SEGUNDO CUATRIMESTRE
PSICOBIOLOGÍA DE LA DROGADICCION
There are two types of motivation; one is intrinsic, which Bull (1991) Frederick and Morrison (1999) and Horn (2002) describe as what comes from within a person. The second is extrinsic motivation, which refers to motivation that comes from outside the individual. It could include information, such as the environment, the coach, spectators at a competition. Both, intrinsic and extrinsic motivation have a positive and negative side of motivation(Bull, 1991), however there are far too many to mention in this particular research
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Indicative quotes from coaches include:
• “A coach who is a good listener, also someone who has patience with young children who might lose their concentration fast.”
• “A coach who motivates and guides others.”
• “Being aware of your judoka’s ability goals and frame of mind, and then tailoring your approach.”
• “The coach needs to be a good communicator and motivator.”
• “Someone who can motivate the players and get the best out of them.”
• “The coach has to be respectful and good motivator well organised, positive, helpful and enthusiastic.”
5.6 Conclusion
An effective coach is someone who is able to teach judo, and one who listens to the players. It appears that although coaches answered the questionnaire, they did not mention in their comments about the national governing bodies coaching structure. This
structure of the British Judo Association. The coaching structure of the national body is a set structure. Coaches when completing the questionnaire seemed to have focused on their individual thoughts, from their own experiences. It is not often that judo coaches have the opportunity to express comments on their own particular concepts of judo coaching.
The coaches obviously believe that an effective judo coach is one who plans the lesson and completes an analysis at the end of the lesson. Coaches believe that it is important to understand players’ needs, and to be aware that not all players are the same. Coaches’ believed that flexibility is an important tool to have in their repertoire. They also believed that it is imperative to be skilled in handling people of all abilities and recognising their potential. A coach who quoted, “I treat my players as customers and speak to them with respect” reiterated this. The coach believed by having good relationships and understanding each players personal goals and the reason why they are taking part in judo.
It was also suggested that being an effective judo coach is about having the qualities that goes with it, which involves communication skills; which was stated by the majority of coaches, as an important factor for effective judo coaching. This comment was followed by knowledge and technical ability together with being a good motivator with a wide range of experience, with ability to transfer judo skills.
Coaches’ stated that “the coach needed to have a good caring attitude” and they also thought it was imperative to have a sensitive approach towards coaching. It was suggested that coaches must be committed, honest, reliable, and they needed to be excellent organisers who are able to use modern technology effectively. It was also
believed that it was necessary for the coach to be flexible and be able to adapt to different judo situations. The coaches should have a positive influence without being to overpowering for the players. Coaches were of the opinion that If you enjoy what you do, then people around you will enjoy what they do and people will keep coming back, week after week to practice judo. The coaches suggested that if you make learning fun for juniors and seniors alike; it will help them to feel good about their achievements, rather than just concentrating on winning medals. This suggestion is likely to have come from the majority of the club coaches as the elite judo coaches’ aims would be to win medals. For McIver (2005), the Director of Performance for the British Judo Association believes it is important to win medals. McIver also stated “that United Kingdom (UK) Sport, the funding body for sport in the UK, made it clear that it demanded results at these major events, especially for the large amounts of public money being poured into elite judo. Therefore, no judo medals at recent prestigious events, has put an enormous pressure on elite coaches to win medals. This may be added pressure to most elite coaches, who are on the payroll of the National Governing Body.
The coaches in the survey believed it was necessary to be totally dedicated in their support for their players. Whether the coach teaches elite players individually or in a club situation, then it needs to be a coach who will listen to the players and accepts their level of achievement and can contribute in helping players reach their full potential. It is vital for the coach to have the ability to communicate technical and tactical information to their players’ to the required levels. It is also important to be able to encourage players’ at all levels to be patient and to show perseverance. This will mean being a positive coach,
with good leadership skills, and a coach who is sensitive to the player’s needs, by having a caring attitude with moral standards and good organisational ability.
It is the ability of the coach to understand the player has needs and react in relationship to their performance and aspirations. Technical skills and knowledge are essential with the ability to understand the needs of the players. Most coaches were interested in coach education, keen on improving their standards, and indicated they would like to improve their standards as judo coaches.