Evaluation of the organizational balance of the Islamic Republic of Iran's Ministry of Sport and Youth based on the Parsons' model
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Paper ID : 1131-12THCONG
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1M.A. Student in Strategic Management of Sport Organizations, University of Guilan, Iran
2(Assistant Professor), University of Guilan, Iran
3(Professor), University of Guilan, Iran
Each organization is surrounded by various peripheral systems, i.e., economic, political, social, and cultural. So, maintaining its balance and survival depends on its ability to respond to the needs of those systems. In this study, the gap among the functions of these systems in Iran's highest sport management institution was investigated.
It was an applied study with a mixed methods design. After data collection, a semi-structured interview was conducted with some elites. Finally, a questionnaire with 7-point Likert scale was developed based on Parsons' Model (1951) with four dimensions (adaptation and congruence, goal attainment, integration, and maintaining cultural patterns). The sample included 53 senior and middle managers of Iran's Ministry of Sport and Youth. The questionnaire’s validity was verified by 10 specialists and its reliability was computed by Cronbach's alpha coefficient (α = 0.97).
The results showed that there was a significant negative gap among all functions of the economic, political, social and cultural systems in Iran's ministry of sport and youth. The most negative gap was the function of cultural system (mean = - 2.30). The functions of Political (-2.21), economic (-2.18) and social (2/06) systems were at the next ranks, respectively.
Since the most negative gap was the function of cultural system, the elimination of this gap should be prioritized. To cover the needs of cultural system, the ministry's internal environment should encourage collaboration among the staff, and clarification of the goals and information should be focused. Since culture is a fluid phenomenon and penetrates into other subsystems, the enrichment and accountability to the needs of cultural system lead to the organization and other subsystems’ development. Thus, the organization would be in a safe zone in terms of balance with systems, and its survival could be possible and eventually it improves.