Publisher：一般社団法人 日本体育学会  

DOI： 10.20693/jspehss.58.53_1

Publisher：一般社団法人 日本体育学会  

DOI： 10.20693/jspehss.57.36_2

Publisher：Japanese Society of Management for Physical Education and Sport  

DOI： 10.24519/jsmpes.12.1_43

Publisher：Japan Society of Physical Education, Health and Sport Sciences  

The managerial behavior theory was applied to analyze sport organizations in this paper. The purposes of this study were 1) to clarify the factorial structure of managerial behaviors in sport organizations, 2) to examine some situational factors determining managerial behaviors, and 3) to investigate the influence of managerial behaviors on the effectiveness of sport organizations. Data were collected from 176 chairmen of the board of directors in sport organizations by a mail questionnaire. It contained 35 managerial behavior statements in daily job accomplishment and 45 items about organizational climate, organizational learning style, task trait, task environment, and organizational effectiveness. A factor analysis and multiple regression analysis were applied to analyze the data. Major findings were summarized as follows: 1) 8 factors (initiative of strategic innovation, external negotiations, consideration, initiating structure, supervision through information, fostering followers, performance emphasis, and upward influence) were extracted as sub-dimensions of managerial behaviors. 2) Some situational factors affected leadership behaviors (consideration, initiating structure, and performance emphasis) and initiative of strategic innovation. However, on the whole, the degree of the effect of situational factors on managerial behaviors was relatively low. 3) 7 factors (sub-dimensions) of managerial behaviors determined the effectiveness of sport organizations. Particularly, initiative of strategic innovation, fostering followers, external negotiations, and performance emphasis positively determined the organizational effectiveness of sport organizations.

DOI： 10.5432/jjpehss.KJ00003391402

Publisher：Japan Society of Physical Education, Health and Sport Sciences  

The purposes of this study were 1) to clarify some situational factors determining managerial behaviors of physical education managers, and 2) to examine the effectiveness of managerial behaviors and the moderating effect of situational characteristics on the relationship of managerial behaviors with organizational activities. Data were collected from 537 managers of physical education in elementary schools, junior high schools and senior high schools by a mail questionnair. The managers of physical education were asked to respond to the items about organizational behaviors, improvement of management, organizational learning style, organizational climate, task environment and managerial behaviors.The results were obtained by applying multiple regression analysis and ANOVA. Major findings were summarized as follows : 1) Task environmental characteristics affected managerial behaviors of physical education managers in elementary schools. Four dimentions of managerial behaviors in junior high schools were influenced by organizational learning style. Managerial behaviors in senior high schools were affected by organizational learning style and task characteristics. 2) Five dimentions of managerial behaviors determined the effectiveness of organizational attivities in elementary and junior high schools. 3) Task uncertainty in junior high schools and positive organizational learning style in senior high schools moderated the relationship of managerial behaviors with organizational activities.

DOI： 10.5432/jjpehss.KJ00003391969

Publisher：Japanese Society of Management for Physical Education and Sport  

The purpose of this study was to examine Takekuma's model of community of knowledge - ambiguity about organizational behavior in management of physical education. Furthermore, this study also aimed to verify several hypotheses that were deduced from this model. Data were collected from 537 managers of physical education in elementary schools, junior high schools and high schools by questionnairs. The managers of physical education were required to reply to the items about organizational behavior, physical education improvement, style of organizational learning, organizational climate, task environment and managerial behavior. The results were obtained by applications of ANOVA and multiple regression analysis. Main findings were summarized as follows: 1) Organizational behaviors on physical education class in elementary school and club service were categorized in "autonomous behavior". Organizational behaviors on physical education class in junior high and high school had an inclination to "self-reflected behavior" or "fixed behavior". 2) "Fixed behavior" was most effective in four typical behaviors, and "autonomous behavior" was least effective. From the viewpoint of getting higher the organizational effectiveness, it needed to own jointly the process of sense-making and to have agenda. Under the conditions of possessing the knowledge (or information), it was important to exclude the ambiguity. 3) The degree of "occupation-community of knowledge" and "exclusion-retention of ambiguity" were depended on style of organizational learning, organizational climate, and managerial behavior.

DOI： 10.24519/jsmpes.9.1_29

Publisher：Japanese Society of Management for Physical Education and Sport  

The purpose of this paper was to present a descriptive model of organizational behaviors in management of school physical education. An effective model provides the viewpoint of explanation about organizational behavior in management of physical education. Furthermore, it will be able to explain the organizational change relating to organizational behavior. At first, we tried to review 1) March & Olsen's (1976) garbage can model of the educational organizations, 2) Weick's (1976) model of the educational organizations as loosely coupled system, 3) Daft & Weick's (1984) model of organizations as interpretation systems and 4) Tao's (1990) study on the organizations of public administration. Their Organizational model suggested that the organizational constructive elements and activities which retained the ambiguity were loosely coupled. And, their relationships depended on the environmental interpretation peculiar to the organizations. Second, a descriptive model of organizational behaviors in management of school physical education was presented. The model was composed of two dimensions which affect the organizational behaviors. One dimension explained about occupation-community of knowledge (information). Another dimension explained about exclusion-retention of ambiguity. The combination of these two dimensions identified four typical organizational behaviors of "fixed behavior", "self-reflected behavior", "autonomous behavior" and "creative behavior". If several necessary conditions were not filled, each behavior varied to undesirable organizational behavior. In this paper, the patterns were indicated that one organizational behavior varied to another behavior. It meant the mechanism of organizational change. Third, several propositions were presented which were deduced from this descriptive model of organizational behaviors in management of school physical education.

DOI： 10.24519/jsmpes.8.1_1

Publisher：Japanese Society of Management for Physical Education and Sport  

The leaders have supported the maintenance or development of sport groups in community. Therefore, leaders' behavior have discussed several points of view. In this paper, it was analyzed that the possibility and meanings of the transformation of leaders' behavior. The key word was 'group age' which was defined as the mean term of members' belonging to the groups. Panel survey was conducted in 1986 and 1989. 60 samples of leaders and 716 samples of members were collected by questionnaires. The main results were as follows: 1. Leaders' initiating innovation and goal attainment which were two dimentions within the five dimentions of leaders' behavior were influenced by group age. And, the others were not influenced by group age. The effectiveness of leaders' goal attainment were higher in low-aged-groups. While, leaders' initiating innovation influenced negatively in low-aged-groups. 2. Non-institutional structure which was behavioral environment perceived by members was operationally defined such dimentions as relationship orientation-task orientation and maintenance orientation-innovation orientation. On the first dimention, relationship orientation-task orientation, significant correlation did not find with group age. On another dimention, maintenance orientation-innovation orientation, it found that there were signi-ficantly positive correlation between group age and non-institutional structure. And, the higher group age became, the higher degree of maintenance orientation became. 3. Every dimentions of leaders' behavior did not transform so easy. Especially, consider-ation and goal attainment which were two dimentions of leaders' behavior were relatively difficult to transform. But, these two dimentions of behavior were relatively easy to trans-form in low-aged-groups. Leaders who perceived the need of change about consideration transformed their behavior positively rather than others. These results indicated that the framework of the theory of managerial behavior and the concepts of organizational psychology were useful to analyze the process of sport groups.

DOI： 10.24519/jsmpes.7.1_11

Publisher：Japanese Society of Management for Physical Education and Sport  

The purpose of this study was to examine the influence of the difference of leadership perceptions between leaders' own and members' upon the effectiveness of sport clubs in community. At the same time, it was also aimed to examine the relation between members' reliance on their leader and club effectiveness. Data were collected from 39 leaders and 312 members of sport clubs in community by means of questionnaires in 1984. Based on House's Path-Goal Thory which was a kind of Expectancy Theory Model and multivariate statistical procedures were applied, following results were detected. 1. Leadership (initiating structure and consideration ) perceptions by leaders' own were more positive than members'. It indicated that the discrepancy of leadership perceptions led the decrease of members' path instrumentarity of behavior for goal attainment. 2. The lower the degree of difference between leaders' perceptions on leadership and members' became, the higher the effectivenss of sport clubs turned out. 3. Even if the degree of discrepancy on initiating structure perceptions were high, when the degree of members' reliance on their leader was high the effectiveness didn't become so low. But even if the degree of members' reliance was high, when the degree of discrepancy on consideration perceptions were high the effectiveness became low.

DOI： 10.24519/jsmpesb.3.1_13

Publisher：Japanese Society of Management for Physical Education and Sport  

The purpose of this study was to examine the influence of the instrumentality perceptions (concerning the degree to which the leadership behavior is seen as leading to accomplish his own instructional objectives), extrinsic factors ((characteristic of group, characteristics of followers,,task uncertainty and favorableness for leader) and instrumentality perceptions (concerning the degree to which the leader is seen as leading to realize follower's objectives) on the leadership behavior (initiating structure and consideration), and the influence of the difference between two leadership measurements (leader's own and followers') on the effectiveness of sport clubs in community. The subjects were 63 leaders and 312 members of sport clubs in community. The main results were as follows: 1. The correlation between the instrumentality perceptions of initiating structure and the actual leadership (initiating structure) were considerrably high (p.05). 2. Significantly positive correlation between the instrumentality perceptions of leader by club members and the attitude toward the leadership of leader were found (p.05). 3. As to the effectiveness of clubs, conincident clubs (leader's own evaluation and followers' on leadership) was higher than uncoincidentclubs (p.05). These findings indicated that the leader's leadership behavior (initiating structure) could be predicated from the Expectancy Theory model and the difference between leader's own evaluation and that of club members' on leadership influenced on the effectiveness of sport clubs in community.

DOI： 10.24519/jsmpesb.2.0_33

Publisher：一般社団法人 日本体育学会  

DOI： 10.20693/jspeconf.35.0_32

Language：Japanese  

Publisher：一般社団法人 日本体育学会  

<p>　子ども時代の運動生活を豊かにすることは、生涯にわたるスポーツライフの基盤となるだけでなく、未来世代のスポーツライフにまで引き継がれていく可能性がある、という意味で超時代的意義を有している。子どもの遊び・運動・スポーツをめぐる環境は、この50年余りの間に大きく変容した。1964年東京五輪を契機に地域社会を舞台に誕生した様々な子どもスポーツ団体は、自発的・未組織的な運動遊びの世界を解体し、受益者負担原則が貫く「子どもスポーツ制度」へと公式化・組織化した。また、続くスポーツの産業化は、子どもを「消費の対象」に位置づけ、月謝を払って専門的指導者から「習う商品」へとスポーツを変質させた。</p><p>　このような子どもの運動・スポーツをめぐる生活環境の諸変化は、平成以降に本格化した遊びのIT化と相俟って、子どものライフスタイル（生活習慣）に重大な影響を及ぼすこととなり、結果として、子どもの心と身体、そして社会関係にも憂慮すべき問題を生じさせた。とりわけ、体力・運動能力の個人差が広がっていること、特に低い水準の子どもが増加していること、そしてそれは運動実施頻度が低いことに起因していることは、体育学の立場から看過できない問題である。</p><p>　本シンポジウムではまず、子どもの運動生活に関わる問題状況とその背景となる要因を共有する。次に、子どもが運動遊びを積極的に行うようになる実践事例を踏まえ、また、健康格差に関わる研究知見を手がかりにしながら、遍く子どもたちの豊かな運動生活を保障する運動のセーフティネット構築に向けた環境づくりの方策について検討したい。</p>

DOI： 10.20693/jspehss.68.40_1

Publisher：一般社団法人 日本体育学会  

DOI： 10.20693/jspeconf.50.0_85