Conclusion

This book gives a brief insight to the hidden factors of organisational performance for those who work in the field of sport. The clubs, associations, the division, and even the team itself as different forms of organisations have great impact on the outcome. None of the sports organisations can be successful which does not have a strong organisational culture, in particular rules, norms, values, and examples to follow, history. Where these are missing, the primary task is to create them. This is the basis of everything. Then the members of the organisation must be chosen carefully, and it is important to help their integration with applying consciously the fundamental principles of organisational psychology. It should not be ignored that in addition to the written contract an unwritten is also created, that is the psychological contract. It influences unconsciously, but "more effectively" the individual’s satisfaction with the club. The latter one, as mentioned, can be the antecedent or the consequence of the commitment to the organisation, which as a kind of a mediator can help the achievement of a better organisational performance, whether it is on the field or in the club's office. The team will be a real team, that is a cooperating group, when everyone is at his right place, and doing a task which fits his capabilities. The globalization of sport can sometimes lead to a situation where individuals from different cultures work together. Openness, inclusion and supporting integration, sometimes with the help of a professional, are required for effective cooperation.

Organisational psychology and organisational behavior science have a number of valuable and applicable theories and practices. It is also available for sports science for a few decades. It would be a shame not to use it.