Making College Football’s Postseason Fair, Legal and Ethical While Preserving its Unique Traditions

Abstract

Controversy continues to surround college football bowl games, especially when official championship events became the norm in professionals sports, college sports, end even college football in the lower division levels. The public demand for a “national championship game” led to the formation what is now called the Bowl Championship Series (BCS). The issue is now more than just of fan popularity, but also legality. There are public officials that believe the fact that undefeated teams from smaller universities continue to be excluded from the BCS title game, makes it a violation of the letter, if not the spirit, of the Sherman Anti-Trust Act and that make advertising the BCS Championship Game as a “National Championship” is actually false advertising. The author, who has an educational background that specializes in college football bowl games, attempts to create a solution that preserves college football’s unique bowl tradition and resolves the legal and ethical issues surrounding the BCS.

The Every Bowl Counts (EBC 1-2-3) Plan

The National Collegiate Athletic Association (NCAA) recognizes an official national champion and national championship event in every sport at every level except football in the Football Bowl Subdivision (FBS) of Division One, which is the association’s marquis product, made up of 120 Division One athletic programs.

Bowl games are a college tradition dating back to 1902, ending college football’s regular season long before the National Football League (NFL) existed. In fact, the NFL played its first 12 seasons before having a championship game.

However, in today’s sport culture, fans expect to recognize a champion. An official national champion is recognized in all other levels of college football and every other NCAA sport.

But what has transpired in major college football is a tradition the brings exposure to various communities around the country, allows 34 teams to finish the season with a victory and allows coaches to take 3-4 extra weeks of practice to develop their younger players.

The fact that there is a national champion, albeit unofficial, is touted by those who defend the status quo. “Every week is a playoff,” University of Georgia Head Football Coach Mark Richt once said. Defenders of the status quo say that college football’s regular season is the most exciting in all of sports.

The popular demand for a national championship game was used as justification for the creation of the Bowl Championship Series (BCS), which would allow the teams ranked No. 1 and No. 2 to play each other in a bowl game at the end of the season. The rankings system was based on a combination of the Associated Press (AP) media poll, the USA Today Coaches Poll and several computer-based ranking systems. Eventually, AP backed out of the process and the Harris Interactive poll was used in its place.

The ranking system and other aspects of the bowl culture have proven, over time, that conferences with larger, wealthier athletic programs and teams with a long tradition of successful football have an advantage in this system. Teams that have finished the season undefeated that are from smaller conferences do not have the option of changing conferences unless allowed by the conferences’ current members. Such a system has brought about questions from public officials as to whether this situation is a violation of the spirit, if not the letter, of the Sherman Anti-Trust Act. Often used in cases involving football, the Sherman Anti-Trust act prohibits illegal monopolies that are used to suppress competition.

Bowl committees in the BCS (Rose, Allstate Sugar, FedEx Orange and Tostitos Fiesta) continue to host the “major” bowl games and make a lion’s share of the bowl money, but they collectively award automatic bowl bids to teams that are in the BCS conferences, which could also be interpreted as an illegal trust.

Three teams finished the regular season undefeated in 2009 without getting to play in the BCS “National Championship” game. Two of those teams were not in the aforementioned “major” conferences. Two other teams from outside the “major” conferences finished the regular season undefeated without playing in the BCS Championship game. The participants in the first 12 BCS championship games were all from the “major” conferences: The Big 12, Big East, Big 10, Atlantic Coast, Pacific 10 and Southeastern.

Also, denying undefeated teams a chance to play in the BCS Championship game has led to some critics saying that to promote the event as a “National Championship Game” is actually false advertising.

Public officials as well as fans have been critical of college football in its current state. But the author believes that to preserve the bowl tradition, the significant regular season and the integrity of the national championship process would require some thinking “outside the box.” College football is a unique sport genre and requires a unique approach to change. The process that the author is suggesting is partially inspired by the Major League Baseball All-Star Game as well as the Davis Cup professional team tennis tournament.

Some have suggested that the bowl games be used as venues for playoff games, but that would significantly decrease attendance as fans would be expected to travel on a week’s notice. The NFL does not even have a neutral-site postseason game until the final game, the Super Bowl. Small college football playoffs are structured the same way. Postseason events in other college sports have more than two university teams participating at each site.

Having a playoff outside the bowls would further decrease the interest in bowl games for the neutral fans. But the author believes there is a way to keep the fan interest in bowl games without making all of them into playoff venues.

Hence, the title of the proposal is called “Every Bowl Counts,” also called the “EBC 1-2-3” program.

I. Playoffs

  1. Schedule
    Upon conclusion of the college football bowl season, there will be a four-team playoff tournament sponsored by the National Collegiate Athletic Association (NCAA) for the Division One Football Bowl Subdivision (FBS). The semifinals of the tournament will be held 7-11 days after the conclusion of the Bowl Championship Series (BCS) bowl games. The game now known as the BCS Championship Game will be discontinued.
  2. Participants
    The participants will be the winners of the four BCS bowl games, which will now be known as Playoff Bowl Games.
  3. Location
    The semifinal games will be played at the home stadiums of the higher-ranked teams in the field. The finals will take place at a neutral site.

II. Qualification

  1. For Playoff Bowl Games
    1. Ranking system — A ranking system will be developed to determine the “At-large” invitees to the Playoff Bowl Games and for seeding of the teams participating in such games. This system will be derived from a formula developed using regression analysis to determine the weight of factors that correlate with success in the previous 10 years of NCAA Division One Football Championship Subdivision (FCS) playoffs and Division Two playoffs. Ten years after the beginning of the EBC 1-2-3 program, the formula will be refigured to where it reflects factors contributing to success in the first 10 years of the Division One FBS playoffs.
    2. Automatic qualification — Certain conferences will be selected as “Automatic Qualifiers” each year. In order to obtain such status, teams from a conference must win three non-BCS bowl games, further known as Non-Playoff Bowls, during the previous season. Champions of these conferences will automatically receive an invitation to participate in Playoff Bowl Games.
    3. The Boise State Rule — Any team that is undefeated and has defeated 11 Division One FBS teams during the regular season (including conference championship games) will receive first priority in filling Playoff Bowl positions after the automatic qualifiers have been determined.
    4. Limitation — No conference will be represented by more than two teams in the Playoff Bowl Games.
    5. The ranking system alluded to in section IIA1 will be used to determine which teams fill the remaining positions in the Playoff Bowl Games after the provisions of sections IIA2 and IIA3 have been met.
  2. For Non-Playoff Bowl Games
    1. First-Tier Bowl Eligible Teams will receive first priority when being invited to Non-Playoff Bowl Games. To be classified as a First-Tier Bowl Eligible Team, a team must defeat six Division One FBS teams in its first 12 games of the regular season and finish either
      1. Among the top five in the standings of a non-divided conference (one that does not have a championship game) or
      2. Among the top three in a division of a divided conference (one that does have a championship game).
    2. Second-Tier Bowl eligible teams are ones that defeat six Division One FBS teams but do not meet the other criteria of First-Tier Bowl Eligible Teams. These teams can be invited to Non-Playoff Bowl Games once the First-Tier Bowl Eligible Teams have accepted their bowl invitations.

III. Matchups

  1. For Playoff Bowl Games
    1. Seeds — The system alluded to in Section IIA1 will be used to seed the playoff teams, first through eighth.
    2. Placement — The top four seeds will be assigned to bowl games according to their geographic location. The teams seeded 5-8 will be assigned according to their ranking (No. 1 vs. No. 8, No. 2 vs. No. 7, No. 3 vs. No. 6 and No. 4 vs. No. 5).
  2. For Semifinals
    The winners of the Playoff Bowl Games will be re-seeded, with the No. 1 team playing host to the No. 4 team and the No. 2 team playing host to the No. 3 team.

IV. First-year exception

During the first year of the EBC 1-2-3 program, the seeding process will be used to determine all eight playoff participants. This will keep from the major bowl games from losing their significant in the final season before the EBC 1-2-3 program would begin.

Commentary

The Boise State rule is designed to assure that undefeated teams have an opportunity to play for a national championship. The fact that only two teams will have to play more than one neutral-site game softens travel concerns that would be an issue in a playoff system that every round in a bowl site.

The EBC aspect, where three non-playoff bowl victories in one season gives a conference an automatic playoff bid the following season, would make the games that are now called non-BCS bowls more meaningful than they are now.

The EBC also keeps the major conferences from being “grandfathered in” to the playoff bowl games like they are now in the Bowl Championship Series games. The Tire I playoff rule keeps the larger conferences from “packing” the non-playoff bowls to improve their playoff chances for the following year. Every deserving team will get a postseason bid.

This system actually enhances the significance of 33 of the existing 34 bowl games. And it still preserves the excitement of the regular season. In the NFL you have 32 teams playing 16 games each to see which 12 go to the playoffs. In the National Basketball Association, you have 30 teams playing 82 games each to see which 16 got to the playoffs. In Major League Baseball, you have 30 teams playing 162 games to see which eight go to the playoffs. But, under this system, you have 120 teams playing 12-13 games each to determine which eight go to the playoffs.

Note: Dr. Kelly E. Flanagan is Director of Development at The United States Sports Academy and a member of the faculty since 2005. A student of the college football postseason process, Dr. Flanagan completed his master’s mentorship with the Jeep Aloha Bowl/O’ahu Bowl Doubleheader in 1999 and the Chick-fil-A Peach Bowl in 2002. He also served on the Atlanta Local Organizing Committee for the 2003 NCAA Women’s Basketball Final Four and wrote a dissertation titled “Factors Affecting Institutional Ticket Sales at College Football’s Non-Bowl Championship Series Postseason Events” when completing his Doctor of Sports Management degree at the Academy.

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2017-11-02T13:56:40-05:00January 8th, 2010|Contemporary Sports Issues, Sports Coaching, Sports Management, Sports Studies and Sports Psychology|Comments Off on Making College Football’s Postseason Fair, Legal and Ethical While Preserving its Unique Traditions

A Comparative Study of Governance of Professional Baseball Systems in Japan and Taiwan

Abstract

This paper has provided a basis to outline some key governance features of professional baseball systems both in Japan and Taiwan. It seeks to highlight and compare with the various forms of interactions between actors in these two systems. Associated with this, the paper undertakes a qualitative content analysis method with reviewing and explaining the dynamics in the interactions among three main actors, namely, state, owners of clubs, and players. Four principal conclusions are as follows: first, this case points to evidence that owners of clubs own dominant power while players’ voices are relatively weak; second, it demonstrates how these two states adopt different attitudes to intervene or non-intervene their domestic professional baseball industry in some respects; third, it identifies the most powerful actors in the two systems are Committee Mediation and Committee Board, which represent the extended power of clubs’ owners; finally, the article suggests that the outcomes of interactions between the above actors have shaped the two sporting contexts for managerial decisions, which have made a contribution to a development of their own operating mechanisms.

Key Words

Governance, Power, Japan, Taiwan, Professional Baseball

Introduction

Baseball, having gained assistance from the Americans, established its foundation in Japan and the future of the game in Asia, in 1903. Americans “were embraced easily in Asian societies where Japan played a crucial role in perpetuating and promoting baseball” (Reaves, 2002: 8). Most academics have agreed that the relationship of (professional) baseball development between Japan, Taiwan, and the USA is evident, and such a type of development has manifested a specific ‘chain of supply’ in the global sporting context (cf. Chiba, 2004; Lee & Lin, 2007; Reaves, 2002; Takahashi & Horne, 2004). This claim of such a tendency, related to the development of globalizing baseball, has reflected on a phenomenon in Chiba’s accounts that “the phenomenon of globalization is becoming increasingly important for the professional baseball leagues in the Pacific region and North America” (Chiba, 2004: 207). Today, players from the East Asian countries such as Japan, South Korea, and Taiwan are common and performing with increasing dominance in the professional baseball industry in the United States, especially after 2001. “[Professional] baseball across Asia seems to appear to be the same as the U.S. version and in many ways, the Great American Game has become the Great Japanese Game- at least across Asia” (Reaves, 2002: 2) in general, and East Asia in particular. The game of professional baseball, which deems an obvious link among them, has built bridges from their development, which has been shaped in various forms in terms of management although having the same American origin.

In 1945 Japanese governance was ended and Taiwan has been took over by Taiwan’s government ever since. Fifty years of dominance by Japanese culture has more or less permeated and influenced the development of Taiwanese baseball culture and civil society. Indeed, generations later, Japan’s influence on the game [baseball] remains significant until now…and “what is special about Taiwan baseball is that we followed the Japanese model” (Wilson, 1996: 73). Therefore, some curious issues around this sport have been raised. Within this context, this paper aims to understand the development of the Japanese and Taiwanese professional baseball systems by explaining/comparing such organizations and management under their specific structural contexts. The researchers thus approach their study informed by the above considerations to identify: Who are the most powerful groups of actors who have shaped the professional baseball systems? What strategic goals have they pursued, and what resources were available to these actors given the historical context? What are the principles which guide particular organizations? Whose interests have been served by the development of the professional baseball systems?

The term ‘governance’ has grown in usage in relation to arguments in political science, public policy, international relations, and other areas in recent years. Before, the concept of governance had almost been seen as synonymous with government and related simultaneously to terms of politics, policies, and polity of political systems. As a rising popularity and an increasing expansion of the governance discourse which depicts various applications and meanings are recognized, the booming adoption of governance theory has also been found both at national and international levels in the field of sport (cf. Forster, 2006;Henry, Amara, Liang, & Uchiumi, 2005; Henry & Lee, 2004; Hoye & Cuskelly, 2007; Hums & MacLean, 2004; Michie & Oughton, 2005; Thoma & Chalip, 2003). In this study, Henry and Lee’s (2004) threefold typology of sport governance concepts has adapted to seek to investigate and explain the development of Japanese and Taiwanese professional baseball systems. According to Henry and Lee (2004), these three key sport governance approaches are systemic governance, corporate governance, and political governance.

The main focus in this article is systemic governance, which is concerned with the competition, cooperation, and mutual adjustment between organizations in business and/or policy systems – academic and policy related interest in governance has grown with the increase in complexity of business and policy environments. Most such environments are characterized by the interaction of organizations and of groups working within and across organizations. Sport is no exception here. If we think about the role of media interests, major sponsors, players’ agents, the major clubs and their share holders in professional sport, we see an ever more complex field of activity. Indeed, in the contemporary setting, it is unlikely to think in terms of a national or international governing body as being the sole author of its own sport’s destiny. Various groups of stakeholders such as government officials, owners of clubs etc. are able to negotiate with others and to apply pressure to have their own interests met. Thus the old, hierarchical model of the government of sport, the top-down system, has given way to a complex web of interrelationships between stakeholders in which different groups exert power in different ways and in different contexts by drawing on alliances with other stakeholders. While thinking about the role of governments, owners, clubs, players, spectators, and the wider community in the system, the complexity of this field is evident. This complicated set of relationships is characterized by interactions of organizations and groups, which are working within and across organizations. Thus, we intend to restrict our comments to three such actors, owners of clubs, governments, and players.

Method

To investigate the nature of the strategic context and the explanations/actions of strategic actors, the authors employed qualitative content analysis of textual materials to document its claim to reflect experiences of the phenomena by reference to the collected data. The study, conducted over one year (2007-08) by the first two of the authors, draws on materials from analysis of data, including key government policy documents, academic papers, and media commentaries etc., both in Japan and Taiwan. A review of the literature provides accounts of the two professional baseball contexts since 1990 (the year which CPBL set up) to 2008. Gathering of data helped to map out a picture of the structural context of the two professional baseball systems. In this study, we reviewed 21 academic materials, 24 media articles and 5 government reports. As a result, our research was conducted by secondary data from the above three main documents. Eighty-three commentaries were identified to conduct this research. Table 1 below provides a summary of the key actors identified and the approaches adopted to obtaining data relating to their own commentaries.

Table 1
The Summary of Commentaries of Stakeholders and other Commentators

Government Reports Media Commentaries Academic papers Total
Japan Taiwan Japan Taiwan Japan Taiwan
Owners 1 3 4 8 6 8 30
Governments 3 4 4 7 4 6 28
Players 3 4 4 9 9 11 40
Total 7 11 12 24 19 25 98

Discussion

Owners of Clubs

Generally, the growth and prosperity of organizations are not considered bonanzas for individual actors, but are valuable ends in themselves (Trompenaars & Hampden-Turner, 1997). Owners tend to put the clubs in the promotion department and recognize that the main purpose of possession of the team is to promote the brand of products, outstanding image of enterprise, and good public relations to the mass etc. In Japan for example, Yomiuri Shimbun and Chunichi Shimbun use teams for sale promotions. The Hanshin Electric Railway Co., Ltd and Seibu Group used teams for the tickets’ revenue and urban development along its railway line, and the ORIX Corporation obtained good reputation and credit from its club. However, it has been seen that except for the Yomiuri Giants, the Hanshin Tigers and Hiroshima Toyo Carp, all clubs are operating through a great support, often as much as three billion Japanese Yen or about US$ 25 million, from their parent companies (Nihon Keizai Shimbun, 2004; 2005). A considerable rise in the salaries of players recently is often criticized, but, from the start of the professional league, parent companies still pay the difference as an advertisement (Kobayashi, 2004). Again, this is because there are ‘extra’ recognized benefits which these parent companies expect to obtain from the baseball clubs, even though they are ‘losing’ money by investing in this industry. This is evident in Taiwanese professional baseball systems as well, where most clubs are in a ‘red’ negative profit condition in terms of financial investment.

Besides their value for the purpose of social promotion, another reason for companies keeping clubs is the tax abatement allowed by the government, including some policies of preferential treatment to reward the companies’ investment. For example, in Japan, the National Tax Administration Agency permits the parent companies to enter the cost for the baseball clubs under losses (Kobayashi, 2004). In Taiwan, though professional baseball business is viewed as a commercial activity, the government provides support in kind for this industry, such as no levying entertainment (around 10%) tax on clubs but clubs paying lower Education tax (around 2.5%) from their financial income, gate revenue in particular.

While obtaining ‘benefits’ from the government, on the one hand, owners still have a specific obligation and responsibility to shareholders in terms of transparency and accountability (Henry & Lee, 2004). On the other hand, they also need to meet the interests of those who are involved in the organization in different forms, such as players, supporters, sponsors, and so on. Nevertheless, in Taiwan’s system, owners of clubs are dominant in ‘steering’ [controlling] the operation of the whole network. A Committee Board, composed of representatives of owners, is authorized powerfully far beyond the leagues and is to be responsible for important agreements, (contracts, for instance) of clubs and players. Ironically, as this ‘institution’ is so dominant, the duties of the leagues are thus only policed through setting the agenda of the seasonal games, promoting images of clubs, players, and negotiating related affairs with the government under the requests of this influential committee board.

Comparing Japanese owners’ power with Taiwan’s case shows no difference between these two. For instance, in Japan, although Hiromitsu Ochiai submitted his wage case to arbitration in the end of the 1990 season, it was deemed mainly controlled, more precisely, nullified by the employers’ ‘dominant power’ (Whiting, 2004). Indeed, “A Mediation Committee is composed of three members, the commissioner and the chairman of the Central League and the Pacific League. No one is selected from a third party” (Suzuki, 2000: 2). The above claims have evidently reflected on the owners’ attitude toward the whole system when the well-known owner of the Yomiuri Giants, Tsuneo Watanabe, has stated that “If any players are accompanied by an agent at a table of salary negotiation, I will absolutely cut the salary of that player…” (Suzuki, 2000: 1).

Governments

In Taiwan’s case, the role of national government is to ‘regulate’ contractual frameworks for the industry and to make the benefits of the whole available to all stakeholders. The role of the Sports Affairs Council acts as a public sector lever in order to achieve positive social and economic benefits in the private sector. The government to develop this sport and the capital spending and infrastructural effects of the merger, for example, were evident (Lin, 2003). The baseball stadia, planned or under construction, are designed not only for baseball tournaments, which include international, domestic, and professional baseball games, but also to develop local prestige (culture). They serve as well to promote economic activities with cooperation between the central and local governments (Sports Affairs Council, 2004). The implementation of these programs sought to be mutually beneficial for both the public and the private sectors. However, the provision of a stimulus for capital spending on new and rejuvenated sporting facilities and improvements raised some questions which were concerned with who really benefited most from such spending. Also, did they really meet the criteria of the government’s initial reasons for promoting such policies? The state, though an actor within the Taiwanese sporting system in terms of having the most resources of income (taxation), personnel, information, and if necessary force of law, sought to ‘influence and steer’ but not to directly ‘control’ the professional sports’ field. For instance, as all the players have signed contracts with the clubs which were fully controlled by the owners, it is likely that the players’ voice has been getting lower in order to secure their jobs (Hsien, 2007). Despite the government being responsible for protecting her citizens’ civil rights, such as work, life, freedom of moving etc. according to the Constitution, nonetheless, the professional baseball business is recognized as a commercial activity by the government, which has been used to keep this industry open and free under the rule of the market mechanism. The existence of commercial contracts agreed by both the clubs’ owners and players simply reflects this concern where the government (public sector) was not seeking to be involved and thus avoiding inviting criticism over government intervention from the private sector.

Interestingly, Taiwan’s government acknowledges that baseball had contributed much, not only to the achievements of its political purposes such as enhancing national prestige, aiding international diplomacy, but also to economic goals such as reducing unemployment and expanding business opportunities (Lin, 2003). Thus, attempts at rejuvenating Taiwan’s baseball community and promoting future development of Taiwanese sports after the 1997 professional baseball gambling scandal were evident and thus brought the state, the sporting governing bodies, and the commercial sector together in coping with this issue. A concern raised here was that the ‘cooperation’ of combating this crisis among actors had invited the government to ‘intervene’ in this sport. Subsequently, the hosting of the 2001 Baseball World Cup (BWC) had further provided this government with a basis to be involved in [professional] baseball matters, and the success of the 2001 BWC had greatly inspired the government to promote and complete the merger between the two Taiwanese professional baseball leagues (CPBL and TML) in the 2001-03 period.

Although having shared ‘similar attitudes’ toward recognizing the behavior of the professional baseball industry as a commercial activity both by Japan’s and Taiwan’s governments, to some extent, these two governments have dealt with matters related to this business in different ways. In Japan, as central government recognizes the importance of promoting sport policies, the Ministry of Education, Culture, Sports, Science and Technology established the Basic Plan for the Promotion of Sports in 1999 (Ministry of Education, Culture, Sports, Science and Technology, 1999). In this plan and other government reports, it is apparent that central government was concerned with Japan’s performance in world competitive sports and emphasized the necessity of launching sports developing programs for citizens from kids to top athletes (Ministry of Education, Culture, Sports, Science and Technology, 2006). Unfortunately, these reports are unable to embrace or consider relevant affairs of particular sports in which the professional baseball industry was also included. Though lacking government ‘full attentiveness’, national tax agency in Japan had promoted the provision of tax abatement for professional baseball since some decades ago (National Tax Agency Japan, 1954). Having an understanding of the government’s attitude toward to professional baseball, in the first strike case of NPB’s players in 2004, it is clear that interactions (negotiation) for tackling this crisis between owners, players, media, and even fans was evident. One could see the Minister of Education, Culture, Sports, Science and Technology merely held a press conference which mentioned the hope to avoid the strike (Kyodo, 2004). Another good example is that, since the 1990s, Japanese companies were struggling with economic recession, which has forced these companies to reform their business structures in which the business of professional baseball was thus influenced and changed. Companies such as Kintetsu Corporation and Daiei disbanded their teams, which led to Softbank Group and Rakuten buying team companies, and Murakami Fund began a merger and acquisition for the owners’ companies. Again, for these issues, the Japanese government ‘totally respected’ the operating mechanism of a free market and didn’t intervene in the professional baseball industry. Governments at local levels are also indecisive whether to invest for the professional baseball teams. For example, Miyagi prefecture and Sendai City rejected subsidizing to rebuild the stadium because of the demands from team companies which have reflected on Kobayashi’s claim that it is improper for the government to subsidize the NPB teams in terms of promoting [professional] baseball (Kobayashi, 2004). Nevertheless Japanese central government introduced a new public management program called Shiteikanrisha-Seido in 2003 because of the administrative reform. It was not for the aid of the professional baseball industry. As a result, in Miyagi prefecture and Chiba prefecture, the right of managing the stadia, which were controlled by local governments, has been transferred from the public sector to the NPB’s teams. By these contracts, clubs of Rakuten Golden Eagles and Chiba Lotte Marines have made it possible to gain revenues by managing commercial activities of the stadia. Thus, the relationship to bridge the local governments and NPB’s teams is significant when managing such a professional baseball business.

Players

Considering players’ rights in these two systems, one major function of their associations is to be able to apply pressure to meet their own interests. In Taiwan, an ‘occasional’ player association appeared shortly in 1994, however, ‘keeping silent’ became the best policy for players because of the recession of the professional sport market later. The Association is now recognized as informal and perhaps only one function—emergency aid—exists. In Japan, the Japanese Professional Baseball Players Association (JPBPA) was established in 1985, nevertheless, “neither antitrust related lawsuits nor labor related lawsuits have been filed against the owners, because the JPBPA is so weak and players know they will be black-listed unless they obey the owners’ decision” (Suzuki, 2000: 1). To some degree, professional baseball players in Japan and Taiwan consider it important to be loyal to the club owners instead of having an emphasis of individual rights. Therefore one can have an unsurprising example when famous pitcher Hideo Nomo decided to undertake a loophole in the tradition Japanese professional baseball rules that enabled him to circumvent free-agent regulations in 1995. He became fed up with the traditional constraints of group loyalty and being greatly criticized by fans, in which Japan’s media termed him a ‘troublemaker’ and even a ‘traitor’ (Whiting, 2001). Therefore, it has been rare for players to attempt to file a lawsuit against their owners in Taiwan as well as in Japan, except in the occurrence of the 2004 striking case in Japan. Nevertheless, the situation has changed as we can see players such as Hideki Matsui and Daisuke Matsuzaka participate in the MLB in recent years while seeking to achieve their personal ‘interests and dreams’. In addition to players’ own considerations, the worsening financial difficulties of clubs’ sponsoring corporations (Seibu for example) also lead the migration (sale) of players to the MLB. The most famous pitcher of NPB, Daisuke Matsuzaka, who joined the MLB in 2007, can serve as an example in which the Seibu Corporation received US$ 51 Million paid by the Boston Red Sox.

In Taiwan’s professional baseball system, another issue that emerged concerned the draft system in which players could only ‘voluntarily’ join their preferred clubs by the system outwardly, which used to be organized by the leagues but was actually controlled by the owners(Chen, Chen & Hsu, 2008). Consequently, it has been seen that negotiations of players’ draft picking proceeded with a lack of considering views from player, supporter, etc. Hence, players and supporters are insufficiently influential to negotiate with other stakeholders. For this issue, the government has sought to urge the leagues to establish a sound and fair system to recruit players (Sports Affairs Council, 2000), which was designed to promote the competency and the uncertainty of outcomes between clubs’ games. Unfortunately, this action met with little success since clubs always have their own considerations. Actually, promotion [improvement] of Taiwan’s specific draft system has been considered by the clubs and the league recently. Nevertheless, in comparison with professional baseball leagues either in the USA or Japan, Taiwan has a long way to go to promote its own system in issues, for example, of arbitration, free agency, unions, and so on. In Japan, despite the fact of having a more ‘advanced and sound’ operating mechanism in the professional baseball system than Taiwan, the NPB players’ rights are still far behind the players in MLB. For instance, in 1993, a free agency system had been promoted; however, there were limitations existing that have hindered players’ mobility, such as the fact that players were unable to be free agents after nine years of service in the first club (Suzuki, 2000). Meanwhile, before the period of obtaining the right of free agency, if players intend to develop [continue] their careers in MLB, they have to get through a termed posting system which disallows a player choosing clubs, even if he has already been awarded offers by other clubs. Therefore, only the clubs have the rights to make decisions for players to select or refuse offers from the MLB clubs (Suzuki, 2000). In this sense, the development of the Japanese professional baseball system has its necessity to improve in general, players’ rights in particular. Having given explanations and analysis of power relationships, interactions of the three actors namely, owners of clubs, governments, and players. Table 2 below helps highlight the key governance features of the two professional baseball systems in terms of roles’ power of various stakeholders.

Table 2
Key Governance Features of the Two Professional Baseball Systems

Japan Taiwan
Role of governments
Weak-Mixed

State non-intervention except the provision of tax abatement.
Strong-Mixed

State defines professional baseball as a ‘corporate business’ within a free market, which should not be interfered with. However, state constructs and maintains stadia, and promotes developing programs through school system.
Role of owners of clubs
Strong

Leagues and clubs are mainly controlled by the employers’ ‘dominant power’.
Strong

A Committee Board, composed of representatives of owners, has authority over the operation of the leagues.
Role of players
Weak-Mixed

Though having a gradually ‘advanced and sound’ operating mechanism, the NPB players’ rights are still behind the players in MLB.
Weak

Players’ voices are weak and tended to be ignored by clubs. Issues such as Regulations of Arbitration, Free Agency, Player Association etc. have being ignored.
Most powerful actors A Mediation Committee is composed of three members. The Committee Board is composed of representatives of clubs.

Conclusion

In this case of identifying governance features of the two professional baseball systems, which have shaped the thrust and pace of the developmental strategies in the Japan’s and Taiwan’s structural contexts, the Japanese and Taiwanese models would seem to imply a two-fold structuring of the contemporary systems. Both of the two professional sport systems, though under the global pressures, have developed their operating mechanism where it has given way to specific management in some ways.

This study illustrates that various actors behaved in order to achieve strategic goals. In Taiwan, the state, though incorporating the most powerful set of actors within its sporting system, with access to financial resources, personnel, information, and if necessary force of law, sought to steer rather than demand its preferred outcome. The state still plays an influential role in the professional baseball system (e.g. the 2003 merger issue between the two leagues) though identifying it as a free commercial activity, in which any kinds of intervention may not be favored. The Japanese case is a different story from Taiwan since its government intends to have non-intervention except for the provision of tax abatement.

Owners of these two systems stand in a stronger bargaining position in most aspects. The current process of governance still represents a buyer’s market in which players’ powers are limited because of their lack of access to strategic resources to affect outcomes. Nevertheless, the Japanese system has gradually been improving to be more ‘open and completed’ and players’ rights are more considered and respected in comparison with Taiwan’s case. Additionally, the Mediation Committee in Japan and the Committee Board in Taiwan were recognized as the two most powerful actors and believed to represent the ‘extended forces’ of professional baseball clubs. Under the ‘guidance’ of these two Committees, the two leagues (NPB, CPBL) have administrative responsibilities, but with no real power. They simply play less important roles in their systems.

Finally, it suggests that various countries have their local environments (conditions), which are consonant with their particular social values. As a result, a successful professional sport management should be able to reflect national characteristics and be consistent with a country’s cultural values in the globalized context. Indeed, [professional] baseball is recognized as a public good, produced and owned by a wider set of publics which include clubs, players, supporters, spectators, and the wider community. Having given a contribution to identifying some key characteristic features of Japan’s and Taiwan’s professional baseball systems, in order to obtain the sustainable development of these two systems, it is suggested that all those possible investing resources and those of the community need to be served.

Ping-Chao Lee (First and Corresponding author)
Department of Physical Education, National Taichung University, Taiwan
Address: 140, Min-Shen Road, Taichung City (403), Taiwan
Phone: +886-4-22183013
Fax: +886-4-22183410
E-mail: p.c.lee@ntcu.edu.tw

Yoshio Takahashi
Institute of Health and Sport Sciences, University of Tsukuba, Japan
Address: 1-1-1 Tennodai, Tsukuba-Shi, Ibaraki-Ken 305-8574, Japan
E-mail: yoshi@taiiku.tsukuba.ac.jp

Chien-Yu Lin
Graduate Institute of Sports and Health Management, National Chung Hsing University, Taiwan
Address: 250, Kuo-Kuang Road, Taichung City (402), Taiwan
E-mail: cylin1349@nchu.edu.tw

Koh Sasaki
The Research Center of Health, Physical fitness and Sports, Nagoya University, Japan
Address: Furo-Cho, Chikusa-Ku, Nagoya City, 464-8601, Japan
E-mail: sasaki@htc.nagoya-u.ac.jp

References

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Kobayashi, I. (2004). Merger, selling, new entry: Just, but, professional baseball. Tokyo: Takarajimasha, Inc. (In Japanese.)

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Michie, J. & Oughton, C. (2005). The corporate governance of professional football clubs in England. Corporate Governance: An International Review, 13 (4), 517-531.

Ministry of Education, Culture, Sports, Science and Technology. (1999). Basic plan for the promotion of sports, Retrieved February 18, 2007, from Ministry of Education, Culture, Sports, Science and Technology Website http://www.mext.go.jp/english/news/2000/09/000949.htm

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Takahashi, Y. & Horne, J. (2004). Internationalization and sports talent migration: A case study of baseball and football players moving from Japan to other Asian countries. International Journal of Asian society for Physical Education and Sport, 2, 49-52.

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2015-02-12T11:35:10-06:00January 8th, 2010|Contemporary Sports Issues, Sports Management, Sports Studies and Sports Psychology|Comments Off on A Comparative Study of Governance of Professional Baseball Systems in Japan and Taiwan

A Comparision of Athletic Training Program Financial Resources

Abstract

Athletic departments have budgets for each team. Included within the athletic department master budget includes an athletic training budget. However, unlike sports programs, the athletic training budget goes not towards its own needs, but the needs of the sports teams. The size of the athletic training budget is proportional to the number of sports and the number of athletes’ athletic trainers’ service. For example, schools with football require more athletic training supplies, time, and people than schools without. The only research conducted that compared the size of the financial resources between athletic training budgets comes from 1992. The research indicated that the range of money available for the care of athletics at the college and high school ranged from $926 to $96. Since then the education of athletic training has changed both athletic training programs and their budgets. New research into the similarities and differences between athletic training budgets is a must.

Introduction

Like any other program in athletics the athletic training budget takes up a significant portion of the athletic department budget. However, unlike sports programs, the athletic training budget goes not towards its own needs, but the needs of the sports teams. Every school with athletic trainers and an athletic training budget must develop a budget based on the needs of the sports teams. For example, schools with football require more athletic training supplies, time, and people than schools without. More popular athletic departments have larger budgets to meet the needs of their athletic teams. The assumption is that athletic training budgets change to meet the demands of the teams of whom they cover. The variables include the size of the school, number of athletes, division of athletics, gender of athletes, and number of athletic trainers. The question that arises is: do schools with these comparable variables have comparable budgets?

Budgets

A budget is a plan for the coordination of resources and expenditures (Horine, 1991). It is also a tool for estimating receipts and disbursement over a period of time (Mayo, 1978). Fried (2008) defines a budget as a road map that shows a business where it is going to spend its money. In regards to athletic training, Dr. Richard Ray (2000) defined a budget as a qualitative expression of the athletic trainers’ management plan. Dr. Ray explains that a budget interrelates with inventory control and purchasing to create a financial planning network for an athletic training program.

In his book ‘Management Strategies in Athletic Training’ (2000), Dr. Ray explains several examples of budgets available for athletic training programs. The first budget Dr. Ray lists is the incremental or spending ceiling budget (Wildavsky, 1975). This budget requires athletic trainers to justify expenditures that exceed the previous year’s budget. The second is the spending reduction model. The spending reduction model decreases a budget to preserve institutions funds. Institutions in financial crisis use this budget more often whereas academic programs rarely use it. The third budget is the zero-based budget. In the zero-based budget every expense must be justified without reference to previous spending patterns. This budget is tedious and requires micromanagement of the athletic administration. Athletic trainers rarely rely upon this budget because of the constant changes in athletics from year to year.

The fourth budget type is the fixed budget. This budget form projects expenditures and revenue on a monthly basis. The budget is useful in large revenue driven sports clinics and rarely used in academic settings. The fifth budget is the variable budget. Similarly to fixed budgets, academic athletic training programs do not use the variable budget. Institutions using the variable budget adjust the budget monthly so as to assure that expenditures do not exceed revenue. The sixth budget is the lump sum budget. Referred sometimes as the single pot budget, money sits in a single account for a program without specifying how or where the money is to be spent. Programs using the lump sum budget may use it as a spending ceiling or spending reduction budget. The seventh budget is the performance budget. This budget allocates funds for discrete activities such as rehabilitation, injury treatment, administration, patient education, first aid, and pregame preparation. The performance budget separates each section into ‘mini’ budgets. Athletic training programs rarely use the performance budget because of the difficulty in analyzing activity costs.

The budget athletic trainers’ use more often than any other budget type is the eighth budget, the line item budget. The line item budget allocates a fixed amount of money for each sub function of an athletic training program. These sub-functions include; expendable supplies, equipment repair, team physician services, and medical insurance. Athletic training programs use the line item budget extensively because of the control that it provides the head athletic trainer. The flexibility of the budget provides the athletic trainer the ability to dictate how much money they want to spend in one area. For example, if an athletic trainer knows that next year’s football team will be twice the size it is this year, he may decide to expand the expendable supplies (tape) budget and reduce the equipment repair budget to meet the needs of the coming year. This flexibility grants the athletic trainer the greatest freedom at determining his success or failure the next year.

A typical athletic training budget provides the athletic trainer the opportunity to cover the responsibilities of the position. Normal line items include; expendable supplies, capital equipment, equipment repair, and operating costs. Occasionally items including continuing education, malpractice insurance, postage, and telephone charges are included in the athletic training budget. What the athletic training budget covers depends for each athletic department. Some athletic departments add continuing education and postage to the general athletic fund.

Prior to 2004 athletic training programs incurred the cost of athletic training students as part of their budget. In 2004 the national accreditation body of athletic training education the Commission on Accreditation of Athletic Training Education (CAATE) ended the internship route for athletic training students thus ending athletic training compensation. The commission felt that students attended athletic training programs in order to become athletic trainers, and they do so because they have a desire to do so. To pay them for their educational clinical experience contradicts the purpose of the education program. The size of an athletic training budget does depend on several variables including the size of the athletic department.

God did not create all athletic departments equally. This is evident by the different divisions of athletics. A larger athletic department includes more teams and more athletes. To accommodate those sports and athletes, schools must build facilities and hire more coaches and staff. The most distinguishable variables between athletic departments include the division of athletics, number of athletes, number of sports, ratio of female to male athletes, and school size. These variables affect the athletic training budget tremendously. However, variables do not depend upon each other. For example, in 2008 the University of Notre Dame had only 8300 undergraduate students with 752 student-athletes (Notre Dame, 2008) compared to the University of Michigan that had 38,900 undergraduate students and 745 student-athletes (University of Michigan, 2008). Despite the huge difference in the student population, the schools play each other in athletics all the time. To date, only one researcher has investigated the comparison of athletic training budgets using these variables.

In 1992 Dr. James Rankin conducted research where the focus was to investigate the amount of money in athletic training budgets that is spent on athletes. In his research Dr. Rankin submitted surveys to 250 head athletic trainers at universities, colleges, high schools, professional football teams, and sports medicine clinics. All athletic programs included football and, except for the professional football teams, had female athletic teams.

The response rate to the surveys was 57.2% with 143 surveys returned. After analyzing the data the professional football programs and sports medicine clinic programs where eliminated because the results did not compare to traditional athletic training (Rankin, 1992; p. 344). Remaining college surveys included schools from NCAA divisions I, I-AA, II, and III programs. Also included were surveys from high school athletic trainers.

The surveys reported that the average size of all athletic departments included 295 male athletes and 175 female athletes for a total average of 471 per department. The average number of male teams was 9.65 and female teams at 8.51 for a total average of 18 teams per department. The largest departments belonged to Division I programs whereas the smallest departments belonged Division II programs. High schools averaged 490 athletes and 18 teams. Despite the comparable number of athletes and teams between large Division I universities (486 athletes, 17.5 teams) and high schools (490 athletes, 18 teams), larger universities had more athletic trainers on staff (4.4 on average) than high schools (1.1)(Rankin, 1992; p. 348).

Regardless of where the budget surveys came from, each included items pertaining to the normal budgetary concerns: 1) Expendable supplies include athletic tape, bandages, dressings, pharmaceuticals, and single use items. The range of budgets in Division I universities ranged from $40,000 to $205,000 in this section. 2) Capital equipment includes items designed to last longer than one year such as taping and treatment tables, whirlpools, therapeutic modalities, and stools. 3) Maintenance money to keep equipment calibrated and running. From all schools the smallest maintenance budget came from Division II schools. 4) Operating costs such as office supplies and athletic training students. 5) Contracted expenses include items such as heat and air conditioning, water, sewer, electricity, and facility debt reduction. The surveys report that a majority of these expenses where paid by the athletic department and did not come directly from the athletic training budget except for telephone charges. 6) Team physician expenses. 7) Athletic insurance. A majority of schools carry second dollar insurance, meaning that if an athlete has medical expenses because of an injury sustained during an athletic event the school will pay for medical expenses after the athlete’s insurance. 8) Athletic trainers’ salaries and benefits. The survey, conducted in 1992, shows a range of salaries for athletic trainers from $18,000 to $70,000 (Rankin 1992; p. 347). 9) Athletic trainers’ perks, including professional dues, travel expenses, and malpractice insurance. Finally, 10) a purchasing bid system where programs are required to obtain bids prior to purchasing supplies and equipment.

The results indicated that the range of money available to spend on athletes was wide comparatively. When Rankin calculated the total, he only included athletic training salaries, expendable supplies, athletic training students, and medical insurance into the equation. Athletic training budgets for Division I schools lead by having $926 per athlete in their budget. Division I-AA was second with $462 per athlete, then Division II with $293, then Division III with $181, and finally high school with $96 per student (Rankin 1992; p. 349). Rankin noted that as the program level decreased, salaries took a larger percentage of the athletic training budget even though the number of athletic trainers decreased (Rankin 1992; p. 349).

Discussion

The most amazing information gathered from the research obtaining to athletic training budgets is the lack of data that exists. It was not the results of the research by Rankin that was a surprise. It is common knowledge in the athletic training profession that the larger athletic departments with Division I athletics have a much larger budget. What is surprising is the fact that no one has picked up the torch to conduct further research investigating if the trend discovered by Rankin continues.

Since the reporting of this data, the educational aspect of the profession of athletic training has changed. At the time of the report, academic athletic training programs provided students two paths towards becoming certified. One entailed completing an accredited program designed around didactic information combined with clinical observation and practice. The second involved an internship type of program designed around the gathering of clinical hours with very little didactic intervention. In 2004 the profession of athletic training removed this second method towards certification. The reason was to improve the quality of students seeking certification thus improving the profession.

By doing this, athletic training students shifted titles from assistant athletic trainers to students, thus ending any reimbursement for services and eliminating a line item in athletic training budgets for students. Regardless of the percentage of budgets freed by this change in academic titles, larger schools continue to enjoy budgets head and shoulders above other smaller schools with the same number of athletes and sports.

The work by Rankin demands that researchers collect new data. When they do, they should hypothesize that the data will be similar to Rankin’s data. The only difference should be the amount of money spent. The similarities will be that larger schools still have greater financial resources over smaller athletic departments. Hopefully, the research will continue.

Summary

Athletic training budgets are part of larger athletic department budgets. These budgets go to purchase supplies, equipment, salaries, insurance, and operating costs to maintain athletic training programs. Unlike athletic team budgets, athletic training budgets do not support athletic trainers, but rather the teams that athletic trainers cover. The discrepancy between athletic departments is noticeable both by athletic talent, size of school, and the financial recourses available. How then do athletic training budgets compare from school to school? In 1992 James Rankin gathered data to assess the differences in the financial resources available to college and high school athletic training programs. The research indicated that the range of money available to spend per athlete at these schools ranged from $926 to $96. Larger Division I athletic departments provided the largest financial resources available to athletic trainers and high schools provided the smallest. The results from this data come from 17 years ago. Since then the education of athletic training has changed athletic training programs and their budgets. New research into the similarities and differences between athletic training budgets is a must.

References

Fried, G., Shapiro, S.J., & DeSchriver, T. (2008). Sport finance. Champaign, IL: Human Kinetics.

Horine, L. (1991). Administration of physical education and sports programs (2nd ed). Dubuque, IA: Brown.

Mayo, H.B. (1978). Basic finance. Philadelphia: Saunders.

Notre Dame, (2008). How many students attend Notre Dame? Retrieved on September 20, 2009 from http://admissions.nd.edu/.

Rankin, J.M. (1992). Financial resources for conducting athletic training programs in the collegiate and high school settings. Journal of Athletic Training, 27, 344-349.

Ray, R.R. (2000). Management strategies in athletic training. Champaign, IL: Human Kinetics. University of Michigan, (2008). Enrollment data fall 2008. Retrieved on September 20, 2009 from http://mmd.umich.edu/forum/michigan.php#enrollment

Wildavsky, A. (1975). Budgeting: a comparative theory of budgeting process. Boston: Little, Brown.

2015-10-02T23:26:05-05:00January 8th, 2010|Sports Facilities, Sports Management|Comments Off on A Comparision of Athletic Training Program Financial Resources

Optimizing Development of the Pectoralis Major

Abstract

Jagessar, M. Optimizing development of the pectoralis major. 2009. This article seeks to determine optimum body/hand position and the best exercises for development of the pectoralis major. Gaps in the field of literature are also addressed. Body/hand position, execution, width of grip, trunk inclination, dumbbells and barbells are all variables that affect the prime movers (pectoralis major, anterior deltoid and triceps brachii) of the bench press. Electromyography is a technique used for recording changes in electrical potential of muscle fibres that are associated with their contractions Payton, C. J., Bartlett, R. M. (Eds.) (2008). Electromyographic (EMG) studies are well known for determining muscle activity. Due to the overwhelming contradictory information and various variations of the bench press, EMG studies have been undertaken. The research has shown that the horizontal barbell bench press done with a grip between 165% to 190% biacromial width produces maximum EMG activity in the pectoralis major. The clavicular (upper) head produces maximum activity in the close grip incline barbell bench press. Dumbbells and barbells can be used interchangeably to overcome training plateaus.
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2016-10-20T14:29:17-05:00January 8th, 2010|Sports Coaching, Sports Exercise Science, Sports Studies and Sports Psychology|Comments Off on Optimizing Development of the Pectoralis Major

Effects of Three Modified Plyometric Depth Jumps and Periodized Weight Training on Lower Extremity Power

Abstract

Plyometric exercises increase muscular power and are most effective when designed to complement the specific movements required of the athletic activity. This study compared the effects of modified depth jump plyometric exercises versus a periodized weight training program on the following functional tests: one-legged vertical jump, two-legged vertical jump, 30-meter sprint, standing broad jump, and 1 RM of the seated single leg press. Sixty-four untrained participants (18-28yr) were randomly assigned to one of the following groups: hip depth jump (n = 12), knee depth jump (n = 13), ankle depth jump (n = 13), weight training (n = 13), or a control (n = 13). Experimental groups trained two days a week for 12 weeks. Statistically significant improvements were observed among the plyometric groups for functional tests of power and the weight training group for functional tests of strength and speed. Results indicate that modified plyometric depth jumps offer a greater degree of specificity related to power training in athletes.

Key Words

Hip depth jump, knee depth jump, ankle depth jump, muscle power, resistance training, plyometrics

Introduction

The term “plyometrics” refers to specific exercises which encompass a rapid stretching of muscle that is undergoing eccentric stress followed by a concentric, rapid contraction of that muscle for the purpose of developing a forceful movement over a short period of time (Chu, 1983). One particular plyometric activity, the depth jump, has been shown to improve power in the vertical jump (Batholemew, 1985; Miller, 1982; Parcells, 1977; Verkhoshanski & Tatyan, 1983). Depth jumps are a type of dynamic exercise where an individual steps off a box 20 to 80 centimeters in height, lands, and performs an explosive vertical jump (Wilson, Murphy, & Giorgi, 1996). The depth jump is thought to enhance vertical jump performance through the quickening of the amortization phase, which is the electromechanical delay from the initiation of eccentric to the initiation of concentric muscle actions of the movement (Steben & Steben, 1981).

Plyometric depth jumps have been modified to generate greater stresses at the joints of the hip, knee, and ankle (Holcomb, Lander, Rutland, & Wilson, 1996a). These variations were identified as the hip depth jump (HDJ), knee depth jump (KDJ), and ankle depth jump (ADJ). Each variation included modifications to the range of motion of the joint being emphasized during the eccentric portion of the depth jump. The HDJ, KDJ, and ADJ are thought to increase the workload, and thus power, at the particular joint for which they are named. The need for such a modification stemmed from biomechanical analysis of both the vertical and depth jumps. In biomechanical analysis of the vertical jump, the hip was found to contribute 23-39% of the total work done during the vertical jump (Bobbert, Huijing, & Van Ingen Schenaue, 1987; Bobbert, MacKay, Schinkelshoek, Huijing, & Van Ingen Schenaue, 1986; Hubley & Wells, 1983; Van Soest, Roebroeck, Bobbert, Huijing, & Van Ingen Schenaue, 1985). However, two analyses of the depth jump revealed the hip contribution to be only 19% and 13% respectively (Bobbert et al., 1986, 1987). Consequently, the traditional plyometric depth jump does not stress the hip joint to the extent that it is used during the vertical jump, the functional task it was originally designed to enhance.

Biomechanical analysis of the modified plyometric depth jumps was also performed to analyze joint contribution through total work done at each joint (Holcomb et al., 1996a). Total work at the hip, knee, and ankle joints was 80%, 5%, and 15%, respectively, during the HDJ. Analysis of the KDJ revealed contributions of 37% at the hip joint, 49% at the knee joint, and 14% at the ankle joint. The joint contributions during the ADJ were reported to be 24%, 20%, and 56% at the hip, knee, and ankle joints, respectively. Therefore, each depth jump primarily stressed the particular joint for which it was named.

The effectiveness of training programs is routinely measured via functional test performance. Functional tests usually contain a series of movements that have high correlations with athletic activity and are used for research, evaluation, and rehabilitation purposes. Biomechanical analyses of functional tests can reveal percent joint contributions to the activity. Table 1 contains the percent joint contributions of modified plyometric depth jumps and selected functional tests for this study. Although specific joint contributions have not been calculated for the 30-meter sprint or seated single leg press, some research has examined the power output of these functional tests. Researchers have identified the hip to be a dominant force producer in sprints of short duration (Mero & Komi, 1990; Mero ,Komi, & Gregor, 1992; Mero & Peltola, 1989). Wilk et al. (1996) examined the electromyographic activity of the quadriceps and hamstring muscles during a two-legged seated leg press and found a high degree of quadriceps activity, suggesting significant power contributions from the knee joint. When compared to the squat, the seated leg press allows for smaller compressive forces to the tibiofemoral joint (Escamilla et al., 1998), making the activity an ideal accommodation for untrained participants.

Table 1
Percent joint power contribution of modified plyometric depth jumps and functional tests

Hip Joint Knee Joint Ankle Joint
Hip depth jump (22) 80 5 15
Knee depth jump (22) 37 49 15
Ankle depth jump (22) 24 20 56
30-m sprint N/A N/A N/A
One-legged VJ (39) 34.4 23.9 41.7
Two-legged VJ (25) 28 49 23
Two-legged VJ (39) 32.9 37.7 29.4
Two-legged VJ (35) 40 24.2 35.8
Two-legged VJ (22) 57 23 20
Standing broad jump (35) 45.9 3.9 50.2
Seated single leg press N/A N/A N/A

Holcomb Lander, Rutland, and Wilson (1996b) continued their research with a progressive resistance eight week training study comparing the modified plyometric depth jumps to other methods that have shown to significantly increase vertical jump height, including conventional plyometric depth jumps (Adams, O’Shea, O’Shea, & Climstein, M, 1992;, Blattner & Noble, 1979; Brown, Mayhew, & Boleach, 1986; Gehri, Ricard, Kleiner, & Kirkendall, 1998; Hewett, Stroupe, Nance, & Noyes, 1996; Huber, 1987; Polhemus & Burkhardt, 1980; Verkhoshanski & Tatyan, 1983; Wilson et al., 1996), countermovement jumps (Clutch, Wilton, McGown, & Bryce, 1983; Gehri et al., 1998), and weight training (Baker, Wilson, & Carlyon, 1994; Blaket, 1985; Ford et al., 1983; Stowers et al., 1983). The researchers chose to combine all three of the modified depth jumps into the training schedule of one group (Mod. Plyo) and compared that group to a traditional depth jump group (Plyo), a countermovement jump group (CMJ), a weight training group (WT), and a control group (CON). The weight training group performed four lower extremity exercises with progressive resistance including standing plantar flexion, knee extension, knee flexion, and leg press, while the control group did not train. The 51 college age male participants in the study trained three times per week for eight weeks. The exercise volume was controlled so that each group performed an identical number of repetitions, whether it involved lifting weights or jumping.

The results showed non-significant improvement for all groups during the static jump. All training groups improved performance in the countermovement jump (CMJ improved 4.0%; WT improved 4.7%; Plyo improved 6.5%; Mod. Plyo improved 4.5%), but the CON group performance decreased 3.2%. The traditional plyometric group differed significantly from the control group (9.7% difference). The lack of significant improvement of the Mod. Plyo group was attributed to a possible negative impact on the learning of the proper technique required for a successful jump due to altered range of motion of the plyometric depth jumps. We suggested that future research incorporate a longer period of training to assure a higher training effect.

Weight training has been shown to enhance power primarily through gains in peak force of the muscle rather than rate of force development (Hakkinen, Allen, & Komi, 1985a). Plyometric training of the lower extremity has been demonstrated to promote power primarily through increased rate of force development rather than increased peak force of the muscle (Bobbert, 1990; Hakkinen, Komi, & Allen, 1985b, Lundin, 1985). A positive relationship has been established between plyometric training and improvement in several functional tests of the lower extremity in addition to the vertical jump (Lyttle, Wilson, & Ostrowski, 1996; Wilson, Newton, Murphy, & Humphries, 1993). However, recent developments in modified plyometric depth jumps show promise of increased specificity for power training of the lower extremity (Holcomb et al., 1996a, 1996b). According to the principle of specificity (Wilmore & Costill, 1994), one should expect that a training program designed to stress the specific physiological systems required for the output activity would result in optimal performance. Holcomb et al. (1996b) grouped all of the modified plyometric depth jumps into one training program, which eliminated the possibility to determine the specific effects of each modified plyometric depth jump. Therefore, the purpose of this research was to assess the effects of three types of plyometric depth jumps and weight training on the (a) one-legged vertical jump with a countermovement, (b) two-legged vertical jump with a countermovement, (c) 30-meter sprint, (d) standing broad jump with a countermovement, and (e) 1 RM of the seated single leg press following a 12-week training program. The separation of the three modified plyometric depth jumps into distinct groups along with the addition of other functional tests for the lower extremity should show the increased training specificity of the modified plyometric depth jumps.

Hypothesis

Based on the biomechanical data concerning joint contributions in Table 1, the researchers formulated the following hypotheses:

  • H1: Participants who trained using the hip depth jump will significantly improve their 30-meter sprint times versus the participants who train using the knee and ankle depth jumps, weight training, and the control group.
  • H2: Participants who trained using the knee depth jump will significantly improve their two-legged vertical jump heights versus the participants who train using the hip and ankle depth jumps, weight training, and the control group.
  • H3: Participants who trained using the ankle depth jump will significantly improve their one-legged vertical jump heights and standing broad jump distances versus the participants who train using the hip and knew depth jumps, weight training, and the control group.
  • H4: Participants who weight trained the lower extremity will significantly improve their 1RM of the seated single leg press versus the participants who train using the hip, knee, and ankle depth jumps, and the control group.

Methods

Participants

Sixty-four recreationally active college-aged individuals volunteered for this study (Table 2). The participants did not perform either plyometric or weight training of their lower extremity for a period of at least six months prior to the study. After approval by the University’s IRB, all participants signed an informed consent.

Table 2
Descriptive group data

HDJa KDJa ADJa WTa CONa
Number 12 13 13 13 13
Sexb M=9; F=3 M=11; F=2 M=8; F=5 M=7; F=6 M=9; F=4
Height (cm) 174.8 ± 8.3 177.0 ± 7.5 176.8 ± 9.7 175.3 ± 11.7 173.6 ± 11.4
Mass (kg) 70.6 ± 13.5 75.8 ± 14.3 72.8 ± 12.4 69.6 ± 15.5 76.4 ± 17.9
Age (yr) 22.3 ± 2.6 20.8 ± 1.6 20.8 ± 1.3 21.0 ± 2.4 22.0 ± 1.7

a) HDJ = hip depth jump, KDJ = knee depth jump, ADJ = ankle depth jump, WT = weight training, CON = control;
b) M = male, F = female

Participants were randomly assigned to one of five groups: hip depth jump, knee depth jump, ankle depth jump, weight training, or a control group that did not train.

Depth Jump Protocol

Three plyometric depth jump groups performed only the specific exercise for which their group was named. The exercises were performed as described by Holcomb et al. (1996b). For the hip depth jump, the subject began to flex the trunk during the fall from the box so that the trunk was flexed to 45° upon landing and continued to flex the trunk until the trunk was parallel to the ground. In the knee depth jump, the subject landed fairly erect, and flexed to beyond 90° at the knee, all while keeping the trunk erect. During the ankle depth jump, the subject remained as erect as possible when landing except for slight flexion at the knee. For all three jump groups, the participants jumped vertically with maximum effort as quickly as possible after landing.

All three depth jump groups performed an identical training protocol that included seven sets of 12 repetitions, which resulted in a total of 2016 repetitions for the 24 training sessions. Each jump set was followed by a period of rest from three to four minutes. Training intensity, defined as initial height of the depth jump, began with a 15.24 cm (six inch) drop height and progressed an additional 15.24 cm every three weeks, ending with a 60.96 cm (24 inch) drop height. The modified plyometric training groups were monitored by a researcher for correct jump form to ensure proper joint stress.

Weight Training Protocol

The weight training group’s exercises included the seated single leg press, standing calf raise, and knee extension and flexion for each leg. The weight training program was designed to first develop muscle strength with progression to workouts that emphasized muscle power. This periodized approach consisted of four phases with each phase lasting three weeks. The first phase involved three sets of ten repetitions of the subject’s ten repetition maximum for each exercise. The second phase included three sets of eight repetitions of the subject’s eight repetition maximum for each exercise. The third phase involved three sets of six repetitions of the subject’s six repetition maximum for each exercise. Finally, the fourth phase included three sets of four repetitions of the subject’s four repetition maximum for each exercise. The subject’s one repetition maximum for each exercise was measured prior to each phase, and a chart that estimates weight for designated multiple repetitions based on the one repetition maximum was used as a guide for training weight selection (Fleck & Kraemer, 1987). The weight training group completed a total of 2016 repetitions at the conclusion of the 24 workout sessions. The weight training protocol was more periodized than that of the modified plyometric depth jump groups because both repetitions and intensity were manipulated for the weight training group, whereas only intensity was manipulated for the modified plyometric depth jump groups.

Testing Protocol

Both the two-legged and one-legged vertical jumps were performed with a countermovement, with the subject’s dominant leg used for one-legged jumping. Testing procedures included having the subject standing flat-footed and erect facing a marked wall while extending the dominant arm. The highest height at which the fingers touched the wall was recorded. The subject then jumped vertically with maximum effort. The Vertec jump training system (Sports Imports, Inc., Columbus, Ohio) was used for data collection, and the best of three trials was recorded. The total vertical jump score was calculated in centimeters as the standing height score from the marked wall subtracted from the jumping height score of the Vertec. The vertical jump results along with the subject’s weight were used as variables in an equation to convert the data into Watts, a true measure of power that allows a fair comparison between participants (Sayers, Harackiewicw, Harman, Frykman, & Rosenstein, 1999). The Sayers formula (Sayers et al., 1999) is as follows: Peak Power (W) = 60.7 × [jump height (cm)] + 45.3 × [body mass (kg)] – 2055.

The standing broad jump was performed by jumping horizontally from a starting line with a countermovement. The participants began in a standing position with both feet firmly positioned on the ground. The participants jumped horizontally with maximum effort landing on both feet, and the distance covered from the heel of the foot closest to the back of the starting line was measured. The best of three trials was recorded in centimeters.

The 30m sprint was performed by running a distance of 30 meters from a stationary position as quickly as possible. The participants began in a crouched sprinter’s position without blocks and were timed using a Solo time 450 electronic timing system with a hand pad (Solo Time, Denver, Colorado). The hand pad was placed on the starting line and was contacted by the subject’s hand after an acceptable starting position was obtained. The use of this device allowed the subject to begin the sprint at his or her own command by releasing the hand from the hand pad with the initiation of the sprint. When pressure to the hand pad was released, the electronic timing device was activated until the subject crossed an electric beam at the finish line. The participants performed three sprint trials and were allowed three minutes rest between each trial. The best of three trials for the time (seconds) it took the subject to travel 30 meters was recorded.

The dominant and non-dominant leg press was performed using a Paramount leg press machine (Paramount Fitness Equipment Co., Los Angeles, California). The participants were placed in a seated position with approximately 90° of knee flexion and instructed to lift the maximum amount of weight possible using only a single leg against the weight plate. The one repetition maximum mass for the dominant and non-dominant legs was recorded in kilograms along with the subject’s seat position data to ensure identical seat position from the pre to post test.

Data Analysis

Paired sample T-tests were used to analyze the difference between pre and post-test scores. A One-Way Analysis of Variance (ANOVA) was performed on the pre-test scores for all groups on all functional tests. Due to significant differences between groups in pre-test dominant leg press scores, Analysis of Co-variance (ANCOVA) was used for subsequent analysis of functional test data. Significant findings from ANCOVA prompted Bonferroni adjusted independent sample T-tests for post hoc analysis. These T-tests compared the group hypothesized to excel in that particular functional test to the other groups. All tests were performed at the 0.05 alpha level of significance.

Results

Percent change from pre- to post-testing for all functional tests are presented in Table 3.

30 Meter Sprint

For the 30m sprint, only the weight training group lowered their times significantly (t = 2.226, df = 1, 12; p = .046) from pre to post-test, but the group’s improvement was not found to be significantly better than any other group (F = 1.181, df = 4, 63; p = .165).

Leg Press

Significant improvements were noted for the HDJ (t = -8.130, df = 1, 11; p < .001), KDJ (t = -8.849, df = 1, 12; p < .001), ADJ (t = -4.054, df = 1, 12; p = .002), and WT (t = -9.142, df = 1, 12; p < .001) groups for the dominant leg press. The WT group recorded the most improvement and was found to be statistically greater than the ADJ (t = 1.917, df = 1, 12; p = .035) and CON (t = 6.073, df = 1, 12; p < .001) groups.

Similar results were obtained for the non-dominant leg press. Significant improvements were gained by the HDJ (t = -6.607, df = 1, 11; p < .001), KDJ (t = -8.973, df = 1, 12; p < .001), ADJ (t = -4.068, df = 1, 12; p = .002), and WT (-8.652, df = 1, 12; p < .001) groups. Even though the WT group improved the most, it was statistically superior to only the CON (t = 3.959, df = 1, 12; p < .001) group.

Standing Broad Jump

Significant improvements for the HDJ (t = -2.687, df = 1, 11; p = .021), KDJ (t = -4.466, df = 1, 12; p < .001), and ADJ (t = -6.287, df = 1, 12; p < .001) groups were observed for the standing broad jump. The ADJ group recorded the greatest improvement but was not found to be statistically greater than any other group (F = 1.386, df = 4, 63; p = .125).

Vertical Jump

For the one-legged vertical jump, significant improvements were recorded for the KDJ (t = -4.335, df = 1, 12; p < .001), ADJ (t = -2.981, df = 1, 12; p = .011), and CON (t = -2.920, df = 1, 12; p = .013) groups. Even though the KDJ group improved the greatest, it was not statistically superior to any other group (F = 1.537, df = 4, 63; p = .102).

In the two-legged vertical jump, the results showed significant improvements for the KDJ (t = -3.721, df = 1, 12; p = .003), ADJ (t = -3.865, df = 1, 12; p = .002), and CON (t = -2.792, df = 1, 12; p = .016) groups. The ADJ group showed the most improvement and was found to be statistically superior only to the WT (t = 2.380, df = 1, 12; p = .014) group.

Discussion

The influence of the principle of specificity of exercise (Wilmore & Costill, 1994) was evident when examining the results of this study. In general, the modified plyometric depth jump groups excelled in functional tests of power, while the periodized WT group performed better in functional tests of speed and strength. However, not all testing outcomes occurred as expected.

The WT group showed the greatest increases in dominant and non-dominant leg press strength. In regards to the principle of specificity of exercise, this outcome was expected since the WT group incorporated dominant and non-dominant leg press exercises in their training protocol. In addition, significant increases in leg strength were also gained by the HDJ, KDJ, and ADJ groups. Previous plyometric training studies (Adams, 1984; 14, 34) have reported gains in leg strength (12.7 to 23.8%), but not to the magnitude shown by the modified plyometric depth jump groups (29.1 to 48.4%) with this study. Chu (NSCA, 1986) describes plyometric depth jumping as an activity that acts to increase the neuromuscular system’s ability to perform concentric contraction more effectively because the forces encountered in plyometric exercises lead to greater synchronous activity of motor units and earlier recruitment of larger motor units via the myotatic reflex. Therefore, the significant increases in leg strength experienced by the modified plyometric depth jump groups may be in response to an enhanced neuromuscular system.

A review of the biomechanical aspects of lower extremity functional tests revealed the contributions of each joint to the performance of a particular functional test. Muscle activation patterns involving EMG analysis of sprint running during its initial phases show maximal power output occurring at the hip joint (Mero & Komi, 1990). Although sprinting primarily measures speed, a short distance was chosen to maximize analysis of acceleration time, thereby increasing the measurement of power. Therefore, those training for power at the hip joint should have a physiological advantage when performing a short sprint. However, only the periodized WT group improved significantly from pre to post-testing. The possible explanations for this finding include the sprinting distance, which may have been too short to emphasize power production, and the use of untrained participants, who may have had low levels of muscle strength before training.

A study concerning the kinetics of broad jumping reported the joint power contributions of the hip, knee, and ankle joints to be 45.9%, 3.9%, and 50.2%, respectively (Robertson & Fleming, 1987). The ADJ group recorded the greatest gains as expected, but the HDJ and KDJ groups also attained significant improvements. Perhaps the general gains in lower extremity power by the modified plyometric depth jump groups enabled significant improvements in broad jumping distances.

Van Soest, Roebroeck, Bobbert, Huijing, and Van Ingen Schenau (1985) reported the joint power contributions of the hip, knee, and ankle joints during the one-legged vertical jump to be 34.4%, 23.9%, and 41.7%, respectively. The greatest gains in the one-legged vertical jump were experienced by the KDJ group, but significant improvements were also recorded for the ADJ and CON groups. The CON group also achieved significance despite showing the lowest percentage of height gain of all groups. The dominance of the KDJ group in this functional test was unexpected due to its reported low involvement in the activity when compared to the other joints of the lower extremity (Van Soest et al., 1985). Perhaps the knee joint is more important to power production during the one-legged vertical jump than previously reported.

Biomechanical analysis of the two-legged vertical jump showed the joint contributions for the hip, knee, and ankle joints to range from 28 to 57%, 23 to 49%, and 20 to 35.8%, respectively (Holcomb et al., 1996a; Hubley & Wells, 1983; Robertson & Fleming, 1987; Van Soest et al., 1985). The ADJ group improved most from pre to post-test, but significant results were also recorded for the KDJ and CON groups. Although the CON group agreed not to undertake any additional training outside of their normal daily activities, perhaps the normal activities of the physical education students selected for the control group influenced their performance on the functional tests. However, this possibility is merely speculation as an exit interview was not conducted due to time constraints.

An equalization of training volume was attempted between groups in this study through equating total training repetitions. Future training studies involving modified plyometric depth jumps should examine variables such as length of training period, participants’ prior training status, and training volume and intensity. Limited research has compared the training stimuli of depth jumping versus weight lifting in regards to the magnitude of stimulus provided by each respective training repetition. Perhaps lifting a particular weight produces a greater stimulus to the muscle than depth jumping from a particular height, or vice versa.

Furthermore, the exercise performed by the WT group emphasized involvement of the entire lower extremity, while the modified plyometric depth jumps primarily stressed one particular joint and muscle group. Perhaps a fairer comparison could be made if the weight training exercises were designed to be joint specific and then compared to the respective modified plyometric depth jump. The inclusion of weight training with the plyometric exercise, which has been reported to produce a synergistic training effect in traditional plyometric activities (Lyttle et al., 1996), could also be examined.

In summary, the effectiveness of four training methods constructed for their potential improvement of strength, speed, and power among untrained participants was examined in this study. Generally, functional tests requiring power were dominated by the modified plyometric training groups while the periodized weight training group prevailed on tests emphasizing strength and speed. The strength and conditioning professional can apply these results to better create training programs for athletes desiring strength, speed, and power of the lower extremity.

About the Authors

Damon P.S. Andrew is the Dean of Health and Human Services at Troy University in Troy, Alabama. John E. Kovaleski and Robert J. Heitman are from the Department of Health, Physical Education and Leisure Studies at the University of South Alabama in Mobile, Alabama. Tracey L. Robinson is from the Department of Human Performance and Physical Education at Adams State College in Alamosa, Colorado.

Corresponding author:

Damon P. S. Andrew, Ph.D.
Dean, College of Health and Human Services
Troy University

153 Collegeview
Troy, AL 36082
Office: 334-670-3712
Fax: 334-670-3743
dandrew@troy.edu

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2013-11-25T19:27:24-06:00January 8th, 2010|Sports Coaching, Sports Exercise Science, Sports Studies and Sports Psychology|Comments Off on Effects of Three Modified Plyometric Depth Jumps and Periodized Weight Training on Lower Extremity Power
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