Vera Begić Blečić
Managing Strategically in the Rijeka Sports Association
In the current Strategy of the City of Rijeka for development in the period 2014.-2020., some of the specific strategic objectives ensure the dignity of all citizens, strengthen the social inclusions and development of projects of common interest. Well-planned and well-implemented sport projects could contribute significantly to the protection and improvement of quality of life and health of citizens, and thus,ensure achievement of strategic goals in this segment. In order that those activities in the City of Rijeka can be well thought out and well implemented, it’s necessary to make a strategy of sport’s development, which in the City of Rijeka currently is missing. Such a strategy is extremely important in determining the strategic objectives and concrete liabilities in the following period of time. In this way it would be possible to prevent improvisation, which often lead to inadequate and non-optimized decisions and unfortunately, gives a picture of a non-systematic and functionally subopitmal system. Quality and realistic analysis of the current sport’s situation in the City of Rijeka can be done only on the basis of verified information and knowledge. However, here I am going to present my own opinions of the current situation in the City’s sport and make specific recommendations and suggestions for possible improvements by using different methods of analyses, primarily by using a qualitative methodology and empirical knowledge.
Organising the Rijeka Sports Association
So, I noticed that Business units: The Departement of Sport and Technical Culture, Rijeka Sports Association and Rijeka Sport Ltd. (hereafter altogether named Sport Organisations – SO) are only to a certain extent complement to each other, while in practice, in many cases we are talking about their mutual incompatibility and disconnection that leads to improvised activities and styhia in these units. In a well-organised and successful sport organisations with a common goal competencies, jobs are organised on the basis of horizontal and vertical differentiation – divisions or sectors (thus, horizontally in terms of funcrionality) and in workplaces (eg. vertical, hierarchical). In the context of centralization and decentralization, my analyses show that in every of this organisation should be defined some kind of a procedure defining the tasks, competences and responsibilities for each Department/unit or staff, and this in such a way that each individual organisation is functionaly, economicly and legaly in accordance to the other organisations, and ultimately compatible with the main sport goals defined by City of Rijeka.
