Organizational strategy

Many different factors go into implementing an effective organizational strategy for any sports organization. Three very important factors that cannot be left out of the organizational strategy are power, capacity for change, and interest for change. Each of these plays a separate role in creating an effective organizational strategy. In the world of sport organizations these three components are extremely evident. The first of the three, power, can be a difficult idea within an organization. Too much power can counteract the organizations intention and make it unorganized. If one person makes all the decisions because they feel they have all the power then the organization has the potential to fall apart. In the Amis et al reading, power is described as a mobilizer for implementing decisions. Power can help an organization if it is used and distributed the correct way. If a few people take on a leadership role and use power to establish, maintain and sometimes transform rules and objectives within an organization the organization will run effectively (Amis). The second component, the capacity for change, can be used to guide an organization from one organizational design to another (Amis). This component is very similar to making strategic organizational goals. According to the Amis et al reading "there must be an ability to mobilize a commitment to change by creating excitement about the anticipated endpoint and convincing other organization members that they will be better off as a result of the change. In other words, there must be a clear vision of the future to guide the organization through the transition process." The third component, interest for change, can also be a little tricky, but necessary nonetheless. If an individual that has all the power has an interest for change that no one else in the organization has the organization might self-destruct. According to our Amis et al reading change tends to occur when either a new set of actors gains power or when it is in the interest of those in power to alter the direction of the organization. This component to organizational strategy can be very helpful if the direction of an organization isn't headed the right way. If actors within the structure have the desire to change the organization there is a good chance the organization will prosper and benefit from it.