1. Introduction
The Ohio State Football (OSF) team is one of the most prestigious football programs in the United States, with a rich history and a large fan base. Founded in 1890, the team has won eight national and 39 conference championships, making it one of the US’s most successful college football programs (Crowford, 2018). The team’s success has attracted a large fan base known as the Buckeye Nation, including alumni, students, and supporters worldwide. The team’s games are played at Ohio Stadium, which has a seating capacity of over 100,000, making it one of the largest college football stadiums in the country (The Ohio State University (OSU), 2023). As a high-profile sports organization within the public sector, the team has faced numerous challenges and opportunities over the years, requiring effective management and leadership to ensure its success.
The team has a long and storied history, dating back to the early 1900s, and has won eight national championships. The team has produced numerous All-Americans and NFL stars and has been coached by some of the most respected coaches in the sport, including Woody Hayes, Earle Bruce, and Urban Meyer (Snook, 2012). OSF is part of the Ohio State University, a public research university in Columbus, Ohio. The university was founded in 1870 and has grown to become one of the largest universities in the country, with over 63,000 students enrolled across its campuses (OSU, 2023). It also offers undergraduate and graduate programs in various fields, including business, engineering, education, law, and medicine. The football team is one of the most visible and popular programs at Ohio State and generates significant revenue for the university. The team competes in the National Collegiate Athletic Association (NCAA) Division I and is a member of the Big Ten Conference. The Big Ten Conference is one of the country’s oldest and most respected college sports conferences and includes 14 member institutions from the Midwest region of the United States (OSU, 2023). The conference sponsors 28 sports programs and generates millions of dollars annually.
“Ohio state football is going to support the academic mission of The Ohio State University by fostering a culture of academic achievement and advancing the well-being of our student-athletes. We provide competitive and engaging opportunities for student-athletes to compete for championships, develop leadership skills, and prepare for life after college through community engagement and personal growth.”
Since Tressel’s departure, the OSF has been coached by Urban Meyer and Ryan Day, who has continued the team’s tradition of success on the field. Under Meyer and Day, the team has won several conference championships and made multiple appearances in the College Football Playoff, including a national championship in 2014 (Crowford, 2018). Additionally, OSF has a strong tradition of developing student-athletes who excel not only on the field but also in the classroom and the community. The team has consistently produced Academic All-Americans and has been recognized for its high graduation rates. The organization also has a solid commitment to community service and outreach. The players and coaches actively participate in community service activities, including volunteering at local schools, hospitals, and other organizations. From time immemorial, the OSF has had a strong culture of leadership and accountability, focusing on developing young men who will become leaders both on and off the field. The team’s coaches and staff work closely with players to develop their skills as athletes and leaders, emphasizing the importance of responsibility, discipline, and teamwork (OSU, 2023). This makes a general assertion that the team’s history is one of excellence not only on the field but also in the classroom and the community. Therefore, the team’s commitment to developing extraordinary student-athletes has helped build a strong culture of success and pride around the program.
1.1 Products and Services
The OSF’s primary product is its on-field performance. The team competes in the NCAA Division I and plays a schedule of 12 regular-season games, as well as potential postseason games in the conference championship game, bowl games, and College Football Playoff. The team’s success on the field generates significant revenue for the university through ticket sales, merchandise sales, and television and media contracts. In addition to its on-field performance, the Ohio State Football team also provides a range of services and experiences for its fans and supporters, including:
- Game-day experience: The team offers a unique and exciting experience for fans attending home games at Ohio Stadium (OSU, 2023). The stadium, which can hold over 100,000 fans, is known for its energetic atmosphere and passionate fans. Fans can enjoy pre-game tailgating activities, live music, and other entertainment before the game and can also participate in various in-game activities and promotions.
- Merchandise sales: There is a wide range of merchandise for fans to purchase, including jerseys, hats, t-shirts, and other apparel. The team’s merchandise is sold at official team stores and online through the team’s website and other retailers.
- Online content: The OSF team has a solid online presence, with a website that provides fans with news, analysis, and other information about the team (OSU, 2023). It also has a social media presence on platforms like Twitter, Facebook, and Instagram, where fans can engage with the team and other fans.
- Alumni events: OSF has a large and passionate alumni base, and the team often hosts events and activities for alumni to reconnect with the team and each other (OSU, 2023). These events can include pre-game tailgates, alumni reunions, and other activities.
- Community outreach: The team is also active in the local community, with players and coaches participating in various outreach programs and events. These programs can include visits to local schools, hospitals, other organizations, and other community service activities.
1.2 Introduction to the Study (Purpose, Method)
This case analysis aims to examine the organizational effectiveness of the Ohio State Football team, using insights from class discussions, concepts from the book “Understanding Sport Organizations: Applications for Sport Managers” by Slack et al. (2020), and other relevant sources. Specifically, there will be an analysis of the team’s organizational structure, organizational culture, environment, and inter-organizational relationships, assessing their effectiveness in achieving its goals and objectives. Slack et al. (2020) define the concepts assessed in this paper as follows: Organizational structure refers to how an organization is designed and arranged to achieve its objectives. Governance is the processes and structures to ensure an organization is managed effectively and efficiently. Leadership is the ability of individuals to influence and motivate others to achieve common goals. Finally, marketing strategies are methods that an organization uses to promote its products or services and to attract and retain customers. Through analyzing these concepts, the paper seeks better to understand the Ohio State Football team’s organizational effectiveness and identify areas for improvement. The analysis will be conducted using a combination of theoretical frameworks, empirical data, and case studies, focusing on practical applications for sports managers and leaders. Thus, this case analysis aims to understand better the challenges and opportunities facing high-profile sports organizations and provide recommendations for improving organizational effectiveness.
In addition to insights from current literature, the researcher collected data from face-to-face interviews or personal messaging. Short interviews were done during the spring practice inside the woody hayes facility with Mr. Gene Smith, Coach Day, and Video director George. There were also message interviews with previous strength and conditioning director Coach Quinn and previous player Garrett Wilson. This researcher also obtained an inside report from Joe, the CFO of the Ohio State athletic department. Key takings from these interactions are quoted throughout the analysis to support the researcher’s assertions. The research proponent believes this approach will contribute to a better understanding of the organizational dynamics and challenges facing high-profile sports organizations and provide recommendations for improving the Ohio State Football team’s organizational effectiveness. More importantly, this case analysis will demonstrate the importance of effective management and leadership in the sports industry and the need for continuous adaptation and innovation in response to changing circumstances and expectations.
2. Indicator of the Organization
The OSF is a commercially successful football team, and they prioritize measuring organizational effectiveness. The number of games won, bowl game appearance, playoff appearance, and annual revenue are two of the main focus for this program to succeed. According to Mr. Gene Smith, the athletic director of the Ohio State Athletic Department, the Buckeye community and players’ development are also significant factors that they pay attention to. However, to achieve excellence constantly, the Ohio State football program should look beyond these two numbers as many stakeholders are involved in the team’s effectiveness. There are variously internal and external factors that impact the effectiveness of the OSF. Some internal factors include team culture, coaching staff expertise, player athletic performance and academic development, player communication development, facilities and equipment, budget and financial resources, recruitment and retention of players and coaches, event management, NIL management, and financial education (OSU, 2023). On the other hand, external factors include competition from other football programs, fan engagement and support, media coverage and public perception, conference and NCAA rules and regulations, and economic conditions and market trends impacting sponsorships and ticket sales.
“Effectiveness is a big word… and a lot can go into that, but the number of games won (bowl game appearance, playoff appearance), and annual revenue are two of the main focus for this program to succeed. We also pay a lot of attention to the Buckeye community and player’s development, but if we can’t win, fans are not going to be happy because they are result-driven and so are we….”
The OSF must rely on more than the goal-attainment approach to achieve organizational effectiveness. The reason is that multiple constituents are involved in the program, and their needs and expectations need to be considered. These constituents include not only the fans and the Ohio State community but also the players, the coaches, the staff, and the athletic department (Slack et al., 2020). Each of these groups has different interests, expectations, and demands, and neglecting any of them could harm the organization’s overall effectiveness. For instance, focusing only on winning games and generating revenue may result in neglecting the academic development of the players, which is crucial for their future careers and lives beyond football. Similarly, paying attention to the fans and their engagement could lead to a decrease in ticket sales and sponsorships and a negative impact on the public perception of the program (Booth et al., 2015). On the other hand, prioritizing the fans and their interests over the players and their well-being could result in a toxic culture of entitlement and pressure that could harm the mental and physical health of the players.
Moreover, the multiple constituents approach aligns with the systems theory, which sees organizations as complex systems of interrelated components that interact with their environment. In this view, an organization is not just a collection of individuals pursuing their goals but a dynamic and interdependent network of relationships that require coordination and adaptation to achieve their goals. By taking a multiple constituents approach, OSF can foster a culture of collaboration, communication, and mutual respect that values the contributions of each member and aligns their goals with the program’s overall mission. Hence, while the goal attainment approach may seem appealing and straightforward, more is needed to achieve organizational effectiveness in a complex and dynamic environment such as Ohio State football. Multiple constituents approach that considers all stakeholders’ needs and expectations is necessary to build a sustainable and prosperous organization that can adapt to changing conditions and challenges (Slack et al., 2020). However, before concluding which method Ohio State football should use, it must be broken down from the organizational structure, culture, environment, and inter-organizational relationship perspectives.
3. Organizational Effectiveness Topics and Analysis
3.1 Organizational structure
Organizational structure is a crucial facilitator of the operations within OSF and directly influences their successful engagements on and off the field. Slack et al. (2020) define organizational structure as how an organization is arranged in terms of its hierarchy, departments, and communication channels. An effective organizational structure is crucial for achieving the organization’s goals and ensuring that resources are used efficiently and effectively (Babiak, 2007). To this extent, the Ohio State Football team has a well-defined organizational structure that helps ensure the program’s efficient and effective management. The team has an extensive coaching staff, support staff, and a roster of players, all of which must be managed effectively to achieve success on the field (OSU, 2023). The team’s organizational structure is designed to ensure that each area of the program is managed effectively and that communication and coordination between different departments are strong. The team’s head coach serves as the overall leader of the program, responsible for setting the direction and strategy of the team. The head coach is supported by a coaching staff that includes assistant coaches, coordinators, and other staff members. Each coach is responsible for a specific area of the team, such as offense, defense, or special teams, and works closely with players to develop their skills and achieve success on the field.
“We have been working together for many years, so we all have a general understanding of how each department works and know who we should be talking to when there is a problem. Each department leader will meet 4 hours before each practice and game to ensure everything is ready. We can use Slack chat, message, a direct phone call before everything starts, and radio during the game days operation, so communication isn’t a problem for us.”
The OSF has a high degree of horizontal differentiation, as evidenced by the specialized roles of assistant coaches, coordinators, and support staff who focus on specific aspects of the team’s operations. This creates a highly complex organization, which can challenge coordination and communication between departments. Given the high complexity of the organization, a high degree of formalization is likely necessary for coordination among various staff members and departments. However, there is not a lot of formalization among or within departments, especially in the marketing, video, and equipment departments. They all follow the tradition and unwritten and underlying rules to operate, and they can be changed arbitrarily. This can be challenging when the leadership position has been changed, or something has happened suddenly, as there is no procedure to follow but based on instinct and experience.
3.1.1 Player Development
OSF’s organizational structure also includes a strong emphasis on player development. The team has a dedicated player development program focused on helping players succeed on and off the field. This program includes a range of resources and support services, such as academic support, career development, leadership training, and mental health resources. For instance, academic support is a crucial component of the player development program, with staff members dedicated to helping players excel in the classroom (OSU, 2023). Such support covers tutoring, study sessions, the course selection and academic planning assistance. In addition, the team strongly focuses on career development, with staff members helping players prepare for careers after football. This includes internships, networking opportunities, and job placement assistance. Leadership training is also a key focus of the player development program. The team recognizes that leadership skills are essential for field success and life after football (Slack et al., 2020). Consequently, the team provides all players with leadership training and development opportunities, focusing on developing communication, teamwork, and decision-making skills.
The player development program includes mental health resources to help players manage the unique pressures and challenges of being a student-athlete. The team has a dedicated mental health staff, and players can access various resources such as counseling, stress management techniques, and mindfulness training (OSU, 2023). Generally, the OSF team’s player development program is designed to help players succeed on and off the field. By providing a range of resources and support services, the team helps to ensure that players can develop their skills, excel academically, prepare for careers after football, and manage their mental health. This focus on player development is an integral part of the team’s organizational effectiveness, helping to ensure that the program is sustainable and prosperous over the long term.
3.1.3 Effective Management
The organizational structure of the OSF team is designed to ensure that each area of the program is managed effectively and that communication and coordination between different departments are strong. The coaching staff works closely with the support staff to ensure that players receive the best possible training and support, both on and off the field. The administrative staff manages the team’s finances, facilities, and other resources (Sanfilippo et al., 2008). It is also important to mention that the team has demonstrated its ability to effectively manage and coordinate its operations at all levels, from the coaching staff to the players on the field (Crowford, 2018). One way in which the team demonstrates effective management is through its recruitment and hiring practices. The team carefully selects coaches and staff members with the necessary skills and experience to share the team’s values and vision. Through such policies and practices, the management at OSF ensures that everyone is working towards the same goals and that there is a shared sense of purpose and commitment across the program.
Moreover, the OSF places a strong emphasis on effective communication and coordination. Coaches and staff members communicate regularly to ensure everyone is on the same page and that everything is clear and straightforward. This clear and open communication allows the team to make informed decisions quickly and efficiently (Slack et al., 2020), which is critical in a fast-paced and dynamic environment like college football. The team also uses advanced technologies to improve communication and coordination. For example, there are tablets and other mobile devices to share information and game plans, allowing players and coaches to access important information quickly and easily from anywhere. This technology also allows the team to make real-time adjustments during games, which can be the difference between winning and losing. Ultimately, OSF’s commitment to effective management, communication, and coordination is crucial to its organizational effectiveness (Weber, 2019). By carefully selecting coaches and staff members, communicating effectively, and using advanced technologies to improve coordination, the team can make informed decisions quickly and efficiently, leading to improved performance on the field.
3.1.4 Leadership Development
Leadership development is crucial to organizational effectiveness, especially in a sports organization like the OSF. The team strongly emphasizes developing leadership skills in its coaches and players, recognizing that strong leadership is essential for success on and off the field. For instance, the organization develops leadership skills through its mentorship program (OSU, 2023). The program pairs experienced coaches and staff members with younger, less experienced coaches and staff members, providing mentorship and skill development opportunities. This allows younger coaches and staff members to learn from the experiences and expertise of their more seasoned colleagues, helping them to develop leadership skills and improve their performance. Moreover, the OSF provides leadership development opportunities for its players. For instance, the team offers a leadership academy, which provides players with training and coaching on leadership skills such as communication, teamwork, and decision-making (Sanfilippo et al., 2008). The academy is led by experienced coaches and staff members, providing players access to valuable expertise and guidance.
Finally, the OSF places a strong emphasis on leading by example. Coaches and staff members are expected to model the behaviors and attitudes they want to see in their players and are held accountable for their actions both on and off the field. This commitment to leading by example helps to create a culture of excellence and high performance throughout the organization (Slack et al., 2020). Thus, the Ohio State Football team’s focus on leadership development is crucial to its organizational effectiveness. By providing mentorship opportunities, leadership development programs, and a commitment to leading by example, the team can develop strong leaders at all levels of the organization, which helps improve performance on the field and drive success off the field.
3.1.5 OSF Governance Model
The governance model of the OSF refers to how the team is structured and managed. Specifically, it covers the roles and responsibilities of different individuals and groups, the decision-making processes in place, and how the team is accountable to various stakeholders (Slack et al., 2020). The team operates within the broader governance structure of the Ohio State University, which a board of trustees and a president oversees. The Ohio State University Athletic Department oversees all aspects of the university’s athletic programs, including football (OSU, 2023). The Athletic Director is the highest-ranking official in the department, and they are responsible for making critical decisions regarding the football program’s direction and overall strategy.
Within the team itself, several vital stakeholders play essential roles in the team’s governance. These include the head coach, assistant coaches, players, athletic director, and support staff. The head coach is the most visible and influential figure within the team’s governance structure. Coaches are responsible for developing and implementing the team’s strategy and tactics, managing the team’s coaching staff and players, and making critical decisions about personnel and game strategy (Weber, 2019). The assistant coaches work closely with the head coach to develop and implement the game plan, provide individualized coaching to players, and oversee specific aspects of the team’s operations (OSU, 2023). The players are also important stakeholders within the team’s governance model. They are responsible for executing the team’s game plan, following its policies and procedures, and representing the team positively and professionally on and off the field. The athletic director and support staff provide a range of administrative and logistical support to the team, including managing the team’s budget, scheduling games and practices, and providing medical and training support to players.
In decision-making, the OSF operates hierarchically, with the head coach having ultimate authority over most aspects of the team’s operations. However, the head coach also relies on input from assistant coaches, players, and support staff to make critical decisions about personnel, game strategy, and other essential matters (OSU, 2023). To this extent, the Head Football Coach, various assistant coaches, and administrative staff are responsible for recruiting, player development, and game preparation. These individuals work together to develop and implement the football program’s overall strategy and ensure it remains competitive in college football.
The OSF is accountable to various stakeholders, including the Ohio State University administration, the NCAA, and the broader community of Ohio State Football fans and supporters. The team is expected to adhere to various rules and regulations, including academic eligibility, player safety, and fair play. Here, the governance model also includes a range of external stakeholders, including alumni, boosters, and fans (OSU, 2023). These individuals have varying degrees of influence over the program, with some having direct input into critical decisions, such as fundraising and donor relations, while others provide more general support through attending games and purchasing team merchandise. The team’s governance model is designed to be highly collaborative, with all stakeholders working together to achieve a common goal. However, this approach also presents challenges, particularly in balancing competing interests and ensuring that decision-making processes remain transparent and accountable (Slack et al., 2020). As such, the program’s leaders must be highly skilled in collaboration and communication while remaining committed to upholding the highest standards of integrity and ethical conduct.
3.2 Organizational Culture
The organizational culture of Ohio State football has played a significant role in its success, and several vital elements characterize it. A key aspect of its organizational culture is its strong sense of tradition and pride. The program has a rich history that dates back over a century, and the team’s success on the field has helped build a culture that values hard work, discipline, and dedication. Tradition is deeply embedded in the program and is evident in many aspects of the organization. For example, stories and legends about the team’s past successes are passed down from generation to generation, providing inspiration and motivation for current players and staff (OSU, 2023). Symbols and language that represent the team’s tradition are prominently displayed throughout the program, including the team’s colors (scarlet and gray), mascot (the Buckeye), and fight song (“Across the Field”). The physical setting of Ohio State football also plays a role in reinforcing the team’s tradition and pride. The team’s home stadium, Ohio Stadium (also known as “The Horseshoe”), is one of the largest and most iconic stadiums in the country (OSU, 2023). The stadium’s design, including its horseshoe shape and massive size, represents the team’s strength and dominance.
Pride is another essential aspect of Ohio State football’s organizational culture. The team takes great pride in its history, traditions, and accomplishments, which is evident in how players and staff talk about the program. There is a sense of ownership and responsibility among everyone involved in the program, from coaches and staff to players and support staff. This sense of pride is fostered through various ceremonies and rituals that are part of the program’s culture. For example, the team has a pre-game tradition called “Skull Session,” in which the band and players gather to sing and get pumped up before the game (OSU, 2023). This ritual serves as a way to build camaraderie and reinforce the team’s sense of pride and purpose.
3.2.1 People
The people are an essential aspect of the organizational culture of OSF. The program places a high value on developing its players both on and off the field, recognizing that they are not only athletes but also students and young adults who will someday become leaders in their communities. This emphasis on the development of the whole person is reflected in the team’s motto, “The People. The Tradition. The Excellence.” The program’s commitment to its people is also evident in fostering a sense of ownership and responsibility among all staff members, from coaches and trainers to administrative personnel and interns. Working within Ohio State football gives individuals a sense of belonging, as everyone is a Buckeye and contributes to the Buckeye community. As a result, people at all levels of the organization take pride in their work and have a solid commitment to the team’s success. Additionally, Ohio State football has a culture of mentorship and support, with experienced coaches and staff members providing guidance and encouragement to young professionals and interns. This approach helps to create a positive work environment that values learning, growth, and development.
“Its really like a family here, every intern, every staff we brought in, we are on the same side, every game we won, every championship we have, we appreciate each every one of you just being here every day in the practice. We are all committed to success here at the Ohio State.”
- Diversity and Inclusion
Another aspect of the OSF team’s organizational effectiveness is its commitment to diversity, equity, and inclusion. The team recognizes the importance of creating a culture where all individuals feel valued and respected, regardless of their background or identity (Thibault & Harvey, 1997). To this end, the team has taken several steps to promote diversity and inclusivity within the program. One of the key ways in which the team promotes diversity is through its recruitment and hiring practices. The team actively seeks out talented players and coaches from diverse backgrounds, recognizing that diversity of perspectives and experiences can lead to better decision-making and improved performance on the field (Weber, 2019). In addition, the team has implemented training and education programs focused on diversity, equity, and inclusion for all program members, including players, coaches, and staff.
Its community outreach efforts also reflect the team’s commitment to diversity and inclusion. The team regularly engages with diverse communities across Ohio through events such as youth football clinics, volunteer work, and partnerships with local organizations. By engaging with diverse communities and promoting inclusivity; the team helps to build strong relationships and a sense of community both within the program and across the state. It is worth noting that the team’s commitment to diversity, equity, and inclusion is an essential part of its organizational effectiveness. By promoting a culture of inclusivity and valuing diversity, the team can attract and retain top talent, make better decisions, and build strong relationships within the program and with communities across the state (Slack et al., 2020). This commitment to diversity and inclusion is not only the right thing to do but also helps ensure the program’s long-term success and sustainability.
3.2.2 Lack of Innovation and Need for Balance
One aspect of OSF’s organizational culture is its emphasis on tradition and maintaining a sense of pride in the program’s history. While this has undoubtedly contributed to the team’s success, it has also led to a need for more innovation in certain areas. Ohio State’s training procedures, nutrition plans, and marketing strategies have remained the same throughout the years, with little to no experimentation or adaptation to new technologies or techniques. This lack of innovation is surprising, given the high level of competition in college football and the constant pressure to stay ahead of the curve. Other organizations have embraced new technologies and strategies to gain a competitive edge (Slack et al., 2021), while OSF has primarily stuck to what has worked in the past. This is a missed opportunity for the program to continue to evolve and improve and potentially attract new talent and fans. To address this issue, OSF could benefit from fostering a culture of innovation and flexibility within its organizational structure (Slack et al., 2021). This could involve scheduling regular brainstorming sessions or workshops where staff members can discuss new ideas and strategies to integrate the most promising ideas into existing practices.
“No innovation throughout the years, same training procedure, nutrition, marketing plan, no innovation culture is encouraged, and everybody just focuses on how they can do their job better the traditional way, so more like improvement rather than innovation.”
There is a growing need for innovation within OSF to keep up with the rapidly changing landscape of college football. One way to foster this balance is to schedule regular brainstorming sessions or workshops where staff members can discuss new ideas and strategies (Smith, 2001). These sessions can be scheduled periodically to provide a platform for staff members to discuss new ideas and strategies to integrate the most promising ones into existing practices. Brainstorming sessions should be structured to encourage free thinking, creativity, and collaboration among staff members. During these sessions, staff members can share their perspectives, experiences, and ideas for improving the program. The discussions can cover various topics, including player development, coaching strategies, nutrition, and marketing. The goal is to develop new and innovative approaches to these areas while still preserving the traditions and values that have made Ohio State football successful. To ensure the success of brainstorming sessions, it’s important to establish ground rules and guidelines for participation. These rules can include encouraging everyone to participate, fostering a culture of respect and open communication, and ensuring that all ideas are considered without judgment or criticism (Tsiotsou, 2013). Ultimately, regular brainstorming sessions can help OSF’s organizational culture to stay ahead of the competition by constantly innovating and improving. They also allow staff members to feel valued and appreciated as their input and ideas are considered and implemented.
“Right now with AI, everything will be changed, so you really need to be more adaptable and innovative. I know you are good at your job, but now the question is how can you do your job smarter, faster but with the same result. Everyone in the industry, not surprisingly, is adopting this new technology, if you are doing it, you are falling behind.”
Implementing a feedback loop is another crucial step toward balancing tradition and innovation in Ohio State football’s organizational culture. By soliciting input from athletes and staff members on the effectiveness of new strategies, the program can make adjustments based on their feedback. This allows the organization to adapt and evolve its practices to meet the changing needs of its players and staff while still maintaining its sense of tradition and pride (Abeza et al., 2020). With the increasing prevalence of AI in the sports industry, implementing a feedback loop has become even more critical. AI technology can collect and analyze vast amounts of data, providing valuable insights into player performance and training needs. By incorporating AI into the feedback loop, Ohio State football can better understand how its players are performing and identify areas for improvement. For instance, AI could be used to analyze video footage of games and practices, track player movements, and identify patterns in their performance (Torgler et al., 2020). This data could then be used to inform training strategies and adjust game plans better to fit the strengths and weaknesses of the team. Through AI, OSF will continue to uphold its tradition while embracing innovative technologies and strategies. Additionally, AI could collect feedback from athletes and staff members more efficiently and effectively (Sawan et al., 2020). For example, chatbots or automated surveys could be used to gather feedback from players and staff members regularly, allowing the program to identify areas for improvement and make adjustments as needed quickly. This streamlined approach to gathering feedback can save time and resources while providing valuable insights for the program.
3.3 Environment and Inter-Organizational Relationship
This section covers the task and general environment for the OSF and how the organization uses inter-organizational relationships to combat environmental uncertainty.
3.3.1 The General Environment
The general environment is essential when analyzing organizational effectiveness, as it encompasses broad external factors that can influence the program’s operations (Slack et al., 2020). Although these factors may not directly impact the program, they can shape the context in which it operates and indirectly affects its success. A critical factor in the general environment is economic factors. The state of the economy can significantly impact the program’s financial resources (Slack et al., 2020). This can include funding from the university, donations, sponsorships, and ticket sales. Economic downturns can lead to decreased funding sources, making it challenging for the program to operate at the same level. Conversely, a strong economy may lead to increased funding, allowing the program to expand and improve. Sociocultural factors are another essential aspect of the general environment. Public attitudes toward college sports, concerns about player safety, and the importance of academics can all shape the program’s priorities and public perception (Forster, 2006). For instance, if the public places a high value on academics, the program may need to focus more on academic success for its student-athletes. Alternatively, if there is a growing concern about player safety, the program may need to invest in new safety measures to protect its players.
Technological and political factors also play significant roles in the general environment—the former crucial in today’s rapidly advancing world. New technological advancements such as data analytics, virtual reality training tools, and wearable devices can offer new opportunities for player development, game planning, and recruiting (Slack et al., 2020). Programs that are quick to adopt and integrate new technologies will likely have a competitive advantage over those that do not. Political factors can also impact college athletics. Local, state, and federal political decisions can impact funding, regulation, and public support for college athletics (Kunkel & Biscaia, 2020). For example, if a state decides to cut funding for public universities, this could significantly impact the program’s budget. Alternatively, if the federal government passes legislation that affects college athletics, such as changes to Title IX regulations, this could have a ripple effect throughout the program. Finally, Legal and regulatory factors can also shape the program’s operations (Big Ten Cardiac Registry Steering Committee et al., 2020). NCAA and conference regulations and state and federal laws govern various aspects of the program, including recruiting, eligibility, financial aid, and player safety. Programs that do not comply with these regulations can face penalties and even lose their ability to compete.
3.3.2 Task Environment
The task environment is a set of specific factors that directly impact the organization’s operations and performance. These factors are more immediate and directly related to the program’s ability to achieve its goals. One of the significant factors is the competitors. In college football, other programs, particularly within the Big Ten Conference and other Power Five conferences, compete for recruits, resources, and victories (Slack et al., 2020). The level of competition can significantly affect the program’s success, as it determines the quality of opponents faced, the likelihood of winning games, and the program’s visibility. Another factor in the task environment is the support and expectations of fans and alumni. The program’s fan base and alumni are crucial in shaping its priorities, funding, and public perception. The program’s ability to engage with its fan base and alumni can significantly impact its success, translating into increased revenue, fan support, and student-athlete morale.
Student-athletes’ quality, motivation, and performance are also critical factors in the task environment. Student-athletes’ ability to perform on and off the field directly affects their success, as they are the program’s primary focus. Coaches and support staff must ensure that student-athletes receive the necessary resources and support to perform at their best (Booth et al., 2015). Coaching and support staff are also crucial factors in the task environment. The coaching and support staff’s expertise, experience, and commitment are essential to the program’s ability to develop players, implement game plans, and maintain compliance with regulations. The program’s success depends on the ability of its coaching and support staff to develop and manage student-athletes and maintain compliance with all relevant rules and regulations (Slack et al., 2020). The university’s leadership, including the athletic director and other administrators, can significantly impact the program’s resources, objectives, and policies. The support and priorities of the university administration play a crucial role in the program’s success. The administration must ensure that the program has the resources it needs to succeed and that its objectives are aligned with the university’s broader goals. The media is another critical factor in the task environment. Coverage by local and national media outlets can shape public perception, recruiting, and the program’s reputation. Positive media coverage can translate into increased fan support, revenue, and student-athlete morale, while negative media coverage can have the opposite effect. As such, the program’s media strategy is critical to its overall success.
3.3.3 Inter-Organizational Relationships
Inter-organizational relationships are critical for OSF’s success in a highly competitive and dynamic environment. Through collaborations with various stakeholders, the entity can reduce uncertainty and leverage its strengths to overcome weaknesses (Slack et al., 2020). The stakeholders that the program can partner with include private sector organizations, local high schools and youth programs, the community, and even other football programs. Through these partnerships and collaborations, the program can access resources, support, and talent and promote its values and goals. One key stakeholder, Ohio State football, can collaborate with is private sector organizations. These organizations, such as Nike, Coca-Cola, and Huntington Bank, provide funding and resources to support the program. For instance, Nike officially sponsors the Ohio State football team’s uniforms and provides them with state-of-the-art equipment and gear (OSU, 2023). Similarly, Coca-Cola and Huntington Bank have partnerships with the program, providing financial support for the team and scholarships for student-athletes. By forming these partnerships, Ohio State football can gain access to much-needed resources and improve its brand image and reputation.
Another stakeholder that the program can collaborate with is local high schools and youth programs. Ohio State football can form a talent pipeline for future recruiting by identifying and developing talent within the community. The program can also provide resources and support to these programs, such as coaching clinics, equipment donations, and scholarships (Slack et al., 2020). Through partnerships with local high schools and youth programs, the program can enhance its recruiting efforts and promote its values of community engagement and youth development. Another way Ohio State football can build inter-organizational relationships is by collaborating with the community through charity events and fundraisers. The program can promote its values and build a positive brand image by engaging with the community. For example, the program can organize charity events, such as food drives and blood donation campaigns, to give back to the community. It can also host fundraisers for local charities and causes to raise awareness and support. Through these initiatives, the program can strengthen its ties with the community and enhance its reputation as a socially responsible organization. Finally, OSF can collaborate with other football programs to share resources and knowledge. For instance, the program can form partnerships with other college football programs to share best practices in recruiting, player development, and game planning. It can also collaborate with professional football teams to provide internships and learning opportunities for coaching staff and players. By collaborating with other football programs, OSF can improve its operations and performance and build stronger relationships within the football community.
The team uses the goal attainment approach to measure organizational effectiveness. This approach involves setting specific, measurable, achievable, relevant, and time-bound goals and aligning resources and operations to achieve them. With this approach, OSF can ensure that it is working toward specific objectives and measuring its progress. However, the goal attainment approach also has its limitations. For instance, it may not account for external factors that affect the program’s operations and performance, such as changes in the regulatory environment or economic conditions (Slack et al., 2020). It may also be challenging to measure the impact of intangible factors, such as team culture and leadership, on organizational effectiveness. Thus, inter-organizational relationships are critical for Ohio State football to succeed in a dynamic and competitive environment. Collaborating with various stakeholders, such as private sector organizations, local high schools and youth programs, the community, and other football programs, will enhance access to resources, support, and talent and promote its values and goals. Additionally, using the goal attainment approach to measure organizational effectiveness, the program can align its resources and operations with its goals. However, it is essential to recognize the limitations of this approach and account for external factors that affect the program’s performance.
3.3.4 Financials
OSF’s financial performance has been struggling, even before the COVID-19 pandemic. Therefore, it is essential to identify cost savings and revenue generation areas to ensure long-term financial sustainability. One way to reduce costs is to assess the salaries and bonuses of staff to ensure that they align with industry standards and performance outcomes. This process can help identify potential areas for cost savings without compromising the quality of staff or morale (Slack et al., 2020). Additionally, the program can establish a performance-based incentive system for coaches and staff, which ties bonuses and raises to specific performance outcomes, such as team success, player development, and academic performance. This strategy can motivate the coaching and support staff to prioritize their performance goals and align their efforts with the program’s objectives.
Another area of potential cost savings is team travel. The program can establish guidelines and budgets for team travel, including accommodations, transportation, and per diem allowances, and ensure that all travel arrangements comply with these guidelines. This approach can help avoid unnecessary expenses and ensure resources are used efficiently. Moreover, stadium upgrades and renovations can be prioritized based on their potential to generate revenue or enhance the fan experience. Prioritizing these projects makes the entity positively impact its financial performance in the long term (Slack et al., 2020). Finally, exploring partnerships with corporate sponsors, donors, or other funding sources can help offset the costs of stadium upgrades and other program expenses. These partnerships can provide additional resources to support the program’s operations and enhance the fan experience, ultimately leading to increased revenue and financial sustainability. Thus, prioritizing cost savings and revenue generation strategies will improve its financial performance and ensure long-term sustainability.
4. Conclusion
The Ohio State Football team is a successful and well-established organization within the sports industry. A review of the team’s organizational structure, culture, environment, and inter-organizational relationship shows that the team has implemented effective practices to support its goals and promote its brand. The team’s organizational structure is hierarchical and departmentalized, with a transparent chain of command and specialized roles and responsibilities. This structure allows for efficient communication and coordination, ensuring the team operates effectively on and off the field. In terms of governance, the team has adopted a decentralized model, empowering its coaches and staff to make decisions and take ownership of their respective areas of responsibility. This model promotes transparency and accountability, ensuring everyone is working towards the same goals and clearly understands their role in the organization. The leadership adopted is transformational, with Head Coach Ryan Day leading by example and inspiring his players and staff to perform at their best. The organization’s general environment includes economic, sociocultural, technological, legal and regulatory, and political factors that can impact its financial resources, priorities, public perception, and compliance with regulations. Meanwhile, the program’s task environment includes competitors, fans and alumni, student-athletes, coaching and support staff, university administration, and the media. These factors are more immediate and directly related to the program’s ability to achieve its goals.
The success of the OSF can be attributed to its commitment to excellence both on and off the field. The team’s effective organizational structure, governance model, leadership style, and marketing strategy have all contributed to its continued success and position as a leader in the sports industry. However, there is always room for improvement. One area that the team could focus on is diversity and inclusion, both within the organization and in its marketing efforts. While the team has made efforts to promote diversity and inclusivity, more can be done to ensure everyone feels valued and supported within the organization and its fanbase. Moreover, the OSF could explore new marketing strategies to further engage with fans and supporters. For instance, the team could leverage emerging technologies, such as augmented reality or virtual reality experiences, to create unique and immersive fan experiences (Sawan et al., 2020). Moreover, financial performance can be improved by assessing staff salaries and bonuses, establishing a performance-based incentive system for coaches and staff, establishing guidelines and budgets for team travel, prioritizing stadium upgrades and renovations based on their potential to generate revenue or enhance the fan experience, and exploring partnerships with corporate sponsors, donors, or other funding sources.
Nonetheless, the team is a prime example of effective organizational practices within the sports industry. While there is always room for improvement, the team’s commitment to excellence on and off the field has enabled it to achieve sustained success and a loyal fanbase. Ultimately adapting and evolving its organizational practices has ensured that the OSF continues to thrive in a highly competitive industry and inspire future generations of athletes and fans.
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