Introduction

Sport is essential throughout life and is a socio-cultural phenomenon that should be considered part of human beings (Ghofrani, 2012). The main sports components include public and recreational sports, championship sports, and professional sports (Piri, 2012). There are different types of sports, divided into different forms, the sub-branches of which are public sports and championships. Public sports are an attempt to promote sports among all sections of society and have health, social and cultural effects, and today, about 50 sports in the world are known as public sports, including everything from jogging to the Olympics (Haslip, 2001).

One of the dimensions of sports that can motivate people to play sports in society, especially young people, is championship sports. The proper course of action to improve the level of championship sports can include providing solutions for developing that sport and identifying the problems and weaknesses facing it (Burgsgard et al., 2007). Until a goal for an organization, which organization does not know where it wants to go and if the goal is determined but not planned, that organization does not know how to achieve that goal, and in today's world, where we are witnessing dramatic changes in many areas, the environment is in turmoil and the competition has intensified. Organizational systems for success must use a kind of planning that is forward-looking and environment-oriented. So that while identifying environmental factors, in the long run, their impact on the organization and how the organization interacts with them to determine and that kind of planning is strategic planning (Goodarzi and Honari, 2007).

Sports and youth departments in each province are in charge of matters related to the Ministry of Sports and Youth policies in the provinces and cities, and they are in charge of all the sports activities in a province (Farahani, 2014). The main tasks of these departments are to develop and generalize sports in the province, to cultivate physical strength in individuals, to strengthen the healthy spirit in individuals, to train and train sports coaches, to establish, equip and manage stadiums, to prepare and organize quantitative and qualitative sports development programs (Hemmatinejad et al., 2012).

An examination of some sports organizations' performance shows that; those organizations that used robust and strategic planning management to accomplish their mission and achieve their goals achieved significant success (Judge Nouri et al., 2010). The basis of strategic planning is the SWOT model, which is equivalent to strengths, weaknesses, opportunities, and threats, and in the term, identifying, examining, and evaluating valuable and potential internal and environmental variables is included (Yadollahzad et al., 2012).

SWOT is to analyze the internal and external environment to achieve a systematic approach and support for the decision-making process and includes examining strengths and weaknesses (internal factors) as well as opportunities and threats (external factors) related to a particular case (Holmes and Nigson, 2010). The essential point about SWOT analysis is that it is based on practice and does not have a theoretical basis (Rach, 2007). SWOT analysis can be a reasonable basis for evaluating and developing a strategy. In general, there are four types of strategies in the SWOT matrix: SO (Strength, Opportunity), WO (weakness, opportunity), ST (Strength of Threat), WT (Threat of Threat), WO strategy achieves overcoming internal weaknesses by investing in external opportunities, ST strategies show the use of a company's strengths to prevent or reduce external influences. WT Strategies Defense Strategies in Reducing Internal Weaknesses and Avoiding Environmental Threats and SO Strategy Shows the Best Conditions in an Organization (Ganjali et al., 2014).

Therefore, a comprehensive framework for strategic development to develop a strategic plan, which includes four stages. The first step (initial): is to determine the mission of the organization. The second step (input): The main information needed to formulate strategies, including the Internal Factor Evaluation Matrix (IFE) and the External Factor Evaluation Matrix (EFE), is identified. Step 3 (comparison): To balance and apply the previous steps, and the tools used in this step to implement the factors are: SWOT matrix and internal and external matrix (IE), fourth step (decision): At this stage, using the Quantitative Strategic Planning Matrix (QSPM), the various options of identified strategies in terms of attractiveness are examined (Aarabi et al., 2010). Caracadis et al. (2010) examined the impact of major sporting events using SWOT analysis and concluded that; The most critical strengths include: knowing the specific infrastructure in the region, volunteers, strong economy, good political resilience; weaknesses included: lack of infrastructure, lack of political and economic stability, opportunities included: tourism industry, business development, increased quality of life, use of post-event heritage and improved infrastructure development finally, the threats included: the cost of the event, the pollution, the relocation of residents. Using SWOT analysis, Abbasi et al. (2016), regarding the strategic pathology of Hamedan General Directorate of Sports and Youth in sports, identified the strengths and weaknesses of the championship and public sports in Hamadan province as opportunities and threats. Rashid Limer et al. (2013) developed strategic plans for the General Directorate of Sports and Youth of Khorasan Razavi Province in sports and physical education and identified its strategic location in the SO region. Samiei Nia et al. (2013) dealt with public sports' strategic pathology in Iran and presented development strategies based on the SWOT model.

While examining public sports' current situation, they identified ten strengths, ten weaknesses, 12 opportunities, and seven significant threats to public sports. They also identified a strategic position in the SO region.

Nasirzadeh (2008) developed a strategy for developing championship sports in Kerman province, using SWOT analysis; he identified the championship sport position in Kerman province in the SO region (Nasirzadeh, 2008). Aliabadi et al. (2012), in a SWOT analysis of the strategic position of public relations of the Ministry of Sports and Youth of Iran, concluded that; the strategic position of the Ministry of Sports and Youth of Iran is in the WO region. Ghofrani et al. (2010).

In designing and developing a strategy for the development of championship sports in Sistan and Baluchestan province, after analyzing the strengths, weaknesses, opportunities, threats, and use of strategic matrices, concluded that; The General Directorate of Physical Education of Sistan Province should use the growth and development strategy for championship sports. Savari et al. (2015) concluded by researching the state of public sports in Khuzestan province and developing its development strategies that; the province's strategic location is in the WT strategic area. Saif Panahi, Shabani, and colleagues (2011). Designing and developing a strategy for the development of championship sports in Kurdistan province concluded that the province's championship sports' strategic location is in the WT area.

One of the essential points is the efficiency of the resources used in sports activities to evaluate the performance of sports organizations. Therefore, according to the evidence, the increase in costs in sports and youth departments, in other words, the allocation of more resources to these organizations in exchange for lower returns and products, is due to poor quality in the sports system and its activities. In Iran, sports and youth departments' performance is not at a desirable and acceptable level. Many problems have led to a decline in the quality level of their activities. Since sports and youth departments are among the critical centers for sports development and service delivery in the sports and youth sector, the study aimed to address the strategic pathology of the General Departments of Sports and Youth of Hamadan Province sports based on the SWOT model.

Methodology

This research is in terms of purpose and terms of method, and it is a descriptive survey. The study's statistical population was all managers, deputies, and experts of sports and youth departments of Hamadan province (144 people). Depending on the situation of the statistical population, a sample equal to the population selected as a whole. Finally, (135 people) answered the questionnaires.

To gather information on Library resources, literature review, research background, and interviews. The SWOT researcher-made questionnaire then included 59 items, 15 strengths, 16 weaknesses, 14 opportunity points, and 14 threat points. This questionnaire is on a five-choice Likert scale, I completely disagree (1), I disagree (2), I have no opinion (3), I agree (4), and I completely agree (5). Twelve experts and sports management professors calculated and confirmed the validity and content of the questionnaire and its reliability based on Cronbach's alpha coefficient (α = 0.89).

Data were analyzed using descriptive and inferential statistics. Friedman's rank analysis test was used in the descriptive statistics section (frequency, mean) and the inferential statistics section. In the following, according to the meetings held with the province's sports experts, the importance coefficient and rank of SWOT items were determined. Including some members of the province's Strategic Sports Committee, officials of the city's sports and youth departments, and sports management specialists who were involved in determining the mission of the General Directorate of Sports and Youth and had complete control over the situation of sports and youth in Hamadan province (25 in total). Using the Internal Factor Evaluation Matrix (IFE) and the Foreign Factor Evaluation Matrix (EFE), and the Internal and External Matrix (IE), the strategic position of the General Departments of Sports and Youth of Hamadan Province in the field of sports was determined and following the meetings with the officials mentioned above, the SWOT matrix was presented in order to provide a suitable solution.

Results

Demographic characteristics of the samples: Gender (62.6%) male and (37.8%) female, in terms of age (27.4%) under 30 years, (49.6%) 31 to 40 years, (21.5%) 41 to 50 years, (1.5%) 51 years and older, in terms of education (5.9%), diploma, (17%), postgraduate, (45.2%) bachelor's degree, (31.9%) master's and doctoral, in terms of service history (41.5%) under 5 years, (16.3%) 6 to 10 years, (16.3%) 11 to 15 years, (25.9%) 16 years and older, in terms of organizational position (7.4%) the boss, (3%) the assistant, (89.6%) the expert.

According to the data in Table 1, ranking the strengths, weaknesses, opportunities, and threats of the General Directorate of Sports and Youth of Hamadan Province in the field of public sports is significant (P <0.05).

According to the data in Table 2, the ranking of strengths, weaknesses, opportunities, and threats of the General Directorate of Sports and Youth of Hamadan Province in the field of public sports is significant (P <0.05)

Table 3 shows the ranking of the strengths and weaknesses of the General Directorate of Sports and Youth of Hamadan Province in public sports.

Table 4 present the ranking of the strengths and weaknesses of the General Directorate of Sports and Youth of Hamadan Province in championship sports.

Table 5 present the ranking of opportunities and threats of the General Directorate of Sports and Youth of Hamadan Province in public sports.

According to the results of the Chow test and its P-value (0.0000), the test hypothesis is rejected at the 95% confidence level and indicates that the panel data method can be used. Moreover, considering the results of the Hausman test and P-value, which is more than 0.05, it is necessary to estimate the model using the random effects method.

According to the data in Table 8, the final score of the internal factor evaluation matrix is 2.6.

According to the data in Table 9, the final score of the external factor evaluation matrix is 2.54.

The final score of the Internal Factors Evaluation Matrix (IFE) is the championship sport

The strategic position of the General Directorate of Sports and Youth of Hamadan Province in the field of public sports located in the SO (offensive) area, where determining by the score of the Internal Factor Evaluation Matrix (IFE) (2.6). The score of the Foreign Factor Evaluation Matrix (EFE) (2.54) using the Internal and External Matrix (IE) (Figure 1), it was determined that By equating and placing the four spheres in front of each other, the following solutions presented in the SWOT matrix:

In Figure 2, according to the four strategic areas (WT, WO, ST, SO) of public sports, the strategies for each area were presented in the form of SWTO matrices.

According to the data in Table 9, the final score of the internal factor evaluation matrix is 2.58.

According to the data in Table 10, the final score of the external factor’s evaluation matrix is 2.58.

Internal Factor Evaluation Matrix Score (IFE) Championship sports

After determining the score of the Internal Factor Evaluation Matrix (IFE) (2.85) and the score of the Foreign Factor Evaluation Matrix (EFE) (2.85) using the Internal and External Matrix (IE) (Figure 2), it determined that; The strategic position of the General Directorate of Sports and Youth of Hamadan Province in the field of championship sports is in the SO (offensive) region. SWOT Matriz present the following solutions by equating and placing the four spheres in front of each other:

In Figure 4 according to the four strategic areas (WT, WO, ST, SO), the desired championship sports strategies for each area were presented in the form of SWTO matrix.

Conclusion and Suggestions

The results of some research show that; The SWOT model helps policymakers identify expertise as a strength and opportunities and shortcomings within the internal and external environment as weaknesses and threats. By identifying areas with a lack of expertise, it is possible to use the right strategy to overcome these shortcomings. As a result, it leads to the overall efficiency and effectiveness of the planning process (Thomas et al., 2013).

Therefore, the aim of this study was the strategic pathology of the General Directorate of Sports and Youth of Hamadan Province in sports using the SWOT model. The research findings identified fourteen strengths, and there were seven points related to public sports, the most important of which is holding large-scale sports events such as family walks, two-way conferences, and walks, and the existence of various sports with a public nature, which is consistent with the results of the research of Sami Nia et al. (2013), Abbasi et al. (2016) and Razavi et al. (2013).

In interpreting these findings in public sports, we can say: In recent years, in Hamadan province, the positive attitude of this province towards sports, especially public sports, has increased; we have witnessed holding various conferences such as walking, mountaineering. In the province, it has made it possible for the officials of sports planning in the province on different occasions. Especially the General Directorate of Sports and Youth of Hamadan province, to use these strengths and seven points were related to championship sports; the most significant strength is the increase in the number of sports and active delegations in the province in recent years, this finding is not consistent with the results of research by Rashid Salmir et al. (2013) and Abbasi et al. (2016).

In compiling the strategic plan of the General Directorate of Sports and Youth of Khorasan Razavi Province in the field of sports, the existence of sports talents is considered to be an essential strength. In interpreting this finding, we can say that; In Hamadan province, the slight increase in sports delegations and consequently the sports under its jurisdiction has led to the growth and development of sports in the province. Another study found fifteen weaknesses, that eight weaknesses were related to public sports. The most important of these is the lack of public sports share of government funding from the Ministry of Sports and Youth, the dominance of traditional management thinking in the bodies of dependent sports delegations, and the lack of private sector participation in public sports, which is consistent with the results of the research of Collins (2002), Sami Nia et al. (2013) and Goodarzi et al. (2013).

In interpreting these findings in the public sports section, unfortunately, traditional thinking can be seen in many sports delegations in the province and prevented innovation and creativity in public sports because success and effectiveness in sports management today are necessary for change and transformation. The essential weakness related to championship sports, weakness in marketing and attracting financial sponsors, is the lack of income sources for the province's sports delegations; this finding is consistent with the results of Seif Panahi Sha'bani's (2011) research, and it is inconsistent with the results of research by Rashid Salmir et al. (2013) and Abbasi (2016).

In interpreting this finding in the championship section, we can say: Due to the non-industrial nature of Hamadan province and the lack of large industries. The sports delegations of Hamadan province deprived of the blessings of the big sponsors in some provinces of the country, and the need to pay attention to marketing and turning to new and alternative methods in attracting financial and sponsorship resources felt. One of the reasons for this is the government's financial support for many years of the championship and professional sports and the lack of attention to sports marketing methods and sponsorship in sports delegations that have relied on government financial resources. The recommendations are: that encouraging the heads and deputies of the heads of the province's sports delegations to generate revenue through advertising, sponsorship, holding internal competitions and receiving tuition fees, attracting spectators, and holding in-service classes to reduce their financial dependence on the General Directorate of Sports and Youth and seek more and more independence for increasing success. The following study found fifteen opportunities for public sports and championships that was eight opportunities for public sports. The most critical opportunities at the public level are the people's welcome to family walks every week in the province, and the province has quadrupled climate and the existence of natural attractions for sports activities and the General Administration's attitude towards sports activities as a constructive psychological factor. It is physical, cultural, educational, moral, which is in line with the research results by Rashid Salmir (2013) and Abbasi et al. (2016) in interpreting these findings in the public sports section, can be said that. Considering the welcome of the people of Hamadan province to public sports and the diversity of climate and tourist attractions, especially the mountainous location of this province, this is an exceptional opportunity for the province's sports officials, especially the officials of Hamadan province's General Directorate of Sports and Youth to plan and use this opportunity.

The number of graduates in physical education and the more significant population of young athletes in the province provides natural and the most crucial opportunity at the championship level. This finding is consistent with the research results of Seif Panahi Shabani et al. (2013), Rashid Salmir (2013), and Abbasi et al. (2016). In the interpretation of these opportunities, we can point to the increase of attention to the youth and graduates in order to make the sport of the province scientific and to find talent in sports and stated that; We need severe and scientific planning to guide this sector, in the direction of the province's progress because the lack of planning in this sector can make this critical opportunity a severe threat to the province's sports.

There are fifteen other threats identified. There were eight threats in the field of public sports. The essential threats at the level of public sports are changing the way of life of the people of Hamadan province and increasing machine and inactive life, the penetration of social and behavioral abnormalities into sports environments, and the lack of a coherent planning system to attract non-governmental financial and economic resources which is consistent with the results of the research of Sami Nia et al. (2013), Nazari et al. (2014) and Paraga et al. (2014).

In interpreting these findings in the public sports section: Due to the change life process of the people of the province and mechanization, as well as social and behavioral abnormalities in the public sports sector in the province, it is necessary to create an ethical culture for all age groups in the province.

The most critical threats at the championship level are:

• the unemployment rate among the graduates of Badati training in the province,

• the negligence of the province's benefactors in building sports spaces, and

• the cultural and social barriers for women to participate in championship sports.

These results are consistent with the findings of research by Alidoost Ghahfarkhi et al. (2013), Abbasi et al. (2016), and David et al. (2009). They are inconsistent with the findings of Aliabadi et al. (2012) and Goodarzi et al. (2013) that identified their research in the WO region. In interpreting these findings, there is a problem of unemployment for graduates in all sports and physical education. Many potentials can be used as an opportunity by planning and allocating resources appropriately.

Also, sports in the province needed to do a lot of cultural and propaganda work to attract donors to sports and solve many cultural and social problems for women's sports. In general, according to the results of the research, it is concluded that; The General Directorate of Sports and Youth of Hamadan Province in the field of public sports and championships should use its strengths and opportunities to overcome its internal weaknesses in the best possible way and avoid the threats facing them or face them in the best possible way. In the following, according to the solutions presented in Tables 10 and 13, suggestions for the growth and development of the General Directorate of Sports and Youth of Hamadan Province in the field of public sports and championships are presented according to SWOT analysis, which is: 1- Principled and scientific development of family conferences and leads them to the growth and development of public sports among the people. 2- Optimal use of climate and geographical diversity opportunities to overcome the lack of hardware facilities and equipment. 3- Using the support of high-ranking officials in the development of public sports. 4- Providing the possibility of exploiting and using the capacities and facilities of other province departments. 5 - Using volunteers in the field of sports to save money. 6- Using legal capacities to attract financial resources and facilities to develop sports in the province. 7- Providing the possibility of sports talent search in different sports.

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