rafeei Dehkordi, F., Nazari, R., & Niazy, P. (2022). Presenting the Pattern of Mentoring Behavior of Iranian Sports Managers: As a strategic behavior. Strategic Sociological Studies in Sport, 2(1), -. doi: 10.30486/4s.2022.1954392.1034
Sadeghi, H. R., Nazari, R., & Rahimi seroshbaderani, G. (2022). The Role of tendency toward spirituality and moral ideology among Athletes. Strategic Sociological Studies in Sport, 2(1), -. doi: 10.30486/4s.2022.1950422.1012
Shahryari, N., Tabesh, S., Nazari, R., & Zolfagharzadeh, M. (2019). Meta-analysis of the Effects of Social-Health Development on the Institutionalization of sport for all. Nurse and Physician Within War, 25(7), 41-48.
Shahvali Kohshouri, J., Askari, A., & Nazari, R. (2022). Identifying the effective Wild Cards and drivers on the future of Iran’s educational sport. Research on Educational Sport, 10(26), 84-51.
Shao, Z., Zhang, L., Chen, K., & Zhang, C. (2020). Examining user satisfaction and stickiness in social networking sites from a technology affordance lens: uncovering the moderating effect of user experience. Industrial Management & Data Systems, 120(7), 1331-1360.
Sutia, S., Saparudin, M., Adha, S., & Rahardjo, B. (2022). Leadership style, organizational culture and job satisfaction on employee performance: Study in Food Manufacturing Companies. Priviet Social Sciences Journal, 2(1), 23-29.
Tabesh, S., shahryari, n., & Nazari, R. (2021). Identification of key and strategic factors of excellence for the desirable future of Sport for all in Iran. Research on Educational Sport, 9(23), 267-294. doi: 10.22089/res.2020.8645.1838
Taylor, T., & McGraw, P. (2006). Exploring human resource management practices in nonprofit sport organisations. Sport management review, 9(3), 229-251.
Trim, P. (2007). A strategic marketing intelligence framework reinforced by corporate intelligence Managing Strategic Intelligence: Techniques and Technologies (pp. 55-68): IGI Global.
Vardarlıer, P. (2016). Strategic approach to human resources management during crisis. Procedia-Social and Behavioral Sciences, 235, 463-472.
Vecchiato, R. (2019). Scenario planning, cognition, and strategic investment decisions in a turbulent environment. Long Range Planning, 52(5), 101865.
Xu, Z., Liu, L., & Jin, W. (2022). The formation of high strategic thinking ability: a study of Chinese grassroots cadres. International Journal of Public Leadership(ahead-of-print).