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Skirstad, Berit & Kristiansen, Elsa
(2016).
Event gypsies - who, what and how.
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Skirstad, Berit
(2009).
Ideological fights in School Sport.
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Skirstad, Berit
(2009).
MOVING BEYOND A PRESIDENTIAL ELECTION: A NETWORK OF STAKEHOLDER INFLUENCES.
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The purpose of this paper is to explain the presidential election process of the Norwegian Olympic and Paralympic Committee and Confederation of Sports (NOC) in 2007. Stakeholder and network theory is used as the theoretical framework in order to understand the election process and explore the power play between the different stakeholders in sport in relation to have their candidate elected as president. The stakeholder picture is multifaceted and consists of several formal and informal stakeholders, of whom some are internal and some are external.The most influential stakeholders are the sport federations (55) and the regional sport associations (19), and each group has 75 votes. In addition comes the executive board of the NOC. Stakeholder theory is one important example of a theory that develops tools to assess the relative importance of different constituents and to find rational strategies for balancing the attention given to their demands (Mitchell, Agle, & Wood, 1997). Power as conceptualized by Mitchell et al. (1997) refers to abilities to influence the outcome according to the stakeholders? desires. Even within a stakeholder group not all members are homogeneous. Stakeholders lacking sufficient power to influence the organization demonstrated that it may still be able to influence through forming an alliance with another powerful stakeholder (Frooman, 1999). Method: Qualitative case-study of observations at the GA for three days and field notes, analysis of news paper clippings, and seven semi-structured retrospective interviews with the key-actors (spokesperson for the districts, the sport federations, the leader of the nomination committee, two vice-presidents, the elected president, and the major opponent). The interviews were tape-recorded and written down and analysed according to power, urgency and salience. Results: The Nomination Committee planted a seed for a female president. This started the chase by the big federations to find a ?heavy? candidate to substitute her. They did not succeed because the downfall of the big federations? power was caused by not playing by the democratic rules, too many dirty stories about opponents, arrogance, and failure of organizing fraction meetings. A troika (president and two vice-presidents) united just before the finish line by negotiations on divisions of power and work areas as well as salary. The theoretical framework gave more in-depth knowledge of the election process and how the different stakeholders operated.
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Skirstad, Berit
(2008).
Gender policy and organizational Change.
Show summary
The purpose of this paper is to examine Norwegian gender policy as expressed in organizational statutes, how this policy has influenced gender representation in executive boards of sport organizations, and why and how this has changed. To understand the background to these changes it is necessary to examine the indirect external pressures arising from the ¿women¿s¿ coup in the municipal elections in 1971 and the demand for greater female representation in sport from the same period. The paper draws on longitudinal research based on observation of consecutive General Assemblies of Sports over a period of 27 years. The General Assembly of Sports is the highest formal decision-making forum for sport organizations in Norway, and that is where gender policy has been enacted. The Norwegian umbrella organization with all its underlying bodies operates predominantly within the non-profit or voluntary and public sector. As a base for analyses, Pettigrew¿s contextualist approach of organizational change, which is holistic, has been used. It includes the ¿what¿, ¿why¿ and ¿how¿ of change. The ¿what¿ or content of change refers to the area of transformation under study, here the introduction of the gender-paragraph in the umbrella organization of sports and its preparatory work. The ¿why¿ of change refers to the context, that is the environment where the changes have occurred, and this includes what Pettigrew refers to as ¿outer¿ and ¿inner¿ contexts. It is essential to analyse the outer and the inner environments in order to better understand the change process with its critical incidents, and the behavior of the key actors. The ¿how¿ or process of change refers to the various negotiations of the actors involved in the proposals for change. This framework helps us to understand the complexity of the process in relation to the pressures from the environment. The primary data source is observation of 11 General Assemblies of Sports in the years 1980 to 2007 and document analyses from 1971 until 2007. Supplementary data came from a quantitative leadership study from 2004 and a hearing on a sport policy document for 2007 - 2011. The results show female representation was discussed in seven General Assemblies before the statutes on gender were enacted in 1987, after being rejected in 1980. The first gender paragraph which was accepted in the statutes stated just that both genders had to be presented in the boards of the Norwegian umbrella organization, the sport federations and the regional sports bodies. This paragraph was amended in 1990, 1996, l999, and again in 2007. Change may involve a challenge to the dominant ideology, cultures, system of meaning and power relationships in the organization. This explains why change can be a long process. The results from the 2004 survey, as well as those from the hearing in 2007, help one understand the reasons why the more radical quotas of 40 % were never officially forwarded in the organization in 2007. Significant differences between women and men were detected in their attitudes towards gender equality. 45 % of the male and 26 % of the female sport leaders thought Norwegian sport has an adequate gender distribution. Variations according to age existed as well. The gender paragraph was once again amended. The changes in the organizations have been incremental, but undoubtedly there has been some movement towards greater gender equality since the gender paragraph was enacted.
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Skirstad, Berit
(2008).
Organizational Changes in a Norwegian Sports Club towards a Dual Model?
Show summary
Organizational change and adaptation have been central research issues in organizational literature (Greenwood & Hinings, 1993, 1996; Laughin, 1991) as well as in sport. Scholars have looked into changes in amateur sport organizations at the national level (Amis, Slack & Hinings, 2004; Hinings et al., 1996; Kikulis, 2000; Kikulis, Slack & Hinings, 1992, 1995; Stevens, 2006), and in professional sport franchises (Cousens, 1997; Cousens & Slack, 2005; O¿Brian & Slack, 2004). A central theme guiding these investigations is Greenwood and Hinings¿ (1988a, 1993, 1996) conception of archetypes in tracking and describing organizational change. While these efforts have provided great insights into the dynamics of organizational change in sport organizations, they were restricted to umbrella organizations in amateur sport and professional sport. The present study seeks to add to the literature by studying changes in a community sports club operating at the grass-roots level. The purpose of this case study is to track the changes in a multi-sport club and show how the archetype framework can be used in the analysis and description of the changes in the focal club. The case study approach adopted here offers the possibility of in-depth analysis and can also contribute to the development of theory. The focus of the case study is the Kongsvinger Sport Club (KIL) in Norway.
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Skirstad, Berit
(2008).
Female leaders in sport.
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Skirstad, Berit
(2008).
European Sport Management Association- Resent development in Sport Management - Strength and Weaknesses.
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Skirstad, Berit
(2007).
Change in Gender Balance in Sport Leadership - Acceptance or Resistance?
ISHPES and ISSA World Congress in Copenhagen, 31 July - 5 August 2007.
ISHPES and ISSA World Congress in Copenhagen, 31 July - 5 August 2007.
Show summary
The purpose is to examine the resistance to change from the present moderate gender bye-law to a proposed 40 % quota regulation at the General Assembly of Sports in May 2007. Qualitative methods are used to collect and analyze data from interviews, and documents (including newspapers). Pettigrew¿s contextualist approach of organizational change has been used as a base for analyses. It includes the context for change (both pressures from inside and outside), the content (the bye-law) and the change process where the key-actors are identified. Supplementary data is provided by a leadership survey from 2004 to the executive board members of the sport federations and the district associations about their attitude towards gender equality issues (N=425, response rate of 61%). Significant differences between women and men were detected. Variations according to age and gender are focused. Support of gender equality increased by age for men, but for females the ones under 30 and above 45 years were the most supportive, but it is a significant drop in females aged 30 to 45. Twice as many men as women think Norwegian Sport has a fine gender distribution, and the conclusions will be discussed in light of the decision concerning the 40% quotas.
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Skirstad, Berit
(2007).
Present and Future Model of Sport Management at the Norwegian School of Sport Sciences.
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Skirstad, Berit
(2007).
Changes in Sport Management at the Norwegian School of Sport Sciences.
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Skirstad, Berit
(2007).
Where now, Democracy,
The 15th Congress of the European Association for Sport Management.
EASM.
p. 167–168.
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Skirstad, Berit
(2007).
Is the time ripe for radical gender quotas in sport leadership?
The Sport Management Association of Australia and New Zealand Conference , Waioheke Island , 29 November - 2.December.
Show summary
The purpose of this paper is to examine the attitude towards gender balance in sport leadership in the sport organizations in Norway. The paper draws on several different investigations. Pettigrew¿s contextualist approach of organizational change is holistic and has been used as a base for analyses. It includes the what, why and how of change. The content of change refers to an area of transformation under study, here the bye-law on gender in the umbrella organization of sports. Why the change has occurred refers to the context, and that is the environment where the changes have occurred. There are pressures both from inside and outside which are essential both to understand the change process with its critical incidents, and the key actors. The process of change refers to the various negotiations of the actors involved in the proposals of change. The framework should make it easier to understand the complexity of the process considering the pressures from the context. The data collection techniques used in the longitudinal study was observations and document analyses, and the 2004 study was a quantitative study using Quest-back. The study was sent by e-mail to all the voluntary sport leaders on the executive boards in the 55 sport federations and the 19 district associations. The response rate was 62 (N= 425). In connection with the last General Assembly a hearing on a sport policy document for 2007 -2011 which was sent to all the units in the organization except the sport clubs, is included as well. The results show how the bye-law on gender was passed in 1987 after being defeated in 1980. The first bye-law just stated that both genders had to be presented in the boards of the Norwegian umbrella organization, the sport federations and the districts. The bye-law was amended in 1990, 1996, l999, and finally in 2007. The results from the 2004 survey as well as from the hearing help one understand the reasons why the more radical quotas of 40 % never were officially forwarded in the organization in 2007. Significant differences between women and men were detected in their attitudes towards gender equality. Variations according to age and gender are focused. Twice as many men as women think Norwegian Sport has fine gender distribution. Those men like to think this is a convenient truth.
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Skirstad, Berit
(2006).
Board members in sport organizations, eguality, representation and gender and age differences.
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Skirstad, Berit; Habermann, Ulla & Ottesen, Laila
(2006).
Equal opportunities in sport organizations - a Scandinavian comparison,
Sport World United, 14th EASM Congress Book of Abstracts.
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Skirstad, Berit
(2006).
Historiske utfordringer og perspektiv for kvinnelige trenere.
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Skirstad, Berit
(2006).
The role of sport mangement over time and opportunities in the future.
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Skirstad, Berit
(2006).
Best curriculum model. Two examples and a golden Plan.
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Skirstad, Berit
(2006).
Equal opportunities in sport organizations - a Scandinavian Comparison.
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Skirstad, Berit; Habermann, Ulla & Ottesen, Laila
(2006).
Equal opportunities in sport organizations - a Scandinavian Comparison,
14th EASM European Sport Mangement Congress : Sport world united : Book of Abstracts.
EASM.
Show summary
The Scandinavian countries are often perceived as being broadly similar even if there are significant differences between them in political, institutional and cultural terms. This is for example evident when we examine the welfare system of Sweden, Denmark and Norway, which is described as a social-democratic welfare model. This model is based upon values of solidarity, i.e. it tries to reduce class differences and has as its key goal the absence of poverty. The approach to gender equality in the Scandinavian context is characteristic of this model (Leira 1992). Women have gradually become integrated into the various political, social and economic spheres in these countries. This leads us to pose the question. Why do the differences in equal opportunities in sport in Scandinavian countries exist and how do such inequalities manifest themselves? This paper reports on a research project entitled "Women at the Top" which had as its aim to document and analyse the reasons why women are underrepresented in leading positions in the world of sport in Scandinavia. In Sweden, Denmark and Norway the surveys were almost identical with a few national adaptations. The survey was first carried out in Denmark in 2003 (Ottesen, Habermann & Pfister 2005) achieving a response rate of 54%. In Sweden (Habermann 2005) and Norway (Skirstad & Rimeslåtten 2005) the survey was undertaken in 2004 with a response rate of 54% and 61% respectively. In three countries representatives of the sport federations, the district associations and the national executive board of the main sport organization were targeted as respondents.
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Skirstad, Berit
(2006).
Sport Management in Norway.
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Skirstad, Berit
(2006).
Female members and power positions in sport organizations.
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Skirstad, Berit
(2006).
Equality in sport organizations.
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Skirstad, Berit
(2006).
European Sport Management Association and the development of Sport Management in Europe.
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Skirstad, Berit
(2005).
Organisasjonsendringer med utilsiktede konsekvenser.
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Skirstad, Berit
(2005).
European Trends affecting Sport Management - National and European Perspectives.
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Skirstad, Berit
(2005).
Hvilke kompetanser trenger en sport manager?
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Skirstad, Berit & Rimeslåtten, Anne Kristi
(2005).
Lederundersøkelsen 2004. Empirisk undersøkelse.
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Skirstad, Berit
(2005).
Does organisational change foster unintended results?
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Skirstad, Berit
(2004).
Women's influence in Sport as Internal and External Stakeholders.
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Skirstad, Berit
(2004).
En analyse av studenter som ikke har fullført Kultur- og idrettsforvaltningsstudiet fra 1997-2002.
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Skirstad, Berit & Steen-Johnsen, Kari
(2004).
Refleksjoner fra ekstraordinaært idrettsting. Relections from extraordinary general assembly of sports.
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Skirstad, Berit
(2004).
Undersøkelse av tidligere KIF-studenter. Hvilket behov har en for denne type forskning? Investigation of earlier sport and culture students. Which demand exist for this type of research?
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Skirstad, Berit & Steen-Johnsen, Kari
(2004).
Lederundersøkelsen 2004 Leadership survey 2004.
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Skirstad, Berit
(2004).
How Sport Management is organized in Norway.
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Skirstad, Berit
(2004).
Sport Management at Norwegian University of Sport and Physical Education.
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Skirstad, Berit
(2004).
Democratisation of access to sport activities and sport organizations [both print and CD-rom] Démocratisation de l'accès aux activités et organisasionssportives.
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Skirstad, Berit
(2004).
Women's Influence in Sport as Internal and External Stakeholders.
Show summary
Norway is the best country in the world in which to be a woman, according to the Gender Development Index and Gender Empowerment Measure of the United Nations in 2004. Perhaps the stories from those who live there is not as nice as the statistics show. The concepts of gender and stakeholder theory will be outlined. Gender is especially difficult to deal with because everybody has experience and intimate knowledge of the subject (Alvesson & Billing 1997). Under- and over-sensitivity and gender are explained. Two reasons for studying sport organizations and gender are injustice and profitable management. Under-representation of women in sport organizations are focused, and the more the higher up in the hierarchy you climb. Stakeholder theory and gender are purposely tried to be put together in order to test if it possible. Are the women a stakeholder group of their own or are they just present in the other groups of stakeholders that are present in sport both as internal and external and formal and informal ones? In order to have the women as a relevant stakeholder group there need to be some homogeneity in terms of activity or attitude within gender, and there must be some differences between genders. Secondly, gender would need to contribute some prediction beyond what you can get from other stakeholders. The question is if it does that? The attributes of the stakeholders are studied in an attempt to categorize the different stakeholders. The examples in order to illustrate the theory are taken from Norwegian sport when the quotas were introduced.
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Skirstad, Berit
(2004).
What are students looking for when they choose study field, and do the sport management study fulfil their needs.
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Skirstad, Berit
(2004).
Crises in Norwegian Olympic Committee and Confederation of Sports - lack of trust and cooperation.
Show summary
The Norwegian Olympic Committee and Confederations of Sports (NOC) is in the midst of a crisis and an extraordinary general assembly was called for April 16-17, 2004. The co-operation between the public represented by the Ministry of Culture and Church to where sport belong, and the NOC has been tense. The President of NOC and its general secretary resigned February 17, 2004 because of the economic situation, a deficit of 4.4 million Euros (35.9 million NOK) and a negative own capital of 5.5 million Euro (NOK 45 million). The president has been in the job since 1999, and was re-elected in May 2003 for another 4 year period. He was a former Director of a big bank in Norway, and he was elected on the basis of having good control with the finances. The general secretary has also been there for the whole period. Such a situation has never happened before. In the beginning the scapegoat was the Minister of Culture and Church Affairs for not giving the NOC all the money they thought they were getting as a compensation of the value added tax, VAT. The administration had calculated with more than 3 million Euro extra from VAT in order to cover up for some of their expenses. The extraordinary general assembly was called upon after the sport district associations asked for it. The accounts for 2001, 2002 and 2003, documents prepared before the extraordinary general assembly and the report of the audit committee were studied and the extraordinary general assembly was studied. Informal talks with the representatives have added to the picture as well. In the interim period, the first vice-president a female was functioning as a president. This is the first time in history that the organization has had a female head. The immediate reaction by the functioning board was to save almost 2 million Euro (16 million NOK) each year for the next three years. The saving scheme that was announced after a month was 29.9 man labour year. In the discussion where to save the money some of the old conflicts come up to the surface. Sentralizing and professionalizing are development trends that have happened in the voluntary sector as a whole (Selle & Øymyr 1995), and the organized sport is no exception. This has resulted in a big bureaucracy in NOC, 90.6 persons employed inclusive 9.5 positions in top sport by March 1st, 2002 (Kultur- og kirkedepartementet 2003). The number of employees has almost doubled the last 13 years. The situation for NOC is serious, and in principle the organization is insolvent. The only reason why the organization can continue is that public grants make up for 80% of the budget. This implies that the ministry accepts that part of the money can be used to build up NOC’s own capital. This means that the NOC is much more tied to the priorities and the guidelines in the letter of award from the ministry. This situation is created because the expenses have been greater than the income for a long time. The administration has had too wide power of attorney, and loans for more than 1million Euros have been given to a sponsor firm, OnTarget, owned 20 % by the NOC without asking the board.
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Skirstad, Berit
(2004).
Who governs Norwegian sport?
Show summary
Sport represents the largest voluntary organization in Norway. The members of the Norwegian Olympic Committee and Confederation of Sports (NOC) equal approximately 40 % of the Norwegian population when one does not correct for double membership. The highest decision-making body in sport is the general assembly of sports organized every 4th year. Between the general assemblies of sport the executive board of NOC governs, and they shall see to the implementation of the decisions taken at the general assembly. An analysis of what happens at the general assembly can give us insight in who governs, who controls and who profits from the democratic system which the general assembly of sport represents. The document “Sports Politics 2003-2007” which pointsout the course of the NOC for the next 4 years, has been chosen to illustrate the case. Methods The document has been analysed from it first was sent on rehearsal to the parties who take part at the general assembly of sports. The comments (60) that were received from the parties as well as the final document have been analysed. The General Assembly itself in May 2003 was observed by four persons. The total members with voting rights were 161. Results The document “Sport Politics” treats 15 different themes, of which 11 were discussed in the general assembly. In all 44 different proposals were voted upon, of which 26 were approved, 10 sent on to the next executive board for further treatment and 7 were not passed. About half the proposals came from the special sport federations and the other half from the sport associations in the regions. Twice as many male as female representatives were responsible for the interventions. Discussion / Conclusions NOC claims to get its legitimating power from the sport clubs when it wants to demonstrate political power and democracy. Most people think democracy in sport means that the members in sport decide and that bureaucrats implement the decisions. This analysis shows that is a misleading conception. Specializing and professionalizing are developing trends in the whole voluntary sector [1] as in sport. Most of the tasks drawn up in the Sport Politics document are planned for the sport clubs, but they are not given the chance or being allowed to speak up, and they are not represented at the general assembly of sports. Can we then speak about democracy in sport?
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Skirstad, Berit; Kahrs, Nina & Miramagu, Nicholas
(2003).
Paralympic sport in Uganda.
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Skirstad, Berit
(2003).
Le Modèle Norvegien Het Noorse model (Dutch).
?.
p. 4–8.
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Skirstad, Berit
(2003).
Olympia - Spiele der Welt - Spiele der Frauen.
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Skirstad, Berit
(2003).
Gender Mainstreaming im Sport : Alter Wein in neuen Schlauchen? Gender mainstreaming in sport : old wine on new bottles.
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Skirstad, Berit
(2003).
Sport and equality.
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Skirstad, Berit
(2003).
Where have all the students gone? : are they prepared for work?
Show summary
The first students finished their undergraduate study of sport management at our university 15 years ago in 1987. It would be useful to know where the students work at the moment, and how well they feel that the university have prepared them for work .It is important to check for practicality and relevancy of the education (Weese 1995). The aims of the study were to 1) identify the motives why the students wanted to study sport management, 2) what extent are sport management graduates employed in various types of sport management occupations, 3) assess career outcomes on the completion of the sport management study programme, 4) provide insights on how the different subjects taught have had relevance for their work and 5) investigate if there seemsto be a relationship between the grades achieved and the jobs you get. Both primary and secondary data have been used. The primary data consist of three investigations at three different times. The first one was in 1991(N= 108) with a response rate of91.5 %, and the second in 1996 (N=207) with 79.9% also included the respondents from the first survey 5 years after. The third survey in 2003 where all the previous students are included (N=494) is in progress. Further we know that many of the studentswere already sport teachers when they started the study in sport management, and they took this study in order to be better equipped for the future in case they get tired of being a physical education teacher. A sport management occupation has to meet the following two criteria:1) linked to the organization and implementation of sports activities and 2) the main tasks and duties of the job consist of planning, organising, controlling and directing the daily work activities of a group of subordinates (ENSSHE 1997:9). The first investigation showed that almost one third was motivated for administrative work, a fourth would just have more possibilities, almost a fifth thought it was an exiting study and a tenth needed the study to have a bachelor degree as a physical education teacher. 62% answered that the study met their expectations, 34 % partly, just 1 % answered no, and 3% did not know. The ones who had administrative jobs were very satisfied with their job. The average age seem to differ some,with a tendency to have a lower average age for the students in attending the course in the more recent years. It is a larger share of the people working as sport managers to-day that mention that their motive to enter the study was a genuine interest in sport management than the others who were more involved in creating more possibilities if they did not like teaching or when they would get tired of it. Almost a fifth of the students in the first investigation mentioned that they were motivated to start this study by former sport management students or the coordinator of the study. Very many of the respondents had been active sportsmen or - women. A small tendency is seen that more among the teachers had been active on a higher performance level as national and Nordic, than among the sport administrators. Organization theory and leadership was the most relevant subject they were taught both according to the sport managers as well as the physical education teachers. The internships periodswere adequate according to 75% of the respondents, and one fifth of them claimed they were too short. This is in accordance with studies undertaken in the States (Cuneen 1992).
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Skirstad, Berit; Hartmann-Tews, Ilse; Rulofs, Bettina & Leutkens, Sascha Alexandra
(2003).
The road from quotas to gender mainstreaming in the Norwegian umbrella organization for sport is a discourse from right.
Show summary
The question is if the use of quotas, positive actions and gender mainstreaming helps to abolish the under-representation of women in decision-making bodies in sport. The participation of women to the general assembly of sports, the highest decision-making body in Norway, was studied. The period was 1971- 2003 and cover 13 assemblies. The last 9 assemblies were observed. The lessons learned from the Norwegian experience is illustrated according to which equal treatment approach was used: Equal rights(1971-1984); positive action (1984-1994); and gender mainstreaming (1994- 2003). In all three periods, quotas has been central even when it failed to be accepted from the beginning. The evolution of the quota statement and the actions of the umbrella organization to increase female representation are described. The arguments for empowerment of women have changed from rights to difference and utility, and quotas seemed to increase the number of participating females.
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Skirstad, Berit
(2002).
Shortage of females in local, national and international sport structures.
Show summary
In the sport clubs in Norway the situation is that 17,5 % are female. Together there are 7570 ordinary sport clubs. More women are engaged in the North than e.g. in Oslo, which has the fewest. In addition comes the company sport clubs. In the sport councils, which are a gathering of all the sports clubs in the area. They are organized mainly to approach the government together, in the hope that together they are stronger. There are 11,7 % female leaders . Alltogether there are 315 sport councils. These last figures are from 2000 (NIF 2000:47) The figure of executive female board members in the sport federations are 28.8% The female athletes made up for 34.3 % of the athletes in Atlanta and 38.2 in Sydney. In the light of equality the women should have the same share of the decision-making power as of the athletes. Following the recommendations of the Study Commission of the IOC Centennial Olympic Congress in 1994, a Women and Sport Working Group was established in 1995. The Women and Sport Working Group should advice the IOC on suitable politics to be followed in this field. There are 40% men in this working group. Every time they have enlarged the number of women, they have extended the working group, so no men would have to leave the commission. Three years ago the first woman, Anita De Frantz, became vice-president in IOC executive board. She became one of the most loyal defenders of Samaranch. One can ask who are the women who enter as IOC-members? Most of them are recruited as former well known athletes. Among them there are also 3 royal persons. The athletes commission: (4 out of 19, 21%). In the executive board of the IOC there are just one women Gunilla Lindberg from Sweden (1 out of 15, 6.6 %) To me it is a little strange that IOC do not manage to follow their own recommendations with the 10% limit. In an interview with a Danish sport paper “ Idræt & ungdom” (Sport and Youth) this year, the IOC president Jacques Rogge proclaimed that in order to make the sport universal in 10-12 years 50% of the athletes shall be women. There will be introduced quotas (no numbers were mentioned) in connections with elections to leading positions. The two female athletes recieved the most votes, so they were elected for 8 years and the male for 4 years. What sanctions are used when the countries to not meet these requirements? The only one they would understand is probably money. The study of social inequality has been of central interest in the social sciences. Questions like who get what and why. The focus centers on issues like dominance and control over the social agenda. The social relations are historicallly produced, socially contructed and culturally defined to serve the interests and needs of dominant groups in society. Men’s control over the major sport institustions.
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Skirstad, Berit
(2002).
Serving the coffee? Women in Sport Politics.
Show summary
The answer to the question if women serve coffee as part of their role in sport politics, must be it depends upon the cultural context where you ask. Two examples illustrate this. The growth of women’s participation in sport politics is a post-war phenomenon. In the last 15 years gender and organizations are put on the agenda (Ackers 1990). Organizational theory has been “gender-blind”. The male values in the organization have been viewed as gender neutral. It was the men that researched the organizations where they were in charge. All research is value loaded and cannot escape being influenced by the history, life-situation and particular world view of the researcher. The Equal Opportunity act was passed in 1978 in society at large. In sport it was passed ten years afterwards, but at that time with the strange wording that there should be candidates/representatives of both genders. It was raised at the General Assembly of Sports in 1980, but failed. It was passed in 1987. Power is its own protection. To redress imbalances of power requires power. The powerful are not likely to give up their power without a struggle. Unless groups with little power can mobilize resources for this struggle, they have no chance of improving their power position. The situation is not quite hopeless, because the power of a group is not identical with the power of its members. Women talk about other things than men in the general assemblies in sport that I have studied in Norway. The men look upon the women’s topics of interest as marginal, but their own topics as central. Men talk longer and more about economy and elite athletes. Women talk about equality, sport for all and for children in the neighbourhood and of course their favourite topic equity. The FIH is one of the 2 International Olympic Sports Federations in the world with, firstly, a female president and, secondly, a far greater representation of women than the 10 per cent target set by the International Olympic Committee. In 1999, the figure for women with key roles within the FIH was 26 per cent; by 2001 it was nearly 40 per cent! Making invisible and make ridicule of are techniques used very effectively by many men by never referring to a proposal that you (a woman) have made, but refer to a man that later said something of the same. Make ridicule of some one is efficient for the purpose to shut that person up for later occasions. To maintain a competitive edge both within European business and in the global economy, strategic organizations are beginning to realize the economic significance of women as executives, investors, customers, and clients. It is time for inclusion also in sport. All actions should be taken into account simultaneously.  Equal treatment – ensuring that men and women are treated the same  Positive action –to redress disadvantage  Mainstreaming, the systematic integration through equal opportunities for women and men into systems, structures, institutions, programmes, policies and practices; into ways of seeing and doing (Rees 1998)
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Skirstad, Berit
(2002).
Setting quotas - an acceptable strategy to increase female representation?
Show summary
In Norway the quotas has been part of the political system for a long time, and the sport system a little shorter. Now it is brought up for debate in society at large because one of our ministers wanted to introduce quotas in the boards of shareholding companies.
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Skirstad, Berit
(2002).
Problems of being a mother and sportsleader or sportswomen (athlete) at the same time.
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Skirstad, Berit
(2002).
How to ensure progress through targets, quotas and other measurable objectives.
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Skirstad, Berit
(2002).
Successful european women report on their career development.
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Skirstad, Berit
(2001).
The management of clubs, recreation and sport : concepts and applications [Review].
?.
1(3),
p. 238–239.
Show summary
This is a book review
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Skirstad, Berit
(2001).
Den frivillige organiseringen av idrett i Norden.
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Skirstad, Berit
(2001).
Female representation in Decision-making Fora in Norway.
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Skirstad, Berit
(2001).
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