Monday, April 22, 2019
Governance Structure of NCAA Assignment Example | Topics and Well Written Essays - 500 words
Governance Structure of NCAA - Assignment ExampleIn 1952, the association regulated any live televised coverage (Bleischwitz, 2004). NCAA reorganized itself into three divisions, each representing a disparate level of competition in various sports. It also collected statistics on football and basketball and publishes guidebooks on these sports such as gymnastics swimming as sanitary as others. More than 800 educational institutions became members in the late 20th century. In order to have a more fluid governance structure, NCAA necessarily to practice effective communication among the members to have a strong governance structure. This is where the members have monthly meetings to prize if they are working in line with their vision and mission. Moreover, NCAA needs to provide state of the art facilities, which compensate maintenance where the athletes can practice. There should be an effective and timely succession planning of the athletes. This is beca subroutine the athletes n eed to evolve for the upcoming and new athletes. The NCAA should employ qualified members and positions given to the right people. In addition, the NCAA should have proper guidelines and regulations on the expectations of all the members and athletes. In addition, proper disciplinary actions for those violating the rules need implementation (Faghfouri, 2013). Lastly, rewarding and training the athletes who perform well is also crucial, as the athletes feel appreciated. In addition, the athletes need to receive training on how they may use their funds when they have won. This is because most of the athletes misappropriate the money. Some of the market strategies that NCAA should be involved in implicate the following. The NCAA should compose branded online destinations to surround interested members or new athletes with online experiences. The NCAA should use the social media platform to create talk ability of the Association.
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