Jiangsu Province Youth Volleyball Coaches Management System And Incentive Mechanism

Thanks to the political and economic development, tremendous progresses have been made in china's athletics, and china has become the competitive world power. However, in the dog-eat-dog society, confronted with the intense competitions in modern athletics, the growing problems of the management and inspirations of coaches have come into prominence. The well-handled management is indispensable to a good team, yet there are still numerous problems lied in the coaches staff, which has even given prominence to the importance of the management. In order to achieve a breakthrough in athletics, the management of coaches has to be above all put forth efforts. Benefits will be achieved by means of appropriate management and the optimization of various beneficial factors.Based on the existing references to coaches'management, with teen-age volleyball coaches in Jiangsu province as subjects, this paper carried on research by means of literature data, questionnaires, field surveys, expert interviews, and mathematical statistics. Researches and analysis were first done on the status quo of teen-age volleyball coaches in Jiangsu province in which the present situations are reflected, that is, the teen-age volleyball coaches in our provinces are generally too young, and the overall numbers are tend to be in young turn. Among the whole coaches, those who have got a college degree account for 76.2%, a great majority of them have finished the corresponding academic studies and thus possessed systematically the fundamental theories about the sports training and its corresponding scientific knowledge. Among the overall title structure of coaches, senior titles are few, and there is no middle-aged and young coach with senior title, which, to some extent, reflects the inadequate fostering of the middle-aged and young coaches. Secondly, to analyze the management of coaches from both macro and micro views. Thirdly, to analyze the management system of coaches, the selection, evaluation, and rewarding of coaches are taken into consideration. According to the analysis, the selection of coaches'capability can be divided into two parts: one is the selection of their dominant ability factors, that is, the benchmark capability factors, which require the basic qualities of coaches, deciding if the coach is qualified for his post, and yet are not able to distinguish him from those who have bourgeois performances. The other is the selection of hidden capacity factors, which are also called differential factors. They are the key factors to identify those excellent coaches. Only those who possess both of the ability factors could make outstanding achievements and become a remarkable coach. The assessment of coaches couldn't be explicitly measured by working achievements and working capabilities, both of which are rather general and abstract indicators. Only subdivided into second or third class indicators could they become specific and clear indicators, which enable the coaches to link to the contents of training and thus guiding their peacetime training. Meanwhile, the refining indicators have to be scored on quantity with the help of mathematical methods. The assessment indicators measurement system makes the evaluation of coaches more objective and overcome the arbitrary in the process of coaches'examination, enhancing the comparability among coaches. To coaches'award, individual reward should be added, and separate awards in personal training work should be set up as possible as it can. Fourthly, while studying the incentive mechanism of coaches, analysis have to first done on the requirements of the coaches, and then put forward the specific methods.