As bolas paradas no futebol jovem – A opinião dos treinadores

As bolas paradas têm ganho importância no futebol nas últimas décadas devido à sua influência no resultado final dos jogos. No entanto no futebol jovem ainda são poucos os estudos neste âmbito. O objetivo deste estudo foi auscultar a opinião dos treinadores acerca da importância das bolas paradas no futebol jovem, nomeadamente as diferenças relativamente ao futebol profissional, os exercícios utilizados no treino, a importância do lado estratégico e como potenciar o aparecimento de especialistas nestes lances. Foram entrevistados seis treinadores com experiência na primeira liga portuguesa de futebol, tendo sido utilizada a entrevista semi-estruturada como instrumento de recolha de dados. A análise e interpretação do conteúdo das entrevistas permitiu identificar que os treinadores consideram que o treino destes lances no futebol jovem deve ter características diferentes do futebol profissional, que os exercícios de treino no futebol jovem devam ser direcionados para a aprendizagem do jogo e dos seus princípios. Quanto ao lado estratégico indicaram que é mais relevante nos escalões mais avançados e nas competições nacionais. Para a potenciação do talento existe a necessidade de maior volume de treino destes lances específicos e também treino individual.

Bump Elliott, UM football coach

[cropped from coaching staff photo]

Stage-coach and tavern days,

Mode of access: Internet.

Driving as I found it : what to drive [and] how to drive /

Mode of access: Internet.

Elective course.

Some lessons copyrighted by the Tanner-Gilman schools.

A model village of homes, and other papers.

CONTENTS. - A model village of homes. - An English half-holiday. - Stage-coaching in England. - Coffee-houses in Great-Britain. - The Sunday-school centenary, London. - A fete of the French republic. - A visit to the World's Columbian exposition, Chicago. - The Great Lakes and the Mediterranean. - Spanish rule, and its end, in Cuba. - A college vacation at the front. - How fine papers are manufactured. - Entertainments for the people. - The flags of all nations.

Taverns and stagecoaches of New England : anecdotes and tales recalling the days of stagecoach travel and the ancient hostelries where strangers tarried /

Mode of access: Internet.

Harry Kipke, UM football coach

[cropped from coaching staff photo, bl008290.]

2000 Women's Rowing Team, U-M Rowing

Front Row: Jeanine Seeger, Rachel Brunelle, Belinda Koo, Fazeela Siddiqui, Helen Dalis, Samantha Chao, Haley Choi, Carissa Bragg, Kim Roseland, Erin Brosko, Leslie Field, Danielle Scaglione, Sam Ehrlich

Second Row: Angela Bierhuizen, Petra Juzwishin, Melinda Ball, Hanna Fenster, Catherine Aiken, Christine Milkovich, Megan Harrison, Margaret Conway, Abby Hill, Alyssa Wood, Emoke Bury, Stormy McGee

Third Row: Brooke Goodwin, Nora Obringer, Liz Glenn, Brooke Schultz, Can Aretakis, Kelly Wilson, Pam Reid, Kelly Godchaux, Sarah Melton, Amy Anstandig, Erin Kopicki, Christina Ceo

Fourth Row: Student Athletic Trainer Shayla Sellers, Melanie Duncan, Kristine Johns, Tamara McBratney, Sophie Roberge, Caroline Gregory, Alexandria Ponikvar, Julie Brescoll, Liz Nelson, Christina Meyer, Sera Coppolino, Jen Kinon

Fifth Row: Student Volunteer Sara Price, Student Volunteer Sara Domnitz, Kate Johnson, Justin Goble, Jenny Bryant, Laurel Donnell-Fink, Jaime Stilson, Alison Hickey, Student Athletic Trainer Kiara King

Top Row: Boatman Matt LeBlanc, Assistant Coach Emily Ford, Head Coach Mark Rothstein, Assistant Coach Karen Smyte, Coaching Intern Vita Scaglione

Implementing the Next Generation Science Standards: How Instructional Coaches Mediate Standards-Based Educational Reforms to Teacher Practice

Thesis (Ph.D.)--University of Washington, 2016-06

Beyond winning and losing: Guidelines for evaluating high performance coaches

This paper proposes a three-step method of evaluating high performance coaches involving feedback from the athletes. First, data are collected using an instrument such as the Coaching Behavior Scale for Sport (CBS-S: Cote, Yardley, Hay, Sedgwick, & Baker, 1999). Second, a summary report is prepared with descriptive information regarding the frequency of behaviors demonstrated by the coach that can be compared to previous results or to a criterion measure. The third step involves appropriate personnel reviewing the report and subsequently providing guidance for individual coach development. This three-step appraisal method provides useful evaluative feedback to coaches and has been used in several sport programs in Canada, the United States, and Australia.

Teamwork:metoder til effektivt samarbejde

Forfatteren beskriver vigtigheden af visioner og mål i teamwork og diskuterer begreber som kreativ problemløsning, teambuilding, assertiv kommunikation, teamstøtte og coaching. Bogen byder også på metoder til at fremme et teams effektivitet, det enkelte teammedlems psykiske trivsel og det sociale klima i teamet generelt, og den kommer med forslag til teknikker til at fremme kreativitet og konkrete strategier til konflikt- og problemløsning.

The role of self-regulation as a meta-competency in developing leaders: a longitudinal field experimental study

The question of how to develop leaders so that they are more effective in a variety of situations, roles and levels has inspired a voluminous amount of research. While leader development programs such as executive coaching and 360-degree feedback have been widely practiced to meet this demand within organisations, the research in this area has only scratched the surface. Drawing from the past literature and leadership practices, the current research conceptualised self-regulation, as a metacompetency that would assist leaders to further develop the specific competencies needed to perform effectively in their leadership role, leading to an increased rating of leader effectiveness and to enhanced group performance. To test this conceptualisation, a longitudinal field experimental study was conducted across ten months with a pre- and two post-test intervention designs with a matched control group. This longitudinal field experimental compared the difference in leader and team performance after receiving self-regulation intervention that was delivered by an executive coach. Leaders in experimental group also received feedback reports from 360-degree feedback at each stage. Participants were 40 leaders, 155 followers and 8 supervisors. Leaders’ performance was measured using a multi-source perceptual measure of leader performance and objective measures of team financial and assessment performance. Analyses using repeated measure of ANCOVA on pre-test and two post-tests responses showed a significant difference between leader and team performance between experimental and control group. Furthermore, leader competencies mediated the relationship between self-regulation and performance. The implications of these findings for the theory and practice of leadership development training programs and the impact on organisational performance are discussed.

Expatriate managers adjustment and its impact on subordinates reactions: a cross cultural leadership study of Kenya and Ethiopia

Research on culture, leadership and adjustment shows that societal culture influences leadership in such a way that it can impact on expatriate managers' effectiveness and adjustment in a new culture. In previous research, cultural background, personality, motives or behaviour of expatriate managers and their followers' reactions to them have been investigated in Europe, America and Asia. However, little attention has been paid on research on expatriate managers in African cultures especially in Eastern Africa. The present study represents an attempt to address the gap by examining how societal culture, leadership and adjustment success are interrelated for expatriate managers in Kenya and Ethiopia. Questionnaire data were obtained from a) local middle managers (N=160) for studying societal culture and leadership in Kenya and Ethiopia, b) expatriate managers in non-governmental organizations - NGOs (N=28) for studying expatriate managers' personality, motives and adjustment success and c) their immediate subordinates (N=125) for studying the expatriate managers' behaviours and their subordinates' reactions to them. Additionally, expatriate managers were interviewed and responses were coded for implicit motives, experiences and adjustment. SPSS was used to analyse data from questionnaires to obtain cultural and leadership dimensions, leader behaviour and subordinate reactions. The NVIVO computer based disclosure analysis package was used to analyse interview data. Findings indicate that societal culture influences leadership behaviours and leadership perceptions while the expatriate managers' motives, behaviours, personality and the cross cultural training they received prior to their assignment impact on the expatriates' adjustment success and on subordinates' reactions to them. The cultural fit between expatriate managers' home country (19 countries) and the target country (Kenya or Ethiopia) had no significant association with adjustment success but was positively related to expatriate behaviour and negatively associated with subordinates reactions. However, some particular societal practices - obviously adopted by expatriates and transferred to their target country - did predict subordinates' commitment, motivation and job satisfaction. Furthermore, expatriates' responsibility motivation was positively related to their adjustment success. Regarding leadership behaviours and effectiveness, expatriate' supportive behaviours predicted subordinates' job satisfaction most strongly. Expatriate managers expressing their management philosophies and experience shed light on the various aspects of adjustment and management of NGOs. In addition, review of Kenyan and Ethiopian cultures and the NGO context in these countries offers valuable information for expatriate managers. This study's general imphcation for Cross Cultural Management and lnternational Human Resources Management is that the combination of culture general and culture specific knowledge and reflections on Eastern Africa countries can inform senior management and international HR staff about the critical issue of what to include in training, coaching, and actual experience in a particular host country in order to ensure effective leadership. Furthennore, this knowledge is expected to influence expatriate managers' behaviour modification to enhance positive subordinate reactions. Questions about how to prepare expatriate managers and subordinates to work more competently and sensitively across cultures are addressed. Further theoretical implications, limitations of the study and directions for future research are also addressed.