Strategic planning design and codification of tennis board of west Azerbaijan Province

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1 Applied mathematics in Engineering, Management and Technology 2 (6) 2014: Strategic planning design and codification of tennis board of west Azerbaijan Province Neda Dibaiy, Dr. Seyed Mohammad Kashef, Dr. Rasool Nazari Department of sport management, Kurdistan Science and Research Branch, Islamic Azad University, Sanandaj, Iran. Abstract: This research aimed to codify strategic plans of west Azarbaijan Province tennis board. In this research, descriptive surveying research method were used. Necessary information were collected through researcher made questionnaire. Statics community of this research have formed from 40 managers and experts of sports and youth agencies of province, heads of tennis boards, and active masters of tennis courses in higher education institutions of the province. All of people were selected as all for instance. Research data analysis was performed by using SWOT analysis and Analytical Hierarchy Process (AHP). To assess the internal and external strategic factors used from IFE and EFE matrices. Data analysis showed that the mean age of participants in the research was equal to 3/38 year old (5/6 = SD). 37% of research sample was formed by women and 63 percent was men. In SWOT analysis in internal factors, 6 strong point and 5 weak point and in external factors 5 opportunities and 7 threats was detected. Among the strong point, weak point, opportunities and facing threats of Tennis sport in province, respectively entitlement of proper management officials was (274/0), Lack of financial support from the private sector was (274/0), existence of enthusiasts and young talent was (432/0) and lack of private sector s attention to tennis sport was (254/0), the highest relative weight was allocate for them. In matrix evaluation internal and external factors, score of internal factors matrix was obtained 75/2, and score of external factors matrix was obtained 6/2, and indicates that the current position of west Azerbaijan Province s tennis sport is located in WT region. Hence for development of west Azerbaijan province s tennis sport most often used from maintenance strategies. Keywords: strategic plan, tennis, SWOT analysis and Analytical Hierarchy Process (AHP) 1.Introduction: Federations are considered as the most excellent institutions related to each course sport of a country that are responsible for guiding the desired course sport in that country. Tennis sport has over 130 year s history and its origin is attributed to the British. Also in Iran tennis is going more than 80 years of life. Tennis is one of the most attractive sport course that is enforceable and considerable from age of seven until old age among the ladies and gentlemen (Shokrollah Shirazi, 1380). Tennis federation and consequently provincial delegations have emerged to develop this course sport throughout the country. Applying the concepts of strategic management in all organizations, industries and institutions is considered as a crucial issues for survival and success (Hosseini and Shakhsian, 1389). Therefore, all organizations are compelled to undertake strategic planning. Many scientists have examined the strategic planning in different aspects, and all of them agreed on strategic management correlation with optimal performance of organizations. They believe that strategic management is a dynamic and logical process (Ghofrani, 1387). Strategic planning is a process through which organizations analysis their internal and external environment and gain recognition from that. In addition, they established their strategic direction and create strategies that will help them to achieve their set targets (Harrison and Caron, 1382). In other words, we can define strategic planning as regular and organized effort in order to make decision and attempt to do fundamental measures that whereby it defined the questions likes; what is organizations, what it s doing and why it works like this, (Apple and Galloway, 1381). Fry and Stoner believe that strategic planning is a strong management instrument that is designed to help organizations to adapt themselves competitively with the anticipated environmental changes (Frey and Stoner, 1995). One of the powerful and conventional instruments of strategic planning is SWOT analysis. Strong point, weak point, opportunities and threats matrix is one of the important tools that managers 40

2 compare data by using it, and they can provide four types of strategies by using it, that are known as ST, SO, WO and WT strategies. In implementation of SO strategies, organization tries to exploit external opportunities by using internal strong points. The purpose of WO strategy is improving internal weak points by organization exploiting available opportunities outside. Organizations try to implementing ST strategies by using its strong points to reduce effects caused by existence threats in outside, or eliminate it. Organizations that are implementing WT strategies, tend to take a defensive position and they aimed to reducing internal weak points and avoiding threats arising from the external environment (Fred R., 1387). Inside the country several studies have done to codify strategic planning of sport organizations in national and provincial level. Most of these research have conducted in the field of public sports strategic planning or championship sport and few studies have been dedicated to the sports fields. Goudarzi and Henry (1386) in a research have designed and codified a comprehensive system of wrestling in the country, and after identifying the strengths, weaknesses, opportunities and threats; they codify an appropriate strategies for development of wrestling course. Tondnevis and Ghasemi (1386) also have examined improvement guideline of championship sport gymnastics in the country, research findings showed that the most important advancement factors of gymnastics championship sport in the country, including promotion of scientific and technical knowledge of coaches, control and supervision on coaches activities, seeking talented people to the scientific and specialization method, increasing facilities and halls dedicated to gymnastics and equipped fully halls to specialized facilities and educational assistance. Other research have been conducted, such as Tondnevis and Ghassemi (1386), Ghofrani (1387), Khosravi zadeh. (1387), Nasir Zadeh (1387) Seifpanahi (1389), Lotfi (1391) and Ghahrmani (1392) to review the status of public sports and the championship in various provinces. Ghofrani (1387) suggests that strategic position of public sports of Sistan and Baluchestan province is located in WT region, he also codified the most popular sport development strategies. Ghofrani (1387) claim that the most important weakness of public sport in Sistan-Baluchistan province are include encouraging and persuading programs for people to do public sport, using trained expert and specialist people in public sport field, quality of centers in morning sports, recognizing people from place of public sport as a social and personal necessity, province television and radio s program about education and promoting public sport. Nassir Zadeh (1387) also have stated in a research that the strategic position of public sports of Kerman province is located in SO region. He also claim that most important and prioritized strategies of Kerman province is creation coordination between the department of physical education and institute of physical education and other governmental agencies for optimal use of sports facilities, increasing the number of experts, coaches and referees and scientific activities in physical education and sports and provide an appropriate basis for attracting private sector investments. Seifpanahi (1389), Lotfi (1391) and Ghahramani (1392) respectively identified the status of championship sport in Kurdistan province and the status of public sports and championship sport in Kermanshah province in WT position, and proposed maintenance strategies for growth and development. In all conducted research in the field of strategic planning inside the country, first, identifying internal and external factors and then determining strategic situation of desired course and finally related strategic plan has been designed and codified. Strategic plans are often include a mission statement, perspective, long term goals and strategies. All models that codifying the strategies in external research, first they have codified overall objective, long-term goals and then strategies. But in fact strategic plans of external organization are more available as codified programs; for example, the Australian Department of Sport and Recreation have codified its strategic plan for 2009 to This department have defined its perspective as "Enhance the quality of Australian people life through partnerships and participation in physical activity. The Institute continues, have developed objectives and strategies. 3 Also department of youth sport 4 of England have codified its strategic plan for year 2013 to This department have stated the main goals during this five years as: Change the life of more than one million children in primary schools. Achieving 250 thousand volunteer, leader and teacher Providing conditions for 5/2 million people to achieve best personal situation. 5 New Zealand s sports ministry have also codified the strategic plan of these country for the years 2013 to In this plan states New Zealand s sports landscape, more victories in world championship, Olympics and Paralympics and they aim to be trailblazer in the world and create a sustainable system of high-performance sports with an emphasis on excellence, integrity and partnership. To achieve these goals in collaboration with other national sports organizations and key participants and following cases will accomplished: Allocated resources to sports and targeted athletes. Support from national sports organizations trailblazer, coaches and athletes in the world 41

3 Continuing efforts to promote international standards. 6 As can be seen in the strategic planning, codifying strategies will be developed in accordance with community conditions, and most strategies are different in various organizations and departments, But accordance with the conditions often used from the specific processes in strategy formulation. Tennis sport has failed to make a proper position for itself despite the 80-year dates back in country, so that in terms of holding competitions level, media coverage, organizing various leagues and... its situation is not so desirable. Also in comparison to popular sports fields such as football, wrestling, volleyball and etc. Maybe tennis is unable to succeed to attract fans in terms of this sport field. On the other hand, Iran Tennis Federation and Tennis Committees of provinces and cities are emerged to develop the sport of tennis in the country, and this is while in west Azarbayjan province many of the tennis boards are not active in the province. Also according to holding competitions of this field as individually and in pairs and also in part of men and women, has a high potential for achieving international medals. Finally providing facilities and opportunities in order to coordinate and adapt with changing environment is need strategic planning. Create an integrated, coordinated and orderly vision, is very important from a path and direction that province s board of tennis has intent to go through it. Lack of compiled program refers to the necessity of strategic planning to create coordination and integration in activities of this board. Therefore, we discuss in this study by using SWOT analysis and hierarchical analysis to formulate appropriate strategies for development of tennis sport in West Azerbaijan Province. 2.Research Methodology The research method was descriptive surveying and in terms of purpose is located in applied Research. Necessary information were created and collected by using Delphi method and through forming work group and researcher questionnaire. The statics community of this research is formed by leaders and experts from the sport department and cities and province youth, heads of tennis boards in various cities and active masters in tennis field in the higher education institutions of the province, which number of these people was 50. All people were selected as instance and questionnaire were sent to all of them. For obtaining information and necessary data, first mission statement, vision, and long-term goals of West Azerbaijan Province Tennis Board were codified by forming work groups consisting of senior managers in this field in province. Then environmental factors was reviewed and identified. To assess the internal and external strategic factors, IFE 7 and EFE 8 matrices were used. Internal factors assessing matrix or IFE is a tool for examining internal factors and indeed it is assessing strengths and weaknesses of organizational units and external factors EFE matrix that is including opportunities and threats that organization faces to. Research data analysis was performed by using SWOT analysis and Analytical Hierarchy Process (AHP). To obtain required data for research, first a questionnaire was designed and sent to all experts to determine the strengths, weaknesses, opportunities and threats for development of tennis sport in West Azerbaijan Province. Initial questionnaire were collected and according to experts opinion, another questionnaire included the most important strengths, weaknesses, opportunities and threats design for consensus and re-sent as a sample survey. After the consensus about major internal and external factors, a questionnaire was prepared for prioritization of factors by using hierarchical analysis and was complete by sample group. Then matrix of internal and external factors was evaluated and it was codified after identifying the current position of provinces tennis and by using strengths, weaknesses, opportunities and threats matrix, developed strategies of tennis sport in West Azerbaijan province. 3.Results and findings of research 32 individual of experts, administrators and university teacher were participated in this research in the field of tennis. The mean age of participants in research was equal to 3/38 years old (5/6 = SD). 43 percent of research sample were formed by female and 68 percent of them were males. The average participant sports experience were 2/11 years (5/3 = SD), and their management experience average were equal to 5/7 years (2/4 = SD). By using Delphi method and a questionnaire distributed among managers and experts of tennis course in Azerbaijan and using SWOT analysis to identify strengths, weaknesses, opportunities and threats in Tennis sport of provinces. Identified Internal factors were include 6 strong point and 5 weaknesses and identified 42

4 external factors were include 5 opportunities and 7 threat. To identifying the strategic location of provinces Tennis Board, after identifying the strengths, weaknesses, opportunities and threats, first these factors were rated by using AHP. Among the strengths of provinces tennis sport, entitlement of officials proper management were (274/0), having a specified and annual programs and following them were (234/0), having executive staff, committed and interested coaches were (167/0), maximum weight and having interested officials in tennis board were (082/0), have allocated to themselves the lowest weight (table 1). Compatible index for strengths matrix of development of provinces Tennis sport (063/0 = cv), was obtained less than 1/0 and it shows that the results of paired comparison is reliable. Table 1: average matrix of strengths relative weight of Tennis Board in West Azerbaijan Province S1 S2 S3 S3 S5 S6 relative weight Entitlement of officials proper management Having a specified and annual programs and following them having executive staff, committed and interested coaches Existence of proper programs for teams P Pay attention to educate young and interested coaches Having interested officials in Tennis Board Among the weaknesses of provinces Tennis sport, also respectively lack of financial support from the private sector were (274/0), inactivating of some Tennis boards were (270/0), lack of sport facilities and equipment were (194/0) the highest relative weight and lack of indoors hall during the winter (106/0) had the lowest relative weight (Table 2). Compatible index for weaknesses matrix of province tennis sport was equal to 061/0, and indicate the reliability of prioritization due to the dual comparisons. Table 2: average matrix of weaknesses relative weight of Tennis sport in West Azerbaijan Province W1 W2 W3 W4 W5 relative weight Lack of financial support from private sector inactivating of some cities Tennis boards lack of sport facilities and equipment inactivating of school Tennis association lack of indoors hall during the winter Among tennis facing opportunities of province, existence of enthusiasts and young talent were (432/0), holding competitions in different age categories were (232/0), and interest and attentions of physical education officials were (156/0), having relation with tennis board of other provinces were (12/0) and commissioning mini tennis in schools were (06/0), respectively have allocated the highest value to themselves (Table 3). Compatible index for development opportunities matrix of province tennis sport was equal to 011/0. 43

5 Table 3: average matrix of facing opportunities relative weight of Tennis sport in West Azerbaijan Province O1 O2 O3 O4 O5 relative weight existence of enthusiasts and young talent holding competitions in different age categories interest and attentions of physical education officials having relation with tennis board of other provinces commissioning mini tennis in schools Also among seven identified threats, respectively, not considering private sector to tennis sport were (254/0), lack of non-sporting officials supports were (220/0), and lack of sponsor from institutions and factories were (204/0) the maximum weight and variable weather conditions and a six-month closure of open terrain were (049/0) allocated minimal weight to itself (Table 4). Compatible index for threats Table 4 : matrix was equal to 037/0 and it is indicate reliability of prioritization due to the dual comparisons. T1 T2 T3 T4 T5 T6 T7 relative weight not considering private sector to tennis sport lack of non-sporting officials supports lack of sponsor from institutions and factories High prices of tennis sports equipment Lack of specialists and tennis trainers Low attention of officials variable weather conditions and a six-month closure of open terrain To determine the strategic position of province tennis sport, internal factors and external factors evaluation matrix was formed. To form an internal factors and external factors matrix, should give a weight or coefficient to strengths, weaknesses, opportunities and threats. These coefficients are from zero (insignificance) to one (very important). Coefficient indicates the relative importance of one factor (in terms of successfulness). In this research, factors coefficient was calculated by using (AHP). After determining the coefficients was given to each factors 1 to 4 rates, that this number demonstrates the efficacy rate of current organization strategies to show a reaction to these factors. After performing necessary calculations, internal factors matrix score were obtained 75/2 and external factors matrix were obtained 6/2 respectively (Table 5 and Table 6). These numbers indicate that the current position of West Azerbaijan Province tennis sport is located in WT region (Figure 1). Given that this score is located in position with five models, hence to development of tennis sport in West Azerbaijan province should often use from maintenance strategies. 44

6 Table 5: Internal factors evaluation matrix of tennis sport in West Azerbaijan Province Strengths Weight Rate Weight Rate Entitlement of officials proper management Having a specified and annual programs and following them having executive staff, committed and interested coaches Existence of proper programs for teams P Pay attention to educate young and interested coaches Having interested officials in Tennis Board weaknesses Weight Rate Weight Rate Lack of financial support from private sector inactivating of some cities Tennis boards lack of sport facilities and equipment inactivating of school Tennis association lack of indoors hall during the winter Total Table 6: External factors evaluation matrix of West Azerbaijan Province tennis sport Opportunity Weight Rate Weight Rate existence of enthusiasts and young talent holding competitions in different age categories interest and attentions of physical education officials having relation with tennis board of other provinces commissioning mini tennis in schools Threat Weight Rate Weight Rate not considering private sector to tennis sport lack of non-sporting officials supports lack of sponsor from institutions and factories High prices of tennis sports equipment Lack of specialists and tennis trainers Low attention of officials variable weather conditions and a six-month closure of open terrain Total

7 Figure 1: Location of West Azerbaijan province s tennis sport in David model 4.Discussion and conclusions Examining the status and strategic location of West Azerbaijan province s tennis sport indicated that tennis sport of province is located in WT position. However, conducted research in association with sports fields in the country is limited, but the survey results in terms of strategic positioning of province s tennis sport is consistent with Ghofrani (1387), Seifpanahi (1389), Lotfi (1391) and Ghahramani (1392) researches. But Nassir Zadeh (1387) showed that strategic position of public sports of Kerman province is located in SO region. Organizations that implementing WT strategies, tend to take defensive status and purpose is reducing internal weaknesses and avoiding threats arising from the external environment. Organizations which have internal weaknesses and they are located in poor position with threats facing in external environment, in fact, purpose of this organization is to reduce internal weaknesses and external threats to be able to gradually improve the situation, means a situation that can use from ST, WO strategies and especially SO strategies. Due to the strategic location of West Azerbaijan province s tennis sport that is located in WT region, provincial sports officials and especially general organization of youth and sports and tennis boards should concentrate their programs on eliminating weaknesses and threats in this field of province. Since the tennis board of province, like any other organization or entity, have more control and influence on their weaknesses in compared with environmental threats, it can focused on eliminating their weaknesses. Therefore, the tennis board and other engaged parts in tennis field should try to use their strengths and environmental opportunities in order to overcome their weaknesses. Also, use their strengths to deal with environmental threats and try to convert threats into opportunities. Codified strategies also have more emphasized on using strengths and eliminate weaknesses. Generally, however status of West Azerbaijan province s tennis sport was located in WT position, but according to the opportunities, and the strengths that is ahead of province s tennis sport, we can cause improvement, growth and development of province s tennis sport with appropriate design, codify and implement strategies. 5.Strategic Plans of Tennis Board in West Azerbaijan Province Mission Statement 46

8 Efforts to improve tennis sport in the province with guidance and progress of this course by interested persons to participate in tennis sport and providing presence grounds of all society s segments and also obtaining success levels of regional, national and international and national Olympiads. Landscape Accurate planning, first place in tennis sport, having most index athletes of tennis course, and the highest participation in level of country. Long-term goals Athletes education and training for tribute to national values Islamic, special emphasis on fair play, chivalrous and fight against doping, by Sport. Improve the quality and attractiveness of tennis sport events. Create more opportunities for all segments of society to participate in the tennis sport. Development partnerships with the private sector in field of club and productivity of places. Continuously improvement of tennis sport athletes performance in national and international competitions. Holding competitions from the lowest level in centers to provincial, national championships and international competitions. Recognizing tennis sport elites and supporting them to attend in higher-level competition. Identifying and increasing the capacity of the province (facilities and equipment, human resources, financial and administrative resources, and prepare databases) to develop the tennis sport. Codifying policies, procedures, systems and structures for effective management in entire subsidiary boards of province. Company growth and interested in tennis through development programs, with participation of provincial boards of city. Strategies: Codifying Short-term and long-term plans. Using efficient manpower to enable all tennis boards of provinces. Holding tennis competitions in categories and different levels in the province. Obtaining internal and external prestigious competition hosting to growing the capacities and to increase public interest in the field of tennis. Using local media, provincial and national to encourage and interested people in the field of tennis. Increasing the number of coaches and tennis experts and getting academic the related activities. Create coordination between the various and active organizations in field of tennis, such as physical education departments and other governmental agencies and the military for optimal utilization of capacities. Using capacity and collaboration with other active institutions and organizations in field of sport. Identification and expansion province capacities in the field of tennis. Increasing knowledge, expertise and management skills, and sporting of administrators in physical education and youth organizations and tennis boards of province. Updating information related to tennis field by translating and writing books and international laws. Codifying policies, procedures, systems and structures for effective and integrated management in entire boards of province subordinate. Completed running projects and implementing new projects to increase space and sports facilities of tennis field. Strengthen the relationship between general offices of youth and sports, tennis boards and tennis federation. Increase managers, coaches, referees and the public s information about tennis. Holding training courses of coaching at various levels to foster outstanding and experienced coaches. Holding training courses of arbitration at different levels to develop top referees in the province level. Codifying appropriate programs for basic team. Developing appropriate finding talents programs to identifying sporting talent to foster elite athletes in tennis field. Constructing indoor halls at the provincial level and using capacity of existing halls to cover deficiencies in relation to indoor halls in winter. Planning and efforts to attract financial support from the private sector. Enabling tennis association at schools and extending this sports fields at schools in province s level. 47

9 Establish a good relationship with tennis board of other provinces and also tennis federation. Using interest and attention of physical education officials in province and other officials in province in order to attract non-cash and cash donations to developing tennis field. Codifying appropriate programs to attract interested and talented young people to this sport. Attracting sporting advocates on behalf of province s institutions and large companies. Holding scientific conferences, workshops and training courses related to tennis field. Holding indoor and outdoor sporting camps to foster elite athletes. Dispatching elite athletes to different national and international competitions. Resources: 1. Apple, Baam. Galloway, Astamf. (1381). Strategic Management. (Translation: Monavaryan, Abas.), Public Administration Training Centre. 2. Tondnevis, Fereydoon and Ghasemi Mohammed Hadi. (1386). Compare the attitudes of athletes, coaches and experts about advance ways of gymnastics championship sport. Olympic Bulletin, No. 40, pp, Hosseini, Mirza Hasan. Shakhsian, Fatemeh. (1389). Review of the strategic management process in low-cost airline companies. Journal of Rubber Industries, Iran, No. 61, pp.: Khosravi Zadeh. Esfandiar, (1387). Research and strategic program design of the Olympic Committee of Islamic Republic of Iran. Ph.D. Dissertation, Faculty of Physical Education and Sports Science, Tehran University. 5. Seifpanahi, Jabbar, Design and codifying athletics development strategy of Kurdistan province. MS Thesis, Faculty of Physical Education and Sports Science, Tehran University. 6. Shokrollah Shirazi Mojtaba. (1380). Examining the role tennis federation in Islamic Republic of Iran in quantitative and qualitative development of tennis in country during the years ( ). MS Thesis, Faculty of Physical Education and Sports Science, Tehran University. 7. Ghofrani, Mohsen. (1387). Design and codifying public sports and championship development strategy in Sistan and Baluchestan Province. Ph.D. Dissertation, Department of Physical Education, Tehran University. 8. Fred R. David. (1387). Strategic Management. (Translation: Parsaeian, Ali, Arabi, Syed Mohammad), Cultural Research Bureau. 9. Ghahramani Omid. (1392). Design development strategy of athletics in Kermanshah province. Master's thesis. Kurdistan Islamic Azad University, Science & Research. 10. Goudarzi, Mahmoud and Honary Habib. (1386). Design and develop a comprehensive system of wrestling in Iran. Journal for Research in Sport Sciences, No. 14, pp, Lotfi, Iraj. (1391). Codifying Strategic Development program of public sport in Kermanshah province by using a hybrid model, SWOT and AHP. MS Thesis, University of Mazandaran. 12. Nassir Zadeh Abd Mahdi. (1387). Designing and codifying of development strategy in athletics sports in Kerman province. Master's thesis, Payame Noor University. 13. Harrison, Geoffrey and John, Caron. (1382). Strategic Management, Ghasemi, B., Board Publications. 14. Fry L.F., Stoner, R. C. (1995). Strategic Planning for the new and small business. Up start publishing company, INC. 15. hpsnz.org.nz/sites/all/modules/.../strategic_plan_2013_final.pdf