Sport governance part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Sport governance part 2
Sport governance part 2
Offensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 ion and monitor performance toward desired outcomes. This chapter examines the role of the board in strategy formulation, implementation and monitoring as well as the processes that facilitate board involvement. The pressures on boards to engage with strategy are reviewed along with a number of pres Sport governance part 2 cribed guidelines on how boards should undertake their role in organizational strategy. The empirical evidence from both corporate and nonprofit sectoSport governance part 2
rs on the engagement of boards with strategy is reviewed. Finally, issues involved with enhancing the strategic contribution of the boards of nonprofiOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 gaging in strategy as a way of focussing board activities and 'aligningOffensive game plans: strategic governancethe board, CEO and others with a common sense of direction' (Fishel, 2003:105). According to Nadler (2004), there are a number of benefits for organizations that actively seek the involve Sport governance part 2 ment of board members in strategic activities. First, board members have an increased level of understanding of the environment in which their organizSport governance part 2
ation operates and the internal capabilities of their organization, thus enabling the board to make more meaningful contributions to strategic discussOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 ring differing perspectives to strategic issues facing their organization and can therefore improve the quality of decisions. Fourth, the processes involved in strategic thinking, debate over possible directions and strategies, and strategic planning force the board and senior staff to work closely Sport governance part 2 with one another. Fifth, board members tend to feel more satisfied with their role when they believe that their skills and knowledge has been put to gSport governance part 2
ood use and they have contributed to the organization in some meaningful fashion. Finally, board members act as more informed and vocal advocates for Offensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 C, 2004) outlined the benefits of the boards of sport organizations engaging in strategic activities (see Figure 7.1).The dilemma for boards that seek to contribute to the strategy of their organizations is to find an appropriate balance between organizational performance and conformance. Cornforth Sport governance part 2 (2003a: 13-14) argued that:these contrasting roles require a very different orientation and behaviour on the part of board members. The conformance roSport governance part 2
le demands careful monitoring and scrutiny of the organisation's past performance and is risk-averse. The performance role demands forward vision, an Offensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 tion to organizational strategy while adequately monitoring conformance? As Edwards and Corn forth (2(X)3) noted, empirical studies of the strategic role undertaken by nonprofit boards and how they meet the competing demands of performance and conformance roles are rare. As a starting point, it is n Sport governance part 2 ecessary to define what is meant by the strategic contribution of the board. Edwards and Corn forth (2003) identified two principal problems in attempSport governance part 2
ting such a definition. The first is the 'fuzziness of the boundary between operational detail and strategic focus' (Edwards & Comforth, 2003: 78). NoOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 105 tional details which raise questions for the future of the organization or theSport Governance■A process tor ensuring the organization’s purpose, desired strategic outcomes and values are constantly kept in the frame and relevant.■A positive vision of the future which channels energy and resour Sport governance part 2 ces and motivates directors and staff.■A process which can engage all directors regardless of their level of experience or expertise in the organizatiSport governance part 2
on's operational activities.■An orientation towards the future that reduces commitment to the status quo and encourages a broader view.■The commitmentOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 y keeping both board and staff focussed on what’s important.■A process for identifying and reconciling conflicting expectations.■A framework for monitoring and assuring performance accountability.Figure 7.1 Benefits of sport boards engaging in strategic activities (Source: SPARC (2004: 56-57); repro Sport governance part 2 duced with permission of Sport and Recreation New Zealand)efficacy of current strategy. Board members are also reliant on their organization's CIÌO anSport governance part 2
d staff to provide information on which to base their decisions. For board members to be able to focus solely on strategic issues require the Clio andOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 reports arc provided to the board 'requires time, skill, board input and a high degree of trust between board members and senior managers’ (lidwards & Cornforth, 2003: 78).The second problem is determining the difference between policy and strategy. Policy should be considered to be the values that Sport governance part 2 drive board decisions while strategy should be seen as how an organization positions itself in the marketplace or relative to other similar organizatSport governance part 2
ions, hl practice, however, board members may find it difficult to differentiate clearly between the policy and the strategy. Making a strategic decisOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 n focussing on strategic contributions depends on how they perceive the overriding purpose of their organization. As a guide, strategic contributions of the board can be considered to be things such as the board commissioning papers and conducting discussions that incorporate assessments of organiza Sport governance part 2 tional resources and capability, organizational performance, and options and priorities for the future (Edwards & Comforth, 2003).In their conceptualiSport governance part 2
zation of the strategic contribution of the board Edwards and Cornforth (2003) identified the relationship betweenOffensive game plans: strategic goveOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 ization. The inputs of board member skills, experiences, values and knowledge have an impact on the way in which the board receives and considers information and makes decisions. Both the inputs and the processes are affected by the environmental context in which the board and organization operate, Sport governance part 2 such as the relationship between government and the nonprofit sector, the regulatory environment, government policy, governance guidelines and the broSport governance part 2
ader impact of globalization processes.Nadler (2(X)4) argued that engaging the board in strategy development is vital for boards and CEOs to maintain Offensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 nking, strategic decision-making, strategic planning and strategy execution. Strategic thinking 'involves the collection, analysis and discussion of information about the environment of the firm (or organization), the nature of competition, and business design alternatives' (Nadler, 2004: 26). This Sport governance part 2 entails an analysis of what products or services to provide to the market, how an organization is going to compete with others and what shape the orgaSport governance part 2
nization could take to facilitate its operations. Strategic decision-making involves making choices between alternatives in order to allocate organizaOffensive game plans: strategic governanceOverviewA fundamental aspect of the governance role is to determine the strategic direction of an organizati Sport governance part 2 te its strategic decisions. Finally, strategic execution is where the organization 'focuses on implementation, monitoring results and appropriate corrective action' (Nadler, 2004: 26). rhe board’s level of engagement with each of these four strategic activities needs to complement that of the CEO an Sport governance part 2 d paid staff. Figure 7.2 outlines an ideal balance for the role of board and senior management in each of the four strategic activities.Nadler's (2004Sport governance part 2
) model for how a board can make a strategic contribution to an organization is dependent on several conditions. First, the board must be balanced butGọi ngay
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