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Case 4 Power - Create open lines of communication between both staffs - Create a board of directors from both staffs to make decisions Capacity - Hire volunteers to paid staff. (those with experience) - Implement system showing that both staffs are capable of working with eachother Interest - Create opportunity to voice opinion/displeasure - Implement common goals of both staffs Case 5 Power - Decentralize decision making process - Create opportunity for volunteers Capacity - Utilize staff members with more experience - Hire individuals to work towards cooperation Interest - Demonstrate commitment to volunteers - Implement goals of both staffs interests Alex Maschoff Brian Grant


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1. Effort to organize a playoff system similar to more mainstream, large collegiate conferences. 2. The goal of becoming more like mainstream conferences began as an experiment to determine the feasibility of implementing a more mainstream post season format. 3. Each individual from the institutions, along with members of each sports team. All the presidents and the conference committee. 4. Each institution is a stakeholder that will showcase their efforts of becoming an ideal inter-collegiate athletic program, increase national exposure. Gives players the opportunity to showcase their skills on a larger stage, and opportunity for better competition and recognition. Schools and conference gain more publicity for performance on and off the field and in the class room. Teachers need to adjust their schedules accordingly. 5. Post season play could possibly interfere with academic schedules. Increased travel costs for the university. Schools in the conference put more focus on academics more so than athletics. Few people are involved and there might be an unbalance between university presidents and programs based on decisions being made. 6. No, willingness to work towards a compromise shows progress and allows flexibility. If interests in athletics grow in the future the importance of athletic directors will grow and they will carry a larger responsibility within the organization. 7. Some new options could include no post season playoff, conference championship game or possibly send on institution to an NCAA event. 8. No immediate change for structure because its balanced. Communication is effective because it is small and informal, allowing for compromise and understanding. Alex Maschoff, Brian Grant

Group 10: Mike Dale, Brian Grant, Alex Maschoff

1) Athletic Director and Associate Athletic Directors who have better organizational understanding of individual programs

2) Performance on the Field: Sports are successful in winning games, advancing to conference tournaments, bowl games, and other championship games on a consistent basis.

Education: Student athletes are maintaining a focus on academic growth and career exploration that will benefit them beyond their university experience.

Ethics: Institution and it's member athletes are committed to following the rules and guidelines outlined by the university, conference, and NCAA in a manner that emphasizes responsible decision making beyond the letter of the applicable rules and regulations.

External Profile: The athletic department is committed to expanding the university's community impact by positively representing the university in a manner that those members of the community that the university affects are encouraged and proud to be associated with the university and athletic department as a cooperative.

Resource Management: The athletic department is determined to be fiscally responsible both in terms of financial outputs and staffing inputs in addition to exploring methods that will expand the revenue streams and make the athletic department more financially solvent.

Institutional Enthusiasm: The athletic department and its employees will represent the university in a manner that promotes a sense of pride and honor to the university.

3) MSU should place paramount importance on developing a highly recognizable and highly regarded external profile in order to better effect the performance on the field in terms of competitive success. In this case, a high external profile would also allow MSU to attract additional resources because a highly regarded external profile will allow MSU to attract the best coaches and staff members thus generating interest from athletes and creating a program that is self-sufficient and self-sustaining in terms of athletic competition. Additionally, the relationship between performance on the field and external profile appear to exist in a symbiotic relationship such that performance on the field is directly proportional to the external profile of the athletic department and the university and the external profile can also be directly proportional to the success of the athletic teams on the field as outlined above.

4) The nine objectives of MSU all, either individually or as a collection of ideas, express the theories and processes behind the six characteristics identified in Wolfe et al. (2002). Recruiting student-athletes of high moral and academic fiber relates to the organizations external profile. The objective of maintaining sound financial base refers to the resource management outlined in Wolfe et al. (2002). Operating in compliance with the rules of the university, conference, and NCAA refers to the ethics of the athletic department. Encouraging student-athletes, coaches, and staff to participate in community programs refers to the institutional enthusiasm and such. We feel that the nine stated objectives are more than satisfactory in terms of addressing the entirety of the concepts outlined in Wolfe et al. (2002).

5) Goals for MSU          

-          Hire the best possible coaches whenever possible

-          No over-spending but spend enough to remain competitive in the market

-          Set reasonable but challenging goals for ticket sales for various large profile sporting events

-          Attract the best talent to represent the department and focus on maintaining and advancing the facilities of the university

6) Goal Attainment would work well with the goals of MSU in that it would allow the university and the athletic department to set goals and essentially determine the organizations success or efficiency based on its own criteria. It also provides an opportunity for a more straight forward assessment of the organizations success.

Group 10 - USOC

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*CONTEXTUAL* Size: All various sanctioned Olympic sports governed by the IOC. Employees of all individual sport governing bodies. Sale: Individual sports; apparel; contracts; ticket sales from sponsored events. Technology: Top of the line technology to train athletics to have the greatest edge in competition. Environment: Minimal impact. Economic environment could affect some areas of their organization. Goals/Strategies: Attract, retain, and win with the best athletes that represent the US. Culture: Same competitions year after year, unless new ones are added. Not too much of an overall cultural change. *STRUCTURAL* Formalization: Very formal, as is the governing US body. Specialization: Various individual USOC sport organizations that organize the individual sports. H of A: Committees that set policy. Centralization: Decisions made as a group/committee. ------------------------ Overall, we felt the structural impacts the contextual. Mike Dale, Alex Maschoff