Administrative structures of post-secondary athletic departments

The purpose of the study was to provide information to fill a gap in the related literature. Questionnaires were sent to the women's and the men's athletic directors at 220 randomly selected institutions holding membership in NCAA and AIAW during 1977-78. Questionnaires were returned by 107 men's and 124 women's athletic directors with a total of 157 different schools represented.

Cross-tabulation of the departmental organization (i.e. joint or separate) variable and location within the institution (i.e. HPER, student services, independent) variable yielded six athletic administrative structures. Analyzing the men's sample and the women's sample separately, the study reports on the 67 men's cases and 81 women's cases concentrated in joint/HPER and joint/independent categories.

Characteristics for the joint/independent men's departments which were significant at the .05 level when X² s were run follow: used business manager to help prepare budget; received revenue from men's gate receipts and special clubs; coaches received extra income from special events, clinics, etc.; used advisory oversight groups; had greater number of assistant athletic directors; had 2-6 full-time trainers; had 1-3 full-time sports information employees; and had one or more full-time recruiters.

Characteristics significant for joint/HPER men's departments follow: budgets of $299,999 and less; top athletic administrator required to coach; had five part-time sports information employees; and had 10 or fewer full-time employees.

Characteristics significant for joint/independent women's departments follow: received revenue from TV and radio broadcast rights and options and guarantees; provided tutors; included tuition in full grants-in-aid; had person specifically designated to administer women's athletics and one to administer men's athletics; and had one or more full-time support staff.

A characteristic significant for joint/HPER women's departments was fringe benefits were provided employees. Other variables were significant for both men's and women's departments in each administrative structure.

For most departments, the institution's general budget was the major source of athletic funds and coaches and athletic directors were generally responsible for budget preparation. Additional studies need to be undertaken to identify specific characteristics of each of the athletic administrative structures.