| The purpose of this study was to determine and identify the competencies needed for sport managers in Taiwan and to develop a sport management competency model. Final participants were 344 sport managers who were selected from athletic directors of colleges and universities, chairpersons and/or directors of physical education departments, chairpersons and/or directors of sport and recreation management departments, top-level and middle-level managers in sport agencies of the government, secretariats of sport associations, managers of professional sport settings, and sports and recreation club managers. The research design of this study was a survey design, requiring use of a questionnaire for data collection. The survey instrument selected was Competencies of Sport Manager (COSM).; Three statistical techniques, descriptive statistics, factor analysis, and One-Way ANOVA were used to analyze the data for this study. According to demographic data, the majority sport managers in Taiwan are male, with a bachelor's degree, ranging in age from 40 to 44 years, and having worked between 11 to 15 years. The results of factor analysis identified 9-factors and associated competencies. They are Sport Foundations, Organization Management, Budgeting, Sport Event Management, Sport Facility Management, Risk Management, Computer Utilization, Communication, and Human Resource Management factors. Each factor, by definition, included several competency statements that had some degree of relationship among themselves. For example, the Organization Management factor which represents important management skills, consists of developing public relations, evaluating employee satisfaction, and conducting performance appraisals. Therefore, the key is not only to recognize the importance of each factor, but also to realize the relevance of the included competencies for sport managers. In order to determine whether there were significant differences between the seven groups in the perceived important competencies for sport managers, a One-Way ANOVA was conducted to analyze the nine factors. The one-way ANOVA and follow-up comparison revealed that the seven management groups differed significantly on several of the 9-factors. The follow-up tests showed significant differences among the seven groups except for the Risk Management Factor. Competency needs should be different for these different managers in order to achieve differentiated requirements for professionals in the seven areas. Athletic directors of colleges or universities placed significantly more emphasis on Sport Foundations, Sport Facility Management and Human Resource Management. Top-level and middle-level managers in sport agencies of the government placed more emphasis on Organization Management and Sport Event Management. Budgeting and Communication were reported as more important by sports and recreation club managers. Risk Management was not significant among the seven groups, but chairpersons or directors of sport and recreation management departments reported it as more important than the other groups. Chairpersons or directors of physical education departments placed more emphasis on Computer Utilization. The Organization Management factor was reported as more important by secretariats of sport associations. Managers of professional sport settings tended to be more moderate in the ratings than members of other groups. (Abstract shortened by UMI.)... |
