AFRICAN SPORT MANAGEMENT
ASSOCIATION
Inaugural International Conference held
at
Sports View Hotel, Kampala, Uganda
2nd to 4th December, 2011
PROGRAMME AND ABSTRACTS
MESSAGE FROM THE PRESIDENT OF THE AFRICAN SPORT
MANAGEMENT ASSOCIATION
Dear delegates, it is my honour and pleasure to
whole-heartedly and warmly welcome you to the
inaugural international conference of the African
Sport Management Association (ASMA). Given
that the Association was formed only about a
year and half years ago, it is delighting that it has
moved fairly fast in its efforts of addressing the
objectives for which it was established. Am
proud to inform the delegates that ASMA is a
legally registered entity that is committed to
promoting and strengthening sports
Prof. Kihumbu Thairu
management education, research and practice on
the African continent, as well as initiating and nurturing collaborations with the
other continental sports management associations. Indeed, I wish to use this
opportunity to assure you and all the registered members of ASMA that we have
set our eyes on rolling out more activities and programmes that will uplift the
standard of sport management for the benefit of aspiring and practicing players
in the sport industry. While on our journey to enhancing sport management as
an academic discipline and career field, we look forward to partnering and
working closely with organizations that share similar objectives and interests.
Ladies and gentlemen, am happy to note that this conference has attracted
participants from various African countries and beyond, and I have no doubt
that the forum will enable us share knowledge, research findings, ideas and
experiences that will in turn empower us to effectively play our rightful roles in
the sport industry. I therefore, urge each one of you to take keen interest in the
deliberations of this conference so that we all learn something new by the end of
it. It is my hope that this conference will generate ideas and recommendations
that may be implemented for the good of sport and sport participants. I wish
conclude by wishing you an enjoyable and productive conference. Thank you.
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AFRICAN SPORT MANAGEMENT ASSOCIATION (ASMA)
The African Sport Management Association (ASMA) was formalized at the African
Forum of 17th Biennial Conference of the International Society for Comparative
Physical Education and Sports (ISCPES) held from the 6th- 8th June, 2010 at
Kenyatta University, Nairobi, Kenya by the tenacity of all African Delegates in
collaboration with a wide global representation of delegates that attended the
conference. The membership of the Association is open to all people irrespective of
where they are domiciled. The ASMA Vision is “To be a strong African forum with a
global Alliance for the promotion of Educational and Professional sport management
as well as the management of related disciplines within Africa and beyond”. The
Mission of the association is “To strengthen sports management practices in Africa”. In
May 2011, ASMA became incorporated in Kenya as a legally registered continental
association. ASMA is set to join the World Association of Sport Management
(WASM).The objectives of ASMA include:
•
To promote sport management as well as the management of sport-related
professional disciplines in Africa through academic activities, research,
publications, conferences, exhibitions and any other viable means.
•
To offer coordination, leadership and consultancy on matters pertaining to
management of sport and management of sport-related professional
disciplines in Africa.
•
To solicit funds both from internal and external donors to promote through
various fora, sport management as a professional discipline in Africa.
•
To offer guidance and mentorship to individuals and groups at country,
regional, continental or international levels on the use of sports management
skills in social-economic development.
•
To establish co-operation with other recognized sport management - related
organizations within and outside Africa with a view to promote sport
management science.
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EXECUTIVE OFFICIALS OF THE AFRICAN SPORT MANAGEMENT
ASSOCIATION (ASMA)
1. Prof. Kihumbu Thairu - President (ASMA) University of Nairobi, Kenya
2. Dr. Andanje Mwisukha - Secretary-General Kenyatta University, Kenya.
3. Dr. Soita Paschal Assistant Secretary-General - Kyambogo University,
Uganda
4. Prof. Nteere Jacob Treasurer - University of Nairobi, Kenya
5. Dr. Mrs. Odunola Bello - Assistant TreasurerNigeria
6. Prof. Peter Wanderi - Organizing Secretary- Kenyatta Universty, Kenya
7. Mr. Muema Edward - Committee Member Kenyatta University, Kenya
8. Dr. Mombi Thairu - Patron / Special Advisor, USA.
9. Dr. Nsibambi Connie - Committee Member Kyambogo University, Uganda
10. Dr. Bolaju Ojo- Oba Representative, Western Africa
11. Dr. Dennis Floyd Jones - North America Contact West Virginia University,
USA
12. Prof. Micheal Boit - Eastern & Central Africa Representative Kenyatta
University, Kenya
13. Mrs. Florence Gitau-Executive Committee Member - Moi University, Kenya
14. Mr. Fessehe Wolde Emmanuel-Ethiopia Representative.
15. Kirsten Nematandani-South Africa Representative
16. Karl Lusbec-Germany Representative.
17. Dr. Colin King - UK Representative.
18. Dr. Iva Gloudon-Carribean Representative.
CONFERENCE MANAGEMENT COMMITTEE
1. Prof. Kihumbu Thairu - President (ASMA) University of Nairobi,
Kenya.
2. Dr. Andanje Mwisukha - Secretary-General Kenyatta University,
Kenya.
3. Dr. Soita Paschal-Assistant Secretary-General - Kyambogo University,
Uganda
4. Prof. Nteere Jacob Treasurer - University of Nairobi, Kenya
5. Dr. Mrs. Odunola Bello - Assistant TreasurerNigeria
6. Prof. Peter Wanderi - Organizing Secretary- Kenyatta Universty, Kenya
7. Mr. Muema Edward - Committee Member Kenyatta University, Kenya
8. Dr. Mombi Thairu - Patron / Special Advisor, USA.
9. Dr. Nsibambi Connie - Committee Member Kyambogo University,
Uganda
10. Dr. Bolaju Ojo- Oba Representative, Western Africa
11. Dr. Dennis Floyd Jones - North America Contact West Virginia
University, USA
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12. Prof. Micheal Boit - Eastern & Central Africa Representative Kenyatta
University, Kenya
13. Mrs. Florence Gitau-Executive Committee Member - Moi University,
Kenya
14. Mr. Simon Munayi-Universityof Nairobi, Kenya.
15. Dr Elijah Gitonga-University of Nairobi, Kenya.
16. Ms. Peninna Kabenge-Makerere University, Uganda
17. Dr. Michael Byaruhanga Kadoodooba-Kyambogo University, Uganda
18. Dr Eunice Kateshumbwa-Kyambogo University, Uganda
19. Dr. Sandra Kasoma - University of Makerere, Uganda
KEYNOTE SPEAKERS
1. Prof. Floyd Jones - College of Physical Activity and Sport Sciences, West
Virginia University
2. Prof. Paul K. Wainaina - Kenyatta University, Kenya
3. Prof. Jacob Kaimenyi - University of Nairobi, Kenya
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INAUGURAL INTERNATIONAL CONFERENCE OF THE AFRICAN
ND
TH
SPORT MANAGEMENT ASSOCIATION (ASTHMA) 2 - 4 DECEMBER,
2011
OFFICIAL PROGRAMME
DAY ONE
- Thursday, 1st December, 2011
-Arrival of Delegates and Registration
- Friday, 2nd December, 2011
- Registration of Delegates
Official Opening Ceremony
Master of Ceremony Dr. Andanje Mwisukha (Secretary
General-ASMA)
9.00 a.m. - 9.15 a.m.
- Introduction of Delegates
9.15 a.m. - 9.40 a.m.
- Welcome Remarks:
(i) Dr. Paschal Soita (LOC Uganda)
(ii) Prof. Peter Wanderi (Organizing Secretary
(ASMA)
(iii) Prof. Kihumbu Thairu (President ASMA)
9.40 a.m. - 10.10 a.m. - Opening Address:
Chief Guest Prof. Isaac Omollo Ndiege (Vice
Chancellor, Kyambogo University)
10.10 a.m. - 10.30 a.m. - Tea Break
Plenary Session: Keynote Address
Chairman-Prof. Jacob S. Nteere
Repertoire: Edward Muema Munguti
DAY TWO
8.00 a.m. - 9.00 a.m.
10.30 a.m. - 11.10 a.m. Keynote Address
Keynote Speaker - Prof. Floyd Jones
Topic: International Sport Development: Future Sport Management Focus: Can We
Save Our Communities and Make a Profit at the Same Time?
Plenary Session: Paper Presentations
Chairman-Dr. Constance Nsibambi
Repertoire: Mr. Stephen Mabagala
11.10 a.m. - 11.30 a.m. - Implementing the Sports Policy Framework for Africa
2008-2016: Implications for Sports Development Trends in Africa in the 21st
Century- Michael Byaruhanga Kadoodooba Akiiki
11.30 a.m. - 11.50 a.m. - Administrative Issues in Sport Management - Mbaabu
Murithi
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11.50 a.m. - 12.10 p.m. - Governance Challenges in Sports in East Africa - Andanje
Mwisukha, Paschal Soita and Stephen Mabagala
12.10 p.m. - 12.30 p.m. - Legal Issues in Sports Management - Peninah Wahome
12.30 p.m. - 12.50 p.m. Sport Management Curriculum in East African
Universities and Sport Leadership Dilemma: Case of Football as Economic Product
- Benjamin Kalui
12.50 p.m. - 2.00 p.m. - Lunch Break
Plenary Session:
Chairman Dr. Michael Kadoodooba Byaruhanga
Repertoire Suzan Makwasi
st
2.00 p.m. - 2.20 p.m. - Globalization of Athletics in Africa in the 21 Century:
Lessons from Uganda in Implementing the World Plan for Athletics - Michael
Akiiki Byaruhanga Kadoodooba, Beatrice Ayikora and Daniel Tamwesigire
2.20 p.m. - 2.40 p.m. - Strengthening the Role of Professional Associations in
Bridging the Gap between Sports Studies and its Leadership - Prof. Emmanuel
Ojeme
2.40 p.m. - 3.00 p.m. - Management of Sports at the District Level in Kenya - Thomas
Mboya Kisaka
Parallel Sessions: Group Discussions
3.00 p.m. - 4.00 p.m.
Topic 1 Streamlining Management of Sports in
African Countries
- Group Chairman Mr. Simon Munayi
- Recorder:Ms. Peninnah Kabenge
Topic 2 Exploitation of entrepreneurial
opportunities in sports
-Group Chairman Dr. Mombi Thairu
-Recorder: Dr. David N. Muigai
Topic 3 Strengthening of African Sport
Association as Africa's representative to the
World Association of Sport Management (
WASM)
-Group Chairman Prof. Kihumbu Thairu
-Recorder: Mrs. Florence Gitau
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Topic 4 Strategies for developing and sustaining
networks Amongst sports professionals
and organizations.
Group Chairman Dr. Michael Kadoodoba
Byaruhanga
Recorder: Mr. Stephen Mabagala
DAY THREE
- Saturday 3rd December, 2011
Plenary Session: Keynote Address
Chairman: Michael Naylor
Reppartoire: Florence Gitau
8.40 a.m. - 9.20 a.m.
- Keynote Presentation
Speaker Prof. Paul K. Wainaina
Topic: Management of Mega Sports Events: The
Case of the 2010 East Africa University Games
Plenary Session: Paper Presentations
Chairman - Ms. Penina Kabenge
Repertoire: Joan Auma
9.20 a.m. - 9.40 a.m. - Reconceptualizing Management of Sports in African
Universities - Elijah G. Rintaugu
9.40a.m. - 10.00 a.m. - Current Status, Challenges and Future Direction in the
Management of Students' Games and Sports Programmes in Institution of Higher
Learning: The Case of Universities in Kenya - James P. Taitumu Kubai
10.00 a.m. - 10.20 a.m. Sports Management in Teacher Training Colleges: The Case of
Kenya - Wanjira Janet Kamenju and Katiwa Edna Thangu
10.20 a.m. - 10.40 a.m. - Tea Break
Plenary Session: Paper Presentations
Chairman - Kai-Li Wang
Repertoire Janet Muhalia Chumba
10.40 a.m. - 11.00 a.m. Management of High Altitude Training Centres in Kenya Edward Muema
11.00 a.m. - 11.20 a.m. - Hosting of African Cup of Nations 2019 by Kenya: A Big
Leap by the Country Towards Realization of Vision 2030 - Simon Munayi and Janet
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Chumba
11.20 a.m. - 11.40 a.m - Soccer Violence in Secondary Schools in Kampala, Uganda Josephine Catherine Auma
11.40 a.m. - 12.00 Noon - Platform for Women, Gender Equality and Sports in Africa Byaruhanga Kadoodooba, Loyce Nahwera and Olivia Kamwasir Cherotich
12.00 Noon - 12.20 p.m. - Empowering Girls Through Sports: The Case of Mathare Youth
Sport Association (MYSA) - Florence Gitau, Andanje Mwisukha, Peter Wanderi and
David Muigai
12.20 p.m. - 12.40 p.m. - Perception of the Ethics of Ambush Marketing: Rugby World
Cup 2011- Michael Naylor, Geoff Dickson & Sean Phelps
12.40 p.m. - 1.00 p.m. - Dynamics of Global Corporate Sport Sponsorship - Okech
Sebastian
1.00 p.m. - 2.00 p.m.
- Lunch Break
Plenary Session: Paper Presentations
Chairman - Dr. Eunice Kateshumbwa
Repertoire Beatrice Ayikora
2.00 p.m. - 2.20 p.m. - Involvement of Banks in the Promotion of Sports in Kampala,
Uganda - Mwase Matia and Constance N. Nsibambi
2.20 p.m. - 2.40 p.m. - Student- Athlete Remuneration in Kenyan Universities - Joan
Auma Adalo
2.40 p.m. - 3.00 p.m. - Enhancement of Prudent Human Resource Management in Sports
- Ndiritu Gikaria
3.00 p.m. - 3.20 p.m. - Records Management in Sports and Games - Mbaabu Murithi
3.20 p.m. - 3.40 p.m. - Management of Stress-Related Conflicts amongst Personnel in
Sports Organizations in Kenya - Robert K. Muniu and Andanje Mwisukha
3.40 p.m. - 4.00 p.m. The Contribution of Coaches at Different Stages to Archers'
Performance in Taiwan - Kai-Li Wang and Ping-Kun Chiu 4.00 p.m. - 4.20 p.m
- Tea Break
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DAY FOUR
8.20 a.m. - 9.00 a.m.
th
- Sunday, 4 December, 2011
Plenary Session: Keynote Address
-Chairman - Prof. Floyd Jones
-Repertoire Ms. Peninah Wahome
- Keynote Address
Keynote Speaker Prof. Jacob T. Kaimenyi
Topic: The Nexus of Sports and Academics in
Universities in Africa
Plenary Session: Paper Presentations
-Chairman - Mr. Ndiritu Gikaria
-Repertoire Daniel Tamwesigire
9.00 a.m. - 9.20 a.m. - Participation Levels of Children with Special Needs in Adapted
Physical Education (Ape) in the Greater Kampala - Makwasi Suzan and Soita
Paschal
9.20 a.m. - 9.40 a.m. - Practical Application of Imagery and Mental Practice in Physical
Education and Sports - Mugala Hannington Bulinda.
9.40 a.m. - 10.00 a.m. - Outdoor Leadership Programmes - Tim Ngugi
10.00 a.m. - 10.20 a.m. - Competitiveness of the North Rift Region as a Sports Tourism
Destination in Kenya - Winnie Tubey and Andanje Mwisukha
10.20 a.m. - 10.40 a.m. - Tea Break
Plenary Session: Paper Presentations
-Chairman - Prof. Benjamin Kalui
-Repertoire Mr. Jacob Abisai
10.40 a.m. - 11.00 a.m. - Integration of African Indigenous Games in Contemporary
Sports Management Programs as a Sports Tourism Strategy - Mwangi Peter Wanderi
(PhD)
11.00 a.m. - 11.20 a.m. - Sports Tourism in Kenya: The Government's Position in the
Exploitation of the Potential of Sports Tourism - Janet Chumba and Simon Munayi
11.20 a.m - 11.40 a.m - Integrated Model of Smart Phone Infrastructure in Sports; Proposed
as a Platform for Advancing the Marathon Industry in East Africa - D. Floyd Jones, Nicholas
Bowman, Muigai Ng' ang'a, Peter Wanderi and Mombi Thairu.
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11.40 a.m - 12.00 Noon - Profiles and Managerial Competencies of Soccer Club
Managers in Uganda - Adipo Catherine Wejuli
12:00 p.m.-12:20 Management of Sports in Private Schools in Kenya - Caroline
Wanjohi
Plenary Session
12.20 p.m - 1.15 p.m - Closing Ceremony of the Conference
Chairman
- Prof. Peter Wanderi
Repertoire Dr. Constance Nsibambi
1. Reading of Conference Communique Dr. Andanje Mwisukha
2. Announcements and filling of vacant positions in ASMA Executive
Committee Prof. Peter Wanderi
3. Representative Kyambogo University
4. ASMA President - Prof. Kihumbu Thairu
5. Chief Guest Mr. Dan Tamwesigire (Commissioner for Sports, Ministry of
Education and Sports)
6. Vote of Thanks Dr. Mombi Thairu
1.15 pm - 2.00 pm - Lunch
2.00 pm - 3.00 pm - ASTHMA Executive Committee Meeting
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INTERNATIONAL SPORT DEVELOPMENT: FUTURE SPORT
MANAGEMENT FOCUS: CAN WE SAVE OUR COMMUNITIES AND
MAKE A PROFIT AT THE SAME TIME?
By
Dennis Floyd Jones PhD
Associate Professor, West Virginia University
Department of Sport Studies
[email protected]
Abstract
During a keynote speech at a recent international conference, UN Under-Secretary
General Wilfried Lemke urged governments to use sport as a tool “to change the lives of
boys and girls in the slums, refugee camps and poor townships” throughout the world.
While Lemke's predictions may seem lofty, they reflect the growing sense that the
prospective multinational partnerships surrounding sport can be harnessed to educate;
to promote peace and economic development; to develop role models; to engage girls
and promote gender inclusivity; and to cultivate leaders who can address the health and
quality of life issues of their communities. For instance, Nelson Mandela proclaimed
that sport “has the power to change the world, the power to inspire, the power to unite
people in a way that little else can. Sport can create hope ... It is an instrument for
peace.” As host of the 1995 Rugby World Cup and the 2010 FIFA World Cup, South
Africa has demonstrated some of the ways in which sport can serve fruitful social,
economic and political purposes. Within a wider geographical context, a wide variety of
international groups, including the International Olympic Committee (IOC), World
Health Organization (WHO), and the United Nations (UN) have mounted efforts to
utilize sport and physical activity to enhance human development, civic participation,
education, health, and peace. Such initiatives are indicative of the degree of global
activism amongst sports professionalscommunity coaches and sport managers, health
workers, policy makers, government agencies, as well as researchers and practitioners
in health promotion, sport sociology, sport management, peace and conflict studiesto
develop and refine sport and physical activity programs for underprivileged
populations around the world. However, According to a recent article written by Joseph
Andanje, and published in the Winter 2010 issue of Africa Today, the “Brain Drain” of
intellectually talented Africans from poorer African countries to richer Western
countries continues to move at a rapid pace. Individuals with marketable skills and
technical knowledge are able to find more wealth and upward social mobility by
moving away from their poor neighborhoods. This so called “Capital flight”, which
over the past 20 years has seen many talented scientists, health care professionals, and
self-made businessmen, leave the Continent to become citizens of more industrialized,
affluent societies, where they feel they can be paid for what they are worth. To date
11
little mention has been made of the “Brawn Drain” that is occurring almost as rapidly.
According Adjeye, (2010) in 2005, 40 Kenyan athletes had defected to Qatar and
Bahrain and almost three hundred Kenyan and East African runners had requested and
been approved a citizenship transfer, even though many of these countries do not
recognize dual citizenship. This presentation will review the concept and practice of
sport development as a sport management goal for children living in poverty, as well as
communities where scarce resources limit the aspiration of residents. This session will
review the practice of these talented individuals from their impoverished communities,
leaving for a better life in more upscale, affluent community where they can realize
their dreams of upward social mobility, and finally a potential strategy will be offered
for these individuals who want to “give back” to their community. A model of
community serviceprogram will be presented that empowers local community leaders,
and in turn generates positive energy within the community of their homeland, promote
access for young children to athletic opportunities, academic, and life skills
development, while at the same time, provides economic opportunity for families and
professionals living in poverty to enjoy some of the economic benefits of athletes who
have emigrated away from their homeland.
IMPLEMENTING THE SPORTS POLICY FRAMEWORK FOR AFRICA
2008 2016: IMPLICATIONS FOR SPORTS DEVELOPMENT
TRENDS IN AFRICA IN THE 21ST CENTURY
By
Dr. Michael Byaruhanga Kadoodooba Akiiki
Kyambogo University, Kampala Uganda.
Email: akiiki [email protected]
Abstract
Africa needs a collective agenda in order to achieve and sustain success and
achievement in sport in the 21st century. In view of this, the African Union Commission
put in place a draft policy framework for sport in Africa with intent to harmonize the
strategic development of sport in Africa. The framework contains strategies
recommended to address the challenges of African Sport with regard to sport for all,
economic development, social-personal development, culture, education, health,
youth, peace, gender equality, environment, volunteerism, persons with disability,
anti-doping, values and ethics, training and research, the media, infrastructure, finance
and sponsorship, recognizing excellence, encouraging participation and capacity
building, interaction, sport financing, partnerships and strengthening relations
between organizations. This paper makes a wake-up call for policy actions for sport in
Africa and reminds African governments, partners, national and international sport
organizations and individual delegates to the Kampala conference of the Abuja 2003
pledge made towards the implementation of the African sports. The author, a sport
pan-africanist, seeks to establish to what extent Africa has moved to implement the
12
Africa sports policy framework country by country with reference to the
implementation of annexture I guidelines on purposes, strategies and activities for
national action plans for development of sport in Africa relating to enhancing
participation, capacity building, interaction, and excellence. The paper calls upon, and
requires African delegates representing countries and organizations to the Kampala
inaugural African Sports Management Conference to account for and give reports
from their countries, organization and partner federations on the progress of the
implementation of the African sport policy framework.
Key Words: Policy Framework, Strategies, Challenges, Policy Actions, Policy
Reports.
ADMINISTRATIVE ISSUES IN SPORT MANAGEMENT.
By
Mbaabu Murithi
[email protected] or Mbabilly [email protected]
Abstract
The Critical factor in promoting excellence in the administration of any Sport
Programme and or facility is the quality of the head administrator. At every Corner
of the world sport programmes and facilities are being ''turned around'' from
mediocrity to excellence with no basic change in Structure other than that generated
by the leader. The purpose of this paper is to examine the various administrative
titles used in Sport, indentify common administrative roles, prons and cons of
various administrative styles, qualities and Skills of leadership, functions of
Management and the specific responsibilities of organizations' staff.
Key Words: Administrator, facility, Leader, Programme.
LEGAL ISSUES IN SPORTS MANAGEMENT.
By
Peninah Wahome
(Kenyatta University, Kenya)
Abstract
'The practice of sport is a human right. Every person must have the possibility of
practicing sport without discrimination of any kind in the Olympic spirit, which
requires mutual understanding with the spirit of friendship, solidarity and fair play. The
organisation, administration and management of any sport must be controlled by
independent sports organisations'. This position presupposes that the conduct of
persons, institutions and organisations involved in sport must adhere to prescribed
rules and regulations that govern their operations, failure to which legal issues may
arise. In the world of sports today, matters of appeals to unfair decisions are on the rise;
13
cases of people, clubs institutions and organisations suing for damages are on the rise too.
Poor governance, mismanagement of resources and regular in-fighting in the sports
bodies has been blamed as the concerns that have persistently bedevilled the progress of
sports wold over. The reasons behind this practice include, but are not limited to, breach
of duty, breach of contract, negligence during the conduct of the parties which may lead to
litigation, damages to people and property and injuries. This paper will addresses the
legal issues that arise in the process of sports management, sound ways of reducing
litigations and improving performance.
Key Words: Legal issues, Breach of duty, Breach of contract, Negligence.
SPORT MANAGEMENT CURRICULUM IN EAST AFRICAN
UNIVERSITIES AND SPORT LEADERSHIP DILEMMA: CASE OF
FOOTBALL AS ECONOMIC PRODUCT
By
Benjamin Kalui
(Email: [email protected])
Abstract
Football is highly ranked globally among sports with lots of following and generating
money for organizations, nations, coaches, players and business owners. World cup
matches draw attention of the rich and poor as an entertainment avenue. Organizers of
such event meet lots of challenges to deliver successful competition to meet and
showcase what the nation is capable of offering the world. For many years Africa was in
the doldrums of global sport event staging. With South Africa gaining independence and
end of apartheid in 1994, the continent has woken and successfully staged the 2010 Fifa
world, thanks to the tenacity and organizational, managerial and administrative
competences availed to the event such that whether South Africa made profit or loss is
besides the point considering the value added to what an African nation could do in sport.
Whereas South Africa has proved that sports organization and management skills are
available, the question is how wide spread are such business acumen in the other regions
of the continent. It is clear that running an event of such magnitude requires cooperation
and input from very many quarters including volunteers whose services are offered
without pay. This leads us to wonder loudly: Are the nations of East Africa in a position to
organize football competitions at such level without falling victims to corruption by
leaders and those accorded such responsibility? The lingering question is whether East
Africa has the capacity and coordinated sport management and administration
curriculum at the university level to prepare future sport economists and financial
development personnel to successfully deliver global football events? The purpose of
this paper is to delve into the current sport management curriculum being offered in three
14
purposively selected universities of Kenyatta (Kenya), Kyambogo (Uganda) and Dar
es Salaam (Tanzania) as fore runners in Physical Sport and Health Education
programmes at the undergraduate and graduate degree levels after independence. This
research follows the exploratory survey method with in depth interviews and
questionnaires as tools for data collection. Results will be analysed and presented using
both qualitative and quantitative statistical approaches. Implications for the case study
will inform sport management and administration curriculum developers to critically
think of the content and competences required at the exit of such a study. For
harmonization of academic courses/modules/units in the context of relevance, it is
envisaged that this will be a viable strategic way of confirming the contributions of
sport management programmes in East African Universities in order to suggest
recommendation for strengthening the curriculum.
Key Terms: Sport Management, Administration, Curriculum, Leadership and
Football
ST
GLOBALIZATION OF ATHLETICS IN AFRICA IN THE 21 CENTURY:
LESSONS FROM UGANDA IN IMPLEMENTING THE WORLD PLAN
FOR ATHLETICS
By
Dr. M.A. Byaruhanga Kadoodooba, Beatrice Ayikoru and Daniel
Tamwesigire(Uganda)
E-mail: akiiki [email protected]
Abstract
The development of sport in Africa requires global approaches and issues. This paper
presents the experiences of Uganda Athletics Federation in implementation of the
world plan for athletics in an African context. Athletics is considered to be the golden
sport for Uganda and a key sport for representing the country at All-Africa,
Commonwealth and the Olympic Games. The World Plan for Athletics involves
building and selling the sport globally through concerted strategic efforts of the
International Association of Athletics Federations (IAAF) and the National Athletics
Federations. The Uganda Athletics Federation adopted and adapted the World Plan for
Athletics in 2003 as a local effort tailor-made to develop athletics in Uganda. This
paper outlines the vision, mission, strategies, tools and relationships that have made the
Uganda Athletics Federation to produce results and emerge to the fore-front in the last
eight years. The paper provides useful lessons on how African Sports Federations can
raise the profile of their sport and country using modern strategic planning and
management.
15
Key Words:
World Plan, Strategic Plan, Strategies, Globalization
STRENGTHENING THE ROLE OF PROFESSIONAL ASSOCIATIONS IN
BRIDGING THE GAP BETWEEN SPORTS STUDIES AND ITS
LEADERSHIP
By
Prof. Emmanuel Ojeme
Email: [email protected]
Abstract
Sports studies, which is multidisciplinary, provides the knowledge base for leadership
roles in sports services. Many higher educational institutions provide the curricula for
the development and acquisition of this knowledge which constitutes the epistemology
of sports. It is observed that having acquired this knowledge in its pragmatic and
theoretical dimensions, trained and educated professionals still face difficulties in
accessing leadership positions in sports. They are confronted with contending forces,
individuals and groups who may not possess in-depth knowledge of sports
epistemology and yet successfully claim sports leadership positions. This has created a
huge gap between sports studies experts and its leadership. This paper raises and
discusses the issues therein, including the role of Professional Sports Associations in
solving this problem.
Key Words: Leadership, Professional Sports Associations, Sports Studies, Sports.
MANAGEMENT OF SPORTS AT THE DISTRICT LEVEL IN KENYA
By
Thomas Mboya Kisaka
Abstract
The district is an administrative unit in Kenya. The Kenyan government via the
ministry of sports employs District sports officers as sports administrators in all
districts within the country. The current status in the districts is that sports are managed
by people who lack relevant training at the village level. There is a lot of political
interference in terms of interference by members of parliament, councilors and other
political leaders, sabotaging of sports programs, sports officers being locked out of
committees. There is a clash of roles: sports federations' officials want to run
government programs of which the sports officer should be in charge. Many people
masquerade as sports managers at the village level to a large extent for commercial
gain. All these are challenges that need to be addressed. A number of positive future
directions have come up in an effort to transform the industry into a professional one in
Kenya in terms of various universities offering sports-related courses so as to produce
more sports professionals, and formulation of policy framework to guide sports
development in the country and regular review of constitutions of the various sports
federations.
Key Words: Sports, Management, District.
16
RECONCEPTUALIZING MANAGEMENT OF SPORTS IN AFRICAN
UNIVERSITIES
By
Elijah G. Rintaugu (Ph.D.),
Senior Lecturer, Department of Physical Education and Sport, University of Nairobi
Email: [email protected]
Abstract
Management of sport in African Universities has continued to thrive along colonial
tendencies and practices. This is buttressed by the desire to satisfy the unending
student demands, change in admission policies of Universities, ever increasing mode
of delivery such as open-learning and continuing education. This paper traces the
evolution of sports in African Universities and provides a discourse which reiterates
that African Universities need to reconceptualize and rethink management of sport.
More interest and impetus should be channeled to recreational sport and sport
managers in African Universities should embrace a new paradigm shift in their modes
of operation.
Secondly, the role of National University Sport
Federations/Associations in the enhancement of healthy competitions in University
Sport in their areas of jurisdiction is articulated. It is recommended that policy changes
running from “bottom-up” approach will be a Panacea to University Sport in Africa.
Key Words: Management, Recreational, Sports.
CURRENT STATUS, CHALLENGES AND FUTURE DIRECTION IN THE
MANAGEMENT OF STUDENTS' GAMES AND SPORTS PROGRAMMES
IN INSTITUTION OF HIGHER LEARNING: THE CASE OF
UNIVERSITIES IN KENYA
By
James P. Taitumu Kubai
Director, School Based Programmes
Kenya Methodist University
P O Box 267-60200, Meru
Email: [email protected] or [email protected]
Abstract
The paper explores the “Functional Role” the African Sport Management Association
(ASMA) has set out to accomplish in this area as an academic discipline and a
professional undertaking. However, the paper limits its scope to Internal and External
Management of students' sports programmes in the universities under Kenya
Universities Sports Association (KUSA) as the National Umbrella body. The
Horizontal and Vertical relationships between KUSA and other sports organizations in
Kenya, Africa (FASU) and World (FISU) will be addressed. The paper will examine the
current status, challenges and future trends and directions towards effective
17
management of sports programmes in our universities. Needless to say that, the
potential in the universities in terms of sports prowess is untapped due to management
challenges.
Key Words: Games, Management, Sports, Universities.
SPORTS MANAGEMENT IN TEACHER TRAINING COLLEGES: THE
CASE OF KENYA
By
Wanjira Janet Kamenju (University of Nairobi) and Katiwa Edna Thangu (Kenyatta
University)
Abstract
Given that Kenya is top athletics powerhouse, every opportunity to organise and run
sports at any level is taken with a lot of commitment and disciplines hence the teachers
colleges sports are organized on such basis. Those mandated to organise the games
understand that success lies in degree of leadership, high standards of professionalism,
cooperation, support, teamwork and discipline of the organizers, participants and the
spectators. The standards are upheld by conducting the sports under the Kenya
teachers colleges sports constitution and the international rules governing specific
sports disciplines. At the short term the college sports equips trainees with opportunity
to improve and display skills while in the long run the participant is equipped with
sports leadership and organisational skills. Equally, participation by disabled athletes
has proven the success of mainstreaming learners with disabilities in institutions of
learning. Through sports participation the disabled teacher trainee gains knowledge
and skills to use sports for rehabilitation, has opportunity to experience success and to
use this success to build confidence, dignity and focus on possibilities instead of
dwelling on defeatism and depressive attitudes. The disabled participant improves
skills and it becomes a reality for him/her to enter continental and international
competitions such as Paralympics. Organized in pyramid structure, college sports offer
trainees equality of opportunity to participate, improve sports skills ensuring only the
finest reach the national competitions level and balances competition among colleges.
The structure allows sports to be a vital means for binding the citizens together from
grass root (college level) zone, to National level thus breaking the barrier that may
divide the citizens. This paper discuses the role of colleges in organisation of sports and
the characteristic combination of sports with academic education as a fundamental
feature of Kenya teachers colleges sports.
Key Words: Kenya Teachers Colleges, Teacher Trainee, Paralympics, Zone
Competitions.
MANAGEMENT OF HIGH ALTITUDE TRAINING CENTRES IN KENYA
By
18
Edward Muema
Kenyatta University
Email: [email protected]
Abstract
As sports become more competitive, sports personalities have continually sought the
latest scientific knowledge and technology to improve performance. It is in this vein
that high altitude areas have been widely acknowledged as being ideal training sites for
enhancing performance in the middle and long distance races. The scientific
knowledge behind high altitude training has therefore triggered the establishment of
many high altitude training centres in the Rift Valley region and some parts of Central
Kenya. In order for these centres to effectively serve the purpose for which they are
established, they need to be properly managed. This paper therefore, reviews the
management requirements for such training centres.
Key Words: High Altitude, Management
MANAGEMENT OF MEGA SPORTS EVENTS: THE CASE OF THE 2010
EAST AFRICA UNIVERSITY GAMES
By
Prof. Paul K. Wainaina
Abstract
Institutions of higher learning recognize the importance of sports in the physical and
social wellbeing of their learners and other members of their communities. As an
activity that appeals and attracts the interest of many people, universities partly use
sports as a tool for marketing their programmes and activities. The importance that the
universities attach to sports is reflected in the efforts they make and direct towards
availing the required resources for conducting sports programmes in their respective
institutions. This is further demonstrated through the intramural and extramural sports
programmes that are organized for students and other members of the university
communities. The inter-university games that are conducted on a regular basis from the
national to the regional level are an example of the largest extra-mural sports events
that involve the largest number of universities in the East African region. The 2010
edition of these games were hosted by Kenyatta University. This paper therefore,
gives insights into the arrangements that were undertaken to manage the games, with
specific focus on preparation meetings, tasks undertaken by the games organizing
committee, challenges encountered and suggestions for future editions of the games.
Key Words:
East Africa University Games, East Africa University Sports
19
Federation, Games
HOSTING OF AFRICAN CUP OF NATIONS 2019 BY KENYA: A BIG LEAP
BY THE COUNTRY TOWARDS REALIZATION OF VISION 2030
By
Simon Munayi (University of Nairobi) and Janet Chumba (Kenyatta University)
Abstract
The Prime Minister of Kenya declared that Kenya will bid to host the 2019 African Cup
of Nations. This paper is an attempt to look at what actually went wrong in 1997 in
terms of Kenya preparedness and what Kenya needs to recognize in terms of logistics
for hosting the games. Secondly, Kenya's vision 2030 asserts that tourism is a
significant social pillar that is expected to prop the country into becoming an
industrialized nation. What is the infrastructure that could be used to boost the 2019
African Cup of Nations? This would be significant in propelling the country towards
achieving the goals of vision 2030. Sports and tourism is a concoction that has been
used effectively elsewhere. Other continents of the world have recognized and realized
the potential for this major arm of tourism. While Africa is well endowed with the
potential of sports tourism, it is apparent that this potential has not been exploited. This
paper attempts to look at the infrastructure that Kenya has that would be used to justify
her bid to host the African Cup of Nations in 2019.
Key Words: Bid, Infrastructure, Social Pillar.
SOCCER VIOLENCE IN SECONDARY SCHOOLS IN KAMPALA,
UGANDA
By
Josephine Catherine Auma
St. Joseph S.S.S. Busunju, Hoima Road, Wakiso District Uganda
Email: [email protected]
Abstract
There is a growing culture of violence among secondary schools in Uganda. School
soccer fields have become battle grounds where youths fight and batter each other in the
name of the spirit of winning at all costs without paying due regard to the welfare of
other members of society. This paper explores the theoretical background and results
of a study conducted among secondary schools in Kampala, Uganda concerning soccer
violence. The causes, occurrences, manifestations and impact on school soccer
matches in Uganda. The results point to poor refereeing, inadequate knowledge of
rules, the winning ethic, culture of violence, school rivalries and media stereo typing to
be among the key causes of secondary school soccer violence. Spectators are involved
by throwing stones and other harmful objects, use of vulgar language, noise, property
destruction and fighting which seem to be copied and borrowed from watching
televised violence. The researcher recommends moral education, teaching of rules,
20
fair play, respect for others as some of the long term measures to curb violence in school
soccer matches in Uganda.
Keywords: Soccer Violence, Stereotype, Manifestations, Impact.
PLATFORM FOR WOMEN, GENDER EQUALITY AND SPORT IN
AFRICA
Dr. Byaruhanga Kadoodooba, Loyce Nahwera & Olivia Kamwasir Cherotich,
Email: [email protected]
Abstract
Africa is not about to bridge the gender disparities between women and men in sport.
This activity will provide a platform for sharing, display and dissemination of
information, literature, actions, research, projects issues, challenges and constraints
and achievements concerning women, girls and gender equality in sport and physical
education in Africa. This session will showcase some basic research carried out by
Kyambogo University staff and students in the area of sport and gender equality in
Uganda. The session is intended to enrich women, gender activist, researchers and
advocates on the background, current issues, challenges and research actions regarding
the subject in the context of Uganda. The presentation will highlight views, actions
research findings regarding the involvement of women and girls in sport and physical
education tackled from different angles and directions. The presentation in form of
posters is intended to promote awareness, advocacy and research programmes of the
United Nations' Division for Advancement of Women, through sport and physical
education in this part of Africa. This presentation aims at promoting the work and goals
of the Beijing (2000) Declaration and the platform for action. It aims at enlisting
African women to research into and advance gender awareness, gender issues and
gender equity through sport. The authors call for collaborative research network and
programme to enhance gender awareness, equity in sport in Africa so as to consolidate
the achievements so far attained.
Key Words: Equity, Gender, Sport
EMPOWERING GIRLS THROUGH SPORTS: THE CASE OF MATHARE
YOUTH SPORT ASSOCIATION (MYSA)
By
Florence Gitau, Andanje Mwisukha, Peter Wanderi and David Muigai
Email: [email protected]
Abstract
The right to gender equity is established in the universal declaration of Human Rights
1948. The right to participate in physical education and sport is proclaimed in the 1978
UNESCO Charter on Physical Education and Sport. Gender is a social construct that
involves roles, expectation and responsibilities that are biologically determined. Sport
is defined as all forms of physical activity that contribute to physical fitness, mental
wellbeing and social interaction such as play, recreation organized or competitive sport
and indigenous sports and games. Utilization of sport as a tool of gender development
21
has gained international attention and organizations are increasing their capacities to
implement gender sport and development programs. This paper is a literature review
of Mathare Youth Sports Association (MYSA) whose program is significant for its
work in empowering the girls through sports. MYSA is a pioneering community
development project that uses sport as a tool for development. Currently MYSA has
about 25,000 members, 1,700 teams out of which 550 are women' and it has 16zones.
The program operates HIV/AIDS Education, Educational scholarship, Environmental
Education in addition to the football program. MYSA has made significant progress in
challenging gender norms in the community, consequently empowering the girls. The
aim of the paper is to show case how sport has been used as a tool for improving gender
equity, and empowerment of girls.
Key Words: Gender, Sport and Empowerment.
PERCEPTION OF THE ETHICS OF AMBUSH MARKETING: RUGBY
WORLD CUP 2011
By
Michael Naylor, Geoff Dickson & Sean Phelps AUT University, New Zealand
Abstract
The Rugby World Cup (RWC) is considered the world's 3rd largest sporting competition
behind two other quadrennial events; the Olympic Games and the FIFA World Cup
(International Rugby Board; IRB). The RWC 2011 is currently ongoing in 12 cities
across New Zealand and has been characterised as the largest event ever held in the
country (IRB). Well before the event, the IRB developed sponsorship agreements
within three categories: Worldwide Partners, Official Sponsors and Tournament
Suppliers. ANZ Bank and Heineken are RWC Worldwide Partners in two of the
industries (i.e., banking and beer) which are the focus of the research. In order to protect
the investment of ANZ, Heineken and all other organisations officially affiliated with
RWC 2011, the Major Events Management Act (MEMA) was passed in 2007 by the
New Zealand government. MEMA is designed to “protect the rights of official
sponsors to benefit from their investment in RWC 2011” (Guide to MEMA 2007, p. 2).
Ambush marketing, or planned efforts by an organisation “to associate itself indirectly
with an event in order to gain at least some of the recognition and benefits that are
associated with being an official sponsor” (Sandler & Shani, 1989, p. 11) have
precipitated the need for MEMA and similar measures in other countries hosting large
sporting events (Scassa, 2001). As ambushing marketing activities associated with the
RWC 2011are illegal as a result of MEMA they may also be considered unethical in the
eyes of some. Examining consumer perceptions of the ethics of ambush marketing is
important because of a potential link to consumption behaviours which is of ultimate
interest to legitimate sponsors and ambushers alike. Studies in this area related to
mega-events have been inconclusive (Portlock & Rose, 2009) and therefore additional
exploration is necessary. Within this domain of inquiry and using RWC 2011 as a
platform, the particular focus of the current project is perceptions of ambush marketing
22
in two industries: banking and beer. It is hypothesized that individuals would associate
a higher ethical standard to the business practices (i.e., marketing activities) of banks as
compared to beer companies. Anecdotally it appears as if ambushing activities
associated with sporting events are more pervasive in the beer industry than the banking
industry, perhaps because of a perception that they are more acceptable in one industry
over another. As part of larger study, data (n = 500) are to be collected from a sample of
New Zealanders related to their perceptions of the ethics of ambush marketing. The
questionnaire will be administered online in the week following the RWC final match
on October 23rd and will be distributed in conjunction with Colmar Brunton's OmniJet
Survey. The OmniJet is implemented fortnightly and randomly samples Fly Buys card
users over age 18 from across New Zealand. The OmniJet takes about 10 minutes to
complete and participants are rewarded with 10 Fly Buy Points. Items measuring
perceptions of the ethics of ambush marketing were adapted from the work of Portlock
and Rose (2009) and will be included alongside other items on the OmniJet. Data will
be analyzed to explore consumer perceptions of the ethics of ambush marketing and
RWC in general as well as specifically related to the beer and banking industries.
Results will be discussed in the context of MEMA, sponsorship/ambushing activities
that have been observed throughout New Zealand during the 2011 RWC and in
comparison to related data which has been collected in the context of the Olympic
Games, the Super Bowl and the FIFA World Cup .
DYNAMICS OF GLOBAL CORPORATE SPORT SPONSORSHIP
By
Okech Sebastian
Department of sports, Games and Recreation
University of Nairobi
([email protected])
Abstract
National Sports Associations(NSAs),Sports Clubs, Sports Teams and Institutions
currently experience uncertainty in receiving funding from traditional coffers like the
government, institutions, companies or individuals and some of the sports
organizations have fizzled out while the surviving ones struggle to continue to exist
through fund raising from corporate sponsors. Organizations like Safaricom, KQ,
Standard Chartered bank, Equity bank, East Africa Breweries, Coca Cola, Airtel,
Orange and DSTV Super sport are examples of corporates known to actively support a
variety of sports events in Kenya. These organizations are involved in sponsoring
Rugby, Cross country, Marathons, Football, Hockey, Motorsport, Motor cross and Golf
among others. Corporate sponsorship has become a vital part of funding for a wide
range of sporting, artistic and social events. Major sporting events in particular have
become dependent on corporate sponsorship, indeed sports events have become the
most popular beneficiaries of corporate sponsorships. This paper aims to explore how
sponsorship works, the relevance, effectiveness and benefits of corporate sponsorship
in the context of sports organizations. It is quite remarkable that so little is known about
how corporate sponsorship works and what makes it effective as a marketing tool for
23
the corporates and as a fund raising and support for the sports organizations. A number
of these issues are discussed in this paper.
Key Words: Sponsorship, Sports organizations, Marketing.
INVOLVEMENT OF BANKS IN THE PROMOTION OF SPORTS IN
KAMPALA, UGANDA
By
Mwase Matia and Constance N. Nsibambi
Department of Sportscience, Kyambogo University
Email: [email protected] or [email protected]
Abstract
Various banks have contributed to the development and promotion of sports in Uganda
but little has been documented to this effect. The study therefore sought to establish the
reasons why banks within Kampala city sponsor sports, the common forms of
sponsorship banks offer and the common types of sports sponsored. The study further
highlighted the challenges banks face related to sponsorship of sports and suggested the
possible solutions to some of these challenges. Sixteen banks that sponsor sports were
selected using purposive sampling. Twenty respondents were also purposively
selected. Data was collected using questionnaires and interviews. Descriptive statistics
including ranking, frequencies and percentages were used to analyze data. The findings
revealed that the common reasons why banks sponsor sports are to promote and/or
develop sports and build reputation. Sponsorship is mainly done by donating cash,
sports jerseys and equipment. Football and Badminton were the most common type of
sports sponsored. The major challenge faced by the sponsors was selection of the sport
to be sponsored. The study recommended that banks need to sponsor more varied types
of sports.
Key Words: Banks, Promotion and Sponsorship
STUDENT- ATHLETE REMUNERATION IN KENYAN UNIVERSITIES
By
Joan Auma Adalo,
Sports and Games Officer,
Jomo Kenyatta University of Agriculture and Technology,
P.O. Box 62000 NAIROBI-KENYA.
Email:[email protected]
Phone: +254 724 771 354
Abstract
Student-athletes are expected to join University teams at will. Once integrated, they
represent their respecive institutions in tournaments, league games and friendly
matches whenever they are required to do so. They bring fame due to a lot of publicity
and marketing they do on behalf of their institutions hence should be properly
24
rewarded. This exploratory study sought to shed insight into how public and private
Universities renumerate or pay their student-athletes during various sports
assignments. The set amount of activity fee payable by each student was also looked
into. Data was collected through face- to -face and phone-call interviews. Eleven
Directors/Chairmen in-charge of Sports and Games Departments of 5 public and 6
private Universities were sampled randomly and interviewed. Students in public
Universities pay between 500/= to 600/= while those in private Universities pay
1000/= as activity fee per semester. Different amounts of money are given to athletes as
allowances, with one public university paying as little as 30/= for a oneday event. Most
private Universities do not give money/allowance for the one-day event, but instead
have a provision for food. It was clear that most Universities continue to poorly
renumerate their athletes as compared to the country's current economic status. There
is need to review the activity fee payable by each student upwards since it is from this
pool that all sports activities are funded up to and including paying their allowances.
Other alternative ways of motivating these student-athletes should also be adopted.
Key Words: Activity fee, Allowances, Motivation, One-day event, Private
Universities, Public Universities, Renumeration, Reward, Student- athletes.
ENHANCEMENT OF PRUDENT HUMAN RESOURCE MANAGEMENT IN
SPORTS
By
Ndiritu Gikaria
Chairman, Kenya National Sports Council
Abstract
Human resource is a vital strength in any organization and the success of the
organization depends among other things, on the prudence in the management of its
human resource. In sports, a wide range of roles require to be played diligently for a
successful outcome. The persons playing these roles form the human resource
component of the organization and they include, the event organizers, administrators,
fundraisers, planners, officials, coaches, funs, sports medicine specialists, sports
psychologists and above it all the athletes. All of these are vital roles played which need
careful attention. This paper addresses pertinent human resource management issues in
sports such the interplay between government involvement and clubs management of
the human resource, the identification and recruitment of the human resource in sports,
remuneration, motivational strategies, volunteerism, training, discipline, conflicts
resolution and gender inclusion. The paper also identifies and analyses various theories
in human resource management in relation to sports. Special cases are highlighted in
human resource management in selected sports organizations in Africa and beyond and
viable solutions are suggested.
Keywords: Management, Human Resource, Sports.
25
THE NEXUS OF SPORTS AND ACADEMICS IN UNIVERSITIES IN
AFRICA
By
Prof. Jacob T Kaimenyi, PhD, EBS
Deputy Vice-Chancellor (Academic Affairs)
and
Professor of Periodontology
University of Nairobi, Kenya
P o Box 30197 00100
Nairobi.
E-mail: [email protected]
Abstract
Participation in sports in African universities is essentially at two levels, that is,
recreational and competitive. However, enrollment in sports at the universities is
minimal due to structural, inter-personal, intra-personal and social-cultural constraints.
As much as participation in sports has numerous benefits, there are schools of thought
which presume that athletes are “academic dwarfs” or intellectually bankrupt. This
paper outlines the nexus between sports participation and academics in universities in
Africa. A theoretical overview which captures Greek Philosophy of “Meno Sano
Incorpore Sano” (sound mind in a sound body), Deiwesyism, developmental theorists,
piaget and other psychological dispositions, spend-gain theories are presented. This is
buttressed by empirical studies from the west and Kenya, to underpin that participation
in sports is not detrimental to academic success. The second part of the paper dissects
the preparedness of universities in Africa in championing the cause for complementary
role of sports and academic performance. Besides, challenges in sports management in
African universities and the way forward are presented. It is recommended that
universities in Africa provide the necessary sports facilities, equipment, supplies,
human resource and environment for university students to participate in sports.
Key Words: Sports, Participation, Management, Challenges, Athletes, Academics,
Africa, Universities
RECORDS MANAGEMENT IN SPORTS AND GAMES
By
Mbaabu Murithi
[email protected]
or
Mbabilly [email protected]
26
Abstract
Numerous Government institutions world over are receiving ISO Certification.
Records Management is thus becoming Central. Records are a vital tool for
management, operational continuity and legal evidence. Records ensure that
Institutions have documented evidence of their activities on which to base decision.
The purpose of this paper is to identify and define various terms and acronyms in
records, management, examine records management and procedures, records harded
by sports managers objectives of records management, operation procedure for
management of records and the role of sport managers in records management.
Key Words: Disposal, Document, ISO, procedure, records, value.
MANAGEMENT OF STRESS-RELATED CONFLICTS AMONGST
PERSONNEL IN SPORTS ORGANIZATIONS IN KENYA
By
Robert K. Muniu
and
Andanje Mwisukha
(Kenyatta University, Department of Physical and Health Education, and
Department of Recreation Management and Exercise Science)
Abstract
Stress is conceptualized as any threat or demand placed on the human body, and for
which adjustment is required. Such stress may be triggered by psychological,
physiological or social needs. This may be manifested in terms of behavior, mental and
unexplained ailments. The conflicts that are a common feature among sports
management organizations may, to a large extent, be due to stressors experienced by the
managers. The stressors predominantly include competition for limited resources in
sports, struggle for leadership, fear of losing leadership positions, differences in
opinions, inadequate incentives, and the like. This paper therefore, gives insights into
psychological approaches of managing such stress-related tensions and conflicts
amongst sports managers.
Key Words: Stress, Conflicts, Management.
THE CONTRIBUTION OF COACHES AT DIFFERENT STAGES TO
ARCHERS' PERFORMANCE IN TAIWAN
By
Kai-Li Wang - Yu Da University (Taiwan)
and
Ping-Kun Chiu National Taiwan Sport University
Abstract
Taiwan government has set forth the Regulations Governing the Provision of Incentives
to Coaches for Meritorious Service, under which the so-called “meritorious coach” is
limited to the coach heading up the team for the game being played, without paying
27
attention to inspirational coaches and coaches at different stages (later-stage coaches)
that had made contribution to the training of archers. Doubts are raised about the extent
fairness in allotment of incentives as defined by the Regulations. To gain an insight into
the aforementioned controversy,, the current study proposes five guidelines on the
issue. A focus interview was conducted with 4 archers and 4 archery coaches who had
trained them at different stages. The interview results were generally classified into
four facets: 1. the main factor affecting archery game scores, 2. the role of coaches at
different stages, 3. the pros and cons of Regulations Governing the Provision of
Incentives to Coaches for Meritorious Service in Taiwan and the influence thereof, and
4. suggestions for applicable public policies in Taiwan. It concludes that: the keys to
sports performance lie in the archer's self-confidence, desire to win and discipline.
Many interviewees also consider coach professionalism an important factor affecting
the performance. It refers, not only to the archery skill but also the abilities to spark
interest in learning, help them build confidence and communicate with them. The
importance of these skills varies with different stages of learning archery. Good
coaches adjust their way of training at different stages for archers, who can thus be well
trained at each stage. Therefore, it is hard to isolate the stage which sees the coach
making the most contribution to the archer's performance. This is largely because the
variance is coach-specific instead of stage-specific. In addition, answers to the
interview questions revealed an interesting issue: coaches at later stages believe that
those at early stages “intentionally keep” archers by sending just-graduated archers to
cooperative schools for advanced training without “transferring” them to other training
sites, even if such training sites can provide archers with better and more resources.
Coaches at early stages think doing so brings the “one-style” teaching into full play, and
its advantages outweigh disadvantages for archery, which is a change-sensitive sport.
Given that the “one-style” teaching phenomenon has increased these years, there is still
a reasonable doubt about it being affected by the incentive system under the
Regulations Governing the Provision of Incentives to Coaches for Meritorious Service.
In fact, most coaches and archers are dissatisfied with the current “Regulations”, and
think that more common, non-monetary compensation should be given in place of the
current incentive system. Results of this study can serve as reference for public policy
formulation.
Key Words: Archery, Sports Performance, Meritorious Coach, Coaches at Different
Stages (Later-Stage Coaches).
PARTICIPATION LEVELS OF CHILDREN WITH SPECIAL NEEDS IN
ADAPTED PHYSICAL EDUCATION (APE) IN THE GREATER KAMPALA
By
Makwasi Suzan and Soita Paschal
Emails: [email protected] and [email protected]
Sport science Department, Kyambogo University
Abstract
Individuals with disabilities can gain health and meaningful benefits from regular
physical activities. In Uganda, many institutions and Non-Governmental
28
Organizations (NGOs) provide physical activity. This study aimed at establishing
rationale and factors children with special needs who take part in Adapted Physical
Education were subjected to as compared to their ordinary peers. Two hundred children
with Special Needs and one hundred fifty ordinary children were studied through
observations, interviews and questionnaire administration. The 35 schools were
purposively sampled; random sampling was used to select the children. Relationship
between variables and their respective interpretations were computed using mainly
chi-square test of independence, and one way ANOVA. Results indicated that most
learners participate in an organized, non-competitive setting; they grouped and
participate less than 3 times a week. The environmental factors have an effect on the
participation levels of children with Special Needs. APE served as a social function
(57.5%), health/fitness function (45%) and for light competition (19.5%). There was
no significant relationship (p>0.05) in participation between children with Special
Needs and their ordinary peers. Disability has an effect on participation levels. It was
recommended that the teachers be sensitized about A.P.E. activities, programme
adaptation and adoption.
Key Words: Adapted physical Education, Special needs Children, Disability,
Participation levels
PRACTICAL APPLICATION OF IMAGERY AND MENTAL PRACTICE IN
PHYSICAL EDUCATION AND SPORTS
By
Mugala Hannington Bulinda,
Email: [email protected], Leap Consultants- Nairobi.
Abstract:
Imagery and mental practice are significant sport psychology tools under cognitive
theoretical framework (Kerr, 1987; Lee, 2006).These are practical applications
athletes utilize to improve performance in sports and physical education. Mental
imagery practice are all those quasi sensory and quasi perceptual experiences of which
we are self consciously aware and which exists for us in the absence of those stimulus
conditions that are known to produce their genuine sensory or perceptual counterparts
(Horn, 1992, Johnson, 2006; Richardson , 1969). Imagery and mental practice are
sometimes used interchangeably; imagery is what an individual undergoes by
completing a sport skill that is in the focus of attention, while mental practice is the
introspective or correct rehearsal that takes place within the individual. These
techniques are mainly applied in the physical education and sport realm for skill
acquisition, maintenance and arousal regulations (Horn, 1992; Lee, 2006, Smith,
2008). Learning new skills can be assisted by imagery rehearsal and mental practice
especially where greater number of cognitive components is involved. Additionally,
29
mental practice is used in physical education and sports to maintain skills and enhance
retention of the acquired skills. Imagery techniques have also been used in clinical
psychology as a relaxation technique which has been adopted in sports psychology as a
way of calming the anxious athletes prior to competition. Other uses of imagery and
mental practice include planning, stress management, self image manipulation,
attention arousal and pain control.
Key Words: Imagery, Mental Practice, Skill acquisition, Skill Maintenance, Arousal,
Planning, Stress Management, Image manipulation.
OUTDOOR LEADERSHIP PROGRAMMES
By
Timothy Ngugi Bed (Hons), Dip, Nols, Msc., Amkim
Dean of Students East African School Of Aviation
Abstract
The post-independence development plans in most African states have witnessed the
emergence of various approaches to their implementation. However, most individuals
and organizations have failed to embrace the practical route of dealing with seemingly
difficult scenarios. Successful organizations are a sign of their acceptable brand and
leadership. Leadership is about creating the best environment for best ideas to thrive.
It should provide, nurture and guide. outdoor leadership is about enacting of roles that
may be relevant in office settings or the outdoors. This is done by simulating or
creating environments that practically depict various approaches to solutions. In this
presentation, Outdoor Leadership will refer to practical activities that are carried out in
either set or natural environments. They must however be away and out of office to
provide for maximum concentration and realization of anticipated results. Planning is
either initiated by participants or management after certain gaps are identified. It
involves identification of weak areas in individuals and organizations and proceeds to
appreciate that in-house tutoring may not produce desired results. Various planning
models may be applicable but ideally involve: site identification, convenient dates,
human capital, equipment, government regulations, finance, transport, participants,
accommodation, meals, emergency management, delivery methods, application and
feedback processes. In the formative stage, much has to be considered in terms of the
organization's vision, mission and objectives. It is also important to understand the
strategic plan of the client and relate their short, mid and long term goals to the
activities you offer. Outdoor leadership is basically experiential and must provide light
to persons on ways of overcoming seemingly difficult tasks in a simplified way. At the
end of a program, a leadership style is noticed that suits a particular task. It is not about
creating a leader but bringing out leadership traits through experiential participation.
The paper will demonstrate that through outdoor leadership programs, sportsmen and
women, leisure and recreation experts can develop leaders through enjoyable events
not offered in offices and which can provide for the missing leadership human resource
in all fields of work. Team building, wilderness hiking, mountaineering, camp craft,
rock climbing, biking are among many activities that are modeled to suit specific
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leadership needs. It is through harsh environments, challenging outdoor tasks and
creative thinking that the best of individuals is portrayed. This is directed to the
relevant tasks in organizations leading to correct placement.
COMPETITIVENESS OF THE NORTH RIFT REGION AS A SPORTS
TOURISM DESTINATION IN KENYA
By
Winnie Tubey and Andanje Mwisukha
Email: [email protected]
Abstract
Trends in tourism over the last decade have shown that sports tourism has emerged as a
very significant segment of the global tourism market. Sports tourism if properly
developed and planned with the commitment of all relevant stakeholders should bring
about and community benefits (Zauhar, 2004) .This study sought to determine the
factors that influence the competitiveness of the North Rift region in Kenya as a sports
tourism destination. The specific objectives were: To determine the core resources and
attractions available for sports tourism; to determine the range and level of supporting
factors available for sports tourism; to examine the destination management practices;
and to establish the situational conditions existing in the North Rift region. The study
adopted a descriptive survey research design and was guided by the integrated model
for destination competitiveness by Dwyer et al (2004). The target population included
all the athletics camps as well as the tourism facilities in Uasin Gishu and Nandi
districts. Simple random sampling was used to select 25 athletics camps from which 50
athletics officials were selected using simple random sampling techniques. Simple
random sampling was also used to select one manager from each of the tourism firms
selected for the study, making a total of 35 tourism firm managers. Primary data was
collected by use of structured questionnaires, while secondary data was collected
through critical examination of public or private recorded documents that are related to
the study. Data was analyzed using both descriptive and inferential statistical
techniques which included frequencies, means, modes, standard deviation and
percentages and multiple regression analysis was used to evaluate the relationship
between the independent variables used in this study and the dependent variable and
also test the hypotheses. The study found out that the North Rift was endowed with very
good natural resources and attractions, improvements made in terms of infrastructure
and availability of other services in the region such as banking, health facilities and so
on. However, the positioning and marketing activities of the destination were poor, and
it is losing the potential premium for the comparative advantages. The region received
a fair rating in terms of the general business environment and a good review in terms of
political stability and tourists' safety and security. It is hoped that the findings of the
study will be useful to tourism policy makers and other interested stakeholders in
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designing strategies and policies, as well as support them to make relevant decisions
regarding the North Rift region as well as sports tourism. The methods used in this
research can be replicated to other destinations, or even to the North Rift region itself,
when investigating other types of tourism or source markets.
Key Words: Sports tourism, destination competitiveness
INTEGRATION OF AFRICAN INDIGENOUS GAMES IN
CONTEMPORARY SPORTS MANAGEMENT PROGRAMS AS A SPORTS
TOURISM STRATEGY
By
Mwangi Peter Wanderi (PhD.)
(Kenyatta University, Kenya)
Abstract
The African renaissance is here. This calls for a deep reflection on how we as Africans
carry out our diverse businesses in basically everything that we do. Whether it is in
sports, or in politics, in entrepreneurship, in religion, and so on, we must attach a
special African touch or an African ambience to every activity in order to distinguish
that activity when it is being carried out on the African soil from the same activity when
it is carried out elsewhere in the world. The inclusion of indigenous games within the
contemporary sport management programs in Africa would be a noble consideration
towards this goal. Fortunately, sports management professionals in Africa need not
reinvent the wheel. This is because they can very successfully borrow a leaf from a
number of countries that have so far succeeded in integrating their own indigenous
sports concepts into their national contemporary sports management programs.
Examples of these are Ethiopia in Africa which runs two broad parallel sports
management programs, namely, one on the contemporary or the so called “modern”
sports and another one on indigenous sports. China, Korea, India and Scotland are also
very well known examples in this endeavor. Since 1980s, South Africa has also joined
this special group of nations through a combined effort between the State Department
of Sports and a number of Universities. In deed, this should be the way forward
throughout the African continent as a strategy towards use of sports in the promotion of
the African culture as well as an effort towards promotion of sports tourism through a
deliberately, well balanced integration of indigenous sports into the contemporary
sports programs. This paper elaborates on how this has been achieved in the
aforementioned nations and offers viable suggestions on how to implement the same in
all African countries.
Key Words: Indigenous games/ sports, contemporary or “modern” sports, African
culture, sports tourism
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SPORTS TOURISM IN KENYA: THE GOVERNMENT'S POSITION IN
THE EXPLOITATION OF THE POTENTIAL OF SPORTS TOURISM
By
Janet Chumba (Kenyatta University) and Simon Munayi (University of Nairobi)
Abstract
Kenya has been an important tourism destination in Africa receiving about 6% of the
total arrivals in Africa. But Kenya tourism has never reached its potential. One of the
sectors that needs to be developed is that of sports tourism. This paper is an attempt to
gauge the availability of policies that could promote and develop sports tourism. The
opinion of officials in the line of sports and tourism was sought. The results indicate
that the government officials support sports and value this sector. Secondly, a majority
of official felt that sports facilities around the Kenya were inadequate. Thirdly, sports is
marketed adequately. Fourthly, the hosting of events that included the Kenyan
international sports icon would promote sports amongst other issues. All these
arguments point to the fact that there is need to raise the awareness of government
officials to creative an environment for Kenya to meet its potential.
Key Words: Facilities, Marketing, Promotion, Sports Tourism.
INTEGRATED MODEL OF SMART PHONE INFRASTRUCTURE IN SPORTS;
PROPOSED AS A PLATFORM FOR ADVANCING THE MARATHON INDUSTRY
IN EAST AFRICA
By
D. Floyd Jones, and Nicholas Bowman, West Virginia University, Muigai ng' ang' a, and
Peter Wanderi, Kenyatta University, Mombi Thairu, RKE Sports and Entertainment
Representative
Abstract
According to Kiyingi (2011), the development of infrastructure is one of the most pressing
problems to growing businesses in Africa, despite the 406 % increase in proceeds from African
Stock Exchanges. Most recently the African Union pledged to increase the capacity to attract
investments in Africa that can be translated into business. For the most part the lack of
commercial infrastructure is the main problem with the lagging business development. As a
matter of fact the manufacturing capacity in Africa, according to Freeman, 2011, “Africa is
beginning to attract an increasing flow of foreign direct investment”, which has grown from
nine billion to eighty- eight Billion. However, the manufacturing sector has not grown at the
same rate as the service sector (Freeman, 2011). There is hope! The bright spot in the emerging
African economy is the flourishing Information Communication Technology infrastructure,
ICT. The mobile phone in Africa has taken the continent by storm, states Valerie Noury, (2011).
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In her article published in the African Union 2011 Journal, Regional investors are awakening to
the high returns on the mobile phone capacity to enhance business. Currently nine out of ten
Kenyans have mobile phones; over seven billion dollars in financial transactions were
conducted over the phone (Noury, 2011). The type of transactions included everything from
electricity, salary, and school fee payments, all paid via the mobile phone. The smart phone
according to Jean-Pierre Ezin, Commissioner for Human Resources, Science and Technology,
can lead the wave for business development in Africa. The number of smart phone users is
expected to reach one hundred seventy-four million in Nigeria. According to Noury, 2011, smart
phone technology will more than make up for the vast populations that are rural, or who live in
poverty, and because of the tower placement, are now able to “harness the internet in places that
bandwidth has previously failed to reach” Noury, pg. 127, 2011. The executive council of the
African Union has adopted a goal to ...” expand the infrastructure and thereby establishing a
regulatory environment and provide universal access service” pg 130. As an adopted policy
decision by the AU in 2005, the momentum is well underway. This concept is uniquely
positioned to make every African aware of the profit potential of an expanded Information and
Communication Technology System. The most legitimate Institutional partners agree the
opportunity to address this strategy is very timely and purposeful. Stakeholders, Government
Partners, and Private Industry leaders all see this as the best way forward for economic
development in Africa. A few important preliminary steps are necessary to consider before the
smart phone is considered ready to use as an infrastructure tool. In Kenya for example, the
author has listed several obstacles to the advancement of the entrepreneurial platform that smart
phones can provide for legitimate business start-ups. Many of them deal with informing and
educating local citizens about the potential use of smart phones, educating the general public
regarding the potential opportunities as well as educating them regarding the role business can
play once the citizens are educated regarding the unique ways to stimulate interest in the use of
technology for the purpose of creating across the board economic growth for many underserved
segments of the population. Smart phone technology, and the use of the internet and the creative
design of applications for specific business ventures make Africa the country and suggest the
time is now for one of the most lucrative industry's in Africa to look to the smart phone as a
platform for advancing the multi-million dollar Marathon industry into an economic giant that
can grow opportunities for many who currently sit by while talented African runners and the
dollars they generate are all exported to Western, and more Industrial societies. An argument
exists to suggest that the Marathon industry is already global, this is true, however, limited
numbers of African citizens benefit from the tremendous economy that surrounds the Marathon
Industry. The purpose of this paper is to present data from focus groups, and surveys collected
from Kenyan officials and Stakeholders, such as Managers, Runners, Coaches, fans, owners,
and agents, who currently participate in the Marathon industry in Kenya. The purpose is to
understand what current “Business Model” exists, and to tease out the potential missing
elements that are needed to leverage the strong participation, interest, and passion for Marathon
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running in Africa, via the smart phone, so that local Kenyan citizens can enjoy the entertainment
value of their local athletes success, and create more economic growth for the local community.
As a suggested framework, the smart phone technology is only at the discussion and exploratory
stage, therefore input, suggestions and helpful comments are needed to move the idea along to a
more legitimate conceptual framework.
PROFILES AND MANAGERIAL COMPETENCIES OF SOCCER
CLUB MANAGERS IN UGANDA
By
By Adipo Catherine Wejuli
Abstract
Over the past three decades, the level of sports performance, particularly in
soccer, has been on the decline judging by the success rate of our various teams
internationally. Several factors have been advanced for this trend, including the
poor management practices of the soccer administrators, which in turn has been
attributed to low academic levels and lack of professional training. However, a
casual opinion poll of our soccer administrators and fans revealed that the
majority felt that experience as a player was sufficient for one to efficiently
manage a soccer club. This prompted a study to establish the relationship
between the profiles (including academic qualifications, professional training
and experience) and managerial competencies of soccer club managers in
Uganda. A total of 62 soccer club managers and their assistants from the top two
leagues in the country, that is, 14 Super League Clubs and 17 Big League Clubs,
were involved in the study The findings revealed that there was a positive
correlation between the profiles and managerial competencies of the selected
soccer club managers, that is, those who had attained a higher level of education
qualifications and had received some training in soccer management were more
apt at performing their duties. It is therefore imperative to improve the profiles
of the soccer club managers in order to improve their managerial competencies.
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C/O Department of Recreation Management and Exercise Sciences
P. O Box 43844 - 00100
Nairobi, Kenya