Construction of a model for the relationship between the process of development of community sport clubs and the performance of club managers' duties

Abstract

　We conducted a survey of “community sport clubs” established to revitalize the local community and provide New Public, along with the managers of those clubs, focusing on 4 angles: 1) club managers’ actual performance of their duties; 2) factors determining the performance of those duties; 3) factors fostering club managers’ awareness and learning; and 4) the relationship between club managers’ performance and the process of club development. Our objective was to create a model to explain the relationship between the process of development of community sport clubs and the performance of club managers in order to clarify the structure of this relationship. This was an attempt to obtain insight into improving the quality of community sport clubs and fostering club managers.
　The results indicated that managers of community sport clubs engaged in various managerial duties that changed daily as they sought to contribute to their club’s development. The initial stages were found to be unpredictable, and club managers appeared to experience qualitative changes in their duties, ranging from sundry tasks to organizational administration and external coordination. Managers also tried to enhance their capabilities for handling these various duties in these changing circumstances. The model that was subsequently created demonstrated an interdependent relationship between the club developmental process and changing managerial duties, and also between these duties and enhancement of managerial capability.