A dissertation submitted to the Faculty of Arts, University of the Witwatersrand, Johannesburg, in fulfilment of the requirements for the degree of Master of Arts / This dissertation analyses the contemporary trends - - the so called "second innings"-- of South African cricket. It examines the role played by the tripartist relationship between the state cricket's administrative structures, and the private sector in the reconstruction of a national cricketing code. The case study of cricket development programmes is viewed as a social metaphor that extends beyond the cricket boundary and which allows for a focused analysis of the current issues that surround both the discourse and practice of "sports development". Thus the metaphor of cricket development is considered as a singular lens through which to assess the wider processes of development, "nation-building" and transformation in South African society. Cricket development programmes have made a significant impact on the reconstruction of South African sport, but have yet to fundamentally transform the nature of South African cricket. Despite the attempts to level the playing field through development initiates, the contemporary reality of a disparate social order continues to determine and define the codes of South African cricket. / Andrew Chakane 2018

Thesis (M.Dev.) -- University of Limpopo, 2001 / Refer to document

The purpose of this paper was to gather information from college athletic directors from Division I-A and Division III institutions concerning the factors that they deem the most and least important in evaluating their institution's head football coach for job retention. The study identified 10 factors that are instrumental in evaluating head football coaches. Athletic directors prioritized these 10 factors in order of importance when evaluating their head football coach.Surveys were sent to 106 Division I-A athletic directors and 106 Division III athletic directors. Of the 151 surveys returned, 47 from Division I-A athletic directors and 67 from Division III athletic directors were deemed usable.The surveys revealed that Division I-A athletic directors primarily evaluate their head football coaches by win/loss percentage and compliance with NCAA rules. Of the ten factors selected for this study, public relations and organizational skills were considered the least important factors in their evaluation process. For Division III athletic directors, the primary factors of evaluation for their head football coaches were knowledge of the sport, loyalty to the institution, and serving as a role model for student-athletes. The least important factors were win/loss percentage and public relations.These findings suggest that the philosophy of athletics for each of these two levels is quite different. Head football coaches at the Division I-A level are expected to win games to maintain their jobs while Division III coaches do not experience the same pressure to win. Differences in the evaluation factors are illustrated for each level of collegiate athletics and understanding these differences may better guide aspiring young coaches who are pursuing a career in college football coaching. / School of Physical Education

Thesis (Ph. D.)--Ohio University, 2006. / Includes bibliographical references (leaves 197-212). Also available online (PDF file) by a subscription to the set or by purchasing the individual file.

Thesis (M.S.)--Ball State University, 2004. / Includes bibliographical references (leaves 42-43). Also available online (PDF file) by a subscription to the set or by purchasing the individual file.

Thesis (M.S.)--Ball State University, 2004. / Includes bibliographical references (leaves 42-43).

M.Comm. / The world-wide professionalisation of sport has created an increasing need for trained sport managers. In the South African context, a variety of Sport Management Programmes exist but guidelines and recommendations for training specifically of the South African school sport manager have neither been set nor implemented. In the view of scarce resources, demands and challenges posed by the holistic development in the new outcomes based education the school sport manager needs to be trained. Therefore, it is necessary that research be done in this area to identify and describe the competencies of the school sport manager. The aim of the study is to describe the competencies of the school sport manager in order to provide guidelines and recommendations for appropriate education and training. To find possible solutions, the historical development (longitudinal) of sport and other means of physical participation as well as the development of children and the role the school plays in that development is explored and described. Different sociological theories informed the conceptual framework for contextual description and analysis. The competencies of the school sport manager, within a commercialized context, are described with reference to its functional components and professional requirements. The methodology includes structured self-administrated interviews, preceded by a self-designed questionnaire that was completed by 12 secondary school representatives. The results indicated that the management of school sport is especially varied, politicized and complex. There is a statistically meaningful difference between the required competencies of school sport managers and what is currently in place. Relative small differences in the requirements of the management competencies of school sport managers exist according to the focus of various sport codes. Various potential shortcomings with varying scope in the competencies of the school sport manager were identified in the survey. It would be possible for the school sport manager to acquire the necessary competencies through fundamental, core and elective contents and learning outcomes during Sport Management training. Guidelines and recommendations for future training are offered.

After years of isolation from the international sporting arena, South African sports teams have recently achieved much success. This study is concerned specifically with managing for organisational effectiveness in South African cricket. According to the theory of transformational leadership, there should be a positive relationship between this style of leadership and organisational effectiveness. The Multifactor Leadership Questionnaire was used to collect information about leadership while data for organisational effectiveness, the dependent variable, was collected using the Effectiveness Survey for Cricket Administration. Most of the results regarding the relationship of the transformational leadership factors and organisational effectiveness were significant. On the other hand, most of the results regarding the relationship of the transactional leadership factors and organisational effectiveness were not significant. The overall results provide general support of the relevance of the transformational leadership theory in the context of cricket administration in South Africa. The results also support Bass's (1990b) argument of the universal application of the transformational leadership theory.

No description available.

This study explores the different perceptions of effectiveness among four constituent groups of stakeholders in Singapore national sports associations. The four groups are athletes, board members, coaches, and secretariat staff. The study applies a qualitative research methodology. It uses a focus group and semi-structured interviews across 25 national sports associations. The qualitative data is analysed using NVivo software to organise the data into general themes and as an aid in breaking the data into sub-themes. The four constituent groups discuss multi-faceted perceptions of effectiveness by providing varying interpretations, meanings, inferences, and relational issues depending on the roles they hold. While confirming multi-dimensional perceptions of effectiveness, the study uncovers three determinants of effectiveness that are not cited directly in the literature: communication, athlete management, and commitment and organisation of the management committee. The study suggests major tensions in terms of organisational and personal athlete outcomes. It also highlights the paramount importance of funding, both for sports development and the organisation's personnel staffing and systems. There is a symbiotic relationship between internal and external perceptions of influences on effective performance. The findings suggest constituent groups' perceptions of the Singapore Sports Council influence their perceptions of effectiveness within their own associations. In turn, SSC's policy making and organisational behaviour are perceived to affect how the effectiveness of constituent groups is evaluated as well as their scope for action within their organisations. The implications for sports administrators and policy makers include the need for better communications between and within constituent groups, quality leadership (with decisions based on sports management and sports science knowledge), a more equitable distribution of funds, an internal environment of trust and empowerment balanced by objectivism, and an external environment of realism balanced by recognition of the need for continual performance improvement.