The Quality of Change Management in the Jordan Football Association from the Viewpoint of Referees

The study aimed at identifying the quality of change management in Jordan Football Association from point view at referees, the study was conducted on a sample of (155). A measure was developed for the quality of change management in Jordan Football Association, the most important results were that the decision maker does not have creativity in the actual reality of Jordan Football Association, the most important recommendation were the need to convince decision makers and employees in the Football association of the importance of adopting change management and overcoming the concept of resistance to change.


Introduction
The management generally plays a significant role in the success of institutions, especially those institutions that depend on the human element in their outputs. In a broad sense, the management is a process of planning, organization, coordination, forecasting, command and follow-up. In a narrow sense, the management is the certain knowledge of getting work performed through individuals with better means and methods and with the lowest cost, time and effort as far as possible.
The modern concept of management has many types and methods. At the end of the 20th century and the beginning of the 21st century, many management concepts emerged, including Total Quality Management (TQM), Time Management, Organizational Culture, Organizational Behavior, and Change Management.
The Sport Management in Arab societies, including Jordan, still depends on the old intellectual foundations based on the fact that the function of management is only to organize and recruit resources inside in order to achieve immediate results outside, which cannot withstand to a world of competition, constant change and modern technologies (Harvey and Brown, 2001).
The change involves keeping up with the latest and new developments and coping with the new and prevailing conditions in the world. Therefore, it is necessary to make these management amendments in whole or in part or within a strategy in all social material and / or moral areas to move from one situation to another, leading to quantitative and qualitative improvement in managerial, economic, scientific, social, cultural or sport areas (Keith, 1998).
The sociologists believe that the only matter that does not change is the change itself since it is a continuous state occurring voluntarily or involuntarily, intentionally or unintentionally, by preplanning or spontaneously.
The volume and rapidity of change that can occur within the organization depend largely on the ability of the leader to make change, resist stability and work classically. Today, one of the biggest challenges facing organizations may be the leadership and its relationship with change.
The need for change in our sports institutions requires leaders with the future vision, ability to predict, and faith in the need for change.
The change management continuously serves as a planned process of altering, amending, omitting or adding some of the objectives and policies of sports institutions, the values and trends of individuals and groups working in those sports institutions, including the Jordan Football Association, in the capabilities and resources available to them, or even in the means and methods of work to impose more effective performance of institutions and achieve high efficiency (Joan, 1999).
The sports institutions with various sizes and nature of their activities need leaders who believe in change management in achieving the objectives of these institutions as well as completing their work in keeping with the developments that take place in the continental and / or international sports arena.
There are many sports individuals and groups who believe in insisting change and performing work tasks normally or classically. The researcher observed through his work in the Football Association that the Football Association relies on a traditional approach and does not effectively face problems at the managerial, training or refereeing level and that there is no flexibility in the used policies.

Study Objectives
The study aimed at identifying the following: 1. Identifying the organizational structure in change management. 2. Identifying the role of creativity and innovation in change management.
3. Identifying the reasons of resistance to change.

Study Questions
1. Is there an organizational structure in change management? 2. What is the role of creativity and innovation in change management? 3. What are the reasons of resistance to change?

Study Methodology
The researcher used the descriptive approach in accordance with the nature of the study.

Study Sample
The researcher randomly selected the research sample of (155) referees with a percentage (72 %) of the research population, as shown in Table (1).

Study Tool
The researcher reviewed a number of studies and references dealing with change management to identify the most important themes that can measure these variables. The study measure was developed according to the nature of the study. The researcher presented the measure to a group of (8) sports management experts to express their views on the appropriate statements for the study themes, as shown in Table (2).

Validity of the Tool
The researcher relied on content validity through presenting the measure to (8) experts in the field of sports management. The experts agreed to adopt the statements of the measure themes, as the measure was appropriate for examining the reality of change management.

Reliability of the Tool
The researcher used the " application and reapplication " method. The measure was applied to a sample of (30) students from outside the original sample in the Faculty of Physical Education and Sports Sciences, Department of Sports Management and Training. Then, it was reapplied to the same sample with a time interval of 15 days, as shown in Table (3).

Statistical Processing
The researcher used SPSS Statistics in accordance with the nature of the study, as the arithmetic mean, standard deviation, percentages and correlation coefficient were used.

Results and Discussion
The first question was "Is there an organizational structure in change management in the Jordan Football Association?".
In order to answer this question, the relative weight and response rate were used as shown in Table (4). Table (4) showed that the response rate of views of the study sample in the first theme statements (organizational structure in change management) was ranged between (.52) to (.58), indicating that they were not achieved in the actual reality of the organizational structure.
The researcher indicated that the organizational structure was not developed regularly and continuously in the actual reality of the Football Association, which impedes the completion of the work. From the viewpoint of the study sample, the job description that defines the duties and responsibilities of subordinates is not flexible, leading to work interference and / or overlap. They pointed out that the information transmission via the communication channel is slow within the Football Association, resulting in the inability to make the decision in a timely manner. They suggested that there is no involvement of subordinates in decision -making, which makes the subordinates resist change. They also considered that the organizational structure does not assign powers to subordinates, resulting in taking a lot of time and making employees feel unconfident by business leaders.
In this regard, Chin et al. (1997) emphasized the need to develop a change management strategy which will clarify responsibilities and duties, make the communication process more effective, and make the employees supportive rather than resistant to change management.
The second question was "What is the role of creativity and innovation in change management in the Jordan Football Association?".
In order to answer this question, the relative weight and response rate of the study sample were used as shown in Table (5). Table (5) showed that the response rate of views of the study sample in the second theme statements (creativity and innovation in change management) was ranged between (.39) to (.53).
The researcher indicated that the decision -makers do not have creativity and innovation in the actual reality of the Football Association, as they do not look for new plans and solutions in the work management in the Football Association, making the change process very difficult. From the viewpoint of the study sample, the decisionmaker does not deal with the work problems objectively, leading to aggravating and turning the problem into a disaster which is difficult to solve. They also pointed out that the administrative decision -maker does not encourage innovative initiatives in performing work within the Football Association, making the employees feel the importance of change at the work. They also suggested that the administrative decisionmaker does not provide flexibility in implementing programs in accordance with the external environment as well as the technological and scientific progress, contributing to obstructing the change process in the Football Association. Moreover, they considered that the decision -maker does not adopt new ideas consistent with today's requirements and developments of ideas, modern programs, and appropriate plans, contributing to obstructing the change process.
In this regard, Keith (1998) showed that some business leaders are not interested in creativity, innovation and implementation of new ideas in performing their work. He also showed that they do not have ability to foresee problems and try to solve them and to develop preventive plans and not motivate subordinates to participate in innovative initiatives. Therefore, these in turn lead to failing or impeding the change process within sports institutions and others.
The third question was "What are the reasons of resistance to change in the Jordan Football Association? ".
In order to answer this question, the relative weight and response rate of the study sample were used as shown in Table (6). Table (6) showed that the response rate of views of the study sample in the third theme statements (reasons of resistance to change) was ranged between (.85) to (.89).
The researcher indicated that there are no clear realistic objectives of change management. The decisionmaker does not involve employees in planning for change in the Football Association. The employees are not convinced of the desired change, as they are satisfied with performing the assigned work only. In addition, the administrative decisionmaker does not trust the performance of employees. He also weakens their creative abilities and has fear of failed change experience.