Conflict in volunteer sporting organisations
Conflict in volunteer sporting organisations
A number of recent articles have suggested that dealing with conflict within an organisation is one of the most important and time-consuming tasks of management. Conflict disrupts the normal operations of an organisation and can lead to breakdown in relationships between workers. This breakdown can lead to lower performance, commitment, satisfaction, and turnover, which can ultimately influence organisational effectiveness and profits. However, conflict if managed well can also result in creativity, innovation, and an enhanced operating environment, as individuals strive to work together. Robbins (2006) suggests that there are there three types of conflict namely, interpersonal conflict, which arises from personality and value differences; task conflict, that is the result of conflicting task demands for scant resources; and, communication conflict which is the result of poor communication processes. Each type of conflict has the potential to affect an organisation in a variety of ways and therefore require different management strategies. Voluntary sporting organisations (VSO) are not exempt from the prevalence of conflict. Auld (1994), for example, remarked that as sporting organisations become more professionalised volunteers become unable to distinguish their role, where they have expertise and are uncertain about the division of responsibilities. Schulz (2006) explored these ideas in more detail. His research revealed that volunteers and paid staff within VSOs often have different views on the function and management of the organisation. Similarly, Amis, Slack, and Berrett (1995) suggested that VSOs, “…exhibit characteristics that render them significantly more susceptible to conflict than other organisations (p.1)”. They argued that the low level of formalisation and lack of resources directly contribute to conflict. Verhoeven et al (1999) had similar findings in their study of Flemish VSOs. The aim of the present study was to provide a preliminary exploration of conflict within VSOs in the United Kingdom and in particular examine the relationship between the various types of conflict and key organisational behavioural variables such as commitment and satisfaction.
185-186
Schulz, John
a587472f-dde4-42fb-bc32-08d208d7fdf7
2007
Schulz, John
a587472f-dde4-42fb-bc32-08d208d7fdf7
Schulz, John
(2007)
Conflict in volunteer sporting organisations.
European Association for Sport Management Conference, Turin, Italy.
11 - 15 Sep 2007.
.
Record type:
Conference or Workshop Item
(Paper)
Abstract
A number of recent articles have suggested that dealing with conflict within an organisation is one of the most important and time-consuming tasks of management. Conflict disrupts the normal operations of an organisation and can lead to breakdown in relationships between workers. This breakdown can lead to lower performance, commitment, satisfaction, and turnover, which can ultimately influence organisational effectiveness and profits. However, conflict if managed well can also result in creativity, innovation, and an enhanced operating environment, as individuals strive to work together. Robbins (2006) suggests that there are there three types of conflict namely, interpersonal conflict, which arises from personality and value differences; task conflict, that is the result of conflicting task demands for scant resources; and, communication conflict which is the result of poor communication processes. Each type of conflict has the potential to affect an organisation in a variety of ways and therefore require different management strategies. Voluntary sporting organisations (VSO) are not exempt from the prevalence of conflict. Auld (1994), for example, remarked that as sporting organisations become more professionalised volunteers become unable to distinguish their role, where they have expertise and are uncertain about the division of responsibilities. Schulz (2006) explored these ideas in more detail. His research revealed that volunteers and paid staff within VSOs often have different views on the function and management of the organisation. Similarly, Amis, Slack, and Berrett (1995) suggested that VSOs, “…exhibit characteristics that render them significantly more susceptible to conflict than other organisations (p.1)”. They argued that the low level of formalisation and lack of resources directly contribute to conflict. Verhoeven et al (1999) had similar findings in their study of Flemish VSOs. The aim of the present study was to provide a preliminary exploration of conflict within VSOs in the United Kingdom and in particular examine the relationship between the various types of conflict and key organisational behavioural variables such as commitment and satisfaction.
This record has no associated files available for download.
More information
Published date: 2007
Venue - Dates:
European Association for Sport Management Conference, Turin, Italy, 2007-09-11 - 2007-09-15
Identifiers
Local EPrints ID: 63047
URI: http://eprints.soton.ac.uk/id/eprint/63047
PURE UUID: 666b110c-4506-46dd-9b92-9db919310ed3
Catalogue record
Date deposited: 10 Sep 2008
Last modified: 11 Dec 2021 18:10
Export record
Download statistics
Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.
View more statistics