Future Vision in Faculties of Sports Sciences: An Analysis on Strategic Management

Yıl 2023, Cilt: 6 Sayı: 1-Cumhuriyet'in 100. Yılı Özel Sayısı, 779 - 789, 29.10.2023

Ahmet Şahin

https://doi.org/10.38021/asbid.1364102

Öz

Sports Science Faculties play a central role in modern education and advancements in the field of sports. This article will focus on the strategic management of sports science faculties. Strategic management plays a crucial role in defining the faculties' goals, managing resources, and sustaining long-term success. This study aims to emphasize the significance of strategic management in Sports Science Faculties, addressing the goals, challenges, and future vision in this domain. The statistical analysis of the article is based on the data provided on the webpage of the Sports Science Faculty at Burdur Mehmet Akif Ersoy University. Through a SWOT analysis, the results have been examined. According to the obtained results, the strong aspects include extensive facilities, diverse sports areas and classrooms, health units, and a performance laboratory, reflecting professional services. However, for the institution to compete in a competitive environment and keep up with technological advancements, more resources and capabilities are required. Innovative practices and emphasizing the impact of sports on public health represent opportunities for the institution. The challenge of keeping educational programs current and effective in the face of rapidly changing technological and societal conditions is among potential threats. Therefore, leveraging the institution's strengths to capitalize on opportunities and addressing weaknesses and threats is crucial.

Anahtar Kelimeler

Future Vision, Faculty of Sports Sciences, Strategic Management

Spor Bilimleri Fakültelerinde Gelecek Vizyonu; Stratejik Yönetim Üzerine Bir Analiz

Öz

Spor Bilimleri Fakülteleri, modern eğitimde ve spor alanındaki gelişmelerde merkezi bir rol oynamaktadır. Bu makalede, spor bilimleri fakültelerinin stratejik yönetimi üzerine odaklanılacaktır. Stratejik yönetim, fakültelerin hedeflerini belirlemesi, kaynakları yönetmesi ve uzun vadeli başarıyı sürdürmesi için kritik bir rol oynamaktadır. Bu çalışmada, Spor Bilimleri Fakültelerinde stratejik yönetimin önemini ve bu alandaki hedeflerin, zorlukların ve gelecek vizyonunun ele alınmasını amaçlamaktadır. Makalenin istatistiksel analizi, Burdur Mehmet Akif Ersoy Üniversitesi, Spor Bilimleri Fakültesinin internet sayfasında beyan edilen verilere ulaşılarak SWOT analizi yapılarak sonuçlar incelenmiştir. Elde edilen sonuçlara göre, , güçlü yönlerinin geniş kapasiteli tesisler, çeşitli spor alanları ve derslikler, sağlık birimleri ve performans laboratuvarı gibi profesyonel hizmetleri içermesi olduğu görülmektedir. Bununla birlikte, kurumun rekabetçi bir ortamda yer alabilmesi ve teknolojik gelişmelere ayak uydurabilmesi için daha fazla kaynak ve yetenek gerekmektedir. Yenilikçi uygulamalar ve sporun toplum sağlığına etkisine vurgu yapma, kurumun fırsatlarını temsil etmektedir. Hızla değişen teknolojik ve toplumsal koşulların eğitim programlarını güncel ve etkili tutma zorluğu, potansiyel tehditler arasında yer almaktadır. Bu nedenle, kurumun güçlü yönlerini kullanarak fırsatları değerlendirmesi ve zayıf yönleri ile tehditleri ele alması önemlidir.

Anahtar Kelimeler

Gelecek Vizyonu, Spor Bilimleri Fakültesi, Stratejik Yönetim

Kaynakça

• Abbasi, H., Khanmoradi, S., Eydi, H., & Rasekh, N. (2016). Quantitative strategic planning of General Office of Sports and Youth in regard to championship sport using QSPM in Kermanshah. International Journal of Sports Science, 6(2), 36-45.
• Acar, G. (2015). Comparison of perception levels of students at the school teaching department of the faculty of educational sciences and physical education and sport teaching department of faculty of sport sciences concerning personal justice ın terms of their decision making styles. The Turkish Online Journal of Educational Technology, (Special Issue), 78-85.
• Acar, G. (2023). Türk Spor Teşkilatı. Ankara: Nobel Kitabevi.
• Acar, G., & Akçakaya, O. (2023). Strategic Thinking and Merit Understanding of Public Employees During The Covid-19 Pandemic. Selçuk Üniversitesi Sosyal Bilimler Meslek Yüksekokulu Dergisi, 26(1), 129-138.
• Acar, G., Karabulut, N., Sahin, A., Musa, M., & Ozer, M. (2016). University staff’s perceptions on ethical climate in their workplaces. The Anthropologist, 24(3), 685-693.
• Baregheh, A., Rowley, J. and Sambrook, S. (2009). Towards a multidisciplinary definition of innovation. Management Decision, 47(8), 1323-1339.
• Barnabè, F. (2011). A "system dynamics‐based Balanced Scorecard" to support strategic decision making. Int J Product Perform Manag, 60(5), 446-473.
• Boutroy, E., Vignal, B., & Soule, B. (2015). Innovation theories applied to the outdoor sports sector: Panorama and perspectives. Society and Leisure, 38(3), 383-398.
• Bryson, J. M. (2018). Strategic planning for public and non-profit organizations: A guide to strengthening and sustaining organizational achievement. New Jersey: John Wiley & Sons.
• Coontz, P. (2001). Managing the action: Sport bookmakers as entrepreneurs. Deviant Behavior, 22(3), 239-266.
• Corte, U. (2013). A Refinement of collaborative circles theory: Resource mobilization and innovation in an Emerging Sport. Social Psychology Quarterly, 76(1), 25-51.
• Desbordes, M. (2001). Innovation management in the sports industry: Lessons from the Salomon case. European Sport Management Quarterly, 1(2), 124-149.
• Desbordes, M. (2002). Empirical Analysis of the innovation phenomena in the sports equipment industry. Technology Analysis & Strategic Management, 14(4), 481-498.
• Dowling, M., Edwards, J., & Washington, M. (2014). Understanding the concept of professionalisation in sport management research. Sport management review, 17(4), 520-529.
• Dulakahoria, S., Jana, T. (2013). Mapping innovation growth in the sports industry through patent data mining. Journal of Intellectual Property Right, 18, 410-418.
• Erdogan B S, Acar G. (2018). Analysis of decision-making styles of department of sports management students. Turkish Journal of Sport and Exercies, 20(2), 85-88.
• Jones, G. J., Hyun, M., Edwards, M. B., Casper, J., Bocarro, J. N., & Lynch, J. (2020). Is "school sport" associated with school belongingness? Testing the influence of school sport policy. Sport Manag Rev, 23(5), 925-936.
• McLaughlin, M. W. (2000). Community Counts: How Youth Organizations Matter for Youth Development. Washington DC: Public Education Network.
• Nejatian, M. & Zarei, M. H. (2013). Moving towards organizational agility: Are we improving in the right direction? Glob J Flexible Sys Manag, 14(4), 241-253.
• Ringuet-Riot, C. J., Carter, S. & James, D. A. (2014). Programmed innovation in team sport using needs driven innovation. Procedia Engineering, 72(1), 817-822.
• Shilbury, D. (2011). Competition: The heart and soul of sport management. Journal of Sport Management, 26, 1-10.
• Tjora, A. (2010). Kvalitative Forskningsmetoder i Praksis [Qualitative Research Methods]. Oslo: Gyldendal Akademisk.
• Trabal, P. (2008). Resistance to technological innovation in elite sport. International Review for the Sociology of Sport, 43(3), 313-330.
• Yoshida, M., James, J. D. & Cronin, J. J. (2013). Sport event innovativeness: Conceptualization, measurement and its impact on consumer behavior. Sport Management Review, 16, 68-84.