Discuss About The Intuition In Organizational Decision Making.
The focus of this report is to understand the functioning, structure and various aspects of the Australian Sports Commission through the framework of the theory, concepts, paradigm, and model of sports organization. The critical analysis of this case organization will be helpful in deepening our understanding about the organizational behaviour of sport. The report will discussaspects of organizational theory and research, goals, effectiveness and structure, strategy and strategy alliances, and sport organizations and change. Through investigation into these aspects, there will be an examination and exploration of the role, functioning and core values of ASC (Australian Sports Commission).
These aspects will provide a deeper insight into the functioning of the Australian Sports Association (ASC) and it will be accomplished through a wealth of literature concerning the domain of Sports Organization Theory.
The Australian Sports commission (ASC) is a major sports agency that supports, develops, and invests in sports at different levels. This organization was founded in the year 1985 and is currently operational under the Australian Sports Commission Act 1989 (ASC, 2017). The goal of Australian Sports Commission is to strengthen the Australian Sport and create opportunities for more interested sportspersons to engage in sports and bolster the athletes to achieve success at the global level. Australian Sports Commission is directly associated with the sports organizations, peak bodies and the different territory departments, academic institutions, organizations, institutions of sports and the business sector. Its objective is to create alignment with through the Australian sports sector with the aim to drive the unified vision of participation growth. The organization has shown its commitment to espouse the principles of integrity and respect, promotion of teamwork and contribution to the high-functioning team to produce excellent service. The broader objective of Australian Sports Commission is to imbue leadership in the national sports sector and support the national sports organizations and different other partners to create a culture in Australian sports. The ASC has around 90 or more national Sporting Organization fordisabled people. (NSOD’s). The governing body of ASC is known for its corporate structure that consists of three divisions- Australian Institute of Sports, Participation& Sustainable Sports, and Corporate Operations. These divisions are entrusted with different roles and responsibilities; this in turn contributes in the key objectives of the organization. The headquarter of Australian Sports Commission is in Canberra, however being the central body for sport in Australia it has their staff placed at different parts of the country
1)Is ASC a Sports organization?
Sports organization is defined as a social entity engaged in the sport industry and this requires the goal to be directed. This isdone with a consciously structured activity system that are operating under the relatively identifiable boundary. There are five key aspects of this the definition in the context of Australian Sports Commission.
Now the question that merges is whether ASC is unique,to get a clear picture, it is vital to realize the nature, disposition and the quintessence of the sports industry. According to Smith & Stewart, (2006), the sports industry is different from all other industries and they have provided a range of characteristics to understand the sports industry (Supporting Sport, 2017). These characteristics include winnings over profits, fixed supply schedule, irrational passion, brand or product loyalty, variable quantity, technology, vicarious identification, blind optimism, collaboration and cooperation, level playing the field. All these characteristics essay a critical role in determining and informing the decisions undertaken by the organization of Australian Sports Commission. The example of this would be planning the annual budget and considering the large financial investment that is made to recognize the activities of Australian Sports Commission at the world stage. According to the Conversation (2016), it has been found that the Australian Sports Commission spends around 12 million Australian Dollar to secure a gold medal at the Olympics. Although the financial investment may seem big compared to the other countries, it is seen that one of the key elements of sports is irrational passion and winnings more than the aspect of profit. In addition, the other factors have a bearing on the functioning of sports of the Australian Sports Commission as an organization of sports. It supervises and monitors the activities of NSO in Australia and maintains the culture of a level playing field. This is done to ensure that the sports remain competitive and that participation increases in the specific sport.
Scholars have found key differences between the organization theory and the behaviour of sports. The core value of organization theory is that it is completely focused towards the macro perspective. It is embedded in Sociology and its domain of research include strategy, design and structure, and so on. Another feature of the organization behaviour is that it also focuses on the micro perspective, the foundation of which is premised on social psychology and the domains of research include job satisfaction, team building and so on. The characteristic of organizational behaviour and organizational theory can be understood through the following illustration of Kate Palmer, the first female CEO of Australian Sports Commission. In the world of sports, there is a glaring absence of women from both leadership positions as well as participation (Doherty, 2012). The application of the Organizational Behaviour is that it can be explained through the examination of the personality of the individual and their level of motivation. On the other hand, the Organizational Theory approach looks navigates and analyses the structural conditions that informs the lifeworld of women and restrains their life chances. In this case, structural constraints, that prevents women from seeking leadership position and membership in sports organizations. The Australian Government has adopted the Organizational Theory approach by deciding to appoint a female CEO for the Australian Sports commission and also by making a provision that there should be 40 per cent reservation of female on the boards by the year 2019. This step undertaken by the Australian Government and the Australian Sports Commission follows the code of the Organization theory approach. In this case, the theory of Organizational Behaviour is also important to understand the present structure of ASC. It is being predicted by scholars that after her appointment, Palmer will adopt both the Organizational Theory and Organizational Behaviour approach to ensure a smooth functioning of the organization. The adoption of the Organizational behaviour is important to keep the motivation level of all the employees high and therefore, ensure the satisfaction of the workforce. On the other hand, the adoption of the Organizational Theory approach will be useful in ensuring the organization fulfils the objectives and set values with efficiency and finesse.
Scholars have identified the significance of theory in the past research in the domain of sports management. They have emphasized on the application of theory, research and practice and that teaching will help in advancing the domain of sports management. According to Doherty (2013), individuals and organizations have employed a theory-based approach. In this, theory is used for critically examining the variegated aspects of the business of sports. These aspects consist of critical thinking that are self-explanatory and include setting the question, collection of information, application of information, consideration about the potential outcomes and exploration of the perspectives and alternatives. There are certain advantages of using the interdisciplinary research as against the disciplinary and multidisciplinary research to understand the problem in a critical manner. The logic is that several researchers working on the same issue from different perspectives will guarantee a much more holistic and refined understanding than a singular viewpoint in understanding the problem (Balcescu & Blage, 2016). This is particularly useful in addressing complex problems that require a nuanced approach. Since the Australian Sports Commission is the central body of the country, it is important to adopt an interdisciplinary approach as against a disciplinary or multidisciplinary approach in analysing the complex decisions taken by the organization that would have long-term impact in running the sports industry in Australia. Therefore, there is an interdisciplinary approach with the aim of ensuring that the multiple stakeholders of the ASC like participation, human resources, finance and so are on the same platform thereby creating a coordination and effective planning.
5) Goals can be understood as statements that provides the synopsis and articulate about the objectives of an organization. Goals provide direction to the sports managers and assist them in the decision-making process through the minimization of uncertainty, direction and motivation of the employees, and establishment of legitimacy from the external groups through the accomplishment of the goal.
Currently, the top three goals of the ASC are focussed on the external goals. This indicates achieving a quantifiable desired goal along with the management of the objective. This is focussed on the ways in which ASC as an organization operates itself rather than trying to achieve it. According to Slack & Parent (2006), there are mainly two types of goals in an organization. These two goals are operative and official. Official goal indicates that the goal is objective in nature and provides a description of the current plans of the organization. On the other hand, operative goal indicates that the goal is subjective in nature and provides a description of the reason for the existence of the organization. According to the corporate report of ASC (2015), the goal will be to enhance the participation in sports, boost the number of sports related schools, encouragement of sports in schools, create demand for the participation in sports and overall attempt to understand the fate of sports. With the aim to overview international success, ASC has secured Top 5 positions in the Olympics and Paralympics, more than 20 world championships and the number one spot in the Gold coast 2018. These goals are quantifiable and objective therefore these are official goals. On the other hand, the last two objectives of ASC are subjective, as they cannot be quantified. It is difficult to measure their success and the ways it will be evaluated in 2019 according to the current corporate plan. Therefore, the objective of achieving greater success is operative and the goals that can be quantifiable in terms of winning medals can be stated as official.
On an average day to day basis, organizations struggle to manage the resources that are available to them with the aim of achieving the goals. The strategy of the Australian Sports Commission in the management of resources is through the allocation of the fixed annual budget to achieve the outcome of each of their goals.
With the objective of meeting its goals, the Australian Sports Commission have decided and allocated on the expenditure that would be bore in the next five years. In addition, ASC have also decided on the manpower in accordance with the expenditure. The Australian Sports Commission has made an estimate of the expenditure that would be incurred by the organization in fulfilling each of the goals (Doherty, 2013). This would help them to put forth the proposal to the government for funding for each year. Therefore, it can be stated that finance and budget along with the estimated manpower is being considered by ASC for the accomplishment of its objectives.
Efficiency indicates the amount of resources that would be used in producing the desired outcome. On the other hand, effectiveness indicates the degree to which an organization can achieve its goals. The effectiveness of the Australian Sports Commission can be measured through the assessment of Australia’s capability to win a particular sport event at the international circuit as documented in the current corporate plan (2015-2020) of ASC. The effectiveness of the participation can be understood through the assessment of number of schools in whether they have included the ASC plan in its grassroots level. It is possible for ASC to track whether the desired outcomes are met within the framework of the human resources and goals. In accomplishing this goal, the organization would be considered as effective.
Below is the list of three methodologies through which the Australian Sports Commission can measure the efficiency and effectiveness through the collection of data-
Effectiveness
Efficiency
7) It can be seen above that the Australian Sports Commission have structured itself into different silos with respect to the objectives of the organization. For example, the AIS has been entrusted with the responsibility of securing international sporting excellence through sustainable goal and by focussing on the grassroots sports in the country. This leads to the corollary that ASC has employed a horizontal differentiation approach with the aim of managing the complexity in the specific training of the employees in achieving excellence at the international level. The Australian Sports Commission has a well-defined and clear-cut organizational structure where each of the segment is responsible for the achievement of individual goals. Being one of the external consultants to this organization, I recommend that they should collect regular feedback where the developmental progress of each of the individuals will be assessed based on the objectives they have been allocated. Another strategy would be making these silos accountable with the aim of fulfilling their target based on the resources allocated to them. Considering the diversity in the achievement of goals of the Australian Sports Commission, the aim would be to introduce a bottom-approach as against the top-down approach (Kim, 2014). Doing this would make the employees feel like a family and render agency and autonomy within the organization. In the end, this would help to retain employees by creating a sense of loyalty towards the organization. This would also lead to the maximization of the physical resources through human resources.
8) The significance of strategy for this organization is that it helps in the selection of activities and patterns that would contribute to the growth of the organization and render them a competitive advantage in comparison to their rivals. A perusal and an analysis of the strategy of the Australian Sports Commission ensues that it has adopted a Business Level strategy and a Corporate Level strategy. The reason why it is being considered as a corporate Level Strategy is that it has an executive team that consults with the government of Australia to discuss the domains they want to participate. After the formulation of the Corporate Level Strategy it is the responsibility of the three individual silos the participation team, the corporate operations and the Australian Sports Commission to ensure that each of their business unit is specific to the strategy. Hence, it can be stated that the Australian Sports Commission is committed to formulating a strategy that would comply with the achievement of its diversified goals. The Australian Sports Commission has adopted the combination of Business Level Strategy which is accomplished by each of the business units and Corporate Level Strategy that is managed by the top-level management.
9) It would be pragmatic for the organization to adopt the Blue Ocean strategy through the creation of new markets that would create and seize the demand and make the competition more aggressive (Agnihotri, 2016). Another effectiveness of this strategy would be that it would make the competition fulfil the current objectives and at the same time open an avalanche of avenues to reach to a wider target market. Another strategy would be to incorporate a new product and introduce a range of new services that would bolster the grassroot level participation (Gov. of Victoria, 2016). There is an imperative to tap the advantages provided by the internet as it will entrench the position of the Australian Sports Commission in the long-term. Children need to be educated about the importance of fitness and health with the aim of gaining competitive advantage for the Australian Sports Commission in comparison to its rivals.
10 a) According to (Isoraite, 2009) strategic alliance is an understanding or agreement amongst multiple companies to collaborate with each other’s strengths to gain competitive advantage. Before selecting the strategic allies for ASC let’s look into the choices through the following parameters:
11) Organizations are subjected to mainly two kinds of pressure, one emerges from the internal sources and the other emerges from the external sources (Balcescu & Blage, 2016). The external factors are associated with changes in the environmental factors that have implications on the organization as it compels organization to adapt according to the situation. Apart from the external factors, there are internal factors that influence the organizations. Some of these internal factors are turnover, absenteeism, etc. There are mainly two types of organizational change one is Radical that indicates the complete and drastic change in the orientation of the organization and the second one is Convergent that indicates the fine tuning of the organization depending on the nature of orientation (Mcnulty & Ferlie, 2004)
There are three types of institutional pressure that is endured by an organization, the first one is Coercive, the second one is Mimetic and the third one is Normative. In case of the Australian Sports Commission, coercive isomorphism is manifested in case the organization is being compelled to change due to the policies adopted by the government of Australia. The Mimetic change is pertained to the ASC’s endeavour of following other organizations (sporting bodies) either at the global level or at the local level as a model during the face of uncertain external environment. Thirdly, the normative change pertains to the change that is professionalized through the workforce and the growing network to ensure that the opportunity meets talent.
12) The best way to identify how the changes have played a key role in the operation of ASC can be done by evaluating the organizational structure whether there have been any changes on the management team. For this scenario there has been a comparison between the structure in 2009/10 & the recent structure which is in 2018. In the past year we see that ASC’s was mainly function based whereas in recent times they have evolved into being product based. This evolution is mainly due to the organization’s goals being more specific and giving each area a certain responsibility making it more efficient and at the same time making it possible for goals to be fulfilled.
Another finding is that in respect to the senior management, Australia have been criticized for not including adequate number of women in the Leadership roles. However, the inclusion of Kate Palmer in the organization demonstrates changing values of the organization in veering towards an inclusive culture, which will increase the awareness of women becoming leaders in the field of sport (Gov. of Victoria, 2016).
The power, conflict and politics are one of the important factors for the current operation and also the future change process (Creed, 2011). As a sport organization ASC is managed professionally and their dynamics of these three factors are explained in the following sector of the report.
The ability or the influence of a person to lead or guide someone to do something in short can be defined as power. Sports organisation like other professionally managed organisations also have similar factors of power.
Individual power
This is the power of a certain individual in the organisation that is derived from the sources like legitimate power (by just being at a certain position in the organisation), reward power (ability to control the reward of others), referent power (individual charisma), coercive power (ability to punish others), and the expert power (special skill or knowledge) (Newman and Clarke, 2009). In the context of ASC, the CEO Kate Palmer, chairman and deputy chairman of the board John Wylie and Alisa Camplin-Warner respectively are at the very top of this individualistic power source (Ausport.gov.au, 2018).
Organisational source of power
The power which is at the organisational level also has different sources. The sources are the control and acquisition of the resources (especially scarce resources), successful approach to uncertainty coping mechanism, centrally managed approach of the organisation, efficient and controlled decision-making process, non-substitutability of organisational capability (Newman and Clarke, 2009). ASC is a centrally managed organisation that is under the government for aiding, funding, leadership and strategic guidance delivering organisation for the sports activity. The government backing is notsubstitutable, but it follows centralised approach in decision making and management, it provides decision making control through leadership and strategic guidance delivery of other sports bodies, and the government fund source are the factors that are providing the power to ASC (Ausport.gov.au, 2018).
Legitimacy of power
The legitimacy of the ASC comes from the legislative aspect of its formation. ‘Australia sports commission Act 1989’ is the base of this legitimacy of ASC power (Ausport.gov.au, 2018).
The organisation ASC comes directly under the government’s health departments. The political control over the organisation is obvious from the fact. On the other hand, the individual and the organisational power have also its own dynamics,considering this the process of change in the organisation from the internal perspective would be faulty or not effective because of the biasness, power and conflict of interest. Under these circumstances the consultant is the external observant who would objectively analyse the current situation and provide independent recommendation to the organisation management (Creed, 2011).Therefore, the consultant may not be having strong impact or power to implement change process but the directive influence in this process is obvious. Similarly, for ASC the role of a consultant will not be to impose power or politics within the organization, but it would mainly be to implement changes to certain business units.
In general definition of politics is explained as the power exercising activity. some other definition also threw light on the power to decide on the who, when and how question of distributing something (Pettigrew, 2014). In the organisational context the politics is the improvement in the organisational and personal interest by exercising the influential tactics. Here the information network and the personal influence is important to be used skilfully. The role, resource access, expertise and the title based authoritative sources and the individual interaction is foundational in this regard. Then there is the procedure and rules based organisational formal authority that prevents the over exercise of power through the autocratic or charismatic approach of leadership. But there are some hidden or unspoken assumptive routine in the organisation which are mostly informal in nature which are the source of additional cover for the members of the organisation (Buchanan and Badham, 2008). The structure of ASC organisation is given below and it is hierarchical but simple in formation.
The structure of the organisation shows that there are four major divisions as shown in the chart. These departments have their individual goals and objectives (Pettigrew, 2014). The organisational politics here are mainly contributed from this factor but the CEO plays important part in controlling the situation.
The collision of interest is the main sources of conflict in the organisation. One of the conflicting situations is described below with proper analysis (Ongori, 2009).
Identified conflict
One of the identified conflicts is the conflict with the other associated organisation of ASC. Volleyball Australia is one of the organisation which gets activity funding and guidance from the ASC. In 2016 at the time ofOlympics held at Rio this conflict became visible. John Boultbee who earlier was associated with AIS as the director of ASC and in 2016 with Volleyball Australia as the high-performance director, expressed his discontent about the ‘user pay’ system and the lack of funding (Jeffery, 2016).
Source of conflict
The source of conflict is the funding issue. In the recent time the efficiency of fund use became the cheap concern for ASC (Jeffery, 2016). Under those circumstances the new systems and approaches were introduced. But here the collective and participatory decision making was not the issue, the main issue arose when few stakeholdersdid not take part in this process as their interest was towards the individual organization which was one of the major reasons for the conflict. Therefore, ASC’saim is to increase the efficiency of fund use whereas the Volleyball Australia wanted to improve their performance in the Rio Olympic and that required additional funds.
Used strategy for the management of conflict
The federal government got involved in this conflict. The working approach of the Australian institute of sports or AIS was reviewed by the federal government and the chairman of ASC. Here the external consultant that is the Boston Consulting Group was commissioned for the process to provide the independent and objective view of the situation (Masters, 2016). Employing the external independent and professional body to develop a solution was the main strategy in resolving the issue as that was accepted by the stakeholders.
The decision-making process in the organisational context is the collection of important information, synthesising and assimilating those to make decisions by considering the variable factors for the overall organisational goal achievement (Pettigrew, 2014). Similarly with ASC the decision is made by first identifying the problem, gathering and synthesising information, developing options, choosing option by weighing the points, and implementing these through proper planning and follow up approach. In the decision-making process the risk factor needs to be properly assessed.
Administrative model
This is the actual decision-making approaches of the management in the organisation. This is goal achievement-oriented approach. The alternative approach in the goal persuasion is to be followed is the process. The role of information in the evaluation of the alternatives becomes important for the process. Here the managers have the limitation in total information processing and they take the route of ‘satisfice’ (Sadler?Smith and Sparrow, 2008). The alternative is checked in one by one manner and which in this way comes first to be able to broadly satisfy the criteria of solving the problem is chosen without consulting the other alternatives.
Rational model
In this model the assumption is that the management should logically be able to make the best economic interest-based decision for the organisation. The main assumptions are the accomplishment of pre-agreed goals with certainty and complete information base for evaluating all the alternatives (Lunenburg, 2011). This is classical and a very idealistic approach of decision making.
ASC provides the information about the decision making. Here the perspective of the members is important for their decision making. ASC provides the sports support to the clubs and there the decision making is considered to be the aspect of the communication, risk management, strategic planning and marketing needs. The information like the people joining, continuing, leaving the clubs, information for the financial planning, volunteer planning and so on are considered (ausport.gov.au, 2018). Therefore, here the wider approach is seen to make decision that would help the clubs but the criteria like the club promotion, right audience, right service and competitor’s analysis are developed to judge the alternative through the administrative approach of decision making (Lunenburg, 2011).
The shared values, assumptions or beliefs which are part of the organisational system influences the people of the organisation and is called the culture of the organisation (Manetje and Martins, 2009). The culture of the organisation can be understood from the vision and mission of the organisation. The vision of the organisation state that it aspires to be the leader in this segment. The mission statement of the organisation expresses that the effective support and service development is aimed by the organisation for all of their stakeholders. Here the culture of the ASC is mainly outcome oriented where they want to be the leader of the sector and people oriented as they want to provide best support to all the stakeholders.
This is the famous line delivered by Peter Drucker. The main meaning of this line is that the culture of the organisation is the main challenging factor that creates barrier in the implementation of a strategy that is quite contrary to that culture. This is one of the important factors for the organisation’s current performance and future strategic directions. A study on the UK organisations shows that the leadership gives top priority to the culture of the organisation but does minimum to improve and manage it (Cave, 2017). it is the culture that constantly delivers. Like for better customer service the businesses need to develop customer friendly culture where the staffs take proactive steps for the customers. Therefore, the culture is important but practical approach lack in the organisations.
In ASC the organisational culture needs a change. The recent conflict in the organisation is the reason where the culture needs to be changed to reduce conflict especially just few months before the big international sports events. The sustainability perspective needs to be properly developed in the culture of ASC (Lee et al., 2008). The recent strict funding and different approach for effective utilisation of the funds are for the long term financial sustainability of the sports sector. Understanding of this approach along with collective participation in this regard would reduce issues in the future such events.
The behavioural approaches to leadership states that the interaction between the leader and the followers decides the outcome for the organisation. higher employee morale, sprite, confidence, strong team coordination is the result of a positive impact and vice versa (DeChurchet al., 2010). The approach of CEO Kate Palmer of ASC is more of visionary leadership approach as she states that the regular thing or approach is not persuaded by her, but newer approaches are more welcome (Stensholt, 2017). She believes in the brave and bold decision making. This is effective for the organisational change and proper strategic implementation. in her interaction with the staffs she expressed that she would empower the person who wants to contribute irrespective of his or her position (Stensholt, 2017). This empowering culture with proper employee communication behaviour makes her impactful.
The above analysis of the organisation and other issues helps to develop the following recommendation for the ASC to follow. The justification of the recommendation is given in the following section by considering the alternatives, pros and cons.
In recent time the government around the world are facing the heat of budgetary pressure for the public spending. Healthcare is one of those sectors which are increasing the funding issue. ASC comes under the health department of government which is already under stress because of the rising cost of health services. The sports funding in recent time also came under criticism as many of the experts raised the concern over government funding of the elite sports (Hull, 2014). Considering all these situations a sustainable approach in the sports funding needs to be included to reduce dependency on the government funding. The overall awareness of this process would improve the mindset of the stakeholders of ASC. The stakeholders are one of the important aspects of the ASC as stated in their mission statement. Under budgetary pressure and the austerity is the approach that is includes in the sports funding. But this austerity is the quick solution which does not make every stakeholder happy. A sustainable approach would not only make the overall system more organized to continue funding for a long time but also would provide as an alternative source to fund the sports in the country (Girginov and Hills, 2008).
There are many pros and cons of this approach at the concept and the implementation level. Inclusion of this approach in the culture of the organisation would be able to deliver a long-term impact for the sector. The sustainability approach is not only useful for the financial aspects but also for the other aspects of the organisation such as the social responsibility of the organisation, the long-term performance management, continuous sourcing of best talents and so on (Jones and Jones, 2014). Sports sector is a large sector. The sustainable approach would be lot of different considerations and that increases the complexity of this process. In many case the sustainable approach would reduce the dependency of the sector on the government fund and there ASC would loss control and power. Another problem of this process is the linking with the core strategy of the sector (Bloyce et al., 2008). The understanding and the process of documentation of the strategic Activity and the goals of the sustainability is important and failure to do so may not bear proper fruit of the sustainability process implementation.
The total $270m budget of federal government for the ASC in the year 2014 were provided out of which around 66% of it was spent on the elite sport sector (Hull, 2014). The elite sport sector is for long time believed to be the driver of the social cohesion. There are also other supporting arguments that this kind of sports also inspire the young people to follow their ideals and get into wellbeing and fitness activity and that would contribute better health of the society and lowering healthcare funding needs. But this is not entirely true and needs to be reconsidered. The non-elite sports need more assistance from the government (Collins, 2009). The elite sports have their sources of funds like the audience and TV viewership revenues, advertisements and so on. Considering all these aspects it would be logical to develop an alternative approach to fund these sport activities in the country mostly from the private sources. The revenue generation capability of these sports needs to be exploited for the fund generation to be used for further development of these sports in the country.
In this approach also different pros and cons can be found in the outcome or the process of implementation. the advantage would be a reduction in the funding requirement of the elite sport would significantly reduce the total funding demand of the sports sector and it can be better utilised in non-elite sports or other welfare schemes of the government (Collins, 2009). This approach of funding is closely linked with the earlier approach of sustainability and this logical sequence of recommendation would help ASC and the sports sector as a whole. In case of implementation some cons of this process can be found. The privet funding would be highly based on the cost benefit analysis. There the profitability would be important aspect of investment. In the sport sector the business size and volume in most cases may not be attractive for the privet players (Bloyce et al., 2008). On the other hand the privet investment would only consider the direct cost and benefit and would ignore the indirect ones.
The last recommendation is the development of the innovation culture for the support and service delivery to the stakeholder of ASC. The structural and systemic challenges of any sector can be better addressed through the innovation approach. On the other hand, the sport sector is highly performance oriented and here the R&D plays an important part in the improvement of performance of the athlete. The culture of innovation would not produce result as an isolated approach in the organisation (Dobni, 2008). The approach needs to be included in the culture of the organisation. Here the partnership approach would be highly useful for delivering effective outcome for the sector. There are different research and development organisation that would better assist the ASC in the development innovation for the sector. On the other hand, the service and support delivery to the stakeholder needs the innovative approach from the working process of the organisation.
There are some common pros and cons of this process. This recommendation is also linked with the earlier approaches. There improved innovative approach would also contribute to the sustainability and also contribute to the vision of the organisation to become the world leader. This is one of the important advantages for the sector as a positive outcome. The specific strategy for the innovation culture development would be the partnership and collaboration development with the entire sports ecosystem, including privet players in the innovation process, empower and invest in people and decision making, develop reward and incentive scheme (McLaughlinet al., 2008). This strategic improvement would help ASC to improve its performance, reduce burden, and deliver results for the stakeholders. Here the approach is of open innovation which improves the flow of technology and knowledge in the organisation. The main cons or the difficult of this process is the recognising the appropriate partner organisations from the networks (Saatç?o?lu, 2013). The negotiation process or have the uniform goals from this process are difficult. On the other hand building trust and cohesive approaches take time and effort in this process.
Conclusion
In this report we clearly see that after thorough research we conclude that ASC is a sports organization, their current structure has changed from function based to horizontal product based making it more effective. Apart from this, the report also covers the goals of ASC where their major focus has been towards the increase in participation of sport, additionally it also talks about its effectiveness and their strategies along with certain recommendations towards the strategic partners for better operation in the future. The report talks about the changes in ASC’s structure which have mainly been influenced by the external environment and explains how this change has played an important role towards the evolution of ASC.
Further going over the culture of ASC in an external perspective we conclude that ASC needs a change in the culture, as we saw earlier that there were issues during an international event regarding funding, therefore there needs to be some evaluation on this area to avoid such issues. We also see that ASC follows a culture where the CEO Kate Palmer believes in a old approach and she appreciates new ideas.
Finally, after a steady review and evaluation of the Australian sports landscape the following recommendations were provided:
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