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<blockquote data-quote="RonJohn" data-source="post: 791760" data-attributes="member: 2426"><p>And that is something that I discussed in my post. It probably is the case that the people running the tournaments are different teams of people. That probably provides the actual explanation of how these things happened. However, they aren't in different organizations. Both of those committees report to the NCAA, and both of those committees are in Division 1 of the NCAA. What I said is that there is a lack of leadership and management above those levels. I think it was probably a failure at the top levels of the NCAA instead of on the actual committees. I stated earlier in the thread that I believe there is a lack of leadership in the NCAA in other areas as well, such as enforcement. In fact, I don't see anything that the NCAA appears to do well systematically.</p><p></p><p>From your example of Marriot and Courtyard, let's assume that Marriot International actually owned the hotels instead of franchising them(or the majority of them). Would the Marriot and Courtyard be exactly the same? What about J.W. Marriot and Fairfield? No. They are operated differently and marketed differently to attract a different level of customers. However, would Marriot International have a good gender equality policy for Marriot, but allow the Fairfield brand to have misogynistic policies? No, they would probably have the exact same, or at least very similar HR documents across all of their brands. The NCAA needs someone to set the tone for the organization. They have a mission statement, but I don't see anyone who pushes them to follow that mission statement and direct their efforts towards it. I see them as kinda-sorta doing something related to college athletics and only reacting to situations instead of proactively "safeguarding the well-being of student-athletes and equipping them with the skills to succeed on the playing field, in the classroom and throughout life". From what I can see, Mark Emmert is not a strong leader. I doubt many employees of the NCAA would state the previous statement as the purpose of the NCAA. I doubt many people in athletics at NCAA member schools would state that as the purpose of the NCAA. If an organizations members and employees don't understand what the purpose of the organization is, that is definitely the fault of leadership.</p></blockquote><p></p>
[QUOTE="RonJohn, post: 791760, member: 2426"] And that is something that I discussed in my post. It probably is the case that the people running the tournaments are different teams of people. That probably provides the actual explanation of how these things happened. However, they aren't in different organizations. Both of those committees report to the NCAA, and both of those committees are in Division 1 of the NCAA. What I said is that there is a lack of leadership and management above those levels. I think it was probably a failure at the top levels of the NCAA instead of on the actual committees. I stated earlier in the thread that I believe there is a lack of leadership in the NCAA in other areas as well, such as enforcement. In fact, I don't see anything that the NCAA appears to do well systematically. From your example of Marriot and Courtyard, let's assume that Marriot International actually owned the hotels instead of franchising them(or the majority of them). Would the Marriot and Courtyard be exactly the same? What about J.W. Marriot and Fairfield? No. They are operated differently and marketed differently to attract a different level of customers. However, would Marriot International have a good gender equality policy for Marriot, but allow the Fairfield brand to have misogynistic policies? No, they would probably have the exact same, or at least very similar HR documents across all of their brands. The NCAA needs someone to set the tone for the organization. They have a mission statement, but I don't see anyone who pushes them to follow that mission statement and direct their efforts towards it. I see them as kinda-sorta doing something related to college athletics and only reacting to situations instead of proactively "safeguarding the well-being of student-athletes and equipping them with the skills to succeed on the playing field, in the classroom and throughout life". From what I can see, Mark Emmert is not a strong leader. I doubt many employees of the NCAA would state the previous statement as the purpose of the NCAA. I doubt many people in athletics at NCAA member schools would state that as the purpose of the NCAA. If an organizations members and employees don't understand what the purpose of the organization is, that is definitely the fault of leadership. [/QUOTE]
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