SPO303A Sports Governance

Introduction

The term sports governance is explained as the exercise of power that considers and give influence to the authorities and sports decision-making. Sports governance legislative regulations take place at three-level that include International, National and Regional. Grand Sport is selected as an organisation for this report situated in Thailand and it is well-known sports equipment manufacturing organisation. The company was established in 1961 and it offers products all over the world (Geeraert & Drieskens, 2017). Governance is one of the most important aspects that involve rules, responsibility, transparency and communication. In simple terms, the most important factor of sports governance is decision-making within the boundaries of organisation constitutions. Furthermore, this report highlights on roles of governing boards and their influence on organisational outcomes and also, explain the difference between corporate and not-for-profit governance. In the last, governance structure and processes which is appropriate for respective sports organisation will also include in the report.

Findings

The main functions of governing body are to generate and monitor the organisation vision, mission and direction according to the boundaries and legal obligations of business. Articles on governance are increasing and each of them defines governance work as a purposeful action that is used for managing and emerging social, administrative and political factors. Sports governance refer to the exercise of power that exists within the management of the company (Forrest & Maennig, 2014). Grand sport governance performs an important role within the decision making through assign responsibility to the individuals and this respective individual discuss their opinion after analysing organisational situation. Moreover, the role of Grand sport governance is to coordinate, facilitate and manage the operations and functions of the organisation at all levels. On the other side, effective governance generates expressive conclusion for Grand sport that directly reduces the negative outcomes of the organisation.

Issue

Sports commission explain three major issues that are related to the activities and actions performed by management of respective company and industry. The first issue explains how an organisation formulate strategic directions and goals; the other issue defines how an organisation board monitor the performance of the business for achieving the strategic goals (Geeraert, 2019). The last issue, define how the board acts to engage member interest in sports activities and organisation. Some requirements related to International Federation governance are mentioned as follow:

• To establish and enforce according to the Olympic spirit, rules and concerns related to the respective sports are followed.
• To ensure the development of sports all over the world.
• To provide technical assistance, safety protocols and appropriate direction for the Olympic games.

Role of governing boards in the sports organisation.

Establishment of Rules- Sports governing bodies is responsible for establishing the rules of the sport, developing and promoting them. Grand sport expand the popularity of games and also represent all those individuals who are involved in the games. Moreover, sports governance is responsible for organising the games according to the principle of democracy, fairness and independence. Moreover, Grand sport governing bodies supports the organisation to accomplish its goals and objectives through establishing rules that increase brand value at international level (Arif & et. al., 2018). Governing boards also perform the role of trustees and the power is primarily utilised by members directly or indirectly by controlling the system of representation. In the context of Grand sport, governing board provide a clear statement of the functions and roles that are performed by the supporting members and other groups. On the other side, governing board members ensure that players and members understand all rules and regulations clearly and transparently.

Structure, accountability and responsibility- Structure provide a solid base to the sports entity and all governing bodies whether, they are local, national or international. Moreover, governing board of respective organisation delegate role and responsibility because most of them are related to corporate boards, judiciary and government. In simple terms, Grand sport governing bodies is accountable if the management actions and decisions impact on the society. On the other side, Grand sport governing bodies are more effective as compared to the non-profit organisation because board members distinguish between the roles of making and improving sports rules. It refers that the primary legislative function is to formulate rules that execute decisions in a transparent manner among all department of organisation without impacting on business structure. While, grand sport governance also performs the role of managing financial decisions that ensure big profits for board members and stakeholders (Amlus & et. al., 2021). Governing boards of respective corporate organisation is also responsible for the completion of task in a transparent manner because accountability cannot be enforced without the rules and regulations.

Membership and size of the governing body

Good governance is maintained by governing bodies through posting the term of appointment and biographical information that includes the commercial interest of each officer who is involved in the sports activity. This determines Grand sport governance determine and understand opinion of all group members as all of them relate with same interest. In the context of the respective organisation, the membership size of governing bodies works at an appropriate level and it results to accomplish all goals effectively.  

Methods to overcome from issue

Democratic processes are one of the most effective methods that consider and engage accountability arrangements for the organisation (Ahmed Elshafei & Lotfy Abdel Fattah, 2018). In the present scenario, the management of grand sport face issue related to the formulation of company goals and objectives so with the engagement of the democratic process organisation decided its goals. Moreover, the role of governing body works as an effective principle of sports governance and its support to decide goals that match with the legitimate interest of all group members.

Monitoring performance is essential for an organisation to complete their task appropriately but, grand sport governance face challenges to monitor the performance of its goals and objectives. Therefore, transparency and communication values are engaged by Grand sport because it engages management to monitor all performance appropriately through demonstrating that the decision process is followed according to the rules and regulations (Chankuna, SRIBOON & WIBOONUPPATUM, 2014). In the last, to engage member interest governing bodies provide sufficient justification for all the decisions as well as action that are induce by management and this results in minimising the disputes related with governing bodies and sports organisations.

Role of boards to influence organizational outcomes

Boards members and directors perform a crucial role to determine the organization's strategy and also evaluate the capital investment. Grand sport board members recommend that corporate objectives need to relate with the committee and also regulate by someone who is designated at higher authorities. Moreover, board members influence outcomes by outlining the processes that determine the organization's direction without involving in ongoing activities. This results all members are unrestricted for managing and performing the task according to the organizational requirements (Arif & et. al., 2018). In simple terms, Grand sport board members influence the organization's outcome by providing direction to the organization. Furthermore, Grand sport performs work effectively through setting a small group of directors that report to all board members.

Reason related to the importance of board members

Grand sport board members and committees delegate the work to the relevant expertise and this results in the completion of tasks effectively. So, the first reason related to the importance of board members is focused on the completion of a task to accomplish company goals in minimum time (Chen & Bozeman, 2012). The formation of board members also decides a set of objectives that are related to the company and it results in generating value that creates benefits for all including society, the organization and its members.

Difference between the corporate and non-profit organization

Government Structure and process

The governance structure of a corporate organization engages three elements the board, governing board and subcommittees. The Board- Grand sport administrative board engage those individuals who are registered members and also have the right to vote on membership status and it includes administrators and authorities. Governing Board- the respective board members are responsible for making decisions on the behalf of the council. The primary purpose of governing board is to take action for accomplishing business goals and objectives by using an optimum number of resources (Drucker, 2012). On the other side, the Grand sports subcommittee focus on the issue that results in the delay of organizational activities. All three elements are focused to analyze issues that support to identify useful ways to overcome from significant problems.

Conclusion

From the basis of the above report, this is concluded that governance perform an important role in an organization and also, managing good governance is one of the most complex and challenging tasks as a large number of individuals are engaged in the organizational functions and operations. These members include board members, commercial and non-commercial organization and each of them have different interest and priorities that are related to inside and outside the sport or other areas in which individuals are fairly governed. Moreover, to overcome the issue governance principles are followed by organization and they guide the roles and responsibilities to all participants who are engaged in company functions. In the last, the difference between corporate and non-profit organizations is understand to perform work ethically.

Recommendation

Governance is explained as a process whereby people perform work in an accepted tradition and institutional framework. So, the first recommendation for Grand sport is to manage work according to the rules and regulations of industry. Interest is articulated by the Grand Sports organization through managing tasks by collecting the opinion of persons from all sectors. In such situation, Grand sport management is recommended to take mutual decisions that relate with opinion of all individuals (Cheng & Chang, 2012). Last, recommendation relate to decision making and it explain that Grand sport gathered information and interest from the stakeholders and then to transfer the data to the decision-makers of the organization and last to finalize the decision and it results to formulate appropriate output from the collected information.

References

Addink, H. (2019). Good governance: Concept and context. Oxford University Press.

Ahmed Elshafei, H., & Lotfy Abdel Fattah, N. (2018). Governance Determinants and Relationship with Competitive Advantage in Sports Organization. Journal of Applied Sports Science, 8(1), 69-75.

Amlus, M. H., Rashid, I. M. A., Samah, I. H. A., Muhammad, N., Salleh, A. F., & Abdullah, A. Z. (2021, July). The impact of tourism performance on sports industry in Thailand and Indonesia. In AIP Conference Proceedings (Vol. 2347, No. 1, p. 020157). AIP Publishing LLC.

Arif, A. Z. M., Fleischer, L., Bogiatzis, A., Asada, H., Colombo, A., & Zougbédé, K. (2018). Enhancing governance in Thailand.

Arif, A. Z. M., Fleischer, L., Bogiatzis, A., Asada, H., Colombo, A., & Zougbédé, K. (2018). Enhancing governance in Thailand.

Chankuna, D., SRIBOON, N., & WIBOONUPPATUM, R. W. (2014). OPERATIONALIZATION OF THE COMPETING VALUE APPROACH FOR DEVELOPING SPORTS’ORGANIZATIONAL EFFECTIVENESS IN THAILAND. Journal of Sports Science and Technology, 14(1), 113-130.

Chen, C. A., & Bozeman, B. (2012). Organizational risk aversion: comparing the public and non-profit sectors. Public Management Review, 14(3), 377-402.

Cheng, C. Y., & Chang, P. Y. (2012). Implementation of the Lean Six Sigma framework in non-profit organisations: A case study. Total Quality Management & Business Excellence, 23(3-4), 431-447.

Drucker, P. (2012). Managing the non-profit organization. Routledge.

Forrest, D., & Maennig, W. (2014). The threat to sports and sports governance from betting-related corrup tion: causes and solu tions. In Routledge Handbook of Political Corruption (pp. 342-360). Routledge.

Geeraert, A., & Drieskens, E. (2017). Normative Market Europe: the EU as a force for good in international sports governance?. Journal of European Integration, 39(1), 79-94.

Geeraert, A., 2019. Measuring governance: the sports governance observer. In Research Handbook on Sport Governance. Edward Elgar Publishing.

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