Group Case Study Analysis
1. The people that we determined that should decide what expectations have priority in an intercollegiate athletic program are; the head coach, then the rest of the coaching staff, and the athletic director. We also thought that it is good for programs to have some autonomy so that that athletic director isn't trying to tell every program exactly what to do and how to do it.
2. The values that we came up with that underpin each of the six determinants of success are as follows:
Performance on the field- Predominantly values winning and perhaps promoting good sportsmanship during competition.
Education- Values high graduation rates, a solid G.P.A., regular attendance in class, and involvement in both class and perhaps volunteer opportunities.
Ethics- Respecting and adhering to the institutions mission statement, rules, and expectations as much as possible.
External Profile- Values marketing a positive image of the university for example having a reputation of honesty and being well-respected.
Institutional enthusiasm- Bringing the community together and creating a family-like atmosphere.
Resource Management- Values having successful programs to stimulate booster support and, with that, being efficient financially.
3. MSU should place the highest priority on recruiting great players that also excel in the classroom to ensure a successful program both on and off the field. They should also be willing to go out and find a well-respected and previously successful coach to ensure winning.
4. Additional expectations that MSU could add to help achieve the athletic departments objectives is set goals for winning their conference. Also we thought that they could really promote the importance of life after athletics which emphasizes the importance of succeeding academically.
5. Four operational goals that would help the athletic department meet objective number four are selling out games, sponsorships, allocating scholarships efficiently, and winning to ensure continued booster support.
6. A model that could help MSU assess effectiveness is the competing values model. I mentioned earlier that we felt it was important that there is no single-best criterion for an organization's effectiveness and that is exactly what this model is based on. Effectiveness is a subjective concept and, as it says in our book, the criterion used to assess a program depends on the evaluator's values. We felt that many of these models could apply but decided predominantly on the competing values model.