BAHIR DAR UNIVERSITY 
SPORT ACADEMY

MANAGEMENT SKILL AND SPECTATORS SATISFACTION IN THE CASE OF FASIL KENEMA FOOTBALL CLUB

                                         BY
SEHALE TSEHAY

                       AUGUST, 2010E.C 

                                   BAHIRDAR UNIVERSTIY 
MANAGEMENT SKILL AND SPECTATORS SATISFACTION IN THE CASE OF FASIL KENEMA FOOTBALL CLUB 

STUDENTS FULL NAME: SEHALE TSEHAY GELAGAY
SIGNATURE____________
 DAT________________
ADVISOR NAME: WONDIMAGEGN SHEWANGIZAW/ASS.PROFESSOR
SIGNTURE________________
DATE_____________________

A THESIS SUBMITTED TO SPORT ACADEMY, BAHIR DAR UNIVERSITY, IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SPORT MANAGEMENT              

BAHIR DAR UNIVERSITY
               
	AUGUST 2010 E.C	                                    

BAHIR DAR UNIVERSITY
                                              SPORT ACADEMY
POST GRADUATE   STUDIES
APPROVAL PAGE
As member of the examining board of final sport management, Open defense we certify that we have read and evaluated this thesis prepared by Sehale Tsehay Title: MANAGEMENT SKILL AND SPECTATORS SATISFACTION IN THE CASE OF FASIL KENEMA FOOTBALL CLUB and recommended that it is accepted as fulfilling the thesis requirement for the Degree of Master of Science in sport management. 
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Name of External Examiner                           Signature                                  Date                 
Final approval and acceptance of the thesis is contingent upon the submission of the final copy of the thesis to the postgraduate coordinator through the academic consul of the candidate’s academy.
I hereby certify that I have read this thesis prepared under my direction and recommended that it has accepted as fulfilling the master of sport management thesis requirements.
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                                DECLARATION   
I hereby that this Thesis for the in partial fulfillment of the requirement of the Degree of Masters of SPORT MANAGEMENT on the title of “MANAGEMENT SKILL AND SPECTATORS SATISFCTION IN THE CASE OF FASIL KENEMA FOOTBALL CLUB” is my real original work. it has not previously formed the basis for the award of any Degree, Diploma of a University or Other Institution of higher learning, except where due acknowledgement is made in acknowledgements.

                                          

NAME: Sehale Tsehay 
Signature: ---------------------------
Date: -------------------------------- 

DEDICATION
I would like to dedicate this thesis to my family and friends who supported the accomplishment of my dream of receiving my master’s degree. Without their tolerance, understanding, support and most of all love, the completion of this work would have been impossible. Furthermore, I could not have done this without the support of friends and respondents.      

Acknowledgments
First I want to thank God the Almighty power for enabling me to accomplish my task. Then I would like to express my special thanks and sincere appreciation to my thesis advisor Mr. Wondimagegn Shewangizaw for his constructive suggestions, critical comments and scholarly advice that have shaped this thesis immeasurably. Without his proper guidance, the study would never have seen in the light of today.

I would like to thank all the subjects for their participation and commitment to the study and gratefully acknowledge to club manager Mr.kasahun and Mr.Habtamu are to allow their spectators  to participate in the study and helped my career at large.

My heartfelt thanks to my dears Derebe kelkay for their material support and who were a source of immense moral and also technical assistance during analysis in order to make this thesis successful.

I wish to express my sincere gratitude to my family for continues support, moral support and immeasurable sacrifices to reach me at this point. I also earnestly appreciate my brother Mengesha Tsehay and Getahun Tsehay for his inspiration and motivation without limits throughout my educational life.
Eventually, to the above-mentioned people and to those who have not been mentioned, your sacrifice and encouragement are greatly appreciated and will always be in my memory. This thesis would not have been possible without constant support from all of you.      

Table of content
Content 										Page 
DECLARATION
DEDICATION
Acknowledgments
Table of content
List of tables
Abstract
CHAPTER ONE
1.	Introduction
1.1.	Background of the study
1.3.	General objectives of the study
1.3.1.	General objectives
1.3.2.	Specific objectives
1.4.	Research Questions
1.5.	Delimitation of the study
1.6.	Limitation of the study
1.7.	Significance of the study
1.8. Operational definitions
1.9 Organizations of the study
CHAPTER TWO
REVIEW OF RELATED LITRATURE
2.1 A Brief History of Football Club Management
2.2. The organizational structure of the professional football club
2.3. Organizational goals and objectives of professional football club structure and administration recommended by FIFA
2.3.1. Board director
2.3.2. General Manager
2.3.2.1Technical department
2.3.2.2 Club administration department
2.3.2.3 Facility
2.3.2.4 Treasurer
2.3.2.5 Legal
2.3.2.6 Marketing
2.3.2.7 Communication
2.3.2.8 Event Management
2.3.3 Before match activities
2.3.3.1 Match day activities
2.3.3.2 Post-match activities
2.3.3.3. Team Manager
2.3.3.4. Sport Spectator Involvement
2.4. Motivational Factors Influencing Sport Spectator Involvement
2.4.1. Involvement Opportunity
2.4.2. Fan Identification
2.4.3. Reference Groups
2.5 Service Quality
2.6 Satisfaction.
2.7 Repurchase Intention.
2.8 Word-of-Mouth Communication.
2.9 Relations among service quality, satisfaction and future intentions
CHAPTER THREE
RESEARCH METHODS
3.1 RESEARCH DESIGN
3.2 Population, Sample size and Sample Technique
3.3 Sources of data
3.4. Data collection instruments
3.5. Data collection procedure
3.6 Methods of data analysis
CHAPTER FOUR
RESULTS AND DISCUSSIONS
4.1 FINDING
4.1.1 Description of Personal information
4.1.2 Discussions
CHAPTER FIVE
SUMMRY, CONCLUSIO AND RECOMMENDATIONS
5.1 SUMMRY
5.2. Conclusion
5.3 Recommendation
REFERENCE
APENDIX I
APENDIX II
APENDIX III
APENDIX IV

List of tables 

Table 4.1 characteristics of spectators
Table 4.2 Characteristics of club managers
Table 4.3. Clubs clearly defined its club mission and objective
Table 4.4 Do you think the clubs provides building chairs seating for spectators
Table 4.5 Do you think the clubs hires experienced and well-credentialed coach
Table 4.6 The club raise awareness to founding and new members about the club’s mission
Table 4.7 The club regularly developed and maintained effective records of the club’s activities.
Table 4.8 The club have a plan to increase its spectators’ satisfaction
Table 4.9 The clubs give regular press releases to different media
Table 4.10 the club’s facilities meet with the expectations and needs of premier league club status.
Table 4.11 Describes club atmosphere
Table 4.12 Describe football facility in the club
Table4.13 Describe contribution of club management to increase spectator satisfaction
Table 4.14 Describes security of in the club
Table 4.15 Describes the building of spectators disciplines
Table 4.16 Describe the level of spectators’ satisfaction in the club
Table 4.17 Describes cleans of stadium in the club

Abstract
The major objective of this study was to assess management skill and spectators’ satisfaction in the case of fasil kenema football club. The effect to get reliable information of the current status of the issue under study, descriptive research method would employ because descriptive methods helps to explain club management and spectators’ satisfaction. Data would gather from participants that are claiming to have adequate proximity to the study area. To select from the whole population 120 spectators and 2 club mangers by using random and purposive sampling techniques. Two instruments such as questionnaire and interview were used to gather the data the descriptive analysis of the data was analyzed by using both qualitative and quantitative methods such as frequency counts percentage and descriptive statements. The majority factors of fasil kenema football club management and spectators’ satisfaction lack of facility, lack of financial, not winning the games, cleanliness of stadium and no enough car parking. To overcome the following recommendations have been forwarded to club management and every stakeholder should work hand to hand in order to solve the problems the government administrators should give high attention to solve lack of budget, facility and to build on standardized stadium. The majority respondents were not satisfied in the club. Generally, the researcher concluded that cleanliness of stadium, facility, atmosphere and security of the stadium very important to increase spectators’ satisfaction. Therefore, club managers should be given a great emphasis to club’s facility to increase spectators’ satisfaction.  

                                      CHAPTER ONE
1.	Introduction
1.1.	Background of the study
Football is one of the most popular games in the world. This game is not simply played by the teams for entertainment only; it’s played in the world because of its biggest role in terms of once economy, politics, social advantage and the like. And this game has arguably been a global sport since the first men’s world cup competition was contested in 1930 (Andrewet al., 2011).As a most popular ,most beautiful and most widespread (regarding the number of spectator and football player) event football has attracted more financial investments as well as media coverage than have other sport (Ahmadi 2007).Football has in time turned into a lucrative sport business rather than merely a sport events; so much it is referred to as’ ’the football industry ‘’ in trade and commercial circles(Rahber,2007).
Fasil Kenema football club was found in MAY in 1960 EC by sport love individual name SIYUME DEMLE. He gathers youths who live in a place around CHECHEA and who wants to play football. The team was named as ‘’tigele fire ‘’and begun competition in Gondar town. The named given for the club changed many times from Tigle fire to’’Atekalay and ‘‘Atekalay ‘to Gondar kenema’’and eventually from ‘kenema’’to recent club name ‘’Fasil Kenema’’.Fasil Kenema t-shirt color was yellow but recently it changed to red with white stripe .The club begins the competition in its town and  when champions of Gondar town competition played on zonal and regional championships. In 1995 Ethiopian calendar ,fasil joined Ethiopian national league and competed in this league up to 2007 EC ,but in between this time period ,in 2000 EC ,Ethiopia football federation change the format of the competition and design  competition in titled midroc millennium by all premier league and national league of club and Fasil Kenema football clubs competed on this competition.In terms of  achievement ,Fasil Kenema got bronze medal or third place in 1999 EC in the national league ,got the second place in 2006 EC in the national league competition become champion in the national league and got chance to compete with other 32 clubs at diredawa for premier league  qualification ,but lost in 2007 EC and finally in 2008 EC .Fasil Kenema football club categorized in zone one ,this way in the year of 2008 EC ,Fasil Kenema football club got the regulate of premier league qualification and assured premier league participation.
 Management is a process that involves individuals and groups working to achieve the organizational goals through the Processes of management; Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting. Management includes overall methods of leadership used by managers. The way you handle various situations will depend on your management knowledge and skills (Andrewet al., 2011).
Good management and governance of sports organizations are key elements that will enable sports organizations to develop and prosper in a very competitive and challenging environment. Professional soccer clubs are basically service organizations. The concept of quality plays a critical role in the success of service organizations. Definition and meaning of quality is complicated, due to different meanings to goods and services by individuals (Hoyer & Hoyer, 2001). Service quality as a concept has aroused great interest in the literature (Wisniewski, 2001). Some definitions of quality in services have to do with accessibility. Based on the view of Chelladurai and Chang (2000), these definitions include core service, physical environment and interaction among individuals in service-performance. During the last few decade, the role of service quality in the overall economic activities has become more significant (Oman et al., 2016).Sport club management due to this impact focus on providing higher service quality among customers. 
Satisfaction as a meaning refers to any judgments about qualification of products and services which completes the enjoyable level of consuming (Van Leeuwen et al., 2002). According to that, fan satisfaction and services are key factors in the sports industry. In the soccer industry and specific at soccer stadiums fan satisfaction is of high importance (Greenwell et al., 2006). On the other side, quality of services is one of the most important factors leading to satisfaction of spectators and their attention to be present in soccer matches (Beyrami & Najafzadeh, 2015). A valuable tool to service spectators and fans in their quest for image uniqueness is the physical environment or sports cape-stadium factors (ΜcGoldrick & Pieros, 1998). It is actually the physical environment where the core service is being present and consumed by the fans of the team (Wakefield et al., 1996). According to them, it includes the interior and the exterior elements such as environment of stadium, beauty of facilities, quality of score board, rest seats, decoration of stadium, space of stadium, signs inside the stadium. It is generally encompassing aspects of spatial layout, functionality and elements related to the aesthetic appeal of the physical environment (Wakefield & Blodgett, 1994). According to Wakefield et al. (1996), and Bitner (1992), sports cape can be considered as one important factor influencing spectators’ attendance levels and satisfaction. Spectators, who perceive sports cape quality in higher level of satisfaction, are more encouraged to return to stadium for future events (Wakefield & Blodgett, 1994). In soccer, a positive perception of the sports cape can enhance future attendance intentions for some spectators (Hill & Green, 2000). Instead, poor soccer stadium factors may play a significant role on fans’ satisfaction and decrease their attendance (Douvis, 2007). 
This study would have tried to assess the current status Management skill and spectators’ satisfaction in the case of fasil kenema football club.
1.2 Statement of the problem
Management is a process that involves individuals and groups working to achieve the organizational goals through the process of management; planning, organizing, staffing, directing, coordinating, reporting, and budgeting. Management including overall methods on your management knowledge and skills (Andrew et al,2011). Good management and governance of sport organizations are key elements that will enable sport organizations to develop every complete. Club managers cannot expect to rely solely on one dominant style of the leadership, but must be adaptable enough and perceptive enough to vary his leadership approach based up on situational and group variables. It is important for the manager to be aware of the interaction preference of in order to provide spectators satisfaction. Poor soccer stadium factors may play a significant role on fans’ satisfaction and decrease their attendance (Douvis, 2007). Wakefield and Sloan (1995) and Yusof and Lee (2008) highlighted the significance of the quality of services available for fans at the stadium as another factor that influences the future attendance of fans. Among these determining factors of management and spectators of satisfaction takes the first place handling stadium atmosphere, cleanliness and facility in the club. In order to utilize the available resource efficiently, club must give priority to good management. The researcher was initiated to select this title the reason of fail kenema football club spectators were disturbed or they were fighting with in the referee and the other football club spectators. That was why a great attention was given to the study of the existing managerial problems; analyzing them and giving alternative solution to management skill and spectators satisfaction in the case of fasil kenema football club. However; the researcher gives emphasis on some vital points; more specifically on football club management skill and spectator satisfaction. This paper plans to answer the following questions 
1.3.	General objectives of the study
1.3.1.	 General objectives 	
The general objective of this study would be assessing management skill and spectators satisfaction in the case of fasil kenema football club.
1.3.2.	Specific objectives
This study specifically intended to:
•	To identify the contribution of management for the spectators’ satisfaction. 
•	To examine the level of spectator satisfaction.
•	 To assess the major factor affecting spectators’ satisfaction.
1.4.	Research Questions
Based on the problem state and the objective outline this particular study would to answer the following basic research questions:
•	To what extent the Fasil kenema Football club managements are working to satisfy their Spectators?
•	How much Fasil kenema spectators are satisfied by the club management service?
•	What are the factors which affect Fasil Kenema spectators’ satisfaction?
1.5.	 Delimitation of the study
This study concerned with assessing management skill and spectators’ satisfaction in the case of fasil kenema football club.
 . However, to make the study more manageable and to complete with in the available time, it is limit to one football club of north Gondar zone. This clubs were Fasil Kenema football club. 
The select variables are club management and spectators’ satisfaction.
1.6.	Limitation of the study	
In conducting this study, the researcher had faced some challenges. Among these challenges:
•	The shortage of reference books, 
•	The shortage of internet accesses, 
•	Not the accesses of electric power and lack of budget were some challenges. 
In addition, dependency on individual’s opinion and some of the respondents were found to be negligent in filling the questionnaires also another limitation during the study.      
1.7.	Significance of the study
The aim of this study would be to assess management skill and spectator satisfaction in the case of fasil kenema football club. This study has the following significance:
•	 The club manager to improve his manage techniques.
•	Motive the club spectators.
•	To increase of spectator satisfaction.
•	We the research reference for other researchers who wants to study further and depth on this research or other related works.
•	Share experience with peer club managers one manage mechanism of spectator satisfaction depth on or other related works.
•	It gives the real picture of the implementation management techniques to club manager and help to identify the problem.   
1.8. Operational definitions
Club: a group of people how meet regularly to pursue an interest in a competitive collegiate activity at the state, regional and national level.
Management: Managements are to forecast, to plan, to organize, to command: to co-ordinate and to control (fayol (2007).
Spectator: Characterize by the presence of spectators or watcher at its competitions
Satisfaction: As meaning refers to any judgment about qualification of products or services which completes the enjoyable level of consumer (van Leeuwen etl.,2002). 

1.9 Organizations of the study
The content research paper would to organize into five chapter. The first chapter will deal on introduction and consists of background of the research, statement the problem, general and specific objective, research questionnaires, significant of the study, limitation of the study, delimitation of the study and definition of key terms. The second chapter will deal with review related literature. The third chapter cover research methodology which includes research design, sample size, sample techniques, data collection instrument, and data collection procedure and data analysis methods. The fourth chapter includes data analysis, discussion and interpretation and the fifth chapter covers summery, conclusion and recommendation.  

                                               

CHAPTER TWO

REVIEW OF RELATED LITRATURE
2.1 A Brief History of Football Club Management 
The development of football management has its own history like the management of other sectors. Management, in its literary definition, is a process that involves individuals and groups working to achieve the organizational goals. And it includes planning, organizing, staffing, directing, coordinating, reporting and budgeting of an organization (FIFA document, 2011). Malik (2005) described management as the most important competitive factor and expressed that knowledge of management is the most important resource for creating competitive advantage. He also stated that this applies to companies and equally to the individual. It makes people and organizations effective. He lastly concluded that only by management are cleverness, intelligence, talent and knowledge turned into what really counts – results. As Carter (2006) put it in a book entitled “The Football Manager: a history/Neil Carter”, the management of football clubs in Britain had begun to take on greater significance when professionalism was legalized in 1885. But, there were not clear ways how clubs run, and/or whether clubs did have a model of any particular form of management they follow. Football management in Britain reflected the ‘practical tradition’ of British management, in which knowledge has been gathered and passed on through the generations by ‘doing it’ rather than by learning how to ‘do it’. The story is of course the same in other countries too where there was not a provision of education on football management and knowledge had been gather and passed on through the generations by ‘doing it’ rather than by learning how to ‘do it’. Since the nineteenth century, the history of management has been marked by a ‘divorce of ownership from control’, where the administration of organizations has gradually evolved from one-man businesses to companies under the control of specialist professional managers. Despite a steady decline in the number of owner-manager businesses, though, most British firms, like football clubs, have remained small in size. Any developments in management, therefore, were not instantly reflected in smaller companies and the effects of any changes within the management of major companies filtered down very slowly. Because, the prevailing business culture many owners were unwilling to relinquish control of their company to professional managers. Instead, managers, with their autonomy usually restricted, worked according to the traditions of their firm rather than to the rules of any association or profession. As a consequence, the management of small firms was generally more easily influenced by the personalities and the actions of a few individuals. Anti-intellectualism pervaded British management culture throughout the twentieth century (Carter, 2006). 
Football management education is a recent field of study and the story of football management, in terms of its evolution as a profession, has been very slow. From the mid-nineteenth century, cricket, horse-racing and professional athletics had become commercialized sporting spectacles, and in one way, they provided examples of how to run a sports business. But, football management’s history has been as much a consequence of the game’s traditions as economic traditions according to the opinion of Carter (2006). Hamil and Chadwick (2010) expressed that football is all-pervasive across most parts of the world and it has progressed from being a ritual and a celebration to become an amateur sport, a professional sport, and now, increasingly, a commercial sport. They demonstrated that football today faces a future that increasingly requires people involved in, or associated with, the sport to adopt a professional, strategic, and sometimes commercially focused approach to the administration of the institutions that make up what might be described as the football industry. Hamil and Chadwick (2010) argued that football for many people across the world remains a celebration, a hobby, a leisure pursuit, and a rite of passage; yet, football is increasingly recognized as an industry in itself, an industry that must be managed in a businesslike fashion. There is no doubt that football is universally popular, and it is frequently referred to as the global game, a sport that transcends social, political, economic, and cultural boundaries. Figures reported by the Federation International de Football Association(FIFA) appear to confirm this, with the organization reporting that there are 265 million registered players worldwide, playing for 1.7 million teams in 300,000 official clubs (FIFA, 2007). Although many of these players, teams, and clubs may actually play football simply for pleasure, the top tier of football clubs clearly operate as businesses of a kind, despite their socio-cultural significance. As the history of development of football management indicates, football clubs are at the arena where they need to be administered by a professional and must manage their resources based on strategic and even commercially focused approach where football by itself has been started to be considered as an industry.
2.2. The organizational structure of the professional football club
The structure of an organization defines the relationship between various parts of that organization and rationalizes frames and coordinates the technical and human resources for the purpose of meeting organizational goals and objectives. Structure also defines and distributes the roles and functions of individual employees within an organization. How these employees are organized and the individual roles and functions they are given will directly impact upon the attainment of objectives and ultimately the organization’s performance. Whilst evidence shows that there is no ‘ideal model’ when it comes to the structure of an organization, but a structure which allows individual objectives and goals to be met must be developed. The structure must reflect the tasks, responsibilities and decision making scope to be undertaken by each employee or staff member and it should also show the line authority relationships that exist (Morgan et. al., 2006). Sport is a field where there are some big differences in organizing across continents, nations, and of course across different sports, and as such the description of organizing must be contextual (Gammelsæter, 2006). Despite the obvious differences that exist across clubs and nations, some researchers like Gammelsæter (2006) presupposes that there are some common features that make football clubs similar insofar as organization structure is concerned. Football clubs in plain term can be considered as sport-providing entities, either at a recreational or professional level (Gomez and Opazo, 2006). However, football clubs that promote and develop sport at a professional level do not only provide sport activities, but moreover have the duty to form a team able to represent the club in official competitions, aiming for sporting success that will fulfill the expectations of members, fans, and all the actors who consider themselves involved in the club’s activity (Gomez et. al., 2008). The core activity of a football club is to design and develop a competitive team that participates in official competitions and achieves the sporting success expected by its members and fans. The structures of these organizations are therefore created in order to respond to this essential task. Today, however, sporting success is not only way to measure a football club’s performance, nor is fans the only interest group with expectations relying on the club’s performance. Therefore, these organizations have to design new strategies and objectives in order to adapt to a sector that has been challenged by professionalization and commercialization; processes which affected sports in general, but especially the most popular ones and those with the greatest media coverage. These processes and their consequences have led sports to be considered as a business, an industry or economic sector, capable of generating value for all actors partaking in it (Gomez et. al., 2008). The structure of an organization can be associated with its strategy or with its environment, meaning that the structure responds to the core task of the organization, or that it is a way to adjust to the external demands faced by the organization. In the case of a professional football club, the task of forming a competitive team will constitute an essential condition guiding its everyday activities; nevertheless, the club’s environment will also have an impact on defining the tasks and responsibilities within the organization. Hence, the formation of a competitive team aims to satisfy the expectations of members and fans, as well as other actors operating in the club’s external environment. Although the degree of professionalization or commercialization differs between the various organizations, both processes have greatly affected sport organizations. Professionalization and commercialization have been felt most intensely by those professional sports organizations which enjoy a high media coverage and an important and substantial fan base, which can be considered the case of professional football in Spain, Australia, England and other European countries (Gomez et. al., 2008; Morgan et. al., 2006).
Under such circumstances, professional football clubs face a number of challenges in maintaining both on field and off field performance. Because the clubs cannot simply create winning teams without adequate financial resources, they must rely more upon organizational capabilities to remain successful. A critical dimension of such capabilities is the creation of an appropriate organizational structure.
The paper written by Gammelsæter (2006) demonstrated that football club structure is distinct and described that in terms of age and size, the dynamics and complexity of environments, the idea of production, and coordination mechanisms, football clubs differ from all other known types of organizations. Gammelsæter (2006) also suggested in the conclusion of the aforementioned study paper it is likely that the same will hold for other team sport clubs that experience fierce competition, since the distinction of football clubs most likely emanates from the structure of the game(s) itself and the appeal that it has on its fans. FIFA’s document (2011) on football club structure and management recommended the following club structure and administration for professional football clubs (Fig. 1) and emphasized that the relationship between the chairman and the club manager is a paramount importance. It also described that football club management requires people (with required skills, expertise and experience), Structure, Clarity of roles, and Management procedures. Fig. 1 FIFA’s recommended club structure and administration of professional football clubs.
2.3. Organizational goals and objectives of professional football club structure and administration recommended by FIFA
Board of Directors, General Manager, Technical, Top Team Medical Youth Development Club Administration, Finoance, Team Manager, Logistics, Equipment Training Facilities Administration Marketing Communication and Event management.
FIFA’s document (2011) on football club structure and management also clearly defined the objectives, and roles and responsibilities of each division in the hierarchy of the club structure.

2.3.1. Board director
The main objective and task of board of directors of a football club is making decisions for its club and is an authority under statutes (FIFA’s document, 2011). It is generally the board’s responsibility to represent the owners or members and it is the board which is accountable for the performance of the club. The boards of each club do, however, vary in terms of their roles, responsibilities, focus of control, decision making scope and composition (Morgan et. al., 2006). But, FIFA’s document (2011) described that the main roles and responsibilities of board of directors is making decisions on important matters for the club management and appointing General Manager who implements the decisions. The important matters of the club which requires the decisions of board of directors are business plan of the club, important financial matters which include sale of assets, investment and loan, and other important matters for the club management.
2.3.2. General Manager
The main objective and task of General Manager is implementing the decisions and polices of Board of directors. Its roles include appointing and managing all staff, and reporting to the Board of directors through the Chairman (FIFA’s document, 2011). General Manager indicates two large departments are found under the General Manager. These are the Technical department and Club Administration department which comprise other sub-departments with differentiated and peculiar objectives and roles. The Technical department consists of Top Team, Medical, and Youth Development sub-departments. Under the Club Administration department there are a number of sub-departments which include Administration, Finance, Logistics, Facilities, Marketing, Communications, and Event management. Thus, a person who will be appointed as General Manager of the club by board of directors and will manage all staff must have a profound (at least 10 years) management experience (executive experience is desirable) and a broad knowledge of football industry and management. The General Manager must work as full time basis and need to have strong leadership skills, interpersonal skills, conception skills, excellent communication skill, and good command of English. The objectives and roles of this department are achieving continuous success on the pitch. It is the staff of this department that plays the main role on the field performance of the club. This department must have three sub-departments which will be staffed by well experienced football professionals and medical persons. The three sub-departments with the required professionals are listed below.
2.3.2.1Technical department
Top Team is the main section of the technical department which comprises head coach, assistant head coach, goal keeper coach, physical trainer and elite football players. - Medical staff is the second section which must comprise sports medical doctor, physiotherapist, and psychologist. - Youth development is the third section of the technical department which comprises head coach, physical trainer and youth players. This section is the foundation in recruiting, training and producing young talented players for the top team. There are a number of sub-departments under club administration department which include administration, finance, logistics, facilities, legal, marketing, communications, and event management.
2.3.2.2 Club administration department
The objective of this sub-department is controlling all club administrative activities. The main roles are administration of the club office, planning, logistics, scheduling, equipment and contact with the league & association. Head of Administration dept. is required to have at least 10 years of working experience, with at least 5 years in administration field in football industry is desirable. The head of administration dept. must be full time employee and need to have administration sufficient knowledge of administrative operation in football club with good command of English, and computer and information technology literate. The objective of this sub-department is maintaining or securing training facilities for all teams in club. The roles and responsibility of this sub-department is maintaining training facilities, if the club owns football pitch, gymnasium, dressing room and treatment facilities. If not, its primary role should be striving to secure training facilities by asking local government, schools, companies about availability of their facilities. Head of Facility dept. is required to have at least 10 years of working experience, with at least 5 years in football facility management. Head of Facility dept. should be full time employee and need to have sufficient knowledge of facility maintenance, especially football pitch and sufficient communication skill and having a network with local government, schools, companies, is desirable.
2.3.2.3 Facility
The objective of this sub-department is controlling the all financial activities of the club. Its roles and responsibilities are budgeting, financial planning, internal controls & procedures, financial management, financial report – to Board, ticketing control and reconciliation. Head of financial dept. is required to be qualified accountant or diploma of certified public accountant and having at least 10 years of working experience, with at least 5 years in financial field. Head of financial dept. needs to avail in the football club for sufficient time to execute the tasks. If it is part-time employee, then qualified and experienced assistant is needed by the club.
2.3.2.4 Treasurer	
The objectives of this sub-department is controlling all legal activities of the club and protecting the assets of the club. Its roles and responsibilities are compliance with national law, compliance with club statutes, compliance with FIFA, association & league regulations, player contracts, commercial rights, contracts and licensing (sponsorship, merchandising, player image rights, and media rights)
2.3.2.5 Legal
The objectives of this sub-department are promoting the image of the club and providing the club with financial resources. Its roles and responsibilities are Sponsorship (Finding sponsors, relationship with sponsors), Ticketing (Ticket package development, Selling and distribution), Merchandising (Product development, Supply chain management [manufacturer, distributor, seller], Managing licensee), Media rights (TV rights, Radio rights, Internet rights), Promotion (Advertising, Promotion of match, Promotion of merchandising), and Fan development (Fan club, Fan event, Relationship with community). Head of marketing dept. is required to have at least 10 years of working experience, with at least 5 years in marketing field. The qualification of Head of marketing dept. should be Degree in marketing (Post-graduate degree is desirable) with a broad knowledge of marketing in football industry and excellent communication skill with good command of English. Head of marketing dept. should be full time employee and ability to create extensive network with potential sponsors is desirable.
2.3.2.6 Marketing
The objective of this sub-department is establishing and maintaining good club image through the media. Its roles and responsibilities are creating relationship with media concerning Club news, Match (Accreditation, mixed zone, Press conference), preparing Club Publications, developing Club Web-site, carrying out Internal information sharing, and Crisis management. Head of communication dept. is required to have at least 10 years of working experience, with at least 5 years in media field. Head of communication dept. needs to have Degree in journalism or public relations. Broad knowledge of communication industry and good command of English with excellent communication skill are highly demanded from Head of communication dept. Head of communication dept. must work on full time basis and be able to create extensive network with football media.
2.3.2.7 Communication
The objective of this sub-department is delivering successful and secure events. Its roles and responsibilities are planning and managing events. At the stage of planning, staffing the department and development of policy, plan & procedures are done. Managing events include all tasks that will be done before match (Preparation for match), Match day and Post match.
2.3.2.8 Event Management
The main tasks that will be carried out at each stage are listed down.
2.3.3 Before match activities
It is the preparation stage for the match. The major tasks to be carried out are Facility inspection, Setting advertising boards, Ticketing, Security, Logistics, Rehearsal, and Refreshment.

2.3.3.1 Match day activities
This stage is the day when the match is held out. The major activities that would be carried out by the event management department on match day are Reception, Guidance, Warm up, Match countdown, Security, Rights protection, Press conference, mixed zone and Departure.
2.3.3.2 Post-match activities
The major activities which would be performed by the event management department after the match day are handling issues related to match events, and debriefing and reviewing the performed activities during the whole time of the match. Head of event management dept. is required to have at least 10 years of working experience; with at least 5 years in event management field (Experience in football events is desirable). Head of event management department needs to have broad knowledge of event management, leadership skills and excellent communication skill with good command of English. Sufficient time must be available to execute the tasks.
2.3.3.3. Team Manager
Not a member of the technical staff and reports to the General Manager. The objective of team manager is managing team operational requirements to a high level. Its roles and responsibilities are managing the team requirements of Logistics, Equipment, and Training Facilities being supported by a kit man. FIFA’s document (2011) on football club structure and management summarizes that professional football clubs needs to have proper club structure with adequate functions, qualified staff, good facilities, and equipment.
2.3.3.4. Sport Spectator Involvement
During the past decade, the importance of sport spectator involvement has gained a lot of attention in literature (Capella, 2002; Funk, Ridinger, & Moorman, 2004; Lough & Kim, 2004). Rothschild (1984) defined sport spectator involvement as an unobservable state of motivation, arousal, or interest toward a sporting event or associated product that is evoked by particular motives. In addition, Laverie and Arnett (2000) utilized the construct of sport spectator involvement, defined as the active interest in, engagement with, and commitment to a sport event exhibited by the sport spectator. In previous sport spectator and fan behavior literature, sport spectator involvement has been treated as a multidimensional construct. Theoretically, two important aspects of sport involvement have been proposed in studying sport spectator involvement: psychological and behavioral involvement.

Funk et al. (2004) suggested that this multidimensional perspective of sport spectator involvement provides useful insights to understanding the different patterns of sport spectator behavior useful in segmenting fan or spectator base. In their study, the Team Sport Involvement (TSI) was designed to assess relationships among the 18 antecedents which fell into two categories (individual characteristics and social situation) and three facets (attraction self-expression, centrality to lifestyle, and risk) of psychological fan involvement with a professional sport team. According to their findings, the utility of psychological spectator involvement allows sport marketers to better understand spectator behaviors in an increasingly diverse sport industry. Capella (2002) also developed the Fan Behavior Questionnaire (FBQ) to examine the emotional and behavioral involvements of fans. The results indicated that sport fans who are emotionally or psychologically attached to their team will likely make many purchases of team apparel. These two studies suggested that psychological spectator involvement is a meaningful area of research. Funk, Mahony, Nakazawa, and Hirakawa (2001) have also asserted that spectators' psychological attachment to sporting events is an essential predictor of sport spectator behavior because it allows sport marketers to identify the pattern of sport consumer behavior associated with the different levels of motivation. However, Milne and McDonald (1999) have stated that the behavioral aspect of spectators also plays a significant role in sport spectator involvement because a person must participate in sport events in a direct or indirect way to become a sport event consumer. Furthermore, they suggested that psychological involvement represents emotional responses that spectators experience during the sporting events or are associated with their team in general while behavioral involvement is considered displays of positive support for the team. Therefore, behavioral aspects of spectators in terms of purchasing ticket, searching for information about the team orplayer, and cheering actions should be included and measured to predict sport spectator behavior as a result of psychological involvement.
2.4. Motivational Factors Influencing Sport Spectator Involvement
Due to the importance of sport spectator behavior, scholars in the field of sport marketing have paid considerable attention to motivations of sport spectators. As a result, a wide array of interpersonal motives of sport consumers have been proposed to explain sport spectator and fan behavior. To better understand such motivation, many researchers (e.g., Fink, Trail, & Anderson, 2002; James & Ridinger 2002; James & Ross, 2004; Lough & Kim, 2004) have proposed scales to measure sport spectator motives. Wann (1995) developed the Sport Fan Motivation Scale (SFMS) to assess sport spectator motives. The SFMS included eight motivational constructs: eustress, self-esteem benefits, escape, entertainment, economic factors, aesthetic qualities, group affiliation, and family needs. Milne and McDonald (1999) developed the Motivations of the Sport Consumer (MSC) scale, based on Maslow's Hierarchy of Needs (1943) which contained 12 motivation factors: risk-taking, stress reduction, aggression, affiliation, social facilitation, self-esteem, competition, achievement, skill mastery, aesthetics, value development, and self-actualization. Trail and James (2001) developed the Motivation Scale for Sport Consumption (MSSC) which possesses satisfactory psychometric properties. The MSSC included nine motivational constructs: achievement, acquisition of knowledge, aesthetics, drama, escape, family, physical attractiveness of participants, the quality of the physical skill of the participants, and social interaction. However, Funk et al. (2004) indicated that the studies on motivation in sport spectator or fan behavior have several challenges; 1) understanding the interrelationships between motives and specific behavior, and 2) developing a list of motivational factors comprehensive enough to measure the wide variety of motivating forces which influence spectator behavior. Therefore, motives of sport spectator behavior are a difficult concept to measure and numerous arguments have been presented in literature concerning researchers' ability to measure and anticipate it (Fink et al, 2002). Yun Seok Choi et al. There has not been much consensus in the literature as to which factors
2.4.1. Involvement Opportunity
James and Ridinger (2002) identified the motives of spectators attending men's and women's college basketball games. Their findings revealed that individuals attending the games were significantly influenced by entertainment values and the involvement opportunities. Involvement opportunity refers to a variety of fan services provided by the sport organization to enhance spectator involvement, including stadium accessibility, facility aesthetics, information availability on game schedule and ticket price, and direct interaction with fans through the team website (Mahony, Nakazawa, Funk, James, & Gladden, 2002; Milne & McDonald, 1999). Other researchers have found that involvement opportunities can have considerable impact on spectator behavior (Greenwell, Fink, and Pastor, 2002; James & Ridinger, 2002; Wakefield & Blodgett, 1994). For example, the ICR Survey Research Group, which conducted a nationwide survey of 1,000 sport fans (1994), found that the most important factor fans valued when attending professional sport events, was adequate parking or good public transportation. Furthermore, Shank (2002) noted that the physical surroundings of the stadium can affect spectators' desire to stay at the stadium and return to the stadium. Perceived Value Perceived value can be defined as the perceived difference between all the benefits and all the costs of consumption (Kotler & Armstrong, 2008). Consumers have dynamic perceptions of consumption value with the same product or service. Although a certain type of value in terms of quality of product and service might be universal, perceived values of individuals vary based on the dynamics of individual value system (Kim, 2003). For example, one consumer could value a certain product due to a low price, while other consumers value the same product because of its various benefits with relatively low price. Thus, it makes sense that perceived values of various product benefits, greater than consumers' expectations in their consumption evaluation process, plays a significant role in their future decision making process. McDonald, Milne, and Hong (2002) indicated values from various service areas including facility attractiveness, accessibility, cleanliness, parking, and entertainment value should be included in the psychological scale to measure sport spectator motivation. According to Funk et al. (2004), perceived value is a powerful predictor of sport spectator involvement influenced by individual and environmental factors.
2.4.2. Fan Identification
Another important motive for spectator attendance is fan identification. Trail, Robinson, Dick, and Gillentine (2003) reported tha t intercollegiate athletics sport fans and spectators were more likely to be motivated by fan identification and loyalty rather th an entertainment values. Team or fan identification is defined as a spectator's personal commitment and emotional involvement with his/her sport team (Sutton, McDondald, Milne, & Cimperman, 1997). Greenwell, Fink, and pastor (2002) noted, "Among psychological variables, team identification may be the most important variable in influencing perceptions of the service experience" (p. 234). Spectators with high levels of identification tend to display different behaviors than those with low levels of identification (Wann & Branscombe, 1990; Wann, Dolan, McGeorge, & Allison, 1994).
2.4.3. Reference Groups
Reference groups can also have a significant influence on an individual's decision-making processes (Blackwell, Miniard, & Engel, 2001; Shank, 2002). "Reference groups" are defined as individuals who influence the information, attitudes, and behaviors of other group members (Shank, 2002, p. 169). Many researchers (i.e., Funk et al., 2002; Funk et al., 2004; Trail & James, 2001) proposed that reference groups directly and indirectly influence sport spectator behaviors in many ways; (a) sharing experiences, (b) social interactions, and (c) enhancing the image of sport products. The emotional experience of reference groups on sport spectator behavior generates social bonds and interactions with friends and family members. From this perspective, reference groups can be seen as powerful predictors of sport spectator involvement. The level of sport spectator involvement 272 YunSeok Choietal. fluctuates due to various factors such as values, needs, the initial behavioral experience, social support from others, and personal satisfaction (Funk et al., 2004). However, few researchers have attempted to assess sport consumer behavior and preferences regarding factors that jointly affect sport spectator involvement in collegiate sports, especially at the Division II level (Chelladurai & Chang, 2000).
2.5 Service Quality
In the modern era the continuously increasing competition in the service sector led managers to re-define their strategy to acquire advantages over their competitors and to focus their attention on service quality (16, 35 and 51). The first theoretical approach for quality of services was based on the “disconfirmation paradigm” (16, 34). According to this theory, the quality of services is resulted from a process of comparison of expected performance with the perception for the real performance as it was initially prescribed by Gronroos (15-16). It is having also been suggested that quality can be considered as a personal perception regarding superiority and perfection of a given product or a service (48).
The measurement of service quality has always been a controversial issue. The first instrument for measuring service quality was developed by Parasuraman et al. (1988) and Gronroos (1984). Parasuraman et al. (1988) proposed the five-dimensional SERVQUAL model, while Gronroos (1984) proposed a three-dimensional model. Many other models were developed in the following years along the range of the marketing industry. However, despite the fact that it has been criticized in terms of its applicability across different industries, the SERVQUAL model is the most popular one in the literature (1). Based on SERVQUAL, Theodorakis and Alexandris (2008) developed the five-dimensional SPORTSERV scale for measuring service quality in the sport spectator context. The five dimensions of SPORTSERV scale are “responsiveness,” “access,” “security,” “reliability,” and “tangibles.”
The conceptualization and measurement of service quality remain controversial topics in the services marketing literature (4). However, the vast majority of scholars agree to the importance and the effects of service quality (4, 9). Zeithaml (1988) mentioned that delivery of quality services is a precondition for success. Kelley and Turley (2001) claim that service quality is vital for the survival and the success of sports, while Cronin and Taylor (1992) considered service quality as a key-strategy for the service providers to be placed more effectively in the market.
2.6 Satisfaction.
Satisfaction has been widely researched and analyzed in great depth in the last four decades (13, 17, 44 and 49). It’s one of the most favored subjects in the services literature in previous decades (11, 20, 32 and 33), as well as in recent times (5, 14, 17, 38 and 43). As for satisfaction, there have been a lot of definitions which show that there are many different perceptions, opinions and arguments among the researchers who deal with the particular subject, regarding the nature and the elements of satisfaction. In the commercial enterprising terminology, satisfaction is reported as a dimension that measures how the products or the services that are offered by a provider satisfy or even exceed the expectations of customers (25).
In the sports context, Oliva et al. (1992) found that sports fans reach some level of satisfaction that is experienced from the follow-up of an athletic act, through the frame “expectation-disconfirmation”. The frame “expectation – disconfirmation”, based on the significance that the satisfaction level is determined by the degree in which the initial customers’ expectations is achieved or is not achieved by the evaluated service. Alexandris et al. (2004) noted that regardless of the disagreements and differences in conceptualizing satisfaction, it is acceptable that satisfaction is a post-choice evaluative judgment and refers to consumer fulfillment. According to Jahanshahi et al. (2011) most definitions for satisfaction share some common elements:
 a) spectators’ satisfaction is a cognitive or emotional response, 
b) this response refers to a particular focus (expectations, product, consumption experience, etc.), 
c) the response occurs at a particular time (after consumption, after choice, based on accumulated experience, etc.). spectators’ satisfaction is critical in the sports industry, where the sport organizations focus on the needs and wishes of their customers, in order to achieve their objectives (25). Many researchers have concluded that satisfaction affects spectators repurchase intention and word-of-mouth communication. Therefore, such elements are vital for the success of the sport organizations (e.g., 12, 25).
2.7 Repurchase Intention.
The repurchase intention refers to the consumers’ tendency to buy products or services from the same company or the same organization that provide services (8, 48 and 51). Similarly, according to Hellier et al. (2003) the repurchase intention is the process of purchasing a product or a service from the same company based on a previous experience which undoubtedly was satisfying.
2.8 Word-of-Mouth Communication.
Word-of-mouth communication is a process in which consumers that have used a product or a service, communicate their experience through word-of-mouth, to consumers planning to buy the product or the service (25). Positive word-of-mouth is reported to be the informal communication among consumers with regard to the evaluations of products or services, particularly when the evaluations are positive and include recommendations to others to proceed in similar purchases (2). Consequently, in contrast to other external promotional strategies used by a sport organization, positive word-of-mouth that includes recommendations, is more important and has a stronger impact on customer’s attitudes and future behavior (18, 25).
2.9 Relations among service quality, satisfaction and future intentions
spectator’s future intentions and their decisions to repurchase a service and to indulge in positive word-of-mouth, depends often on a complete evaluation of service and supplier, based on the experience of multiple transactions of services with the given supplier (5, 10). Many researchers determined various factors that influence these intentions. The environment where the service is provided or the facility and its qualitative features have a significant influence on the repurchase intention, as they affect the total experience and satisfaction (5, 14, 25, 28, 38, 43 and 45). Similar results also have been found in other studies, where the researchers paid a lot of attention to the environment and quality of services in facilities (13, 46 and 49), as well as the responsiveness of the personnel (13, 43). Other researchers found in their studies that the most powerful factor that leads to behavioral intentions is satisfaction (7, 30 and 36). Matsuoka et al. (2003) also asserted that satisfaction predicts the repurchase intention. Yoshida et al. (2010) mentioned that satisfaction can create long term profits for sport organizations, including positive word-of-mouth, parallel markets and enhancing the customers’ loyalty. In the sport spectators’ context, satisfaction has been considered as an important feature of predicting customer’s intentions when it comes to attending future sporting events (8, 46). The researchers in the area of services marketing, propose that the spectator’s perceptions for the core product and the secondary services (as an example in the sport spectators’ area), can coexist as precedents to customer’s satisfaction and their behavioral intentions (35). Other studies (22, 26, 29 and 39), noted that satisfaction is a basic factor, but is only one of the many variables that can influence the future intentions of customers. Kuo et al. (2009) mentioned that service quality positively influences satisfaction; therefore, satisfaction positively influences future intentions. They also stated that service quality has an indirect positive effect on repurchase intention through customer satisfaction or perceived value. However, it must be noted that other researchers found that there is a direct link between service quality and future intentions (3, 51).
Although the relationships among service quality, satisfaction and future intentions, are well established in the services area, there is limited evidence regarding these relationships in the sport services area.

                                           

CHAPTER THREE
RESEARCH METHODS
3.1 RESEARCH DESIGN
This study would have focused on management skill and spectators satisfaction in the case of fasil kenema football club. Therefore, there are different types of research design, so in this study the researcher used to descriptive research design because, the aim of the study was to describe facts and explain on management skill and spectators’ satisfaction in the case of fasil kenema football club.
3.2 Population, Sample size and Sample Technique
 Sampling is the act, process or technique of selecting a suitable sample or a representative part of a population for the purpose of determining parameters or characteristics of the whole population spectators and club mangers. So sampling techniques would determine according to the following domain of data collection instrument. On the interview domain the researcher used to select purposive sampling technique to determine representative sample; because this domain was participating club managers. So in Fasil Kenema football club 1 manager and 1 fan association head, totally the interview section 2 participants determine. On the questionnaire domain totally determined spectators and club managers by using systematic random sample and purposive sample techniques, because of questionnaires specifically focused on spectators and club managers in Fasil Kenema football club in the questionnaire. The sample population 2 club manager and 120 spectators to select from 2000 population, totally in the questionnaire section 122 participants determine.
 3.3 Sources of data    
Data would gather from participants that are claiming to have adequate proximity to the study area. Accordingly, the participants included spectators and club manager. Source of data collection consists of primary data including relevant literature, respondents to questionnaires and interviews. In this study one clubs would identify; this clubs were Fasil Kenema football club. 
Primary data source; To get primary data the researcher administered close ended and open ended types of questionnaires for spectators and club managers. Beside that to the data that would obtain from the questionnaires and interview methods would have employed by the researcher. Generally, spectators and club managers would be having the primary source of data in this study.
3.4. Data collection instruments	
The primary aim of this study would to find out the current status management skill and fasil kenema spectators satisfaction in the case of fasil kenema football club. It was best follows the descriptive methods. Then the data collection instruments for this study would have questionnaire and interview.
Questionnaire; The questionnaire provides the researcher with an increased likelihood of boating complete and precise information (Zikmund ,2003). The questionnaire would comprise of issues that related to the basic questions emphasis on awareness quality and factors affecting. It’s would prepare for spectators and club manager and in order to secured relevant information. The questionnaire would be consisting of close ended and open ended.
Interview; Where questionnaire was delivered in a face –to-face means encountered by interview, the interview would like a conversation and has the purpose of obtaining information relevant to a particular research topic (Kumher,1999). Was one of the major instruments employed in this study; semi-structure interview used; in order to strength and cross check the respondents make by the respondents through questionnaire.To participants for interview fan association and club manager. According to best (1989), semi-structure interview allows the respondents to speak freely to some extent and facilities conditions to create additional information.
3.5. Data collection procedure
To assess management skill and spectators satisfaction in the case of fasil kenema football club the following procedures would use.
1. First relevant literature would review to get adequate information.
2. Research questions would formulate.
3. Data gathering tools would develop.
4. The questionnaire would distribute and collect. 
Finally, the interview with club managers would conduct, so as to have available and reliable data for research purpose there was a needed to follow predetermine procedures. Then the researcher arranges the desire tools for the sake of gathering the information from the respondents. The researcher adjusts to create condense environment with club community. As a result of, a permission to access the required information would have earned from the spectators’ and club management. Finally, summery, conclusion, and recommendations would have made based on the finding.
3.6 Methods of data analysis
After a researcher was collected the relevant data from the sample population; then analyzed and interpreted those data by using statistical analysis techniques. Descriptive analysis was included frequency and percentages to use both quantitative and qualitative. Therefore, the data obtained through questionnaire analyzed by quantitative analysis percentage and numbers employed. The data collected to interview to used qualitative analysis.  

CHAPTER FOUR
RESULTS AND DISCUSSIONS
4.1 FINDING
The objective of this study was assessing management skill and spectators satisfaction in the case of fasil kenema football club. For this purpose, quantitative and qualitative primary and secondary data was collected from club management and spectators. Then presenting, analyzing and discussing by using both quantitative and qualitative analysis methods.
4.1.1 Description of Personal information
Table 4.1 characteristics of spectators 
No	Item	No of Respondents	%	
1	Sex	M	87	72.5	
		F	33	27.5	
		T	120	100	
2	Age				
		Below 20	40	33.3	
		21-30	73	60.8	
		31-5o	7	5.8	
		Above 50	-	-	
3	
Education background		7	5.8	
		Grade 1-8	7	5.8	
		Grade 9-12	40	33.3	
		Diploma	20	16.7	
		Degree	32	26.7	
		Second degree	21	17.5	
		PhD	-	-	

Show table 4.1 according to sex 87(72.5%) were male and 33(27.5%) female spectators. 
Based on age category 40(33.3%) aged below 20 years, 73(60.8%) 21-30 year, 7(5.8%) were 31-50 years. This indicates the majority respondents were male and also most spectators aged from 21-30 years.      
The last personal data classification is educational background, from the above 7(5.8%) were Grade 1-8, 40(33.3%) were grade 9-12, 20(16.7%) were diploma, 32(26.7%) were degree level and 21(17.5%) were MSC. This indicates the majority respondents were grade 1-9 and diploma level.
Table 4.2 Characteristics of club managers
No		Item	No of Respondents
                                                  	Percent
                	
1	Sex				
		M	2	100	
		F	               -	                -	
		T	2	100	
2 	Age	Below 20	-	33.3	
		21-30	-	60.8	
		31-5o	1	50	
		Above 50	1	50	
3	 Educational back ground	Grade 1-8	-	-	
		Grade 9-12	-	-	
		Diploma	-	-	
		Degree	2	100	
		MSC	               -	-	
		Phd	-	-	

 The above table 4.2 shows that all club management members are males; there is no female club manager. Based on age 1 club management aged from 31-50 and 1 club management aged above 50 years. The last personal data classification is educational background the club all managements have degree level education background.
Table 4.3. Clubs clearly defined its club mission and objective
Alternative	Respondent of spectators	Respondents of club management	
	Frequency	Percent	Frequency	Percent	
Strongly disagree	47	39.2%	-	-	
Disagree	27	22.5%	-	-	
Agree	33	27.5%	2	100%	
Strongly agree	13	10.8%	-	-	
From the above table 4.3 according to club mission and objective 47(39.2) of the respondents strongly disagree,27(22.5) of them disagree,33(27.5%) of them agree and 13(10.8%) of them strongly agree.
Whereas the club management 2(100%) of the respondents agree. This indicates that the majorities of respondent strongly disagree and disagree. There is a problem the clubs to clearly define its club mission and objective.
Table 4.4 the clubs provides building chairs seating for spectators 
Alternative	Respondents of spectators	Respondents of club management	
	Frequency	Percent	Frequency	Percent	
Strongly disagree	40	33.3%	-	-	
Disagree	53	44.2%	2	100%	
Agree	20	16.7%	-	-	
Strongly agree	7	5.8%	-	-	
Regarding to clubs providing of building chairs 40(33.3%) of the respondents strongly dis agree, 53(44.2) of them disagree, 20(16.7%) of them agree and 7(5.8%) of them strongly agree.
Whereas the club management 2(100%) of the respondents disagree. This indicates that the majority of respondents strongly disagrees and disagrees. Therefore, the clubs have a problem of seating chair.
Table 4.5 the clubs hires experienced and well-credentialed coach
Alternative	Respondents of spectators	Respondents of club manager	
	Frequency	Percent	Frequency	Percent	
Strongly disagree	20	16.7%	-	-	
Disagree	7	5.8%	-	-	
Agree	66	55%	2	100	
Strongly agree	27	22.5%	-	-	
Regarding to club experienced and credential coach 20(16.7%) of the respondents strongly      disagree, 7(5.8) of them disagree, 66(55%) of them agree and 27(22.5%) of them strongly agree.
Whereas the club management 2(100%) of the respondents agree. This indicates that the majorities of respondents of spectators agrees and strongly agree whereas the club management respondents agree. There is no a problem, which means the coach, is well-credential and experienced 
Table 4.6 the club raise awareness to founding and new members about the club’s mission

Alternative
	Respondents of spectators	Respondents of club management	
	Frequency	Percent	Frequency	Percent	
Strongly disagree	17	14.2%	-	-	
Disagree	53	44.2%	2	100%	
Agree	30	25%	-	-	
Strongly agree	20	16.7%	-	-	
Regarding to club raise awareness to founding and new members about the club’s mission 17(14.2%) of the respondents strongly disagree,53(44.2%) of them disagree,30(25%) of them agree and 20(16.7%) of them strongly agree.
Whereas the club management 2(100%) of the respondents disagree. This indicates that the majority of respondents of spectators and the club management respondents disagree. So the clubs should be awareness about the club mission for the new spectators.
Table 4.7 The club regularly developed and maintained effective records of the club’s activities.  
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Strongly dis agree	7	5.8%	-	-	
Dis agree	20	16.7%	-	-	
Agree	33	27.5%	2	100%	
Strongly agree	60	50%	-	-	
 
Regarding to club regular developed and maintain effective records of the club’s activities. 7(5.8%) of the respondents strongly disagree, 20(16.7%) of them disagree,33(27.5%) of them agree and 60(50%) of them strongly agree.
Whereas the club management 2(100%) of the respondents agree. This indicates that the majority of respondents of spectators and the club management respondents strongly agree and agree.
Table 4.8 the club have a plan to increase its spectators’ satisfaction
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Strongly dis agree	7	5.8%	-	-	
Dis agree	33	27.5%	-	-	
Agree	40	33.3%	2	100%	
Strongly agree	40	33.3%	-	-	
Table 4.10 shows that 7(5.8%) spectators were strongly disagreeing that the club have a plan to increase of spectators’ satisfaction, 33(27.5%) of them disagree, 40(33.3%) of them were agree and 40(33.3%) were strongly agree and also club management 2(100%) of the respondents agree the idea of that the club have a plan to increase of spectators’ satisfaction. This indicates the majority of respondents the clubs have a plan to increase of spectators’ satisfaction. 
Table 4.9 the clubs give regular press releases to different media
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Strongly dis agree	31	25.8%	-	-	
Dis agree	43	35.8%	-	-	
Agree	30	25%	2	100%	
strongly agree	16	13.3%	-	-	
Table 4.9 shows that 31(25.8%) spectators were strongly disagreeing that the club give regular press release to different media, 43(35.8%) of them disagree, 30(25%) of them were agree and 16(13.3%) were strongly agree and also club management 2(100%) of the respondents agree the idea of that the club give regular press release to different media. This indicates that the majority spectators’ respondents the clubs have a problem to give regular press to different media.
Table 4.10 the club’s facilities meet with the expectations and needs of premier league club status.
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Strongly dis agree	13	10.8%	-	    -	
Dis agree	67	55.8%	2	100%	
Agree	27	22.5%	-	     -	
Strongly agree	13	10.8%	-	     -	
Table 4.10 shows that 13(10.8%) spectators were strongly disagreeing that the club facilities meet with the expectation and needs of premier league club status, 67(55.8%) of them disagree, 27(22.5%) of them were agree and 13(10.8%) were strongly agree and also club management 2(100%) of the respondents disagree. This indicates that the majority of respondents disagree the club’s facilities meet with the expectation and needs of premier league club statue.
Table 4.11 Describes club atmosphere  
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Not good	7	5.8%	-	-	
 Good	33	27.5%	2	100%	
Very good	40	33.3%	-	-	
Excellent	40	33.3%	-	-	

Regarding to the club atmosphere 7(15.8%) spectators were not good that the club atmosphere, 33(27.5%) of them good, 40(33.3%) of them very good and 40(33.3%)of them excellent and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators very good and excellent the club’s atmosphere.
Table 4.12 Describe football facility in the club
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Not good	7	5.8%	-		
 Good	60	50%	2	100%	
Very good	33	27.5%			
Excellent	20	16.7%	-		

Regarding to the club football facility 7(15.8%) spectators were not good that the club, 60(50%) of them good, 33(27.5%) of them very good and 20(16.7%) of them excellent and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators and club management good football facilities in the club.
Table4.13 Describe contribution of club management to increase spectator satisfaction
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Not good	20	16.7%	-		
 Good	80	66.7%	2	100%	
Very good	13	10.8%			
Excellent	7	5.8%	-		

Regarding to the contribution of club management to increase of spectators’ satisfaction 20(16.7%) spectators were not good, 80(66.7%) of them good, 13(10.8%) of them very good and 7(5.8%)of them excellent and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators and club management good the contribution of club management to increase of spectators’ satisfaction.
Table 4.14 Describes security of in the club
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Not good	7	5.8%	-		
 Good	73	60.8%	2	100%	
Very good	20	16.7%			
Excellent	2o	16.7%	-		
Regarding to that the security of in the club 7(5.8%) spectators were not good, 73(60.8%) of them good, 20(16.7%) of them very good and 20(16.7%)of them excellent and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators and club management good security in the club.

Table 4.15 Describes the building of spectators disciplines
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Not good	20	16.7%	-		
 Good	60	50%	2	100%	
Very good	40	33.3%			
Excellent	-	-	-		
Regarding to that the building of spectators’ discipline 20(16.7%) spectators were not good, 60(50%) of them good, 40(16.7%) of them very good and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators and club management good spectators discipline.
Table 4.16 Describe the level of spectators’ satisfaction in the club
Alternative	Respondents of spectators	Respondents club management	
	Frequency	Percent	Frequency	Percent 	
Low	76	63.3%	-		
 Medium	24	20%	2	100%	
High	13	10.8%			
Very high	7	5.8%	-		
Regarding to that the levels of spectators’ satisfaction 76(63.3%)low satisfaction,24(20%) spectators’ medium satisfaction, 13(10.8%) of them high satisfaction, 7(5.8%) of them very high satisfaction and also club management 2(100%) of the respondents’ medium. This indicates that the majority of respondents’ spectators they were not satisfy.
Table 4.17 Describes cleans of stadium in the club
Alternative	Respondents of spectators	Respondents of club management	
	Frequency	Percent	Frequency	Percent	
Not attract	72	60%	-		
Attract	28	23.3%	2	100%	
More attract 	20	16.7%	-		
Most attractive 	-		-		
Regarding to that the cleanness of stadium 72(60%) spectators’ not attractive stadium, 28(23.3%) of them attract, 20(16.7%) of them more attractive, and also club management 2(100%) of the respondents attractive. This indicates that the majority of respondents’ spectators not attractive of cleans of stadium.

4.1.2 Discussions 
Key findings from the data obtained and analyzed from the research, this includes questionnaires from both club management and spectators and the in-depth interviews with club management and fan association feedback from the workshop which took place. Both qualitative and quantitative data was acquired during the research and as a result relevant issues and themes emerged. These sections with the aim to answer the research questions outlined previously and stated below for the reader’s convenience.
•	 To what extent the Fasil kenema Football club managements are working to satisfy their Spectators
•	How much Fasil kenema spectators are satisfied by the club management service.
•	What are the factors which affect Fasil Kenema spectators’ satisfactions?
Based on the above questions, the researcher findings were listed as follow regarding to club mission and objective 47(39.2) of the respondents strongly dis agree, 27(22.5) of them disagree, 33(27.5%) of them agree and 13(10.8%) of them strongly agree.
Whereas the club management 2(100%) of the respondents agree. This indicates that the majority of respondents strongly disagrees and agrees. There is a problem the clubs to clearly define its club mission and objective.
Regarding to clubs providing of building seating chairs 40(33.3%) of the respondents strongly dis agree, 53(44.2) of them disagree, 20(16.7%) of them agree and 7(5.8%) of them strongly agree.
Whereas the club management 2(100%) of the respondents disagree. This indicates that the majority of respondents disagrees and strongly agrees. Therefore, the clubs have a problem to seating chairs for spectators.
According to club experienced and credential coach 20(16.7%) of the respondents strongly dis agree,7(5.8) of them disagree,66(55%) of them agree and 27(22.5%) of them strongly agree.
Whereas the club management 2(100%) of the respondents disagree. This indicates that the majority of respondents of spectators agrees and strongly agrees whereas the club management respondents disagree. This indicates that there is no problem, which means the coach is credential and experienced. 
 According to club raise awareness to founding and new members about the club’s mission 17(14.2%) of the respondents strongly disagree, 53(44.2%) of them disagree, 30(25%) of them agree and 20(16.7%) of them strongly agree.
Whereas the club management 2(100%) of the respondents disagree. This indicates that the majority of respondents of spectators and the club management respondents disagree. The clubs there is a problem to raise awareness to found and new members about the club missions  
Regarding to club regular developed and maintains effective records of the club’s activities. 7(5.8%) of the respondents strongly disagree, 20(16.7%) of them disagree, 33(27.5%) of them agree and 60(50%) of them strongly agree.
Whereas the club management 2(100%) of the respondents agree. This indicates that the majority of respondents of spectators and the club management respondents strongly agree and agree. It is not a problem the clubs to regular development and effective records of the club’s activity.
Regarding to that clubs have a plan to increase of spectator’s satisfaction 7(5.8%) spectators were strongly disagreeing that the club have a plan to increase of spectators’ satisfaction, 33(27.5%) of them disagree, 40(33.3%) of them were agree and 40(33.3%) were strongly agree. And also club management 2(100%) of the respondents agree the idea of that the club have a plan to increase of spectators’ satisfaction. This indicates that the majority of respondents the clubs have a plan to increase of spectators’ satisfaction. 
Regarding to that the clubs give regular press release to different media 31(25.8%) spectators were strongly disagreeing that the club give regular press release to different media, 43(35.8%) of them disagree, 30(25%) of them were agree and 16(13.3%) were strongly agree and also club management 2(100%) of the respondents agree the idea of that the club give regular press release to different media. This indicates the majority of respondents the clubs have a problem to give regular press to different media. The other researcher Borland and MacDonald (2003) highlight some of the difficulties with these observations which provide evidence that if match-day is televised then fans’ attendance at the stadium will decrease. Buraimo et al. (2009) concluded that fans’ attendance decrease to a lesser extent when a football match is aired on a subscribed TV sports channel; when the football match is broadcast on a free-of-charge TV channels the decrease is much more significant. This indicates that the screening of football matches does impact fans’ attendance. Therefore, the researcher concluded that to use the different media it’s important to spectators’ satisfaction  
Regarding to that club’s facility 13(10.8%) spectators were strongly disagreeing that the club facilities meet with the expectation and needs of premier league club status, 67(55.8%) of them disagree, 27(22.5%) of them were agree and 13(10.8%) were strongly agree and also club management 2(100%) of the respondents disagree. This indicates that the majority of respondents disagree the club’s facilities meet with the expectation and needs of premier league club statue. Wakefield and Sloan (1995) and Yusof and Lee (2008) produced similar findings showing that factors such as stadium services, facilities and numbered seating affected spectators’ motivation to go to stadiums. Given these findings, it is evident that stadium services and facilities are the main barriers preventing spectators from attending football matches at the stadium.
Regarding to the club atmosphere7 (15.8%) spectators were not good that the club atmosphere, 33(27.5%) of them good, 40(33.3%) of them very good and 40(33.3%)of them excellent. And also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators very good and excellent the club’s atmosphere.
 Atmosphere thus requires an exploration of the idiosyncratic environmental stimuli in a sport stadium as well as the typical affective states of the spectators. Following Tombs and McColl-Kennedy (2003), we argue that these stimuli should include not only physical elements of the environment but all kinds of affect-eliciting factors
Regarding to the club football facility 7(15.8%) spectators were not good that the club, 60(50%) of them good, 33(27.5%) of them very good and 20(16.7%)of them excellent and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators and club management good football facilities in the club. 
According to the contribution of club management to increase of spectators’ satisfaction 20(16.7%) spectators were not good, 80(66.7%) of them good, 13(10.8%) of them very good and 7(5.8%)of them excellent and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators and club management good the contribution of club management to increase of spectators’ satisfaction. 
Regarding to that the security of in the club 7(5.8%) spectators were not good, 73(60.8%) of them good, 20(16.7%) of them very good and 20(16.7%)of them excellent and also club management 2(100%) of the respondents good. This indicates that the majority of respondents’ spectators and club management good security in the club. Stadium security was the factor with the strongest relationship with spectators’ satisfaction. This finding is in agreement with the results of Correia and Exteves (2007), which stated that football spectators will be satisfied only when there are stadium’s facilities, car park and stadium’s safety. 
Regarding to that the building of spectators’ discipline 20(16.7%) spectators were not good, 60(50%) of them good, 40(16.7%) of them very good and also club management 2(100%) of the respondents good. This indicates the majority of respondents’ spectators and club management good spectators’ discipline. 
Regarding to that the levels of spectators’ satisfaction 76(63.3%) low, 24(20%) spectators’ medium, 13(10.8%) of them high satisfaction, 7(5.8%) of them very high satisfaction and also club management 2(100%) of the respondents’ medium. This indicates that the majority of respondents’ spectators’ low satisfaction in the club. Kao (2002) pointed out that sport spectators were benefits to individuals from three aspects: (1) balancing life experience; (2) developing the meaning of life; (3) improving quality of life. Therefore, attending sport events not only could gain entertainment, relieve emotion, and increase sport knowledge, but also interact with others to receive group identification and develop interpersonal relationship.
Regarded to that the cleanliness of stadium 72(60%) spectators’ not attractive cleans of the stadium. This indicates that the majority of respondents’ spectators not attractive cleanliness of the stadium. In the present study the variable cleanliness was the significant factor related to spectators’ satisfaction, according to Rosen Quist (2005), spectators demand a high level of cleanliness regarding levels of sanitation and hygiene in the physical environment of the stadium.To the regarding of interview club management and spectators’ satisfaction to compere the other Ethiopia premier league. The interview respondents’ fasil kenema football club management and spectators’ satisfaction it was better spectator satisfaction and function of club management to the other Ethiopia premier league.
To the regarding of factors of club management and spectators’ satisfaction the interview respondents the main factors club management and spectators’ satisfaction to have so many problems like, lack of budget, qualification of players, size of stadium, no parking, chair, result, facility, shade and transfers of information without evidence this all about the factors of club management and satisfaction of spectators.
To the regarding of how to the increase of spectator satisfaction the interview respondents club management and fan association to do hard working to increase of spectators’ satisfaction; the respondents said that to develop psychology of spectators, to build standardize stadium, to create awareness for spectators about football benefits and build spectators discipline.

                                   CHAPTER FIVE 
SUMMRY, CONCLUSIO AND RECOMMENDATIONS
5.1 SUMMRY
The purpose of this study was assessing of management skill and spectators satisfaction in the case of fasil kenema football club. In this study all possible efforts were made to get the most problem answered to the basic questions by making questionnaires, interviews and related literature review such as facilities, management case, spectator involvement, satisfaction and service quality. Next to that the crucial of the study were the researcher methodology used to descriptive research methods, research area, source of data, methods of data collection procedures and methods of data analysis, whereas chapter four have summarize in this section. To this study has the following specific objectives and question.
Based on the problem state and the objective outline this particular study would to answer the following basic research questions.
•	To what extent the Fasil kenema Football club managements are working to satisfy their Spectators?
•	How much Fasil kenema spectators are satisfied by the club management service?
•	What are the factors which affect Fasil Kenema spectators’ satisfaction?
Specific objective the study specifically intended to:
•	To examine the level of spectator satisfaction
•	To identify the contribution of management for the spectators’ satisfaction
•	To assess the major factor affecting of spectators’ satisfaction
 The researcher used descriptive methods and collecting a data using primary and secondary source, questionnaires was the major instruments of data collection and also interview on club manager and spectators. The data was analysis by both quantitative and qualitative methods. The method which assist to come up with findings including frequency and percent. For this study participants determined based up on data collection instrument. Therefore; based on the data analysis the major findings of this study were:
•	77.5% respondents of spectators’ and club’s managements has declared that the problem exists within the stadium no seat or vip for spectators’.
•	61.7% respondents of spectators’ there was a problem the club’s to clearly defined clubs mission and objectives for spectators’. 
•	58.4% respondents of spectators’ and club’s management there was a problem to raise awareness to founding and a new member about the club’s mission.
•	55.8% respondents of spectators’ and club’s management there was a problem of the facilities meet with the expectation and needs of premier league statutes.
•	61.6% respondents of spectators’ the clubs have a problem to give regular press to different media.
•	63.3% respondents of spectators’ they were not satisfy in the club.
•	60% respondents of spectators’ they were not attractive cleanliness of the stadium. 
The regarding to the interview domain club’s manager and fan association said that the factors of management skill and spectators satisfactions lack of budget, facility like standardized stadium, loss of result, unconditional players transfer, there is no shade, there is no comfortable chairs and car parking this all about the factors of spectators’ satisfaction.
5.2. Conclusion 
The main objectives this studies to assess management skill and spectators satisfaction in the case of fasil kenema football club. Based on the finding of the study the following conclusion can be draw:
•	The club’s management not clearly defined of club mission and objectives for spectators’.
•	The club’s management not fulfills the club’s facility like car parking, brands and to build standardize stadium.
•	The existence of unfavorable condition shortage of budget, shade, loss of result, cleanness of stadium and lack of seating chair all this factors of club. Management and spectators’ satisfaction.
•	The club’s management not facilitate to give a regular press to different media. 
•	Spectators’ they were not satisfy in the club. 
•	The club’s management have a good contribution to increase of spectators’ satisfaction.
•	Clubs have a good atmosphere and security.
5.3 Recommendation 
Based on the finding and conclusion drawn the following recommendation were forward to meet the problem under the study.
•	The management skill and spectators’ satisfaction can be successful and effective; Gondar kenema administrative, community, investors, zone sport office should give emphasis to the club facility.
•	 Fasil kenema football club management or administrative should give attention for football facilities and activities of a club, not only have club manager or administrative, it should be work co-operatively with sport expert, football coach, players and spectators.   
•	Football experts should have initiated or motivated by their own willingness to support club management.
•	All individuals to have a great emphasis their own responsibilities for fasil kenema football club to build standardized stadium and cleanliness; because of it was impossible to think a football without spectators.
•	The club’s management and board of the club should be facilitating the regular press to different media.
•	The club’s management should clearly have defined the club mission and objectives for the new found and the members or spectators’.       

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APENDIX I
BAHIR DAR UNIVERSITY
SPORT ACADEMY
DEPARTMENT OF SPORT SECINCE
Questionnaires: be to file by club management
This questionnaire is intended to gather information about fasil kenema football club management and spectators’ satisfaction. It is a study being conduct in BAHIR DAR University Sport academy and Department of Sport Science for partial fulfilment of the degree of Master of sport management in Sport Science.
I would like to extend my heartfelt thanks for your cooperation in advance.
DEMOGRAPHIC INFORMATION 
Part 1: Please give us your answer for the following questions and tell us what you feel about the statements. Tick only one box. 
1. Age? Under 20 years 21-30years 31-49 years 50 years and above
 2. Sex: Male Female 
3. Educational background? Grade 1-8 Grade9- 12 Diploma Degree MA PhD
4.Work experience in the club? 1-5 year6-10 year 11 years and above  
Part 2: Please give us your answer for the following questions and tell us what you feel about the statements. Tick only one box. 
1. Do you think the clubs clearly defined its club mission and objectives? 	
strongly agree         agree        disagree strongly disagree 
2. Do you think the clubs provides building chairs seating for spectators?
strongly agree         agree         disagree strongly disagree
3. Do You think the clubs hires experienced and well-credentialed coach. 
 strongly agree          agree     disagree strongly disagree
4. Do you think the club raise awareness to founding and new members about the club’s mission and objectives?  strongly agree            agree        disagree Strongly disagree            
5. Do you think the club regularly developed and maintained effective records of the club’s activities? 
strongly agree            agree            disagree Strongly disagree            
6. Do you think the club have a plan to increase its spectators’ satisfaction? 
Strongly agree            agree           Disagree Strongly disagree
 7. The clubs give regular press releases to different media? 
strongly agree          agree           disagreeStrongly disagree
8. The club’s facilities meet with the expectations and needs of premier league club status? 
Strongly Agree            Agree                Disagree Strongly disagree  
9.How do you describes club atmosphere?  Excellent   very good Good not good
 10. How do you describe football facility in the club? (Football field) 
Excellent            Very good Good       Not good  
11.How do you describe contribution of club management to increase spectator satisfaction?
Excellent         Very good          Good           not good
12.How do you describes security of in the club?
excellent       very good         good       Not good
13. How do you describes the building of spectators disciplines?
excellent       very good         good       Not good
 14.  How do you describe the level of spectators’ satisfaction in the club?
Very high          High          Medium          Low
15.How do you describes cleanliness of stadium in the club?
Most attract         More attract           attract         No attract

APENDIX II
BAHIR DAR UNIVERSITY
           SPORT ACADEMY
DEPARTMENT OF SPORT SECINCE		Questionnaires:  be to File by spectators
This questionnaire is intended to gather information about fasil kenema football club management and spectators’ satisfaction. It is a study being conduct in BAHIR DAR University Sport academy and Department of Sport Science for partial fulfilment of the degree of Master of sport management in Sport Science.
I would like to extend my heartfelt thanks for your cooperation in advance.
DEMOGRAPHIC INFORMATION 
Please give us your answer for the following questions and tell us what you feel about the statements. Tick only one box.
3. Age? Under 20 years 21-30years 31-49 years 50 years and above
 4. Sex: Male Female 
5. Educational background? Grade 1-8 Grade9- 12 Diploma Degree MA PhD

Part2: Please give us your answer for the following questions and tell us what you feel about the statements. Tick only one box. 
1. Do you think the clubs clearly defined its club mission and objectives? 	
strongly agree         agree        disagree strongly disagree 
2. Do you think the clubs provides building chairs seating for spectators?
strongly agree         agree         disagree strongly disagree
3. Do You think the clubs hires experienced and well-credentialed coach. 
 strongly agree          agree     disagree strongly disagree
4. Do you think the club raise awareness to founding and new members about the club’s mission and objectives?  strongly agree     agree     disagree Strongly disagree            
5. Do you think the club regularly developed and maintained effective records of the club’s activities? 
strongly agree            agree            disagree Strongly disagree            
6. Do you think the club have a plan to increase its spectators’ satisfaction? 
Strongly agree            agree           Disagree Strongly disagree
 7. The clubs give regular press releases to different media? 
strongly agree          agree           disagree Strongly disagree
8. The club’s facilities meet with the expectations and needs of premier league club status? 
Strongly Agree            Agree                Disagree Strongly disagree  
9.How do you describes club atmosphere?  Excellent   very good Good not good
 10. How do you describe football facility in the club? (Football field) 
Excellent            Very good Good       Not good  
11.How do you describe contribution of club management to increase of spectator satisfaction?
Excellent         Very good          Good           not good
12.How do you describes security of in the club?
excellent       very good         good       Not good
13.As a manager how do you describes the building of spectators disciplines?
excellent       very good         good       Not good
 14. How do you describe your satisfaction level in the club?
Very high          High          Medium          Low
15.How do you describes cleans of stadium in the club?  Most attract        More attract           attract         No attract

APENDIX III
BAHIR DAR UNIVERSITY
SPORT ACADEMY
DEPARTMENT OF SPORT SECINCE
Open ended semistructure interview for club management
I am conducting research for partial fulfilment of the degree of Master of Sport management in Sport academy at BAHIR DAR University and Department of Sport Science. The purpose of this interview is to obtain information about Fasil kenema football club management and spectators satisfaction. 
I will be asking you questions that are related to your football club management and spectators’ satisfaction. The interview will last for at least half an hour. Before I start interviewing you, I would like to thank you for your cooperation.
General information
Date of interview..................................... 
Duration……………………………...….
Place: ……………………………… 
Is there anything you'd like to ask me before we begin? 
of the respondent: -------------------------------------------- 
Background of the respondent 
 Age------------------------ 
 Sex------------------------- 
 Educational level---------------------------- 
 Working experience…………………
  Level of coaching…………………
PART 2: Questionnaires related to research questions
1.How do you see your club spectators’ satisfaction, when you compare with other Ethiopian premier?
Name league football club spectators’ satisfaction and relative to modern football club management?
2.What do you think, the factors which affects club management and spectators’ satisfaction?
3.What doing club managements are increasing of spectators’ satisfaction?
                                  
APENDIX IV
BAHIR DAR UNIVERSITY
SPORT ACADEMY
DEPARTMENT OF SPORT SECINCE
Open ended semistructure interview for fan
I am conducting research for partial fulfilment of the degree of Master of Sport management in Sport academy at BAHIR DAR University and Department of Sport Science. The purpose of this interview is to obtain information about Fasil kenema football club management and spectators satisfaction. 
I will be asking you questions that are related to your football club management and spectators’ satisfaction. The interview will last for at least half an hour. Before I start interviewing you, I would like to thank you for your cooperation. 

General information
Date of interview..................................... 
Duration……………………………...….
Place: ……………………………… 
Is there anything you'd like to ask me before we begin? 
Background of the respondent.
 Age------------------------ 
 Sex------------------------- 
 Educational level---------------------------- 
 Working experience…………………
 Part 2: Questionnaires related to research question.
1.How do you see your club spectators’ satisfaction, when you compare with other Ethiopian premier league football club spectators’ satisfaction and relative to modern football club management?
2.What do you think, the factors which affects club management and spectators’ satisfaction?
3.As fan associations; What doing to increasing of spectators’ satisfaction?