The aims of Good Sport are: "highlight club's important role in the community; help clubs serve and sell alcohol with the law; reduce alcohol-related problems (eg. Binge and underage drinking, violence, etc.); increase club viability; provide free ongoing education and support" (Goose sport Home Page 2007). These aims and strategies have a great impact on structure and culture of the organization, its ethical and social values. Good Sport, similar to other organizations, is built out of basic units overlaid with units of executive structure. The size of units is determined by the limitations of effective leadership. In turn, these limitations depend on the complexity of both purpose and technology, the difficulty of communication, the extent to which communication is needed, and the complexity of existing interpersonal relations. Thus spans of managerial responsibility are established. Good Sport has a narrow span of managerial responsibility (Good Sport Home Page 2007; Senior, 2001).
Prasad et al (1999) explain that "organizational structure institutionalizes how people interact with each other, how communication flows, and how power relationships are defined. The structure of an organization reflects the value-based choices made by the company; it refers to how job tasks are formally divided, grouped, and coordinated" (p. 440). Within the context of formal organizations informal groupings have the functions of fostering communication, maintaining cohesiveness, and providing for feelings of personal integrity and independent choice. It represents the political aspects of personal relationships within formal organizations, and it serves a useful purpose in communicating opinions and suspicions that cannot pass through formal channels. Organizational culture reflects and establishes various attitudes, understandings, customs, and the like; it also creates conditions that may give rise to formal organization. Following Schrodt (2002) culture can be defined as
(a) a pattern of basic assumptions, (b) invented, discovered, or developed by a given group, (c) as it learns to cope with its problems of external adaptation and internal investigation, (d) that has worked well enough to be considered valid and, therefore (e) is to be taught to new members as the (f) correct way to perceive, think, and feel in relation to those problems (p. 189).
A fully developed organization appears indispensable to the effective functioning of the formal organization. There is a strong link between organizational structure and culture because both of them help to achieve cooperative efforts from a number of individuals who, as a total, integrated system, represent more than the sum of the individual efforts. Individuals are induced to contribute to such a cooperative system through the use of various incentives, including pay.
Good Sport: Organizational Culture and Structure
Good Sport has been established 15 years ago. It has a formal organizational structure which influences employees' relations and span of control. The four departments are: R&D, Sales, Finance and Production. The view of authority is bottom up and by the consent of the governed. Individuals decide what range of authority they will let the organization exercise over them and thus accept; within this range they will do whatever