The objective of this work is to apply a management strategy model for the sports activity area of the No.3 sports complex in Arroyo Blanco, Jatibonico municipality, Sancti Spíritus province. For this purpose, a sample of 14 people who were directly related to the area of sports activities was intentionally selected, these people have an average age of 31 years, 4 of them are women and 10 are male and were used as methods and investigation techniques the logical history, the analysis and synthesis and the induction and deduction also the analysis of documents. The survey, the semi-standardized interview and the group brainstorming technique allowed us to determine the mission, make the diagnosis, define the shared values,the vision and key result areas, as well as formulating the strategic objectives with their respective measurement criteria, the action plan, and measurement and control. The bibliographic analysis theoretically supported the reference to Strategic Management and the management strategy models, the model for the sports activity area of the No.3 sports complex of Arroyo Blanco was designed taking into account the particularities of this type of institution, the Application of the model brings with it a series of benefits that lead to increasing the efficiency and effectiveness of this area of sports activity in the combined field.The bibliographic analysis theoretically supported the reference to Strategic Management and the management strategy models, the model for the sports activity area of the No.3 sports complex of Arroyo Blanco was designed taking into account the particularities of this type of institution, the Application of the model brings with it a series of benefits that lead to increasing the efficiency and effectiveness of this area of sports activity in the combined field.The bibliographic analysis theoretically supported the reference to Strategic Management and the management strategy models, the model for the sports activity area of the No.3 sports complex of Arroyo Blanco was designed taking into account the particularities of this type of institution, the Application of the model brings with it a series of benefits that lead to increasing the efficiency and effectiveness of this area of sports activity in the combined field.The application of the model brings with it a series of benefits that lead to increasing the efficiency and effectiveness of this area of sports activity in the combined field.The application of the model brings with it a series of benefits that lead to increasing the efficiency and effectiveness of this area of sports activity in the combined field.
Introduction
Increasingly, business competitiveness rests on the ability of organizations to adapt, anticipate and respond creatively to the changes that occur in their environment. However, the business environment has become increasingly turbulent and dynamic. The globalization of the economy and competition are parts of our daily reality. In turn, strong political, sporting, social, environmental, technological and cultural changes modify the expectations of organizations and influence, and sometimes determine, how they operate.
The country, as part of international economic relations, does not live oblivious to these transformations. The new realities of the world in which the Cuban economy has entered constitute today its external environment and it will have to operate permanently in the future. This is the environment of the Cuban economy and as an integral part of its organizational sector also sports.
The trends in the world where Cuba has reintegrated pose great threats, but it also offers opportunities for the country. A world for which Cuba was not prepared, but with which it now has to interact and establish an external balance and where, therefore, it has to survive. A world whose dynamic and unstable nature requires, in order to face it, an action of greater movement, competitiveness, strategic direction and the ability to adapt and respond to its continuous and unpredictable changes.
Currently, the words expressed by José Martí in the Patria Newspaper in 1894, when he said: “Seeing afterwards is not worth. What counts is to see before and be prepared ”. The need to assimilate the most advanced in the field of modern business management is also recognized. In this sense, it is proposed: “The use of modern business management techniques, appropriate to our characteristics and based on the best and most advanced contemporary practices” 1, should contribute to the competitiveness and efficiency of our entities.
The evolution of sport, physical education and recreation, the connotation that for our people have the same, the fact of satisfying needs, be it in offering activities and services, competitions, sports entertainment or in the construction and maintenance of facilities with Limited resources and greater needs require prioritization.
In the context of global society that imposes on itself a globalizing culture disinterested in the traditions of peoples, idiosyncrasies, values, Cuba demonstrates to the world a model of the exercise of power of the people whose essential characteristic considers man as the subject of his own destiny of its historical fulfillment as a nation.
The sports teams are Territorial Basic Sports Organizations in charge of the sports training of the clients, (Educational Sector, Productive-Labor Sector and Residential Sector), in them the entire massive and high-performance sports system is carried out, answering for the practice as well as physical education, physical culture and recreation. In these Basic Sports Organizations, all the specialized technical force is brought together to fulfill the social purpose of the body in the municipality. Therefore, the new opening of these sports facilities, such as the Arroyo Blanco Sports Complex No. 3, responds to the attention and increase in the practice of sports in all communities with the aim of achieving efficient results in their management and for the municipality.
Precisely because the Arroyo Blanco sports team No.3 is a newly formed entity, it lacks a management strategy that allows its teams to plan, organize, execute and control all the actions of said institution.
Sports activity constitutes the fundamental task of this sports team, since it responds to the needs and demands of sports practices in the community under study, hence the urgent need for said area to have its strategy developed and thus overcome deficiencies in the managerial process and in the fulfillment of the foreseen objectives regarding the attention and monitoring of the sports reserve, the teaching of sport in the community and the systematic participation of the population in the different events planned by the sports team.
Taking into account the above, the following scientific problem is formulated:
How to contribute to the improvement of the managerial process and the fulfillment of the objectives of the sports activity area of the No.3 sports complex of Arroyo Blanco?
Overall objective:
• Implement the management strategy for the sports activity area of the No.3 sports complex in Arroyo Blanco to contribute to the fulfillment of its objectives.
Specific objectives:
• Characterize the Arroyo Blanco sports team No.3.
• Design a model to prepare the management strategy for the sports activities area of the No.3 sports complex in Arroyo Blanco
• Prepare the management strategy for the selected model.
• Implement the management strategy in the sports activities area of the sports complex No.3 in Arroyo Blanco.
• Assess the main results obtained with the implementation of the management strategy in the sports activity area of the No.3 sports complex in Arroyo Blanco.
Investigation methodology
Population and sample
From a population of 42 teachers who work in the sports team No.3, a sample of 14 people was intentionally selected, who are those who are directly related to the area of sports activities, among them are: the director of the team, the assistant director, the administrator and 11 sports technicians.
Those sampled have an average age of 31 years, a work experience of 4.9 years. Of these, 4 have a degree in Physical Culture, two Technicians and 8 teachers in training. Four are women and 10 are men.
Research methods and techniques used: Historical-logical, analysis and synthesis, induction-deduction, the survey, the semi-standardized interview and the group work technique: brainstorming or Brainstorming.
Analysis of the results
Characterization of the Arroyo Blanco sports team No. 3
The sports complex No. 3 is located in the Arroyo Blanco territory, which is located north of the municipal seat of Jatibonico on the road that connects the settlement with Florencia, Ciego de Ávila province. Bordering to the north with Poza Azul, to the east with Lomas de Arroyo Blanco, to the south with the La Vega area and to the west with Río Zurrapandilla. It has a territorial extension of 0.07 hectares, it is an urban area whose transportation and access routes are made up of the highway from Jatibonico and another that communicates with Florence.
This urbanization has 1,553 houses, 1,468 are houses, 82 are apartments, living conditions in general are satisfactory.
It has a population of 4884 inhabitants, 2568 of them are men and 2316 are women, regarding its type of population 4622 are white, 32 black and 230 mestizos.
Its cultural traditions are centered on parrandas and Mexican music. Its cultural facilities are made up of a House Museum, a Library, a House of Culture and a Video Room, they also have a Young Computer Club, they have an Amusement Park.
The territory has five medical offices that serve the total of this population.
Its fundamental economic activity is made up of flora and fauna, tobacco, livestock and the cooperative movement, also constituting its sources of work. The community has services or facilities as grocery stores, combined services, bakery, candy store, cafeteria, restaurant., Banco Popular de Ahorro, 2 Currency Collection Stores and other facilities.
The sports team No.3 was founded in December 2008, it has 42 workers, of whom 3 are cadres, 37 technicians and 2 non-teachers who are the administrator and the person in charge of maintenance.
Model to be used for the management strategy of the sports activities area of the sports complex No. 3 in Arroyo Blanco
After a thorough analysis of the different models given by different authors, both national and foreign, as well as the one proposed by the governing body for the 2008-2009 academic year, it is concluded to redesign the latter to apply it in the area under study.
Mission.
The mission of the sports activities area of the sports complex No.3 in Arroyo Blanco has the mission of promoting and promoting the massive sport service with a marked interest in the care and preparation of the sports reserve, the fulfillment of the pedagogical objectives and the use of the show adequate to human, material and financial resources, with an emphasis on technical-methodological preparation and comprehensive teacher training in order to guarantee a superior class that contributes to obtaining satisfactory results in municipal, provincial and national events, as well as the increase of systematic practitioners and athletes to the Provincial CAR committed to the ideals, image and values of revolutionary sport.
Strategic Diagnosis:
Strengths
1. 100% of the template is covered.
2. Commitment, seriousness and respect at work.
3. Existence of Physical Education teachers in all Schools.
Weaknesses
1. Low technical and methodological level of teachers in training
2. Lack of material resources and sports areas
3. Absence of a premises.
Threats
1. There is no schedule in the Schools of Education for practicing sport in the double session.
2. The country's economic situation and the North American economic blockade do not allow the acquisition of the necessary sports equipment.
3. Lack of transportation between the communities served by the Combined.
Opportunities
1. The Municipal University Venue of Physical Culture.
2. The Strategic Alliances with the Schools and work centers of the territory.
3. Sports tradition of the community.
Definition of values.
The following values predominate in the workers of the sports activities area of the sports complex No. 3 in Arroyo Blanco:
Patriotism, Responsibility, Solidarity, Honesty.
View:
- The sports activities area consolidates the organizational and competitive system by raising the quality, participation of practitioners in sports activities and diversity of the show.
- Continues the transformations in the training and improvement of human resources, prioritizing technical-methodological preparation. Participates in the recovery and development of sports media and implements with outstanding performance in directional management and special interest in caring for men, responsible and owner of the efficiency and effectiveness with which they march in the conquest of the future, committed to the ideals and principles of the revolution.
Elaboration of the Scenario:
There is an economic blockade imposed by the United States of America that will be maintained in the coming years, which indirectly affects sports development, the application of the Science and Technological Innovation system is strengthened, the Generalization and new contributions, the Management by Objectives, the Programs and Projects as well as the methods and styles of work together with the Strategic Alliances with Schools and centers in the territory. Although the restrictions on sports hours are maintained in the Schools, the number of systematic practitioners increases, improving the quality and quantity of the services offered to the community. The Battle of Ideas continues to be a starting point for the advance of the country,translated into the solution of the most pressing socio-economic and political-ideological problems, among which the fight against corruption and illegal activities stands out. The continuity of the System of Science and Technological Innovation favors the integration and the sense of belonging of the workers in this area, carrying out a strong process of training and overcoming the human resources of the organization, favoring levels of efficiency in it.
Key Results Areas:
1- Comprehensive Athlete Training Program
- Training and Sports Education Project
- Attention to the Sports Reserve Project
- Project for Sports Teaching in the Community
2- Competitive System Program
- Unique Calendar Project.
- Project Organization, control and evaluation of events
- School Sports Project
- Integrator Project
- Judges and Referees Project
- Senior Sports Project
- Strategic Alliances Project
Measurement and Control
The main actions considered in this regard are:
- Permanent feedback based on the criteria of the methodologists of the Sports Activities Subdirectorate of the Municipal Sports Directorate of Jatibonico through: (Start of Course Visits, Thematic Visits, Comprehensive Visits, Methodological Aid Visits, Technical and Methodological Visits to the teachers.
- Quarterly check-up by dispatch to the Key Results Areas to assess compliance with the objectives.
- Evaluation of the annual strategy with all the workers in the area to assess its results.
Results of the implementation of the management strategy
The results achieved in the comprehensive training program after implementing the management strategy are as follows: Measurement criterion no.1 is evaluated as Good since all the actions of the sports training project were fulfilled, improving the comprehensive aspect of the athletes, 99 points were also obtained in the formative control in the provincial events.
Measurement criterion no.2 presented deficiencies in the 2008-2009 academic year since the values of the result of compliance with the athlete's preparation were 92%, influencing sports results at the provincial level, in the 2009-2010 academic year, It reached 97% of the fulfillment of this preparation as well as all the information was delivered on time and in form, also preparing the file of the sports reserve students.
Measurement criterion no.3 in the 2008-2009 academic year obtained an overall score of 74.05 points, which, averaged among the 7 sports that participated in the provincial events, gives a total result of 10.5 points, representing an evaluation of bad according to the evaluation scale:
- Good between 20 and 16 points
- Regular between 15.9 and 12 points
- Evil less than 12 points
In the 2008-2009 academic year, this criterion was improved obtaining a total of 110.02 for an average of 15.71 points, evaluating as regular according to the previous scale.
Criterion no.4 was well evaluated since satisfactory results were achieved in the work of the technical and methodological organizational work, fulfilling the project actions 100%.
Results of the competitive system program
Regarding the results achieved in key area number two, that is, the competitive system program; Measurement criterion no.1 during the 2008-2009 academic year was poorly evaluated since the methodological norms for the preparation of the single calendar were not met, in addition to not counting on the integration in the form of a system of all the factors of the community (workplaces and schools) intramural events are not scheduled and between grade levels, the participation of practitioners is very low. In the 2009-2010 academic year, the entire methodological process of the single calendar was carried out, it was prepared in the corresponding month and the participation of athletes in grassroots and municipal competitions increased.
Criterion no.2 did not present difficulties since the preparation of the files and protocols of all the scheduled events was complied with.
Measurement criteria no.3 and 4 during the 2008-2009 academic year were evaluated as regular since the participation of the school and adult population in calendar events did not exceed 76% of the total enrollment controlled, requiring more than 80% and for the poor training of judges and arbitrators. During the 2009-2010 academic year, participation in calendar events was 96% with respect to controlled enrollment and work was carried out to train and improve 9 judges and arbitrators.
Measurement criterion no.5 did not present difficulties since the actions of the strategic alliances with work centers and schools in the district were carried out, promoting satisfactory integration work.
Results of participation in grassroots competitions.
The results of participation in grassroots competitions in the 2009-2010 academic year were above those of the previous academic year, the implementation of this strategy favored taking sports practice to other settlements and categories based on a greater organization of intramural competitions of the schools as well as the integration of adults through the community work centers, this was made possible thanks to the strategic alliances and integrating project established by the sports team with the factors of the territory, thus allowing the increase of participants with a greater control and demand.
Competitive sports results
In the 2008-2009 academic year, of the 7 sports that participated in the provincial event, only 1 was evaluated as Good in the pedagogical objectives (chess with 17.6 points), 2 in Regular (Athletics with 12.6 points and Soccer with 12.5 points), the Remaining 4 (Basketball, Baseball, Boxing and Volleyball) rated Poor with scores below 12 points and even the volleyball that did not score points. The combined total score was 74.05 points which divided among the 7 sports that participated in the competition gives a result of 10.5 points, rated Poor for being on the rating scale in the range of less than 12 points.
Already in the 2009-2010 academic year, within the framework of being applying the proposed strategic management model, it can be seen that the results were superior; of the 7 sports that participated, 4 were evaluated as Good in the pedagogical objectives (Chess, Athletics, Baseball and Soccer).), and 3 of Regular (Basketball, Boxing and Volleyball), making a general total of 110.02 points that averaged among the 7 sports, a result of 15.71 was obtained, evaluated as Regular for being in the range between 15.9 and 12.
Conclusions
- The sports team No.3 has been founded for three years, has 42 workers and its sports activity focuses on the sports of: Chess, Athletics, Basketball, Baseball, Boxing, Soccer, Table Tennis and Volleyball.
- A model was designed to prepare the management strategy of the sports team No.3 that has the following parts: Mission, diagnosis, shared values, vision, scenarios, key result areas, strategic objectives, measurement criteria, action plan and measurement and control.
- The management strategy was prepared and implemented based on the model prepared.
- With the implementation of the strategy, the results achieved in the comprehensive training program improved, in the competitive system program all criteria were evaluated from B and the potential range was improved, the number of systematic and competing practitioners increased.
- The managers of the sports team confirmed the novelty of the application of the Management Strategy model and that the implementation of the strategy contributed to solving the detected deficiencies.
recommendations
- Continue with the implementation of the management strategy in the sports activities area of the sports team No. 3 for the benefits achieved.
- Recommend to the managers of the sports team the preparation and implementation of the management strategy of said institution.
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