THE COMPARATIVE ANAL YSIS OF THE MANAGEME NT CULTURE IN BASKETBALL CLUBS

laura Svarytė, Inga Staškevičiūtė-Būtienė, Dino Mujkis

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Relevance. Sports organizations differ in part from other organizations in their specific activities,management models and the final resultof aspiration. One of the most effective and successful sportsorganization principlesisgood sports results, continuous, purposeful sports management, and organizationalwork.Under changing market conditions, many sports organizations are forced to find ways to improve theirperformance.For sports organization's objectives,of great importanceareteamwork, combining human skills,thinking and other factors into a single whole–atarget. However, many sports organizationsfocus ontheiroperational efficiency by the results, and rarely provide different evaluation standards. Therefore, it isimportant to investigate what determines successful, efficient sports organizations’existence and survival.This article intendsto link the sports club management culture withitsachievements–operational efficiency.Research aimwasto distinguish theelements of management cultureand perform basketball clubmanagement culture comparativeanalysis.Methods.The study employed astructured questionnaire whichconsistedof 146statementsand 6demographic questions. By using Cronbach’salpha coefficient the reliability of the questionnaire (0.987) andthe internal consistency of this questionnairewere validated.Two basketball teams of women and menwereinvestigated. Each team had15 athletes and five administrative (coach, doctor, physical fitness coach, director,president) members.Resultsshowed thatsubstantial differences in management culturewere not observed, but thedifference emerged comparing results by position: the playersassessedmanagement culture worse than theadministration. Regardless of the team, the administrationwasinclined to consider the management culturemore positivelythan the players.Analysingtheelements ofmanagement culture, it became clear that thebiggest differences in management culture emerged in organizational learning and systemic thinking.The study revealed theleadership of thedominant group. Also, the results of analysis showed that theplayerswerenot interested in improving the efficiency of the organization because their goalwasto strengthenteamwork and individual game results.In both cases management culture was assessed similarly (clubIcollected 4.53 points overall, clubII–4.57). Regardless of the club, the players were inclined tobe more scepticalaboutbasketball teammanagement culture and its individual elements than the administration. The management culture was ratedaccording to seven components andorganizational openness in both clubswas assessed astheweakest, butclubIIassessed systemic thinking as the best, and clubIassessed organizational intelligence as the best.Conclusions. Organizational culture and management culture are essential and integral elements foreffective sports performance. Organization culture consists of values,behaviouralnorms,traditions,dedication, loyalty, andemployeebehaviour;co-operation with each otherisall that is necessary if the teamwants to be effective and viable. Sports organization requires management culture, which includesitsmission,vision, adaptation of the organization, effective participation in the organization.n order to improve management culture, it is advisable to take greater accountof the external andinternal openness to efficient club activities; to increase the players’involvement in the activities of the cluband thus reduce the digital divide between the club’s players and management of the administration of culturalassessment.Keywords:sport organization, management culture.

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DOI: https://doi.org/10.33607/elt.v1i7.229

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