Mir Masoum Sohrabi 1*, Saeed Daghighi 2, Roya Mahmoodi 2

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1 Turkish Journal of Scientific Research. Vol., 3 (2), 31-36, 2016 Available online at ISSN The Relationship between Organizational Structure and Work Force Productivity in the Organization of Youth and Sports, Eastern Azerbaijan Province, Iran Mir Masoum Sohrabi 1*, Saeed Daghighi 2, Roya Mahmoodi 2 1 Ph.D Student in Urban Planning 2 MA in Sport Management * Corresponding Author Sohrabi_Masoum@yahoo.com Abstract: The aim of this study was to investigate the relationship between organizational structure and work force productivity in the organization of Youth and Sports, Eastern Azerbaijan Province, Iran. Research method was monitoring and correlation type. Research population was included all managers and staff of Youth and Sports in Eastern Azerbaijan province ( individuals). All of population was studied due to the limited volume of the total population. Research tool was organizational structure questionnaire of Stephen P. Robbins and productivity questionnaire that their reliability coefficient was achieved 0.81 and 0.86 through Cronbach's alpha, respectively. Descriptive statistical methods were used for classification of raw scores and inferential statistics (Kolmogorov - Smirnov test, Pearson correlation) were used to evaluate the research hypothesis. The results showed that there was a significant negative correlation among the components of the organizational structure and staffs productivity in the organization of Youth and Sports in Eastern Azerbaijan province (p<0.05). In addition, there was negative and significant correlation between the organizational structure and the productivity of the staff working in the Youth and Sports Organization of Eastern Azerbaijan (r=-0.42). From different aspects of the organizational structure, the correlation between the concentration of organizational decisionmaking with productivity (r=-0.394) had the maximum correlation and there was the minimum correlation between the complexity of with productivity (r=-0.236) among the staff working in sports organizations and young individuals in Eastern Azerbaijan. Keywords: Organizational structure, Productivity, Organization of sport and youth, Staffs. Introduction Productivity is as a culture and a rational attitude to work which is aimed to achieve a better and smarter activities (Khaki, 1998). Productivity increasing is determined as the most objective and responsibility of institution. To Productivity increasing of management it was tried to maximize value and reduce the amount of resources. The first step in order to increase productivity is the knowledge on affecting factors on it. The results of studies have shown that organizational structure is known as one of the key factors affecting the productivity of organizations, whether in the past and now. Today we are living in the age of the organization and the importance of organization is raised to better handle of issues, that if organizations are organized in accordance with the tasks and objectives that are based on the governed scientific principles the efficiency and productivity will be increased and it is led to well duties to objectives of the organization, the contrary, if the organization and structure is not consistent with the tasks, objectives, combining human resources and environmental, all the operation will be faced to the failure the and management of the organization will force to solve the caused problems due to the improper structure and they have to spend time to fix the flaws in this case. 31

2 The organizational structure is known as the distribution of official jobs, responsibilities, power and coordination and communication in order to achieve the main objectives of the organization and it is one of the first institutions that arise at the beginning of its formation in any organization (Ramezani, 1993). Today, productivity is more than an economic measure, but it is raised as a holistic approach, as a system-oriented culture and attitude, and as a total of all components. So that could be mutually influenced on each aspect of economic, social and cultural, organizations or even individuals (Moshabaki, 1995). Nowadays, the productivity increasing in organizations is as one of the main concerns of executives for decision-makers in each country, so that many countries are concerned on the basis of productivity increasing to major development. In over the last fifteen years, the productivity was raised in the world as 45 times. On the one hand, the productivity improves the standards life and reduces inflation, and on the other hand, it causes the change in relative prices, the increase in real output and more efficient the allocation of resources. In short, economic growth depends on the growth rate of establishment of productivity (Bordbar et al., 2007). Organizations are people who gathered to meet the goal. People should be organized to achieve Successful to these goals in the best possible structure. Decisions about the structure are the most basic strategic decision. The structure can create or destroy an organization (Olive et al., translated by Abtahi et al., 2007). Inappropriate structure and inappropriate working environment, improper relationships with employees and managers make the work ethic and productivity of labor to reach minimum. Although, all the basic institutions for crop production is important, but is only human force that control other inputs, so, recruitment and correct use of skilled manpower and a strong motivation can be a complex technology, machinery, equipment and proved that is a good tool for using (Taheri, 2011). Therefore, appropriate organizational structure is necessary in the management of these valuable resources in order to find, recruitment and selection of human resources commensurate with future goals of the organization through human resource management. Because, success and failure in achieving organizational goals is related to find and select the committed and expert forces (Abtahi, 2008). Appropriate structure with the goals and needs of youth and sports organizations is essential. Because ultimately all decisions on planning, organizing, coordinating and monitoring is implemented on structure and the structure should have power to fulfill this decision appropriately. So, the optimum design of the structure is necessary. Due to the fact that sports organizations work as coach and closely are familiar with the problems in the areas of productivity and found that levels of staffs productivity is low. The reason of productivity is organizational structure by researcher idea. Researcher seeks to determine the fundamental pillars of organizational structure (complexity, formality and concentration) with the productivity of the working force, including experts, managers and staff in the General office of Youth and Sports of Tabriz city in order to remove the problem and It is hoped that the obtained information reach to authorities to increase the productivity of the organization. Abd-e-khoda (2008) concluded that the organizational structure has a significant effect on productivity. If the structure is more concentrated, productivity is lower. The structure with greater formalization has less productivity. How the structure is complex, the productivity will be less. Abu-torabi (2007) observed that low levels of formalization and concentration and a high level of communication was correlated with higher levels of production and transmission of knowledge that they were necessary for the success of knowledge management. Eghbali (2001) concluded that the existence of the partnership, the opinions of staff in goal setting, use the Comments staff in monitoring the implementation of the objectives, the use of staff feedback to improve methods and systems are related to the implementation of the cooperative system by increasing efficiency. Between commitment and responsibility cannot be seen significant difference between the views of staff in relation to the increase in productivity. Davoudi (2001) achieved to the following conclusions: there was no significant relationship between the organizational complexity of the Football federation and speed of decision-making and information flow. In addition, there was a significant relationship between the organization formalization of the Football federation, speed of decision-making and information flow. A study by Eslaver et al. (2011) showed that competition policy has a positive impact on organizational structure and its function. The organization concentration has negative impact on organizational structure and performance. The organizational structure has no direct impact on performance, but it could be an indirect effect on competitive policies. Burley et al (2009) concluded that informal relations play an important role in defining and understanding the nature of the internal structure. Informal relationships, relationships based on trust, comprehensive external relations and comprehensive emotional relations are real energy infrastructure of organizations. The evolution of structure Shows the organizational structure should be open, emotion-driven, communicative, flexible and self-centered in a dynamic environment. According to a survey that William and Bolenz (2009) concluded that decentralization improves performance, but cannot compensate for differences and complexity of the organization and knowledge. This means in places which require professional skills and such complexity cannot be said that decentralization can fully solve the problems. 32

3 Methodology The aim of this study was to investigate the relationship between organizational structure and work force productivity in the organization of Youth and Sports, Eastern Azerbaijan Province, Iran. Due to the nature of the research and the purpose of the present study, Research method was correlation type and applied in purpose that was performed as monitoring. Population and statistical sample The population was all the staff of the Department of Youth and Sports of Tabriz city (134 individual) and the number of the sample and the sample size were selected 120 staffs of Tabriz city of Youth and Sports Department based on Morgan table. From 123 questionnaires given to the mentioned Department of Youth and Sports, 117 questionnaires was returned after multiple follow-up which questionnaires were used for statistical analysis. The following questionnaire was used to collect data: Organizational structure questionnaire of Stephen P. Robbins: This questionnaire was consisted of 24 questions and 3 subscales which were in the range of five-item Likert. It should be noted that the score of questions from 18 to 24 were reversed. Table 1. Distribution type of questions in the organizational structure questionnaire. Subscales of organizational structure Number of questions in questionnaire Complexity 1-7 formalization 8-14 Concentration Productivity Questionnaire: The questionnaire contained 28 questions and was scored on a five-item Likert range. validity and reliability of organizational structure questionnaire with Cronbach's alpha was achieved 0.86 and also, reliability and validity of the subscales of the organizational structure comprising the complexity, formalization, centralization was confirmed with Cronbach's Alpha 0.88, 0.85, 0.79, respectively. In addition, the validity and reliability of productivity questionnaire was approved with Cronbach's alpha Calculated Alpha for this study was obtained 0.86 for the pre-test questionnaires that shows reliability of study. Thus, at the 95% confidence level, we can say that the reliability of the study was appropriate. Table 2. Cronbach's alpha coefficient of organizational structure. Organizational structure Number of participants Number of questions Alpha coefficient Complexity Formalization Concentration Total (questionnaire) Productivity Methods of data analysis In this study, two descriptive and inferential data was used to analyze obtained data from the questionnaires. Descriptive statistical methods were used for classification of raw score and drawing tables and charts. The inferential statistics (Kolmogorov - Smirnov test, Pearson correlation) were used to evaluate the research hypothesis. 33 Results Total respondents (staffs of Youth and Sports Department of Eastern Azerbaijan) in this study were individuals. The 38% and 62% of respondents were female and male, respectively. The statistics description of the variable on the type of job employment indicated that individual have presented their employment type. Meanwhile, 31% had contract (the least number) and 69% were official and had the highest frequency. Also, a total of individuals of Youth and Sports Department staffs of Eastern Azerbaijan have presented their

4 resume. The average duration of job history was 8.32 years among the staff of the Youth and Sports Department of Eastern Azerbaijan. The results showed that 14% (n = 15) had a doctoral degree, and 7% (n=8) had a master's degree and had a minimum frequency and 79% (88 individuals) had bachelor's degree and the highest frequency. The average age of Youth and Sports organization staffs of Eastern Azerbaijan was about 41 years old. The most frequent was 34 years old. Variable descriptive study of the organizational structure has been performed by using the scores of questions related to each of the variables. Variables evaluating of a total of 24 questions which discussed the topic, which deals with three dimensions using a Likert scale. According to Table 3, formalization variable had the highest mean and among these variables, complexity of the organization had the lowest average with less standard deviation. Also, the achieved average productivity in Youth and Sports Department staff of Western Azerbaijan indicated that staffs productivity of this office was average. Table 3. The statistics of the variables. Variables Number Mean Standard deviation Variance Organizational structure Complexity Formalization Concentration Productivity To assess the reliability of measurement instruments, Cronbach's alpha was used. Its value varies between zero and one that if the reliability be close to one, measurement tool has high reliability and therefore, it could be more suitable tools for continuing research. At the end of the study, the reliability was evaluated for the questionnaire. The results showed that the reliability of organizational structure and productivity questionnaire were 81% and 86%, respectively. Questionnaires Organizational structure Productivity Table 4. Analysis of the reliability of statements related to questionnaires Number of Reliability coefficient Number of items questionnaires )Cronbach's Alpha( Normality test results of Kolmogorov-Smirnov are shown in the table. The significant level of more than 0.05 in the statistic probability of variables represents the normality of variables and using parametric test for the hypothesis test. Table 5. Normality test (Kolmogorov - Smirnov test) of data distribution. Statistics Variables Number K-S statistic Organizational structure K-S statistic probability Complexity Formalization Concentration Productivity

5 The results showed that there was negative and significant correlation between the organizational structure with the productivity of the staff working in the Youth and Sports Organization of Eastern Azerbaijan (r=-0.42). Among different aspects of the organizational structure, the correlation between the concentration of organizational decision-making with productivity (r=-0.394) had the maximum correlation and there was the minimum correlation between the complexity of with productivity (r=-0.236) among the staff working in sports organizations and young individuals in Eastern Azerbaijan. Table 6. The relationship between organizational structures, complexity, formalization, centralization with staff's productivity. Variables Complexity Formalization Concentration Organizational structure *p<0.05, **p<0.01 Staffs productivity Pearson correlation methods Significant * ** ** ** Discussion and Conclusion Number The results revealed that there was a significant negative correlation between organizational structure and productivity, suggests that if more complex structure with formal rules and regulations focus more and more and managers are less willing to participate managers employee productivity, and when, the staff do their current job have less willing to division of labor, the horizontal and vertical resolution, recognition and concentration. This result suggests that if more complex structure with formal rules and regulations focus more and more employees are more willing to increase the Productivity in the organization that these results were consistent with the findings of Naziri (2011), Shoaii (2010), Khalifeh-soltani (2007), Omidi (2006), Santis et al (2002), Hunter (2002). This result is consistent with the findings of this study and previous research which is alignment on the fact that the commensurate structure with the complexity, formalization and proper concentration, to increase staffs productivity and human resources of organization has flourishing of creativity. Thus, a significant negative relationship in complexity sub-scale of with productivity is consistent with research carried out by Shoaii (2010), Khalifeh-soltani (2007), Abd-e-khoda (2008). In each of them, the relationship between complexity and productivity, low complexity increase the productivity of staffs and individuals of the organization, also, this results was not consistent with the research with research results of Davoudi (2001) and Omidi (2006), Naziri (2011) that there was not a significant relationship between complexity and creativity and speed of decisionmaking. The results that showed there was a negative correlation between productivity and formalization sub-scale was consonant with findings of Naziri (2011), Shoaii (2010), Khalifeh-soltani (2007), Abu-torabi (2007), Omidi (2006), Reza-zadeh (2003), Davoudi (2001). Also This result was not consonant with the results of Ebrahiminasab (2000). Making little formalization in organizations that recognize the greater productivity, increasing formalization leads to create unnecessary formality, time-consuming and restrictive bureaucracy that its result will be a decline in productivity. In reviewing the concentration and productivity sub-scale, the results was consistent with the findings of the Ebrahimi-nasab (2000), Abu-torabi (2007), Khalifeh-soltani (2007), William and Bolons (2009), Bozboura (2007), Lynderz (2003), Boehner et al. (2003), Albert Karioana et al. (1998) and was not consistent with results of Naziri (2011). These consistent of findings show that was effective in staff's productivity in the amount of concentration in the structure of the organization and requires necessity of attention to sub-scale of centralization in decision-making increase hierarchy, vertical communication, control and surveillance and inflexible rules that all this will reduce the productivity of the organization. In reviewing the staff's views in relation to labor productivity of employees working in Youth and Sport department of Eastern Azerbaijan, this result was consistent with the findings Eghbali (2001). In reviewing the staff's views in relation to the organizational structure of Youth and Sport department of Eastern Azerbaijan was consistent with the results of Omidi (2006). Conflict of interest The authors declare no conflict of interest 35

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