|
|||||
|
|
Developing a performance management framework for a national sport organisation |
|
| Institution: | 1. Fox Professor of Management, Department of Sports Administration, College of Business, Ohio University, United States;2. Ted Rogers School of Management, Ryerson University, Canada;3. Centre for the Study of Commercial Activity/Department of Geography, Ryerson University, Canada;4. School of Human Kinetics, Faculty of Health Sciences, University of Ottawa, Canada;5. Norwegian School of Sport Sciences, Norway;1. North Carolina State University, Department of Parks, Recreation, and Tourism Management, Box 8004, Biltmore Hall, Raleigh, NC 27606, United States;3. Bangkok University International, Bangkok University, Rama IV Road, Kluay Nam Thai, Bangkok 10110, Thailand;1. UTS Business School, University of Technology, Sydney, 1-15 Broadway, Broadway, NSW 2007, Australia;2. Surf Life Saving Australia, Locked Bag 1010, Rosebery, NSW 2018, Australia |
| Abstract: | Organisational performance has become an imperative management function within the non-profit sport context as increased pressure is placed on these organisations to provide a quality service to stakeholders in an accountable and transparent manner. The case presented here examines the issue of developing and implementing a robust performance management tool that can potentially help national sport organisation managers with the multitude of performance challenges now facing these organisations. The theoretical underpinnings of a performance management tool are presented followed by background information to a fictional national sport organisation (Racquetball Australia) and views from the CEO of the organisation in relation to the topic of performance management. The case is written from a fictional perspective so that instructors may adapt the case to suit the geographical context in which the class is taking place. |
| Keywords: | Performance management National Sport Organisation Balanced Scorecard |
| 本文献已被 ScienceDirect 等数据库收录！ | |