1. Managing Change and Future Challenges in Sport Organizations
Chapter 13
Managing Change and Future Challenges in Sport Organizations

2. Learning objectives
Explain factors driving change in sport organisations
Describe the HR implications of change in the workplace
Understand how to strategically manage change with respect to HR
Outline challenges to sport organisations in the future and understand the implications for SHRM

3. Change in sport organizations
(1) change is inevitable for survival;
(2) change is paradoxical in that it is necessary and inevitable, yet stability and predictability are inherently preferred states for organizations and individuals;
(3) successful management of change is essential for organizational effectiveness (Slack & Parent, 2006)

4. Types of change
may be in the form of products or services that the sport organization offers, production technology, organizational structure and systems
internal pressure for change may come from financial challenges or opportunities, operational inefficiencies, or disgruntled employees
external pressure to keep up with competitors, to better meet the needs of current and prospective customers, maintaining accountability to funding bodies, changes in government policy and sport legislative bodies all drive change

5. Refocus on internal conditions (needs, problems)
Stages of action (and factors influencing that action) in the organizational change process (Greiner, 1967)
Stage 2
Refocus on internal conditions (needs, problems)
(may require external intervention)
Stage 1
Stimulus to take action
(internal, external pressure on top management)
Stage 3
Identification of specific needs, problems
(diagnosis of problem areas by organization staff and units)
Stage 4
Commitment to specific change(s)
(identification and selection of potential courses of action)
Stage 5
Evaluation of impact of exploratory steps
(incremental/exploratory changes)
Stage 6
Expansion and acceptance of new conditions
(positive reinforcement)

6. Resistance to change 4 major sources of resistance to change:
Self-interest: People are focused on their own self-interests in the organization
Lack of trust: The uncertainty associated with change may breed mistrust between management and staff, or between staff who do and do not support the change.
Differing perceptions of outcomes: Individuals may not value or give much weight to the purported need for change and the anticipated benefits, or they may not feel that the anticipated benefits will be realized at all
Cost of change: Change may be resisted because of the anticipated costs, in terms of time, money, and effort, to implement the change, particularly if it is felt that the costs outweigh the benefits

7. Cycle of coping with change
In the first instance, individuals may experience denial that any change is necessary
subsequently, they may experience defence as preliminary discussions take place about the nature and form of the change
eventually, discarding old attitudes and ways of doing things as individuals realize that the planned change is necessary and inevitable
next, is adaptation ie coming to terms with the new way(s) of doing things
the final stage in the coping cycle is internalization, where the change is well-understood and accepted

8. Strategies to cope with change
Communication and education
Participation
Change teams
Idea champions
Facilitation and support
Negotiation

9. Challenges for HRM Globalisation and change
Increasing diversity in the workplace
Information requirements and different ways of delivering the sport product
Work life issues and ways of organizing work
Customer service orientation
Volunteer and paid staff relationships

10. SHRM & the future
HRM will undoubtedly assume a more strategic role in sport organisations
for effective SHRM collaboration between line managers, employees, volunteers, customers, strategic partners and members of the community is critical
as sport organizations grapple with new technologies, structures, processes, cultures; SHRM will accordingly facilitate organisational change and ensure flexibility and adaptability

11. Summary Organizational change is inevitable and a key issue for SHRM
Sport organizations face internal (e.g., financial challenges, inefficiencies) and external forces (e.g., government policy, consumers, competitors, sport governing bodies) that pressure them to make changes for growth and survival
To overcome resistance and help people cope with change in the organization, strategies are directed towards educating staff and volunteers about change, involving them in the change process, and providing additional support through change teams, idea champions, and various organizational measures such as counseling, therapy, and retraining