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Olympic Sport Organisations in Times of Crisis and Change / Chapter 5 Controlling in Strategic Management
Olympic Sport Organisations in Times of Crisis and Change / Chapter 5 Controlling in Strategic Management
Contents
Chapter
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Page
1–4
Titelei/Inhaltsverzeichnis
1–4
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5–12
Introduction to the Guidebook
5–12
Details
Strategic Planning in a Nutshell
Practical Issues Offered in this Guidebook
13–42
Chapter 1 Organisation of the Olympic Sports World
13–42
Details
1.1 IOC as Leader of the Olympic Movement
1.2 Role of NOCs in the Olympic Movement
1.2.1 Duties and Rights of NOCs
1.2.2 Finances of NOCs
1.2.3 The Stakeholder Landscape of NOCs
1.3 Good Governance at NOCs
1.4 Current and Future Challenges for NOCs
1.4.1 Organisational Challenges
1.4.2 Financial Challenges
1.4.3 Technological Challenges
1.4.4 Political Challenges
1.4.5 Environmental Challenges
43–88
Chapter 2 Strategic Management of Olympic Sport Organisations
43–88
Details
2.1 Strategic Management of NOCs
2.2 Strategic Management Process
2.2.1 Phase 1 – the BLUE RING: Prepare & Start
2.2.2 Phase 2 – the YELLOW RING: Collect & Understand
2.2.3 Phase 3 – the BLACK RING: Strategy
2.2.4 Phase 4 – the GREEN RING: Review & Planning
2.2.5 Phase 5 – the RED RING: Change & Monitor
2.3 Setting NOC Objectives: Vision – Mission – and Working Objectives
2.3.1 Vision
2.3.2 Mission
2.3.3 Implementation of the Mission and Working Objectives
2.4 Formulating a Strategic Plan for an NOC
2.4.1 Governance
2.4.2 Sport Development
2.4.3 Sport and Olympic Team Presentation
2.4.4 Promotion of Sport and Olympic Content
2.4.5 Medical and Safety
2.4.6 Constant Change of Environment
2.4.7 Commercial
2.4.8 Events
2.4.9 Sustainability and Legacy
2.5 Organisation and Strategy in Different Cultures
2.5.1 Cultural Roots of Organisation and Leadership
2.5.2 The Sense for Change and Innovation
2.5.3 Communication and Culture
89–154
Chapter 3 Strategic Analysis of NOCs
89–154
Details
3.1 Strategic Analysis
3.2 Internal Analysis: Strengths and Weaknesses of an NOC
3.2.1 Strategic Action Fields and Strategic Action Units
3.2.2 Analysis of NOC Resources
3.2.3 Analysis of the Importance of NOC Projects
3.2.4 Analysis of the Key Competencies, Strengths, and Weaknesses of NOCs
3.2.5 Internal NOC Analysis by External Stakeholders – Image
3.2.6 Analysis of an NOC’s Organisational Culture
3.3 External Analysis: the Environment
3.3.1 Analysis of Macro-Environmental Changes
3.3.2 Stakeholder Analysis
3.4 Strategic Analysis and Action Plan Development (SWOT)
3.5 Strategic Risk Assessment and Risk Management
3.5.1 Assessment of Risks Facing the NOC
3.5.2 Risk Management Strategies
3.5.3 Review of the Risk Programme
155–200
Chapter 4 Implementation and Change Management
155–200
Details
4.1 The Difficulties in Implementing Change
4.2 The Different Kinds of Change
4.2.1 Unplanned Change vs. Planned Change
4.2.2 Small Change vs. Big Change
4.2.3 Self-induced Change vs. Coercive Change
4.2.4 Autocratic vs. Democratic Leadership
4.2.5 Reasonable vs. Incomprehensible Change
4.2.6 Chance vs. Pressure Situation
4.3 Why does Change Fail?
4.3.1 System vs. Partial Rationality
4.3.2 Habits are Hard to Break
4.3.3 Stability vs. Flexibility – a Dream Revisited
4.3.4 The Role of Time
4.4 Steps for Successful Change Management
4.4.1 Step 1: Be Aware of the Situation and Plan the Change
4.4.2 Step 2: Establish a Sense of Urgency
4.4.3 Step 3: Building a Coalition to Conduce the Change
4.4.4 Step 4: Winning People’s Hearts Inside and Outside the NOC
4.4.5 Step 5: Communicate the Change
4.4.6 Step 6: The Organisation must Fit the Plan
4.4.7 Step 7: Change in Organisation means Change in People’s Behaviour
4.4.8 Step 8: Anchoring the Change Permanently
201–218
Chapter 5 Controlling in Strategic Management
201–218
Details
5.1 Control, Controlling, and Evaluation of Change Process
5.2 Balanced Scorecard
5.3 Kanban Board – a Method of Agile Working
5.3.1 Basics of Kanban
5.3.2 How the Kanban Method Works
219–236
Chapter 6 Crises and Crisis Management
219–236
Details
6.1 Types of Crises
6.2 Prediction and Prevention of Crises
6.3 Crisis Management
6.3.1 Management for Crises with NOC Responsibility
6.3.2 Management for Crises without NOC Responsibility
237–246
Literature
237–246
Details
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Olympic Sport Organisations in Times of Crisis and Change , page 201 - 218
Chapter 5 Controlling in Strategic Management
Autoren
Holger Preuß
Christiana Schallhorn
Norbert Schütte
DOI
doi.org/10.5771/9783985720644-201
ISBN print: 978-3-98572-063-7
ISBN online: 978-3-98572-064-4
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