체육단체의 조직문화가 조직효과성 및 경영성과에 미치는 영향

Abstract

Abstract

The Effect of Sport Organizational Culture on Organizational Effectiveness and Management Performance.

Kang, Dae-Seung Advisor : Prof. Kim, Chul-Ju Department of Physical Education Graduate School of Chosun University

This study aims to analyse the effects of sports culture of relevant organizations on organizational effectiveness and management results and enhance the results, centering on the Korean Olympic Committee and their local sports organizations, and the Korean Council of Sports for All and their local sports organizations. The subjects of the study were 229 members of the central and local sports organizations of the Korean Olympic Committee and the Korean Council of Sports for All. They were sampled with a use of the purposeful sampling method of non-probability sampling methods. They were interviewed with a use of questionnaire and its conceptual confidence ranged from .828 to .913. The data collected had a descriptive statistical analysis, a correlations analysis, EFA, and CFA with a use of SPSS 18.0, and SEM was conducted with a use of AMOS 18.0 to analyse structural relations among organizational culture, occupational immersion, job satisfaction, organizational citizenship behaviors and management results. The results are presented as follows: Firstly, it was discovered that hierarchical culture of sports organizational cultures had a negative influence on occupational and organizational immersion while mutual agreement culture had a positive influence on organizational immersion and organizational citizenship behaviors. It means that members of sports organizations with hierarchical culture established have low occupational or organizational immersion. That is, it can be interpreted that hierarchical culture is not good for immersion of the members. However, sports organizations with mutual agreement culture established can enhance organizational immersion of the members and reinforce citizenship behaviors which can serve voluntarily for organizations without rewards. Therefore, as characteristics of vertical hierarchical structures of administrations and existing top-down type decision-making culture lowered members' attachment to and confidence in organizations, they had negative effects on organizations. It indicates that values of leaders and interaction between members are very important in organizational culture involving organizational order between members through which the culture of mutual agreement can be settled in general environment of companies. That's why sports organizations with top-down and bottom-up administration structure inherent need interactive communication between areas and true followership Managers of sports organizations should make every effort to communicate administrative culture which may be stiff and uniform with members and to respect its diversity by providing team teaching, seminars and continuing education for them. Secondly, in respect to organizational effectiveness, it was discovered that occupational and organizational immersion had a positive influence on job satisfaction, and the occupational immersion had more influence on job satisfaction than the organizational immersion. That is, it indicates that members of sports organizations can have more satisfaction when they are immersed in their job rather than their organizations. Therefore, organizations should identify whether the task is appropriate for aptitude and characteristics of present members. Further, it is important to recruit and allot tasks based on the aptitude and characteristics of the members instead of their background. It was also discovered that in respect to relations between organizational effectiveness and management results, occupational immersion had an influence on learning capacity and management innovation, and organizational immersion had a positive influence on customer orientation and management innovation.

In terms of management results, occupational immersion had a greater influence on them than organizational immersion, and in particular, both occupational and organizational immersion had a greater influence on results involving management innovation. Therefore, it is suggested that sports organizations can successfully achieve management innovation when both occupational and organizational immersion of the members are promoted. Thirdly, job satisfaction had a positive influence on all the aspects of customer orientation, learning capacity and management innovation, and in particular, it had more influence on learning capacity and management innovation than customer orientation. In case members had higher satisfaction in their tasks, they paid more attentions to learning for self-development and innovation to enhance their capacity. That is, it means that for higher management results, they paid more attention to capacity enhancement and management innovation through self-leading learning. Therefore, for sports organizations to effectively and efficiently achieve management results, it was important for the members to be satisfied with their task alloted. Job satisfaction worked as a partial mediator in learning capacity and management innovation, Also, in respect to organizational immersion, job satisfaction worked as a full mediator in relations with leaning capacity, and it had an indirect influence on the relations between customer orientation and management innovation through partial mediation. It indicates that an important factor of job satisfaction should be carefully considered to achieve good management results as it was shown that job satisfaction played a central role in relations between occupational immersion and customer orientation, and organizational immersion and learning capacity. Therefore, it is suggested that management results of sports organizations can be maximized when the members are encouraged to be satisfied with working and educational environment, welfare systems and institutions, and have pride in and affection to their organizations and job.