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Showing 2 results for Peymanfar

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 Mohamad Hasan Peymanfar,
Volume 12, Issue 23 (9-2022)

Faculty of Physical Education and Sports Sciences of Kharazmi University is the first and oldest center of higher education in the Iranian sports industry. Therefore, being a leader in moving towards fourth generation universities can be a model for other faculties across the country. To this end, the present study has reviewed and analyzed strategically in this field using the new three-branch model TOPSIS-SWOT-FIFs and presented related strategies on the Vision of 2025. In the strategic studies section, experts in the field of sports sciences as members of the strategic council (11 people), and in the quantitative section, all faculty members and staffs (40 people) formed the present research community. The findings of the present study are the result of the efforts of more than 100 people-hours of the research community and include 14 macro strategies and 65 strategic actions in 4 axes of growth and development. In this regard, it seems that in order to be a leader in the fourth generation universities and also to achieve its mission, the development of an executive model of strategies can be the first step to achieve the developed vision.

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