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The purpose of this study was to investigate the relationship between organizational structure and innovation of staff experts of physical education organization.
Statistical population was all of staff experts of Physical Education Organization (n=320), which hence, 160 subjects were selected randomly. For collecting research data, personal information Questionnaire, Robin’s standardized Organizational Structure Questionnaire (1987) and Patched and Feiffer’s standardized innovation questionnaire were used.  Content validity of Questionnaires was confirmed by experts and internal consistency for innovation questionnaire and Structure Questionnaire was reported 0.73 and 0.78 orderly. The analyzing of data showed that that there was a significant relationship between organizational structure and innovation of staff experts (p= 0/011). There was no significant relationship between complexity and innovation of staff experts (p=0/053). There was a significant relationship between organizational formalization and innovation of staff experts (p= 0 /000). There was a significant relationship between organizational centralization and innovation of staff experts, (p=0/020). There is a significant relationship between the levels of education and innovation of staff experts. The result demonstrated that components of centralization and formalization are an inverse relationship with innovation and gender and service background have not a relation with staff expert’s selection and preference.

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The purpose of the present study was to determinethe effect of coaching behaviors on coaching efficacy and team dynamic of vollyball pro- league in Iran (2009). 160 athletes and coach from 13 team participated as samples in this study. Coacing behavior was measured by Martin, S.B., & Barnes, K. (1999) Coaching Behavior questionnaire. Coaching Efficacy was measured by Feltz, D.L., Chase, M.A, Mortiz, S.A., Sullivan, P.J. (1999) coaching efficacyquestionnaire. Team Dynamic (team cohesion and collective efficacy), was measured by Carron, A.V., Brawely, L., Widmeyer, W. (1998) team cohesion questionnaire and Felts, D.L., & Lirg, C.D., (1998) collective efficacy questionnaire. The statistical procedure also was based on descriptive and inferential basis and included multivariable regression. The results indicated that coaching behaviors effect on coaching efficacy and team dynamic. Also coaching efficacy effect on team dynamic. As the results revealed, higher frequency of Reinforcement, Mistake – Contingent technical instruction, General communication and organizing behaviors styles, showed an increase in coaching efficacy and team dynamic( team cohesion and collective efficacy) over the season. On the other hand, higher frequency Punishment and Punitive technical instruction behaviors style, an decrease in coaching efficacy and team dynamic ( team cohesion and collective efficacy) over the season.

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The purpose of this study was to survey the relationship between organizational culture with knowledge management effectiveness and organizational effectiveness among selected sport organizations of Iran. For this purpose, 169 administrators and 209 experts have been selected using random sampling. The study scales consisted of Denison’s Organizational Culture Questionnaire (2007), Gold’s Knowledge Management Effectiveness Questionnaire (2001) and Chin’s Organizational Effectiveness Questionnaire (2004). To determine the face and content validity were used from panel of experts, construct validity (exploratory and confirmatory factor analysis) and reliability (alpha cronbach. Equation Modeling (SEM) was used to determine causal relationships and present of model. Results showed that organizational culture has a significant positive direct effective on KM effectiveness (P= 0/66). KM effectiveness has a significant positive direct effective on organizational effectiveness (P= 0/41) and organizational culture has a significant positive direct effective on organizational effectiveness (P=0/55) and finally organizational culture has a significant indirect effect on organizational effectiveness (P=0/31).

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The main purpose of the present study was to determining the relationship between organizational culture and organizational entrepreneurship in physical education head quarters of Tehran province, which was carried out by a descriptive field method. The study population was the experts and heads of physical education headquarters of Tehran province. Statistical sample set of entire the experts and heads of physical education head quarters of Tehran province (n=102). In order to collect information demographic questionnaires, Denison organizational culture Questionnaire (=&alpha0/955) organizational entrepreneurship Questionnaire (=&alpha0/953) were used. Descriptive methods were used to analyze the data and in order to normality of data a Kolmogorov- Simonov and to determine the relationship a Pearson correlation coefficient were used. Data analysis results showed that there is a significant relationship between the organizational culture and organizational entrepreneurship (r=0/331, p<0/05). Also organizational culture has a positive and significant relationship (p<0.05) with indices of organizational entrepreneurship: structure(r=0.333), strategy (r=0.43), management patronage (r=0.271) and persuasion-encouragement system(r=0.256), but there is not relationship between organizational culture and construction and information system (p>0/05).

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Conflict Management is a leadership interpersonal skill. Using proper leadership styles can lead to effective conflict management. This research aims to study the relationship between transformational and transactional leadership in Bass model (1985) with conflict management strategies in Iran futsal pro-leagues coaches. Coaches leadership style and conflict management strategies were measured by MLQ (1996) and OCCI (1991) questionnaires. Statistical population involves 360 players that 197 persons were selected randomly. Above questionnaires were distributed after determination of validity and reliability. In order to data analysis, descriptive statistics and inferential statistics were employed. In order to determine the relationship between leadership styles and conflict management strategies, pearson correlation coefficient    was used. Results show that there was a significant positive relationship between transformational leadership style and collaborating strategy and there was a negative significant relationship with compromising, avoiding, accommodating and competing (p<0/01). There was a positive significant relationship between transactional leadership style with collaborating, compromising and competing strategies (p<0/01), negative significant relationship with avoiding (p<0/01) and accommodating (p<0/05) strategies. There was a negative significant relationship between laissez-fair leadership with collaborating and competing strategies (p<0/05), a positive significant relationship between laissez-fair leadership with avoiding and accommodating (p<0/01), and non significant relationship with compromising.  According to this fact that collaborating strategy is sign of effective strategies, avoiding and competing are signs of noneffective strategies and compromising and accommodating strategies show combined use of conflict it was infered that coaches transformational and transactional leadership have positive relationship with effective conflict management at this case the relationship with transformational style was stronger.

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The purpose of this study was comparison of factors that affecting on spectators of football, basketball, and volleyball professional leagues. The statistical sample of this study was 500 spectators from each league that randomly selected from attendant spectators in stadiums. For statistical analysis of data used descriptive and inferential statistics methods includes Pearson correlation coefficient for determining consistency coefficient and criterion validity of questionnaire, Cronbaches'  alpha, explorative and confirmatory factor analysis, Levin, one way Anova, welch, LSD and Tamhane`s tests by SPSS and Amos soft wares. Result showed 8 factors that affecting on spectators attendance and these factors indicated. 75% of variance. These factors were facility, information- attractiveness, performance- antiquity, timing- informing, interaction- escape and excitement. Internal consistency of final edition research questionnaire was .89. Result of hypotheses showed that all of 3 football, basketball and volleyball spectators groups have significant differences in mentioned factors except facility and timing- informing factors. Result of this research displayed that mean of factors affecting football basketball and volleyball spectators` attendance are different among them and also in priority of them. 

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The present study explored the justice with job satisfaction and organizational commitment relationship between perception of organizational using a field sample. In the case, three questionnaires of organizational justice by Rego and Cunha (2006), job satisfaction by Gannon (Moghimi, 1385) and organizational commitment by Steers et al (Moghimi, 1385) are used. Validity and reliability confirmed (Organizational justice &alpha=0.92, Job satisfaction &alpha=0.96, Organizational commitment &alpha=0.70). Sample for the present study consisted of 118 experts working in the physical education organization of Iran. In this research descriptive statistics, coefficient of correlation and regression are used. Results show that among the subscales of organizational justice of I.R.I physical education organization the minimum score is for subscales of rewards distribution Justice (M=10.67± 5/07) and the maximum score for subscales of interpersonal Justice (M=10.45± 2/61) (according to their maximum scores). Totally in this organization, organizational justice isn't in a proper situation (M=44/62± 11/97 out of maximum score of 85). But variables of job satisfaction and organizational commitment relatively are in a proper situation. The results of research show that job satisfaction was significantly related to organizational commitment. Also Regression analysis of the obtained data indicated that organizational justice was significantly related to job satisfaction whereas Organizational justice was not found to be related significantly with organizational commitment. Through path analysis, job satisfaction and organizational justice was significantly related to Organizational commitment.

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The objective of this study was to survey the relationship among coaching behavior, achievement motivation and team players performance of Iranian Handball pro-league. In this regard the coaching behavior questionnaire (CBQ) of Martin and Barens (1999) and sport attitude inspection questioners of  Willis (SAI) (1980) was used for survey of achievement motivation. Reliability of research tools after a fundamental survey by using Cronbach's alpha test (Questionnaire of Coaching Behavior, &alpha=0.74 and Sport Attitude Questionnaire, &alpha=0.74) was obtained. Statistical population of this study comprised of present players in Men Handball Pro-league in 1389-90.considering 14 players for each team, 168 players were chosen as a sample population. For the analyzes of the data descriptive statistic (average, standard deviation, tables and displays) and inferential statistic (Cronbach's alpha, for the test of inter homogeneity of questionnaire, confirmatory factor analyses for assessment of tools validity for gathering data, structural equation modeling in order to test the suggested approaches as well as test of theories) were used. The results revealed that there is meaningful relationship between positive reaction and achievement motivation among players. Also findings showed that there was a negative and meaningful relationship between negative reaction and achievement motivation. No meaningful relation was observed between positive, negative and natural behavior of coaching with team performance. Results showed there was a meaningful relation between natural behavior and achievement motivation. Also the relation between achievement motivation and team performance turn out to be meaningful. So due to research findings, programming seems to be important for coaching acknowledgements toward the effectiveness of team performanc

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The purpose of this study was to investigate the relationship among servant leadership, team effectiveness, and team performance of the Iranian men's volleyball pro-league teams. Descriptive co-relational used as a research design. The statistical sample included players (n=173) and assistant coaches (n=66) from 15 teams. The data collected were gathered using two instruments: (a) The Organizational Leadership Assessment for Sports Teams that adjusted by researcher from The Organizational Leadership Assessment (Laub, 1999), (b) Team Excellence Survey (Larson & LaFasto, 1989). By conducting a confirmatory factor analysis (CFA), all agent factors of two instruments were identified. Pearson, and Spearman correlation, t-test, simple, and multiple regressions were used for data analyzing. The results showed that players' perceptions of servant leadership were moderate and assistant coaches' perceptions of servant leadership were excellent. There was a statistically significant and positive correlation among servant leadership, team effectiveness, and team performance. In addition, servant leadership was a significant predictor for team effectiveness and team performance. The results of this study supported the application of servant leadership in professional sports.

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The purpose of this study was relationship between employee's readiness and effectiveness of sport federations. Population in this study were employees included of expertise , federation committee chiefs and vise chiefs federations committee , n=288 that were completed ( Employee- Readiness questionnaire and employees Effectiveness  questionnaire .Reliability of each scale was tested : Employee readiness Cronbach's alpha =0/80 and  employees effectiveness Cronbach's alpha=0/75 . Pearson correlation coefficient and hierarchical multiple regression analyses were performed on data from employees. The results indicated employee readiness was relatively high level. Willingness readiness was slightly higher than ability. There was a positive correlation between employee readiness components (willingness and ability) and employee effectiveness components (job performance, Job satisfaction, job stress, intend to stay) r=0/24. There was a positive correlation between employee's willingness and ability with job performance and Job satisfaction p<0/01 and no was correlation with job stress and intent to stay. Hierarchical multiple regression analyses revealed that employee ability was better predictor for employees job performance and employee willingness was better predictor for employees job satisfaction. The general conclusion from this study showed that there is a positive relationship between  employees ‘readiness with effectiveness and readiness from components, ability with job performance and  willingness  with job satisfaction  have relationship.