The relationship between the types of power of managers and the ways of dealing with conflict in sports and youth departments of Fars province

Dissertation for Master's Degree (.M.A)

Strategy: Sports Management

Abstract:

The main purpose of this research is to examine the relationship between managers' sources of power and methods of dealing with conflict in sports and youth departments in Fars province. is This research is in the field of descriptive and correlational research. The statistical population of the research is all employees of sports and youth departments of Fars province, which includes 186 people. The cluster method was used for sampling, and the sample size was 123 people based on the Karjesi and Morgan table, and finally 118 questionnaires were analyzed. The data collection tools include Sheraykhim and Hinkin's Power Sources Questionnaire (1989) and Robbins' Conflict Management Questionnaire (1995). The validity of the questionnaires was confirmed by 12 sports management professors, and its reliability was obtained in a preliminary study through Cronbach's alpha for the managers' power sources questionnaire of 0.73 and for the conflict management questionnaire of 0.80. The statistical methods used in this research include: descriptive statistics (prevalence, average, standard deviation, etc.) and inferential statistics (Kolmogrof-Smirnov test to determine the normality of data distribution, Pearson correlation coefficient and stepwise regression).

The results of the research showed that the control strategy of conflict management has a positive and significant relationship with the sources of legal power, coercion and reward, the solution orientation strategy with Sources of legal power, reward, expertise and authority have a positive and meaningful relationship, and the strategy of not confronting the sources of legal power and reward has a positive and meaningful relationship.

Key words: sources of power, conflict, methods of dealing with conflict, sports and youth departments, Fars province

Chapter One:

Research Plan

1-1- Introduction:

If you review your daily life, you will come to the conclusion that organizations have strongly penetrated our lives, we are in contact with numerous organizations daily, and most people spend most of their lives in organizations. (Genjinia et al., 2019). In today's complex and dynamic world, organizations depend and rely on labor force and human capital more than other resources and facilities at their disposal to continue their activities, increase their capabilities and capabilities, upgrade and improve their knowledge and develop their roles and duties in society. One of the prominent roles of managers in organizations is creating a platform for useful and constructive interaction between different work groups and creating a healthy and exciting environment for providing services and flourishing talents and individual and group competencies of employees.    (Kirimi and Shesh Pari, 2013) Scarcity of resources in front of limitless human needs, limited promotion to higher positions in the organization, in front of many applicants for their positions, disagreement of people in joint work, different perception of people towards phenomena and so on. . . It has made the existence of conflict inevitable in the organization. This issue has caused the thoughts of many managers and people of the organization to focus on themselves to a large extent and even cause them to worry. The existence of people with different personality traits, different needs, beliefs, expectations and perceptions has made the occurrence of conflicts in organizations inevitable. On the other hand, the governing structure of organizations which is based on hierarchies and vertical and horizontal differences, as well as the existence of dry and inflexible administrative organizations, the existence of inappropriate communication systems and lack of resources and facilities, and especially mismanagement, have made organizations that must move in the direction of lofty ideals and goals susceptible to all kinds of tensions, conflicts and incompatibilities (Mehdizadeh and colleagues, 1391).

Therefore, accepting the fact that in the best case of teamwork and in the best existing work groups, there will be conflict and disagreement, it will help the organization and work groups to make an effort to resolve the conflict with proper understanding of their situation before the problem becomes acute and uncontrollable and look for a suitable way of working (Mirmohammadi, 2010). Researchers consider conflict management to be of equal importance and even more so than tasks such as planning.Researchers consider conflict management to be equal and sometimes more important than tasks such as planning, organization, communication, motivation, and decision-making (Sephehund et al., 2013). One of the most important factors that can resolve conflicts in a favorable way is choosing efficient and effective styles in solving these conflicts. Conflict management includes activities that are carried out in order to use existing conflicts to move and create creativity and dynamism of organizations, and they use existing conflicts to create a spirit of innovation and create more complete methods (Sephund et al., 2013). Therefore, it is necessary for managers to have sufficient and accurate information about the nature, characteristics and causes of conflict, as well as how to control and direct it, and acquire the necessary skills. What is important to know is which method is more suitable in facing the conflict?

One ??of the most important elements in any organization is its management, which causes coherence and order in affairs. In order to achieve an efficient organization, the manager is obliged to act in accordance with the task and with the correct and appropriate use of the facilities in order to obtain the best and most effective results. In order to realize this, managers must be familiar with the foundations of power in organizations and methods of influencing subordinates. By using the power of a manager, he can perform his main task, i.e. guiding and coordinating people within an organization to achieve the goals of the organization, and by relying on his power, he can influence other people and use them to do something in relation to themselves or in relation to others (Safari, 2009). Its power and application is considered as a basic component and tool in this (orientation of organizational behavior) and in this way it plays an essential role in realizing the effectiveness of the organization. The extent of the role and importance of power in organizations is to such an extent that experts such as Tolbert and Hall[1] consider power and organization to be related and synonymous (Maini Shahraki et al., 2013).

Power refers to the potential that a person has to influence the person or persons and also their decision-making power in such a way that people are forced to do something (Guderzi, 2010). Power, from Feffer's point of view, is the potential ability to influence the behavior of others, to influence a range of activities, to overcome resistance, and to make people do things that they probably would not have done without using it. (Guderzi, 1390). Power has a composite nature and is the result of the connection of many "multiplicity". In other words, power is the result of various sources (authority, expertise, legitimacy, reward, punishment and coercion, information, ethics, culture and environmental dominance) which is at the disposal of its owner. The difference in the power used and the potential of power is caused by the difference in the resources available to influence others and the use of these resources. Melia[2], 2003), power can be used at different levels of the organization (Kayushal[3], 2010). Therefore, different resources in different situations with different combinations bring different functional consequences. investigate the relationship between managers Power resources and ways of dealing with conflict in offices of Sport and Youth of fars province. This research is a descriptive and correlational study. The statistical population of this study included all employees of offices of Sport and Youth of fars province that it consists of 186 people. For sampling the cluster method was used and sample size based on the Kerjesi and Morgan table consists of 123 people.  Finally, 118 questionnaires were analyzed. Tools for data collection are included Shraykhym and Hynkyn power resource questionnaires (1989) and Robbins Conflict Management questionnaire (1950). The validity of the questionnaire was approved by 12 of sports management professors and its reliability. In a pilot study through, Cronbach's alpha for power resource questionnaires and Conflict Management questionnaire was obtained 73% and 80% respectively.