By analyzing business organizations and their leadership in achieving organizations long-term goals, the author of this thesis has identified the issues of organizing human departments and management of employees as the organization’s core, for which the leadership and the management of the organization are held responsible. Misapplying professional literature and misinterpreting good guidelines in organizational psychology to date, departments of business organizations are organized as a reflection of management's focus toward profit making, while the higher interests, such as satisfied employees, remain merely formal statements of organizations, emphasized in organization’s mission and vision. By putting profits as a dominant narrative of a business organization, employees become demotivated and lose their loyalty and the management of organization does not know how to apply the good guidelines of organizational psychology in practice. By adopting a different approach to solving issues of this type, since the management of the sport’s club as well as the management and selection of the players is a basic difference distinguishing successful from unsuccessful clubs, the author of this thesis focuses on the coaches who run sport clubs by keeping each individual player in focal point and who use their knowledge of organizational psychology as a scientific discipline that is applicable in the psychology of work. While at first the analogy between sport clubs and business organizations is not applicable, there are a lot of conferences and seminars which are held by human resource departments of large multinational companies in order to learn from the best world coaches. They learn how the coaches tackle the conflict in the locker-room, how to communicate with the leadership of the club and the players, how to approach and motivate the players and in which situation they decide to reward or punish the players. All these things are present in every organization irrelevant within which industry or activity it is part of.