O director desportivo nas organizações do futebol em Portugal: caracterização da actividade dos gestores de desporto nos clubes de futebol profissional e não profissional
Ficheiros
Data
2006
Autores
Maçãs, Victor Manuel de Oliveira
Título da revista
ISSN da revista
Título do Volume
Editora
Resumo
Actualmente, o futebol implica jogo e negócio. O director desportivo (DD) deve estar apto a equacionar e gerir a complexidade destes dois universos nas organizações do futebol (OF) profissional e não profissional. Daí a importância estratégica deste activo na direcção executiva: o seu capital humano será fulcral na competitividade e desenvolvimento sustentável das OF, no futuro.
Assim, o objectivo principal deste estudo foi a caracterização da actividade dos DD nas OF profissional e não profissional, em Portugal, nomeadamente através da caracterização das OF, da identificação do perfil e da natureza das actividades de gestão, desenvolvidas pelos DD, numa visão dinâmica e prospectiva da sua intervenção profissional na era do conhecimento.
Concebemos um modelo de análise para responder aos problemas e objectivos do estudo. A amostra utilizada incidiu em 69 OF em Portugal (21 da I Liga; 18 da Liga de Honra; 30 da 2ª Divisão B), sendo possível retirar informação relativa a 124 DD (68 do futebol profissional e 56 do futebol não profissional; 63 DD de topo e 61 DD intermédios). A recolha dos dados foi realizada através da aplicação das técnicas: análise documental, entrevistas e questionário. O questionário relativo à percepção da importância, tempo gasto e distribuição da responsabilidade, nas diferentes actividades de gestão dos DD, foi adaptado e desenvolvido, a partir do questionário de Danylchuk e Chelladurai (1999). O tratamento dos dados foi possível através do seu registo e codificação para o software SPSS, para posterior aplicação dos procedimentos estatísticos, com base na análise estatística descritiva (distribuição de frequências, medidas de tendência central e de dispersão) inferencial (testes de Mann-Whitney e Kuskal-Wallis) e análise de conteúdo.
Através dos resultados do estudo é possível caracterizar as OF em Portugal (dados gerais, recursos humanos e materiais), o perfil dos DD em cargos executivos (DD de topo e intermédios; futebol profissional e não profissional) e a percepção dos DD (importância, tempo gasto e distribuição de responsabilidade), relativa às actividades de gestão desenvolvidas nas OF.
A gestão financeira, desenvolvimento de receitas, liderança, assuntos dos jogadores e definir staff foram percepcionadas como as actividades mais importantes, em oposição às actividades de rotina, ligação, recolha e disseminação de informação. Verificámos uma associação positiva e significativa entre a importância e o tempo gasto, relativa às actividades de gestão. As responsabilidades dos DDtop e DDint revelaram-se complementares (elevada associação significativa e negativa).
No futebol profissional e não profissional, a importância das actividades de gestão foi percepcionadade forma semelhante, ao contrário da percepção relativa ao tempo gasto.
O capital humano dos DD é um activo intangível, fundamental na competitividade das OF. Assim sendo, o DD será uma nova profissão cuja importância é decisiva na melhoria do funcionamento das OF, bem como na definição das suas estratégias, políticas e missões.
Currently, soccer implies game and business. The sport manager (SM) has to be apt to equate and to manage the complexity of these two universes in professional and non-professional soccer organizations (SO). The point out the strategic importance of this asset in executive board, the human capital will be extremely important in the competitiveness and sustainable development of SO, in the future. Thus, the main objective of this study is the characterization of the activity of the SM in the professional and non-professional SO, in Portugal, nominated through the SO characterization; the profile identification and the activities nature of the SO management, developed for the SM, in a dynamic and prospective vision of its professional intervention in the knowledge era. We have conceived an analysis model to answer to study problems and objectives. The sample composed by 69 SO in Portugal (21 SO the first league; 18 SO second league; 30 SO third league), able us to obtain relative information concerning124 SM (68 of professional soccer and 56 of the non-professional soccer; 63 top SM and 61 intermediate SM). The data retrieve was carried through the application of following techniques: documentary analysis, interviews and questionnaire. The questionnaire concerning the importance perception, time taken, responsibility distribution, by the different activities of management of the SM, was adapted and developed, from the questionnaire of anylchuk and Chelladurai (1999). The data treatment was possible through its register and codification on the software SPSS, and posterior application of statistical procedures, based on the descriptive statistics analysis (frequency distribution, measures of central trend and dispersion) inferential (tests of Mann-Whitney and Kruskal-Wallis) and content analysis. Through study results it is possible to characterize the SO in Portugal (general data, human resources, financial resources and facilities), the SM profile in executive positions (top SM and intermediate SM; professional and non-professional soccer) and the perception of the SM (importance, time taken and responsibility distribution), relative to the development of management activities in the SO. The financial management, revenue generation, leadership, Athlete Affairs and staffing had been considered as the most important activities, in opposition to routine activities, liaison, information seeking and dissemination. We had confirmed a positive and significant association between the importance and time taken, in management activities. The DDtop and DDint responsibility had shown complementary (high significant and negative association). In professional and non-professional soccer the importance of management activities was considered similar in contrast to time taken activities. The SM human capital is intangible, essential to competitiveness of the SO. Thus, the SM will be a new profession whose importance is decisive in the SO improvement performance, as well as in the definition of its strategies, politics and missions.
Actuellement, le football implique jeu et business. Le directeur sportif (DS) doit être apte à équilibrer et administrer la complexité de ceux-ci deux univers dans les organisations du football (OF) professionnel et non professionnel. L'importance stratégique de cet actif, dans la direction exécutive: son capital humain sera central dans la compétitivité et dans le développement soutenable des OF, à l'avenir. Ainsi, l'objectif principal de cette étude a été la caractérisation de l'activité de DS dans les OF professionnels et non professionnels, au Portugal, notamment à travers la caractérisation des OF, du profil et de la nature des activités de gestion, développées par DS, dans une vision dynamique et prospective de son intervention professionnelle dans l'ère de la connaissance. Nous concevons un modèle d'analyse pour répondre aux problèmes et aux objectifs de l'étude. L'échantillon utilisé est arrivé à 69 OF du Portugal (21 de l'I Ligue ; 18 de la Ligue d'Honneur ; 30 de la 2ème Division B), étant possible d'enlever informations concernant 124 DS (68 du football professionnel et 56 du football non professionnel ; 63 DS de dessus et 61 DS intermédiaire). La collecte des data a été réalisée à travers l'application des techniques : analyse documentaire, entrevues et questionnaire. Le questionnaire concernant la perception de l'importance, du temps usé et de la distribution de la responsabilité, dans les différentes activités de gestion de DS, a été adaptée et développé, sur le questionnaire de Danylchuk et de Chelladurai (1999). Le traitement des dones a été possible à travers son registre et codification pour le logiciel SPSS, pour la postérieure application des procédures statistiques, sur base de l'analyse statistique descriptive (distribution de fréquences, mesures de tendance centrale et de dispersion), statistique non paramétrique (Test Mann-Whitney et Test Kuskal-Wallis) et de l'analyse de contenu. À travers les résultats de l'étude c'est possible caractériser les OF en Portugal (donnés des généraux, ressources humaines et matérielles), le profil du DS en positions exécutives (DStop et DSint; football professionnel et non professionnel) et la perception du DS (importance, temps usé et distribution de responsabilité), concernant les activités de gestion développées dans OF. La gestion financière, le développement de recettes, la direction, les sujets de joueurs et définir le staff ont été perceptionés comme les activités le plus important, dans opposition aux activités de routine, de liaison, de collecte et de dissémination d'informations. Nous vérifions une association positive et significative entre l'importance et le temps usé, concernant les activités de gestion. Les responsabilités du DStop et de DSint sont révélées de forme complémentaire (élevée association significative et négative). L'importance des activités de gestion a été percepcioné de forme semblable, au contraire de la perception concernant le temps usé, dans le football professionnel et non professionnel. Le capital humain de DS est un actif intangible, fondamental dans la compétitivité des OF. Ainsi en étant, DS sera une nouvelle profession dont l'importance est décisive dans l'amélioration du fonctionnement des OF, ainsi que dans la définition de leurs stratégies, politiques et missions.
Currently, soccer implies game and business. The sport manager (SM) has to be apt to equate and to manage the complexity of these two universes in professional and non-professional soccer organizations (SO). The point out the strategic importance of this asset in executive board, the human capital will be extremely important in the competitiveness and sustainable development of SO, in the future. Thus, the main objective of this study is the characterization of the activity of the SM in the professional and non-professional SO, in Portugal, nominated through the SO characterization; the profile identification and the activities nature of the SO management, developed for the SM, in a dynamic and prospective vision of its professional intervention in the knowledge era. We have conceived an analysis model to answer to study problems and objectives. The sample composed by 69 SO in Portugal (21 SO the first league; 18 SO second league; 30 SO third league), able us to obtain relative information concerning124 SM (68 of professional soccer and 56 of the non-professional soccer; 63 top SM and 61 intermediate SM). The data retrieve was carried through the application of following techniques: documentary analysis, interviews and questionnaire. The questionnaire concerning the importance perception, time taken, responsibility distribution, by the different activities of management of the SM, was adapted and developed, from the questionnaire of anylchuk and Chelladurai (1999). The data treatment was possible through its register and codification on the software SPSS, and posterior application of statistical procedures, based on the descriptive statistics analysis (frequency distribution, measures of central trend and dispersion) inferential (tests of Mann-Whitney and Kruskal-Wallis) and content analysis. Through study results it is possible to characterize the SO in Portugal (general data, human resources, financial resources and facilities), the SM profile in executive positions (top SM and intermediate SM; professional and non-professional soccer) and the perception of the SM (importance, time taken and responsibility distribution), relative to the development of management activities in the SO. The financial management, revenue generation, leadership, Athlete Affairs and staffing had been considered as the most important activities, in opposition to routine activities, liaison, information seeking and dissemination. We had confirmed a positive and significant association between the importance and time taken, in management activities. The DDtop and DDint responsibility had shown complementary (high significant and negative association). In professional and non-professional soccer the importance of management activities was considered similar in contrast to time taken activities. The SM human capital is intangible, essential to competitiveness of the SO. Thus, the SM will be a new profession whose importance is decisive in the SO improvement performance, as well as in the definition of its strategies, politics and missions.
Actuellement, le football implique jeu et business. Le directeur sportif (DS) doit être apte à équilibrer et administrer la complexité de ceux-ci deux univers dans les organisations du football (OF) professionnel et non professionnel. L'importance stratégique de cet actif, dans la direction exécutive: son capital humain sera central dans la compétitivité et dans le développement soutenable des OF, à l'avenir. Ainsi, l'objectif principal de cette étude a été la caractérisation de l'activité de DS dans les OF professionnels et non professionnels, au Portugal, notamment à travers la caractérisation des OF, du profil et de la nature des activités de gestion, développées par DS, dans une vision dynamique et prospective de son intervention professionnelle dans l'ère de la connaissance. Nous concevons un modèle d'analyse pour répondre aux problèmes et aux objectifs de l'étude. L'échantillon utilisé est arrivé à 69 OF du Portugal (21 de l'I Ligue ; 18 de la Ligue d'Honneur ; 30 de la 2ème Division B), étant possible d'enlever informations concernant 124 DS (68 du football professionnel et 56 du football non professionnel ; 63 DS de dessus et 61 DS intermédiaire). La collecte des data a été réalisée à travers l'application des techniques : analyse documentaire, entrevues et questionnaire. Le questionnaire concernant la perception de l'importance, du temps usé et de la distribution de la responsabilité, dans les différentes activités de gestion de DS, a été adaptée et développé, sur le questionnaire de Danylchuk et de Chelladurai (1999). Le traitement des dones a été possible à travers son registre et codification pour le logiciel SPSS, pour la postérieure application des procédures statistiques, sur base de l'analyse statistique descriptive (distribution de fréquences, mesures de tendance centrale et de dispersion), statistique non paramétrique (Test Mann-Whitney et Test Kuskal-Wallis) et de l'analyse de contenu. À travers les résultats de l'étude c'est possible caractériser les OF en Portugal (donnés des généraux, ressources humaines et matérielles), le profil du DS en positions exécutives (DStop et DSint; football professionnel et non professionnel) et la perception du DS (importance, temps usé et distribution de responsabilité), concernant les activités de gestion développées dans OF. La gestion financière, le développement de recettes, la direction, les sujets de joueurs et définir le staff ont été perceptionés comme les activités le plus important, dans opposition aux activités de routine, de liaison, de collecte et de dissémination d'informations. Nous vérifions une association positive et significative entre l'importance et le temps usé, concernant les activités de gestion. Les responsabilités du DStop et de DSint sont révélées de forme complémentaire (élevée association significative et négative). L'importance des activités de gestion a été percepcioné de forme semblable, au contraire de la perception concernant le temps usé, dans le football professionnel et non professionnel. Le capital humain de DS est un actif intangible, fondamental dans la compétitivité des OF. Ainsi en étant, DS sera une nouvelle profession dont l'importance est décisive dans l'amélioration du fonctionnement des OF, ainsi que dans la définition de leurs stratégies, politiques et missions.
Descrição
Tese de Doutoramento em Educação Física e Desporto
Palavras-chave
Organizações desportivas , Recursos humanos , Clubes desportivos de futebol , Dirigente desportivo , Gestão do Futebol , Gestor do Futebol , Perfil Profissional , Gestão do Conhecimento , Sport Manager , Soccer Organizations , Soccer Management , Soccer Manager , Professional Profile , Knowledge Management