| This study investigated strength and conditioning programs in athletic departments of NCAA Division I universities in the Mid-American Conference (MAC). Little research has been conducted on the perceptions of constituents associated with these programs causing a gap in the literature. The purpose of this research was to examine the perceptions of head athletic directors and strength and conditioning coaches about the organization, structure, and function of strength and conditioning programs. The theoretical lenses used in this study included Weber's bureaucratic theories on higher education universities and Birnbaum's problematic issues with bureaucracies. A semi-structured interview process was used to interview 10 participants (5 athletic directors and 5 strength and conditioning coaches). An analysis of the participants' perceptions revealed six common themes. First, strength and conditioning programs within the MAC have great value, but some athletic departments clearly value their strength and conditioning programs by providing more financial resources than others. Secondly, mission statements are important documents in the daily operations of athletic iv departments, but the perceptions vary regarding the need for more specialized mission statements. Third, the organizational infrastructure of the MAC athletic departments is characterized by high levels of expertise and the need to add more staff to strength and conditioning programs. Fourth, resources are perceived to be the one of the most critical issues, especially in light of the rising costs of running athletic departments and the expectations to be fiscally responsible. Fifth, communication is important to athletic directors and strength and conditioning coaches in the operations of their department. Sixth, athletic directors and strength and conditioning coaches both perceive maintaining budgetary restrictions, adapting to the current economic environment, and experiencing growth and exposure as projected. Recommendations for practice include (1) staffing strength and conditioning programs appropriately, (2) developing long-term contractual agreements with performance-based incentives, (3) developing mission statements for all athletic departments and strength and conditioning programs, (4) producing and disseminating empirical data, and (5) separating strength and conditioning coaches so that they stand out from head sport coaches and occupy a higher-profile position on organizational charts. |
