Organizational Structure and its Relationship with the Administrative and Technical Performance of the University of Kirkuk’s Student Activities
Department.
Assist. Pro. Dr. Mohammed Ahmed Saber
College of Physical Education and Sports Science / University of Kirkuk [email protected]
Abstract
The study aims to identify the reality of the organizational structure, administrative and technical performance, and the relationship between the organizational structure and the administrative and technical performance of the Student Activities Department inthe Collages of Physical Education and Sports Sciences at the University of Kirkuk (henceforth SAD-COPE-UOK). The researcher used a descriptive approach (survey) for this purpose.The sample was selected intentionally represented by the head and members of the (SAD-COPE-UOK) using a comprehensive inventory method. The study population consisted of (43) individuals—thus, the total number of participants in the basic sample was (43), representing (100%) of the study population. The study was implemented from 1/10/2018 to 1/12/2019.The most important results of the study were the deficiencies in the organizational structure of the (SAD-UOK), which showed that there is a strong positive (significant) relationship between the organizational structure and the administrative and technical performance of the student activities department.One of the most important recommendations of this study is to develop an organizational structure of the (SAD) by defining the terms of reference and responsibilities and giving employees more power to make important decisions. Conducting similar studies on the organizational structure and its relationship with administrative and technical performance in Iraqi universities is also recommended.
1- Research introduction and importance
Administration is an important science in many areas of life and has become increasingly important in peoples’ lives. It has emerged as an important means of organizing the efforts of individuals and exchanging benefits. Administration is practiced today at the organizational level in various fields. It is a practice that must be present in any facility or company—whether industrial, commercial, or service—and in all institutions. It also contributes to developingpeoples’
wealth and achieving success for any institution.
The success of any institution depends on creating a suitable work environment as well as achieving high degrees of harmonization between its organizational structure and its goals. The efficiency of the workers and the financial resources also play an important role. Without an appropriate organizational structure based on scientific research, the organizational process becomeschaotic (6: 125).The design of the organizational structure and the definitions of organizational specialization and of employees’ tasks should be based on an approach that has been determined according to discussions with organization leaders and employees.This is done by conductingin-depth interviews with members of senior management, officials, and employees of the organization and discussingthe work performed in the organization,as well as possibilitiesforimprovement(9:122).
The university is a service institution that works to achieve its goals to serve the community. It does this by achieving high levels of administrative and technical performance for its employees at various administrative and technical levels, taking care of them and treating them as important human resources, and helping them develop their capabilities and exploiting their energy and creativity.
The present study’s importance lies in the necessity of applying organizational structures of all kinds according to the needs of the institution for improving the performance of workers.
The sports institution’s organizational structure is defined as the organizational roles and relations between them in terms of the communication, authority, workflow, responsibility, organizational units, specialization, vertical and horizontal relations, analysis, and management related to both formal and informal organizations.The organizational structure uses an organizational map that shows the relationshipsamong departments and the different administrative levels, as well as the line authority (125: 6).
This encouraged the researcher to address the study problem related to the organizational chart and its relationship with administrative and technical performance. The researcher tackles this problem by identifying the insufficiency in its structurebecause the number of employees in the student activities department is not commensurate with the size of the tasks and tasks assigned to them.
Moreover, their tasks and work are not determined according to the organizational structureof the (SAD-UOK).
This is confirmed in the studiesof Moataz Mustafa Abdel-Gawad (2004) (10), Karim Muhammad al-Hakim (2005) (7), and Muhammad Ibrahim Sharafi (2007) (8), who showed that there are obstacles that prevent effective organizing in various sports institutions (the Egyptian Badminton Federation,The General Administration of Youth Care at Alexandria University,and the Supreme Council of Universities).Such previous research has emphasized that there is no specific organizationalstructureshared by departments, branches, and tasks for each job level. Previous research has also described the developmentof the organizational structures of various sports institutions by defining specializations and responsibilities.
The present study aims to identify the state of organizational structure and administrative and technical performance in the (SAD-UOK)It also examines the relationship between the organizational chart and the administrative and technical performance of this department.
2-Research methodology: The researcher used a descriptive approach (survey method), owing to its suitability to the nature of the present research.
Research sample and community
The sample was selected intentionallyrepresented by the head and members of the ( SAD-COPE- UOK) using a comprehensive inventory method. The study sample comprised (43) individuals representing (100%) of the total study community. The pilot study sample consisted of (15) individuals who were randomly tested from outside the study community.
Sources of data and information collecting
The researcher designed the questionnaire based on the following procedures:
- The scientific references and the results of previous studies related to the research topic in the field of sports management and administration were assessed.
- The two axes of the questionnaire form were developed and presented to a group of experts and academics, totaling (5) experts with experience in the field of sports management, which were totally approved.
- The questionnaire form dealing with the two sections of the study was prepared. The first axis dealt with the organizational structure, and the second dealt with performance and included administrative and technical performance.
In total, (63) formparagraphswere distributed among the two axes of the study. Table (1) shows
Table (1).Form paragraphs
Items
fo .oN
Field Axis
24 organizational structure
organizational structure
20 administrative
performance
19 Technical
63 Total number
First:validity
a-Face validity:The questionnaire form, with all its contents (axes andparagraphs), was validated by (5) experts in the field of sports management.
b-Internal consistency:The validity of the internal consistency (the correlation coefficient) was used to indicate the homogeneity of the axes and their related paragraphs. Table (2) shows the
correlation coefficient for each paragraph with the total number of axes to which it belongs.
Table (2). Correlation coefficients between paragraph degrees and the degreesof the axes to which they belong (n=15)
The questionnaire form axes
Second axes First axes
correlation coefficient
paragraph
correlation coefficient
paragraph
correlation coefficient
i paragraph
correlation coefficient
Paragraph
correlation coefficient
paragraph
correlation coefficient
paragraph
correlation coefficient
paragraph
0.639 55
0.697 45
0.750 35
0.716 25
0.701 21
0.577 11
0.781 1
0.771 56
0.591 46
0.943 36
0.669 26
0.983 22
0.667 12
0.921 2
0.634 57
0.716 47
0.929 37
0.716 27
0.618 23
0.753 13
0.884 3
0.640 58
0.737 48
0.969 38
0827 28
0.702 24
0.640 14
0.757 4
0.618 59
0.640 49
0.952 39
0.652 29
0.759 15
0.807 5
0.985 60
0.627 50
0.952 40
0.966 30
0.637 16
0.806 6
0.817 61
0.859 51
0.692 41
0.807 31
0.540 17
0.653 7
0.618 62
0.819 52
0.724 42
0.750 32
0.819 18
0.738 8
0.702 63
0.789 53
0.640 43
0.620 33
0.577 19
0.807 9
0.634 54
0.704 44
0.630 34
0.831 20
0.829 10
0.497 sig. At 0.05=
Table (2) shows that paragraph correlation coefficientsranged between (0.5770) and(0.969). These
valuesare significant at the level of 0.05, which confirms that the paragraphs belong to each axis.
Table (3)
Correlationcoefficients between axes and questionnaire total degree (n =15)
Correlation coefficient Section
No.
0.921
Organizational structure 1
0.891 The administrative and technical performance
2
Table (3) shows that the correlation coefficient ranged between (0.891)and(0.921), confirming significance at the level of 0.05 and indicating a high level of correlation between axes.
Forth: Questionnaire internal consistency:
To measure the internal consistency of the questionnaire’s performance, the researcher used Cronbach’s alpha to ensure the stability of the study’s performance on anexploratory sample consisting of (15) participants outside the study sample. The table shows the parameters of the form’s stability parameters.
Table (4). Cronbach’s alpha coefficient for all questionnaire form sections (n=15)
Fifth: The Questionnaire Form Application:
The researcher applied the questionnaire form to the study sample, which contained (43)people.The researcher distributed the forms and processed the data statistically after the questionnaireswere completed.
- Presenting and discussing the results: 3
Table (5). Arithmetic mean, standard deviation, and levels of organizational structure and administrative and technical performance
Level Standard
deviation Arithmetic
mean axes 1 : organizational structure
medium 0.42
1.76 There is an organizational structure for the (SAD).
1
medium 0.45
1.72 The organizational structure of the(SAD) defines the lines of authority and responsibility.
2
medium 0.45
1.72 The organizational structure helps define the specializations and responsibilities.
3
medium 0.47
1.67 The organizational structure takes into account the human capabilities in the Sport University Department
4
medium 0.55
1.72 The (SAD) suffers from having few employees.
5
medium 0.51
1.69 The organizational structurehas three administrative levels.
6
medium 0.72
1.72 The organizational structure corresponds with the actual division of jobs in the(SAD).
7
Cronbach’s alpha coefficient
No. of paragr aphs Axes
No.
0.83 24
Organizational structure 1
0.80 39
Administrative and technical performance 2
medium 0.44
1.73 The organizational structure of the (SAD)is shown on a closed organization chart.
8
medium 0.48
1.65 Jobs are divided in a way that ensures the achievement of the objectives of the (SAD).
9
medium 0.44
1.74 Tasks and jobs are distributed in a way that ensures optimal employment for the staff of the (SAD.)
10
medium 0.46
1.69 The tasks and jobs of employees are specific and clear to all.
11
medium 0.46
1.69 The number of employees in the (SAD)corresponds with the size of the tasks assigned to them.
12
medium 0.46
1.69 The distribution of required tasks corresponds with the capabilities of the (SAD) staff.
13
medium 0.46
1.69 There is equity in the division of tasks between(SAD) employees.
14
medium 0.46
1.69 The previous experiences of workers are taken into account when distributing tasks within the (SAD).
15
medium 0.46
1.69 The specific number of tasks should be available toemployees of the (SAD).
16
medium 0.55
1.72 Supervisors’tasks should be clear.
17
medium 0.44
1.74 The number of supervisors should correspond with the number of employees.
18
medium 0.44
1.74 There are many supervisors on the (SAD).
19
medium 0.44
1.74 The supervision method used helps to achieve the goals of the (SAD).
20
medium 0.45
1.72 Supervisors use their authority over the employees too much.
21
medium 0.45
1.72 The supervision method used promotes teamwork.
22
medium 0.50
1.72 The supervision method used promotes competition between workers.
23
Medium 0.44
1.74 The supervision method is appropriate to the type of work.
24
Level Standard
deviation Arithmetic
mean Axis 2: Administrative and technical performance
First: Administrative performance
Medium 0.63
1.97 Make a plan for the (SAD) in accordance with the ministry’s instructions.
25
Medium 0.61
2.00 Allow employees to list ideas for developing department work.
26
Medium 0.51
1.97 Follow up on all colleges’ activities.
27
Medium 0.55
2.13 Interested in forming committees to implement all plans.
28
Medium 0.67
2.02 Get someone to manage tasks when he is absent.
29
Medium 0.59
1.93 Organize records of student activities.
30
Medium 0.55
2.02 Organize the work of supervising committee activities.
31
Medium 0.63
2.06 The department’s employees know about the official correspondence.
32
Medium 0.55
1.97 The department makes a critical decision about problems.
33
Medium 0.52
1.90 Encourage the spirit of cooperation between employees.
34
Medium 0.55
1.93 Choose the most appropriate alternatives to solve problems.
35
Medium 0.58
1.88 Take responsibility for decisions.
36
Medium 0.54
1.88 Accept employees’ observations.
37
Medium 0.54
1.81 Encourage workers to do their work.
38
Medium 0.50
1.81 Supervise financial and accounting matters in the department.
39
Medium 0.53
1.83 Department employees participate in training courses.
40
Medium 0.63
1.93 Instruct the department’s employees to complete activitiesby specified dates.
41
Medium 0.46
1.86 Enhance the spirit of discipline among the department’s employees.
42
Medium 0.61
1.83 The department employees are encouraged to use self-evaluations.
43
Medium 0.50
1.72 Impose punishmentsfor negligence.
44
Level Standard
deviation Arithmetic
mean Second: Technical performance
Medium 0.53
2.11 Proficient in (SAD) goals.
45
Medium 0.49
2.25 Department employees participate in developing the department’s annual plan.
46
Medium 0.59
2.02 Proficient with modern and educational methods.
47
Medium 0.50
2.06 Helps workers improve their techniques in preparing plans for colleges.
48
Medium 0.46
2.02 Balances the administrative and technical aspects of activities.
49
Medium 0.50
1.93 Matches the department’s work requirements with employees’ interests.
50
Medium 0.58
2.11 Coordinates with college branches’ directors.
51
Medium 0.59
2.20 Adheres to implementing the rules in the department and its branches.
52
Medium 0.52
2.09 Promotes human relations between all workers.
53
Medium 0.54
2.11 Knows employees’ needs and personal circumstances.
54
Medium 0.50
2.06 Follows up onwhether work is completedat specific times.
55
Medium 0.52
2.09 Promotes creativity among the department’s employees.
56
Medium 0.51
2.02 Realizes that delegating tasks cultivates a sense of responsibility
57
Medium 0.48
1.95 The department’s employees discuss the results of the department’s activities
58
Medium 0.53
2.00 Appreciates the efforts of employees who are efficient in performing their work.
59
Medium 0.51
1.86 Holds courses for the department’s employees after evaluating them.
60
Medium 0.34
2.02 Evaluates the extent of the commitment of the department’s(and its branches’) employees to the department system.
61
Medium 0.36
1.90 Informs workers and students of the conditions that our country is going through.
62
Medium 0.51
1.97 Encourages workers to follow modern methods of activities.
63
Table (5) shows the values of the first axis (organization structure) arithmetic mean, which ranged between (1.76) and (1.65). Standard deviation ranged between (0.42) and (0.55).At a medium level, this indicates a deficiency in the administrative work in the (SAD).
This is confirmed by CHECHEN-SUE-HUI (2010),who showed the existence of deficiencies in the organizational structure andindeterminacyemployees’ specializations.
This corresponds with the work of Nazik Sunbul and Maha Al-Saghir (2006), who found that organizing involves determining the number of jobs and employees needed for the institution, determining the terms of specializations and tasks of the employees and the relationship between them, determining the departments and divisions that make the organizational structure of the institution in an organizational map and developing organizational work regulations (11:48).
Based on these results, the study hypothesizes the necessity of restructuring, updating, and developing the organizational structure of the (SAD-UOK). This includes setting up organizational regulations and defining the means of communication among the three administrative levels by defining specializations, responsibilities, tasks, and organizational committees.
As for the second axes,for the first part (i.e., administrative performance), the values of arithmetic mean ranged between (2.06) and (1.72), and the standard deviation ranged between (0.67) and(0.46).At the medium level, this indicated a lack of good administrative performance and some degree of interference in administrative work in the (SAD).
These resultscorroborate the results of LOEHR (2005) and LUMPKIM (2002), who indicated that leadership behavior affectsthe creation of appropriate administrative conditions for performance and achievement. (15: 22) (16: 37).
LEE & CHRIS (1995) (83) demonstrated that perfect administrationassumes responsibility and makesthe
right decisions, which is closely related to the extent of leadership skills.
JONES & GEORE (2003) indicate the necessity of the administrative ability to encourage and motivate individuals to achieve the goals of the organization and the group. They also mention the importance of the administrator’s ability to direct the efforts of individuals to achieve goalsbytaking advantage of personal relationships. (14:57).
Similar to this point, Atef Abdullah Al-Makkawi (2012) mentioned the importance of administrative leader’s abilitiesto link employees’ and the institution’s plans and future perceptions,promote positive forces in the facility, reduce negative aspects as much as possible, control and resolve work problems, resolve differences, and train and care for employees. This last aspect is especially important, as employees
are the most important resource of any institution sincethey consider the administrative leader as their role model (5:42).
The researcher believes that the administrative leader in the student activities department must have the capacity for creativity and the ability to complete the tasks by preparing annual plans describing the organization’s goals and activities.The leader must also strive to develop the perfect organization by placing the right people in the right positions and employing their capabilities wisely according to a scientific methodology.
For the second part:Regarding technical performance, the values of arithmetic means ranged between (2.25)and(1.86), and the standard deviation ranged between (0.59)and(0.34).At the medium level, this indicates a lack of technical performance due to interference among various administrative and technical
aspects and a lack of coordination amongthe administrative managers and the technicians in their works.
Atef Abdullah Al-Makkawi (2012) indicated that human skills are required at the administrative, technical, supervisory, and executive levels to foster a spirit of cooperation among the members of the group. Hence the leader’s ability to communicate with and listen to others so that he can transmit information, motivate, encourage, and understand them based on what he wants to accomplish (5:41).
Iman Nazih Hamed (2003) (1) also recommends that sports administrative leaders should have the ability to set strategic goals while observing the scientific criteria for these goals. They should also be able to set flexible administrative rules to explain the work, provided that it is written and with the participation of talented people.
The researcher believes that technical performance must have the capacity for creativity and the ability to do the work through careful planning that involves preparing annual plans that describe the goals and
activities that the student activities department will achieve.
Table (6). Coefficient correlation between organizational structureand administrative and technical performance
Variable Organizational structure Sig
Administrative performance 0.55 0.00 Sig.
Technical performance 0.68 0.00 Sig.
At level =
0.005
Table (6) shows a significant correlation between organizational structureand administrative and technical performance, with correlation values of (0.55) and (0.68), respectively, and a probability value of (0.00) for both performance types. This indicates that the more an organization adopts the organizational structure in which it clarifies the distribution of tasks, duties and responsibilities of the workers, the better the administrative and technical performance.
These results correspond with the results of Awara Saber Hamad (2014) (2), Abd al-Rahman Muhammad al-Tantawi (2012) (4),and Mark Leonard and DIETRICH EARNHART (13) that emphasized the importance of the organizational structure in sports institutions for the success of work and to increase the efficiency of employees.
Hussain Harim (2006) believes that an effective organizational structure helps organizations achieve their goals by creating harmony and coordination among various administrative units and activities. For him, it is important to define the activities and tasks to be carried out by the employees in order to avoid overlapping or duplication (3: 146-150).
Through the previous presentation, the researcher observes the importance of having an organizational structure based on workers’ specializations and defining the responsibilities of the (SAD).The most important thing in the structure is to determine the administrative sequence by setting appropriate criteria for choosing the organizational structure.
4- Conclusions and Recommendations:
a- Conclusions: This study showed a medium level of effectiveness of the organizational chart of the (SAD- UOK).This finding indicates a deficiency in the organizational structure of this department. The study showedaverage levels of administrative and technical performance. There are too many supervisors on
the(SAD).The resultsalso showed a strong, direct, and positive (moral) relationship between organizational structure and administrative and technical performance. Such a relationship indicates that the more appropriate the organizational structureadopted by a department, the better its administrative and technical performance.
b- Recommendations: The researcher recommends developingan effective organizational structurefor the (SAD) by determining the competencies and responsibilities of workers.Also, employees should be given more responsibility to make important decisions. Finally, the researcher recommends conducting similar studies on the relationship between organizational structure and the administrative and technical performance in other Iraqi universities and colleges.
References:
A- Arabic References:
1- Iman NH.Selecting leader'scriteria in youth centers in Cairo Governorate.Unpublished master’s thesis: Faculty of Physical Education, Cairo University; 2003.
2- Awara SH. Evaluation of organizational chart of swimming union of Kurdistan.Unpublished master’s thesis: College of Physical Education for Boys, Alexandria University; 2014.
3- Hussain H. Principles of modern management, theories and administrative processes (1sted.).Jordan: Dar Al-Hamid for Publishing; 2006.
4-Al-Tantawi AA-RM. A proposed organizational chart for managing health clubs in tourist villages.Unpublished master’s thesis: College of Physical Education for Boys, Alexandria University; 2012.
5-Atef AA-M.Administrative leadership (1sted.).Cairo: Medical institution for Publishing; 2012.
6-Al-LoozyM. Organization and work procedures (1sted.).Alexandria: Dar Wael for Publishing;2002.
.7-Karim MA-H.The administrative problems facing the Egyptian Badminton Federation.Unpublished master’sthesis: Faculty of Physical Education, Tanta University; 2005.
.8- Nasr MI. A proposed organizational chart foryouth care at supreme council of universities in Egypt.Unpublished master’s thesis: College of Physical Education for Girls, Alexandria University; 2007.
9- Bakr MMA. Administrative organization in modern organizations. Alexandria: Al Dar Aljamaya; 2005.
.10- Abdel-Gawad M.A proposed conception of an organizational development network to achieve the goals of sports activity at the general administration of youth care.Unpublished master’s thesis: College of Physical Education for Girls, Alexandria University; 2004.
.11- Sonbol NM, Al-Sagheer MM. Management in sports field.Alexandria: Al Dar Aljamaya forPrinting;2006.
B- Foreign References:
12. Chechen-Sue-Hui. How that knowledge management mediates the relationship between the environment and organizational structure. 2010.
13. Earnhart D, Leonard JM. Determinants of environmental audit frequency: The role of firm organizational structure.J Environ Manage. 2013Oct 25;128:497-513.
14. Jones GR, Gerge.Contemporarymanagement. New York: McGraw-Hill; 2003.
15. LoehrJA. Leadership full engagement for success. In: Murphy SM,editor. The sport psych handbook, Champaign: Human Kinetics; 2005.
16. Lumpkim A. Introduction to physical education exercise science, and sport studies (5thed.).
MeGraw Hill; 2002.
