Applied mathematics in Engineering, Management and Technology 2 (6) 2014:40-48

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Abstract:

This research aimed to codify strategic plans of west Azarbaijan Province tennis

board. In this research, descriptive – surveying research method were used.

Necessary information were collected through researcher made questionnaire.

Statics community of this research have formed from 40 managers and experts of

sports and youth agencies of province, heads of tennis boards, and active masters of

tennis courses in higher education institutions of the province. All of people were

selected as all for instance. Research data analysis was performed by using SWOT

analysis and Analytical Hierarchy Process (AHP). To assess the internal and

external strategic factors used from IFE and EFE matrices. Data analysis showed

that the mean age of participants in the research was equal to 3/38 year old (5/6 =

SD). 37% of research sample was formed by women and 63 percent was men. In

SWOT analysis in internal factors, 6 strong point and 5 weak point and in external

factors 5 opportunities and 7 threats was detected. Among the strong point, weak

point, opportunities and facing threats of Tennis sport in province, respectively entitlement of proper management officials

was (274/0), Lack of financial support from the private sector was (274/0), existence of enthusiasts and young talent was

(432/0) and lack of private sector’s attention to tennis sport was (254/0), the highest relative weight was allocate for them.

In matrix evaluation internal and external factors, score of internal factors matrix was obtained 75/2, and score of external

factors matrix was obtained 6/2, and indicates that the current position of west Azerbaijan Province’s tennis sport is located

in WT region. Hence for development of west Azerbaijan province’s tennis sport most often used from maintenance

strategies.

Keywords: strategic plan, tennis, SWOT analysis and Analytical Hierarchy Process (AHP)

1.Introduction:

Federations are considered as the most excellent institutions related to each course sport of a country that are

responsible for guiding the desired course sport in that country. Tennis sport has over 130 year’s history and its

origin is attributed to the British. Also in Iran tennis is going more than 80 years of life. Tennis is one of the

most attractive sport course that is enforceable and considerable from age of seven until old age among the

ladies and gentlemen (Shokrollah Shirazi, 1380). Tennis federation and consequently provincial delegations

have emerged to develop this course sport throughout the country. Applying the concepts of strategic

management in all organizations, industries and institutions is considered as a crucial issues for survival and

success (Hosseini and Shakhsian, 1389). Therefore, all organizations are compelled to undertake strategic

planning. Many scientists have examined the strategic planning in different aspects, and all of them agreed on

strategic management correlation with optimal performance of organizations. They believe that strategic

management is a dynamic and logical process (Ghofrani, 1387).

Strategic planning is a process through which organizations analysis their internal and external environment and

gain recognition from that. In addition, they established their strategic direction and create strategies that will

help them to achieve their set targets (Harrison and Caron, 1382). In other words, we can define strategic

planning as regular and organized effort in order to make decision and attempt to do fundamental measures that

whereby it defined the questions likes; what is organizations, what it’s doing and why it works like this, (Apple

and Galloway, 1381). Fry and Stoner believe that strategic planning is a strong management instrument that is

designed to help organizations to adapt themselves competitively with the anticipated environmental changes

(Frey and Stoner, 1995). One of the powerful and conventional instruments of strategic planning is SWOT

analysis. Strong point, weak point, opportunities and threats matrix is one of the important tools that managers

Strategic planning design and codification of tennis board of west

Azerbaijan Province

Neda Dibaiy, Dr. Seyed Mohammad Kashef, Dr. Rasool Nazari Department of sport management, Kurdistan Science and Research Branch,

Islamic Azad University, Sanandaj, Iran.

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compare data by using it, and they can provide four types of strategies by using it, that are known as ST, SO,

WO and WT strategies. In implementation of SO strategies, organization tries to exploit external opportunities

by using internal strong points. The purpose of WO strategy is improving internal weak points by organization

exploiting available opportunities outside. Organizations try to implementing ST strategies by using its strong

points to reduce effects caused by existence threats in outside, or eliminate it. Organizations that are

implementing WT strategies, tend to take a defensive position and they aimed to reducing internal weak points

and avoiding threats arising from the external environment (Fred R., 1387).

Inside the country several studies have done to codify strategic planning of sport organizations in national and

provincial level. Most of these research have conducted in the field of public sports strategic planning or

championship sport and few studies have been dedicated to the sports fields. Goudarzi and Henry (1386) in a

research have designed and codified a comprehensive system of wrestling in the country, and after identifying

the strengths, weaknesses, opportunities and threats; they codify an appropriate strategies for development of

wrestling course. Tondnevis and Ghasemi (1386) also have examined improvement guideline of championship

sport gymnastics in the country, research findings showed that the most important advancement factors of

gymnastics championship sport in the country, including promotion of scientific and technical knowledge of

coaches, control and supervision on coaches activities, seeking talented people to the scientific and

specialization method, increasing facilities and halls dedicated to gymnastics and equipped fully halls to

specialized facilities and educational assistance. Other research have been conducted, such as Tondnevis and

Ghassemi (1386), Ghofrani (1387), Khosravi zadeh. (1387), Nasir Zadeh (1387) Seifpanahi (1389), Lotfi

(1391) and Ghahrmani (1392) to review the status of public sports and the championship in various provinces.

Ghofrani (1387) suggests that strategic position of public sports of Sistan and Baluchestan province is located in

WT region, he also codified the most popular sport development strategies. Ghofrani (1387) claim that the most

important weakness of public sport in Sistan-Baluchistan province are include encouraging and persuading

programs for people to do public sport, using trained expert and specialist people in public sport field, quality of

centers in morning sports, recognizing people from place of public sport as a social and personal necessity,

province television and radio’s program about education and promoting public sport. Nassir Zadeh (1387) also

have stated in a research that the strategic position of public sports of Kerman province is located in SO region.

He also claim that most important and prioritized strategies of Kerman province is creation coordination

between the department of physical education and institute of physical education and other governmental

agencies for optimal use of sports facilities, increasing the number of experts, coaches and referees and

scientific activities in physical education and sports and provide an appropriate basis for attracting private sector

investments. Seifpanahi (1389), Lotfi (1391) and Ghahramani (1392) respectively identified the status of

championship sport in Kurdistan province and the status of public sports and championship sport in

Kermanshah province in WT position, and proposed maintenance strategies for growth and development. In all

conducted research in the field of strategic planning inside the country, first, identifying internal and external

factors and then determining strategic situation of desired course and finally related strategic plan has been

designed and codified. Strategic plans are often include a mission statement, perspective, long term goals and

strategies. All models that codifying the strategies in external research, first they have codified overall

objective, long-term goals and then strategies. But in fact strategic plans of external organization are more

available as codified programs; for example, the Australian Department of Sport and Recreation have codified

its strategic plan for 2009 to 2014. This department have defined its perspective as “"Enhance the quality of

Australian people life through partnerships and participation in physical activity”. The Institute continues, have

developed objectives and strategies.3 Also department of youth sport

4 of England have codified its strategic plan

for year 2013 to 2018. This department have stated the main goals during this five years as:

Change the life of more than one million children in primary schools.

Achieving 250 thousand volunteer, leader and teacher

Providing conditions for 5/2 million people to achieve best personal situation.5

New Zealand’s sports ministry have also codified the strategic plan of these country for the years 2013 to 2020.

In this plan states New Zealand’s sports landscape, more victories in world championship, Olympics and

Paralympics and they aim to be trailblazer in the world and create a sustainable system of high-performance

sports with an emphasis on excellence, integrity and partnership. To achieve these goals in collaboration with

other national sports organizations and key participants and following cases will accomplished:

Allocated resources to sports and targeted athletes.

Support from national sports organizations trailblazer, coaches and athletes in the world

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Continuing efforts to promote international standards.6

As can be seen in the strategic planning, codifying strategies will be developed in accordance with community

conditions, and most strategies are different in various organizations and departments, But accordance with the

conditions often used from the specific processes in strategy formulation.

Tennis sport has failed to make a proper position for itself despite the 80-year dates back in country, so that in

terms of holding competitions level, media coverage, organizing various leagues and ... its situation is not so

desirable. Also in comparison to popular sports fields such as football, wrestling, volleyball and etc. Maybe

tennis is unable to succeed to attract fans in terms of this sport field. On the other hand, Iran Tennis Federation

and Tennis Committees of provinces and cities are emerged to develop the sport of tennis in the country, and

this is while in west Azarbayjan province many of the tennis boards are not active in the province. Also

according to holding competitions of this field as individually and in pairs and also in part of men and women,

has a high potential for achieving international medals. Finally providing facilities and opportunities in order to

coordinate and adapt with changing environment is need strategic planning. Create an integrated, coordinated

and orderly vision, is very important from a path and direction that province’s board of tennis has intent to go

through it.

Lack of compiled program refers to the necessity of strategic planning to create coordination and integration in

activities of this board. Therefore, we discuss in this study by using SWOT analysis and hierarchical analysis to

formulate appropriate strategies for development of tennis sport in West Azerbaijan Province.

2.Research Methodology

The research method was descriptive – surveying and in terms of purpose is located in applied Research.

Necessary information were created and collected by using Delphi method and through forming work group and

researcher questionnaire.

The statics community of this research is formed by leaders and experts from the sport department and cities

and province youth, heads of tennis boards in various cities and active masters in tennis field in the higher

education institutions of the province, which number of these people was 50. All people were selected as

instance and questionnaire were sent to all of them.

For obtaining information and necessary data, first mission statement, vision, and long-term goals of West

Azerbaijan Province Tennis Board were codified by forming work groups consisting of senior managers in this

field in province. Then environmental factors was reviewed and identified. To assess the internal and external

strategic factors, IFE7 and EFE

8 matrices were used. Internal factors assessing matrix or IFE is a tool for

examining internal factors and indeed it is assessing strengths and weaknesses of organizational units and

external factors EFE matrix that is including opportunities and threats that organization faces to.

Research data analysis was performed by using SWOT analysis and Analytical Hierarchy Process (AHP). To

obtain required data for research, first a questionnaire was designed and sent to all experts to determine the

strengths, weaknesses, opportunities and threats for development of tennis sport in West Azerbaijan Province.

Initial questionnaire were collected and according to experts opinion, another questionnaire included the most

important strengths, weaknesses, opportunities and threats design for consensus and re-sent as a sample survey.

After the consensus about major internal and external factors, a questionnaire was prepared for prioritization of

factors by using hierarchical analysis and was complete by sample group. Then matrix of internal and external

factors was evaluated and it was codified after identifying the current position of provinces tennis and by using

strengths, weaknesses, opportunities and threats matrix, developed strategies of tennis sport in West Azerbaijan

province.

3.Results and findings of research

32 individual of experts, administrators and university teacher were participated in this research in the field of

tennis. The mean age of participants in research was equal to 3/38 years old (5/6 = SD). 43 percent of research

sample were formed by female and 68 percent of them were males. The average participant sports experience

were 2/11 years (5/3 = SD), and their management experience average were equal to 5/7 years (2/4 = SD).

By using Delphi method and a questionnaire distributed among managers and experts of tennis course in

Azerbaijan and using SWOT analysis to identify strengths, weaknesses, opportunities and threats in Tennis

sport of provinces. Identified Internal factors were include 6 strong point and 5 weaknesses and identified

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external factors were include 5 opportunities and 7 threat. To identifying the strategic location of provinces

Tennis Board, after identifying the strengths, weaknesses, opportunities and threats, first these factors were

rated by using AHP. Among the strengths of provinces tennis sport, entitlement of officials proper management

were (274/0), having a specified and annual programs and following them were (234/0), having executive staff,

committed and interested coaches were (167/0), maximum weight and having interested officials in tennis board

were (082/0), have allocated to themselves the lowest weight (table 1). Compatible index for strengths matrix of

development of provinces Tennis sport (063/0 = cv), was obtained less than 1/0 and it shows that the results of

paired comparison is reliable.

Table 1: average matrix of strengths relative weight of Tennis Board in West Azerbaijan Province

S1

S2

S3

S3

S5

S6

relative

weight

Entitlement of officials proper management 0.196 0.113 0.292 0.457 0.361 0.230 0.247

Having a specified and annual programs and following them 0.252 0.317 0.163 0.111 0.287 0.283 0.234

having executive staff, committed and interested coaches 0.158 0.184 0.179 0.158 0.075 0.250 0.167

Existence of proper programs for teams P 0.211 0.186 0.064 0.208 0.179 0.107 0.160

Pay attention to educate young and interested coaches 0.056 0.058 0.165 0.045 0.083 0.089 0.083

Having interested officials in Tennis Board 0.122 0.157 0.136 0.020 0.015 0.043 0.082

Among the weaknesses of provinces Tennis sport, also respectively lack of financial support from the private

sector were (274/0), inactivating of some Tennis boards were (270/0), lack of sport facilities and equipment

were (194/0) the highest relative weight and lack of indoors hall during the winter (106/0) had the lowest

relative weight (Table 2). Compatible index for weaknesses matrix of province tennis sport was equal to 061/0,

and indicate the reliability of prioritization due to the dual comparisons.

Table 2: average matrix of weaknesses relative weight of Tennis sport in West Azerbaijan Province

W1 W2 W3 W4 W5 relative

weight

Lack of financial support from private sector 0.282 0.198 0.429 0.260 0.203 0.274

inactivating of some cities Tennis boards 0.279 0.310 0.140 0.367 0.272 0.270

lack of sport facilities and equipment 0.200 0.077 0.302 0.163 0.227 0.194

inactivating of school Tennis association 0.070 0.238 0.080 0.148 0.217 0.150

lack of indoors hall during the winter 0.165 0.177 0.050 0.061 0.081 0.106

Among tennis facing opportunities of province, existence of enthusiasts and young talent were (432/0), holding

competitions in different age categories were (232/0), and interest and attentions of physical education officials

were (156/0), having relation with tennis board of other provinces were (12/0) and commissioning mini tennis

in schools were (06/0), respectively have allocated the highest value to themselves (Table 3). Compatible index

for development opportunities matrix of province tennis sport was equal to 011/0.

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Table 3: average matrix of facing opportunities relative weight of Tennis sport in West Azerbaijan Province

O1 O2 O3 O4 O5 relative

weight

existence of enthusiasts and young talent 0.490 0.672 0.429 0.333 0.231 0.432

holding competitions in different age categories 0.128 0.172 0.391 0.270 0.202 0.232

interest and attentions of physical education officials 0.127 0.048 0.111 0.291 0.205 0.156

having relation with tennis board of other provinces 0.126 0.055 0.033 0.087 0.299 0.12

commissioning mini tennis in schools 0.127 0.051 0.033 0.017 0.060 0.06

Also among seven identified threats, respectively, not considering private sector to tennis sport were (254/0),

lack of non-sporting officials supports were (220/0), and lack of sponsor from institutions and factories were

(204/0) the maximum weight and variable weather conditions and a six-month closure of open terrain were

(049/0) allocated minimal weight to itself (Table 4). Compatible index for threats Table 4 : matrix was equal to

037/0 and it is indicate reliability of prioritization due to the dual comparisons.

T1 T2 T3 T4 T5 T6 T7 relative

weight

not considering private sector to tennis sport 0.307 0.507 0.330 0.207 0.189 0.228 0.176 0.254

lack of non-sporting officials supports 0.110 0.182 0.347 0.237 0.234 0.216 0.218 0.220

lack of sponsor from institutions and factories 0.144 0.082 0.156 0.364 0.266 0.203 0.223 0.204

High prices of tennis sports equipment 0.138 0.075 0.039 0.093 0.186 0.143 0.157 0.118

Lack of specialists and tennis trainers 0.113 0.055 0.041 0.034 0.069 0.137 0.165 0.088

Low attention of officials 0.076 0.047 0.044 0.037 0.029 0.059 0.179 0.067

variable weather conditions and a six-month

closure of open terrain 0.107 0.051 0.042 0.036 0.028 0.019 0.061 0.049

To determine the strategic position of province tennis sport, internal factors and external factors evaluation

matrix was formed. To form an internal factors and external factors matrix, should give a weight or coefficient

to strengths, weaknesses, opportunities and threats. These coefficients are from zero (insignificance) to one

(very important). Coefficient indicates the relative importance of one factor (in terms of successfulness). In this

research, factors coefficient was calculated by using (AHP). After determining the coefficients was given to

each factors 1 to 4 rates, that this number demonstrates the efficacy rate of current organization strategies to

show a reaction to these factors.

After performing necessary calculations, internal factors matrix score were obtained 75/2 and external factors

matrix were obtained 6/2 respectively (Table 5 and Table 6). These numbers indicate that the current position of

West Azerbaijan Province tennis sport is located in WT region (Figure 1). Given that this score is located in

position with five models, hence to development of tennis sport in West Azerbaijan province should often use

from maintenance strategies.

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Table 5: Internal factors evaluation matrix of tennis sport in West Azerbaijan Province

Strengths Weight Rate Weight Rate

Entitlement of officials proper management 0.137 4 0.548

Having a specified and annual programs and following them 0.117 4 0.468

having executive staff, committed and interested coaches 0.083 4 0.333

Existence of proper programs for teams P 0.080 4 0.240

Pay attention to educate young and interested coaches 0.042 3 0.126

Having interested officials in Tennis Board 0.041 3 0.123

weaknesses Weight Rate Weight Rate

Lack of financial support from private sector 0.137 2 0.274

inactivating of some cities Tennis boards 0.135 2 0.270

lack of sport facilities and equipment 0.097 2 0.194

inactivating of school Tennis association 0.075 1 0.075

lack of indoors hall during the winter 0.053 2 0.098

Total 1 2.75

Table 6: External factors evaluation matrix of West Azerbaijan Province tennis sport

Opportunity Weight Rate Weight ˟Rate

existence of enthusiasts and young talent 0.216 4 0.846

holding competitions in different age categories 0.116 4 0.464

interest and attentions of physical education officials 0.078 4 0.312

having relation with tennis board of other provinces 0.06 3 0.180

commissioning mini tennis in schools 0.03 3 0.09

Threat Weight Rate Weight ˟Rate

not considering private sector to tennis sport 0.127 2 0.254

lack of non-sporting officials supports 0.110 2 0.220

lack of sponsor from institutions and factories 0.102 2 0.204

High prices of tennis sports equipment 0.059 1 0.059

Lack of specialists and tennis trainers 0.044 1 0.044

Low attention of officials 0.033 2 0.067

variable weather conditions and a six-month closure of open terrain 0.025 1 0.025

Total 1 2.60

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Figure 1: Location of West Azerbaijan province’s tennis sport in David model

4.Discussion and conclusions

Examining the status and strategic location of West Azerbaijan province’s tennis sport indicated that tennis

sport of province is located in WT position. However, conducted research in association with sports fields in the

country is limited, but the survey results in terms of strategic positioning of province’s tennis sport is consistent

with Ghofrani (1387), Seifpanahi (1389), Lotfi (1391) and Ghahramani (1392) researches. But Nassir Zadeh

(1387) showed that strategic position of public sports of Kerman province is located in SO region.

Organizations that implementing WT strategies, tend to take defensive status and purpose is reducing internal

weaknesses and avoiding threats arising from the external environment. Organizations which have internal

weaknesses and they are located in poor position with threats facing in external environment, in fact, purpose of

this organization is to reduce internal weaknesses and external threats to be able to gradually improve the

situation, means a situation that can use from ST, WO strategies and especially SO strategies. Due to the

strategic location of West Azerbaijan province’s tennis sport that is located in WT region, provincial sports

officials and especially general organization of youth and sports and tennis boards should concentrate their

programs on eliminating weaknesses and threats in this field of province. Since the tennis board of province,

like any other organization or entity, have more control and influence on their weaknesses in compared with

environmental threats, it can focused on eliminating their weaknesses. Therefore, the tennis board and other

engaged parts in tennis field should try to use their strengths and environmental opportunities in order to

overcome their weaknesses. Also, use their strengths to deal with environmental threats and try to convert

threats into opportunities. Codified strategies also have more emphasized on using strengths and eliminate

weaknesses.

Generally, however status of West Azerbaijan province’s tennis sport was located in WT position, but

according to the opportunities, and the strengths that is ahead of province’s tennis sport, we can cause

improvement, growth and development of province’s tennis sport with appropriate design, codify and

implement strategies.

5.Strategic Plans of Tennis Board in West Azerbaijan Province

Mission Statement

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Efforts to improve tennis sport in the province with guidance and progress of this course by interested persons

to participate in tennis sport and providing presence grounds of all society’s segments and also obtaining

success levels of regional, national and international and national Olympiads.

Landscape

Accurate planning, first place in tennis sport, having most index athletes of tennis course, and the highest

participation in level of country.

Long-term goals

Athletes education and training for tribute to national values – Islamic, special emphasis on fair play,

chivalrous and fight against doping, by Sport.

Improve the quality and attractiveness of tennis sport events.

Create more opportunities for all segments of society to participate in the tennis sport.

Development partnerships with the private sector in field of club and productivity of places.

Continuously improvement of tennis sport athletes performance in national and international

competitions.

Holding competitions from the lowest level in centers to provincial, national championships and

international competitions.

Recognizing tennis sport elites and supporting them to attend in higher-level competition.

Identifying and increasing the capacity of the province (facilities and equipment, human resources,

financial and administrative resources, and prepare databases) to develop the tennis sport.

Codifying policies, procedures, systems and structures for effective management in entire subsidiary

boards of province.

Company growth and interested in tennis through development programs, with participation of

provincial boards of city.

Strategies:

Codifying Short-term and long-term plans.

Using efficient manpower to enable all tennis boards of provinces.

Holding tennis competitions in categories and different levels in the province.

Obtaining internal and external prestigious competition hosting to growing the capacities and to

increase public interest in the field of tennis.

Using local media, provincial and national to encourage and interested people in the field of tennis.

Increasing the number of coaches and tennis experts and getting academic the related activities.

Create coordination between the various and active organizations in field of tennis, such as physical

education departments and other governmental agencies and the military for optimal utilization of capacities.

Using capacity and collaboration with other active institutions and organizations in field of sport.

Identification and expansion province capacities in the field of tennis.

Increasing knowledge, expertise and management skills, and sporting of administrators in physical

education and youth organizations and tennis boards of province.

Updating information related to tennis field by translating and writing books and international laws.

Codifying policies, procedures, systems and structures for effective and integrated management in

entire boards of province subordinate.

Completed running projects and implementing new projects to increase space and sports facilities of

tennis field.

Strengthen the relationship between general offices of youth and sports, tennis boards and tennis

federation.

Increase managers, coaches, referees and the public’s information about tennis.

Holding training courses of coaching at various levels to foster outstanding and experienced coaches.

Holding training courses of arbitration at different levels to develop top referees in the province level.

Codifying appropriate programs for basic team.

Developing appropriate finding talents programs to identifying sporting talent to foster elite athletes in

tennis field.

Constructing indoor halls at the provincial level and using capacity of existing halls to cover

deficiencies in relation to indoor halls in winter.

Planning and efforts to attract financial support from the private sector.

Enabling tennis association at schools and extending this sports fields at schools in province’s level.

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Establish a good relationship with tennis board of other provinces and also tennis federation.

Using interest and attention of physical education officials in province and other officials in province in

order to attract non-cash and cash donations to developing tennis field.

Codifying appropriate programs to attract interested and talented young people to this sport.

Attracting sporting advocates on behalf of province’s institutions and large companies.

Holding scientific conferences, workshops and training courses related to tennis field.

Holding indoor and outdoor sporting camps to foster elite athletes.

Dispatching elite athletes to different national and international competitions.

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