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Chapter 5. Coaching Excellence

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2 views17 pages

Chapter 5. Coaching Excellence

Uploaded by

Lethabo Mahlaole
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Officiating and Coaching

Science
1st Year

Chapter 5: Creating a positive


team culture
1. Learning outcomes
 Understand different culture in
sport .
2. Introduction
 Sport culture refers to the values and
assumptions that are shared within a sport
team or organisation.
 Sport organisations should have adaptive
cultures so that all staff and other parties
involved with the program, including
athletes, support ongoing change in the
organisation and their own roles.
 Sport teams or organisations can also have
subcultures as well as the dominant culture.
 Subcultures may be created by officials
and administrative staff, as well as
athletes and maintain the overall
organisation’s standards of performance
and ethical behaviour.
 A vision describes what a team or
organisation is striving to achieve; a vision
statement declares the future the
organisation wishes to create.
 A mission describes the core business of
an organisation’s primary activity.
 Values refer to individual, stable and
evaluative beliefs that guide or dictate our
preferences for behaviours or courses of
action in a variety of situations.
Some real-life examples are provided to
illustrate how sport organisations have
applied each step and navigated their way
to the final step: creating a shared vision.

Step 1: Creating a values blueprint


 Culture comes alive when teams or
organisations that are engaged in the
same business (sport) compare
themselves to one another. To create a
values blueprint for the first time, leaders
may simply ask, how do others go about
their business?
Identifying core values

 Ethics
 Efficiency
 Initiative
 Environmentalism
 Power
 Control
 Courage
 Competition
 Excitement
 Creativity
 Happiness
 Honour
 Innovation
 Obedience
 Financial growth
 Community support
 Integrity
 Peace
 Loyalty
 Clarity
 Security
 Accountability
 Love
 Persistence
 Sincerity
 Fun
 Relationship
 Wisdom
 Flexibility
 Perspective
 Commitment
 Recognition
 Learning
 Honesty
 Originality
 Candour (open and honesty)
 Prosperity (e.g., happiness and health)
 Respect
 Fairness
 Order
 Spiritually
 Adventure
 Cooperation
 Humour
 Discipline
 Collaboration
 Resources
 Dependability
 Trust
 Excellence
 Teamwork
 Service
 Profitability
 Freedom
 Friendship
 Influence
 Justice
 Quality
 Hard work
 Responsiveness
 Fulfilment
 Purposefulness
 Strength
 Self-control
 Cleverness
 Success
 Enjoyment
 support
Step 2: Matching behaviours and
attitudes to expressed values
 It involves individuals’ aligning their
personal goals with the organisation’s
goals.
 What behaviours will be observable?
 What attitudes will people share?
 In addition to determining core values and
attitudes and behaviours, one other
outcome from step 2 is the identification
or creation of artefacts, such as songs or
poems that symbolise or crystallise the
essence of organisational membership.
Step 3: Establishing performance and process
goals

 Performance and process goals refer to what the


opposition will come to expect from the cricket
team’s style and approach to playing the game,
including how they bowl, bat and field in both
limited-overs cricket and longer forms of the
game.
Step 4: Determining the results

 Results refer to comparisons made usually with


other teams in the same division or league.
 Examples or results for any sport organisation
might be to finish in the top three (for promotion)
or the top two for final.
 An appropriate results goal could also be to play
to win every game.
Step 5: Stating the mission
 Mission statements can be written for
units within an organisation and a team
(e.g., in cricket for batsmen, bowlers and
specific fielders)
 Each statement should be a realistic and
current assessment of what is possible
with the players available and, as such,
should add value to the overall vision.
Step 6: Sharing the vision

 Finally, the organisation’s vision may be a brief


and sample statement. However, it must explain,
represent or symbolise the shared purpose within
the organisation, which needs to be
communicated regularly.
Summary
 Sport leaders can create effective
organisational cultures using a six-
step approach, starting with
establishing core values and, more
important, values enactment, and
then setting performance goals and
process goal that are aligned with
desired results and outcomes, setting
mission statements that provide the
‘means to end; and sharing vision.

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