Gholamreza Shabani Bahar; HamidReza Maghsodi Eiman; Mahmod Godarzi; Habib Honari
Volume 4, Issue 4 , May 2016, , Pages 11-24
Abstract
The Purpose of this Study was to determine the Development of Structal Equation Models of Participative Management and Organizational Agility in Selected Iranian Sports Federations. Measuring Instruments Included Participative Management questionnaire (Labaf and Ranjbar, 1381) and Organization Agility ...
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The Purpose of this Study was to determine the Development of Structal Equation Models of Participative Management and Organizational Agility in Selected Iranian Sports Federations. Measuring Instruments Included Participative Management questionnaire (Labaf and Ranjbar, 1381) and Organization Agility Standard Questionnaire (Spitzer, 2007) is applied with face and Content Validity. Cronbach's Alpha Coefficients Questionnaire reliability was 0.88 & 0.96 respectively. The Statistical Population of this Research was Including all Islamic Republic of Iranian Sport Federations and Statistical sample was 269 Experts and Executives of 22 of iraian Selected Sport Federations to Complete Purposive sampling. The research method is Correlational Method used Structal Equation Models (Structal Equation & path diagram) through LISREL Statistical Software. Results indicate that there was Positive significant Impact of the Components (goal setting, decision making, problem solving and change) on Participative Management and Positive Significant Impact of the Components (Speed, Competency, Felxiability, and Responsiveness) on Organizational Agility. In total, there was Positive Significant impact of Participative Management on Organizational Agility. Those Sequential Model Fitting Procedures Indicate Impacted Participative Management on Organizational Agility in Selected Iranian Sports Federations. Therefore, by Setting Goals and Developing a Cohesive Participatory between Managers and Staff of Sports Federations Improving Organizational Agility in Sports Federations in the Future can be Identified.
