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Showing 4 results for Hamidi

Mohsen Behnam, Mehrzad Hamidi, Hamid Reza Ahmadi, Hossein Bakhshandeh,
Volume 2, Issue 4 (12-2012)

This research aims to determination effect of changing coach on team’s performance in the Iran’s Football Pro-League during season. The method applied in this research is causal-comparative. The participants in this research were all the 54 teams in Iran’s pro league during three seasons (2008-09, 2009-10, 2010-11) and 30 teams which changed coaches were chosen as a sample. Variance analysis results showed that changing coach had no effect on team’s performance in none of 1, 2, 4, 8, 10, 12, 16, 18, 20 games before and after changing coach (p<0.05). Changing coach in short term had a few effect, and had no effect in long term on team performance (p<0.05). It seems that changing coach is not the only option to improve team’s performance. Other elements like player’s motivation, on time salary reception, rewards, player’s quality, referee’s quality and etc. can affect team’s performance.
Alireza Elahi, Mehrzad Hamidi, Mohammad Hasan Peymanfar,
Volume 3, Issue 6 (12-2013)

The aim of this study was to rank and analyze the barriers to implementing strategies in the sports system. For this purpose Analytical Hierarchy Process was used. Participants in this study compromised experts and scholars who were familiar with the strategic management in the formulation or implementation of the strategies involved in the sport (n =21). in order to provide couples with the scale AHP and confirm its validity by 6 experts. The weighting and ranking of barriers were identified by the Expert Choice software. Expert Choice software output analysis showed that the barriers to transition strategies with weighted (307/0) is the most important components in advancing the sport implementation strategies. Results also showed that at level 3 hierarchical tree, the lack of meritocracy in sports management (weight 284/0), the most important part of the infrastructure, the lack of attention to executive function of strategic plans in formulation stage (Idealist program) (weight 228/0), The main obstacle to the formulation of strategies, the commitment and belief of the few managers to implement strategies (weight 32/0), the main obstacle to the implementation of transition strategies neglect strategies in implementation in allocation of budget funds (weight 229/0),  The main obstacle is the strategies implementation stage. The findings of this study can be a source of solutions for strategic programs formulators and performers in the sports organizations.
Dr Mehrzad Hamidi, Mrs Zahar Taslimi, Dr Reza Andam,
Volume 5, Issue 10 (12-2015)

 In this article, has been tried identifying and prioritizing Effective factors on recruiting volunteers in sport for all in Islamic Republic of Iran. The method of this study was descriptive-correlation. The statistical populations were the managers of sport for all federation, experts of administration of physical education and faculty members. The researcher-made questionnaire consist of 25 variable was used to collecting the data that its validity and reliability was confirmed by factor analyzed method (IFA & CFA). Freidman test (p ≤ 0.05) was elected to hypothesis testing. Twenty one variables were selected and classified into five categories “volunteers committee, marketing, informing, general advertising and personal advertising”. A five-point Likert scale was used to determine items significance. The results showed that the most important variable was “informing by teachers about the importance of sport for all and volunteerism (4.32±0.80; mean±SD)” and the least important variable was “sending massage to people’s mail box (3.76±0.93)”. So, managers should find potential volunteer resources and recruit them to complete their human resources by informing, advertising and marketing

Mr Mohammad Hasan Abdolahi, Dr Mehrzad Hamidi, Dr Najaf Aghei, Dr Mohamad Khabiri,
Volume 8, Issue 16 (12-2018)

The purpose of this research was to formulate and prioritize Foolad Mahan club strategies based on a comprehensive strategy model. The method of This study was applied- descriptive and because of the limited statistical population with size 76, the population census was used. Survey instruments were library studies, open and closed questionnaires with qualitative interviews and strategic meetings. Required data were obtained by comparative studies, examination of the existing documents, upstream laws and regulations, previous programs club and feedback from stakeholders and experts. 5 strengths, 6 weaknesses,6 opportunities and 4 threats were resulted from the strategic council meetings club. Also the results for Internal factors and external factors were 23/2 and 62/2 consequently. So, the club was placed in the position of conservative strategies. Finally, by all strategies in table SWOT, 11 strategies were formulated which placed in matrix QSPM. It was clear that the most important club strategies were development revenue and income sources club, development of club branches as well as capacity development, and optimal use of the cooperation of national and provincial institutions.

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