1st Edition
Sport Operations Management and Development An Applied Approach
This essential textbook introduces the work of sport management and sport development from the perspective of the day-to-day operational challenges faced by managers and sport development officers. It addresses the practicalities of designing and delivering sport services safely, efficiently and effectively, for profit or in non-profit contexts.
The book covers core topics such as time management, project management, customer care, developing partnerships, fundraising, crisis management and research. It adopts a problem-based learning approach, with a strong, practical focus on putting theory into practice, to illustrate good practice and to help the reader develop sound operational skills, knowledge and decision-making, underpinned by the principles of safety, effectiveness and efficiency. It features a range of diverse international case studies, covering different sports and operational management challenges, including global pandemics and terrorism. Connecting theories, ideas and scientific disciplines, the book helps managers approach operations management more creatively, combining both management and development work to show areas of difference and overlap. It also introduces systems theory and the principals of marginal gains or small wins, to help managers develop working cultures which can be utilised in all areas of management, encouraging a culture of learning, reflection and ethical action. Sport Operations Management and Development is designed for both practitioners and students working in sport management, development, coaching or aspects of sport science.
1 What is Sport Service Operations Management and Development?
1.1 Introduction
1.2. What is sport management and development?
1.3 What is sport operations management?
1.4 The importance of systems theory and the sport operation system
15. Understanding the impact of the external business environment on sport operations
1.6 What makes sport services different from other services?
1.7 Conclusion
2 Organisational Purpose and Evaluating Service Operations
2.1 Introduction
2.2 The importance of performance evaluation
2.3 Overview of the performance evaluation process
2.4 Sector rationales and purpose
2.5 Writing aims and smart objectives
2.6 Targets and performance indicators
2.7 Action plans, implementation and monitoring
2.8 Conclusion
3 Job Tasks, Scheduling and Time Management
3.1 Introduction
3.2 Too many jobs, too little time to do them?
3.3 Where are jobs generated from?
3.4 Identifying job tasks
3.5 Analysing and prioritizing work tasks and jobs
3.6 Planning, control and time management
3.7 Monitoring, reviewing and adjustment
3.8 Conclusion
4 Creating Sport Programmes to Meet Needs and Wants
4.1 Introduction
4.2 The importance of marketing theory to service design
4.3 How to begin to create a new sport programme
4.4 Conclusion
5 Customer Care, Quality Systems and Regulatory Compliance
5.1 Introduction
5.2 The importance of customer care
5.3 Is the customer always right?
5.4 The customer service encounter and journey
5.5 Embedding safety and legal regulations into operational practices and quality systems
5.6 Quality systems and customer care
5.7 Conclusion
6 Project Sport and Event Management
6.1 Introduction
6.2 The similarities and differences between operations, project and event management
6.3 The project operations process
6.4 Conclusion
7 Stakeholders, Partnerships and Volunteers
7.1 Introduction
7.2 The importance of the third sector and growth of the social entrepreneur
7.3 Stakeholder, networking and partnership theories
7.4 Recruiting and motivating volunteers
7.5 Conclusion
8 Fundraising, Sponsorship and Digital Target Marketing
8.1 Introduction
8.2 The Funding Gap
8.3 Overview of Funding Techniques and the Art of Persuasion
8.4 Conclusion
9 Crisis Management, Risk and Dynamic Risk Assessments
9.1 Introduction
9.2 Defining risk, crisis and dynamic risk assessments
9.3 Overview of the risk and crisis management process
9.4 Developing crisis management plans
9.5 Developing a crisis manual or business continuity plans
9.6 Dealing with the media & the need for integrity
9.7 Dynamic risk management, assessments and crisis management
9.8 Conclusion
10 Researching and Consulting Communities
10.1 Introduction
10.2 Researching communities and sport outcomes
10.3 Overview of data collection methods
10.4 Conclusion
Biography
Mark Piekarz is Associate Head of School at Coventry University, UK. He has taught and developed courses in sport management and development. Before beginning teaching, he worked as a sport facility manager and community sport development officer.
