The AGON Model represents a synthetic approach of an institution, considering its relation (or the connection to one of its projects) with Sport, as a form to promote its development.
It starts from the analysis of the institution “5 Pillars of Management” to establish a set of decisions of the strategic plan, guiding its development accordingly to “6 Critical Factors of Success” that will turn in “3 Consequences”: a set of outputs and outcomes that configure a value proposal, to satisfy the interests, the needs, and the expectations of that institution stakeholders.
It is the tacit social order of an institution accordingly, to values, beliefs, and rules that define what is encouraged, discouraged, accepted, or rejected within a group. Culture is upstream to the operating processes, conditioning the style of institutions leader(s), although they may promote the culture change.
They are the main pillar of any institution, and they must be in required number and quality, which depends on the initial and continuous training they have attended.
It is the process to make-happen the future: at a strategic level (institutional), tactical level (departments) and operational level (activities), beginning with the identification of problems and then defining objetives and strategies to be achieved.
Monitoring is to follow-up the operating processes and the level of achievement of its objectives and targets.
Evaluating is a quantitative and a qualitative interpretation of the outputs and outcomes of the programs and projects undertaken.
It constitutes a network support of an organization, contributing with resources to the sustainability of its development model.
Undertaking the management functions (leading, planning, organizing, and controlling) of an institution, depends on the culture, on the leadership style, and on the organization chart, seeking for efficiency, effectiveness, and economy.
The development of specific competences to exercise professional functions, depends on the knowledge improvement and on the alignment of the working procedures.
A Program is a set of Projects, of short, medium, or long range, each one defining the activities to be accomplished, considering the number of resources available: human, physical, material, and financial, to be used in a certain sequence and duration in time.
It may be defined by the perception of its value by the targeted public, being fundamental the monitoring and the evaluation of the fulfilment of the quality requirements.
They constitute the indispensable means to improve the institutions development and they are strongly correlated with the kind of established partnerships.
Downstream the work developed for any institution, it is fundamental to receive and to send messages fitted to each type of stakeholders, along with a visual identity, to build the right perception to a service or to a product value.
They represent getting the means to reach certain outcomes.
They are the perennial quantitative and qualitative transformations, that hold the perception of a service or a product.
It constitutes a perception resulting from the difference between the cost (psychologic, physical, and of time and money) and the benefits (psychologic, physical, economic and features) of a service or product, that constitutes an offer, build around three axes: attributes, benefits, and positioning towards the market.