LT2E06N 01N 2007

Information about LT2E06N 01N 2007

Published on July 9, 2007

Author: Zinc

Source: authorstream.com

Content

LT2E06NSports Management:  LT2E06N Sports Management Introduction to the Module Module aims:  Module aims To develop students’ awareness of the underpinning principles and practical applications of different sports management approaches To identify key issues surrounding the design, planning and management of a range of contrasting sports facility types located in different provider sectors Module aims:  Module aims To explore the relationship between sports management and sports development To achieve an overview of relevant structures and relationships in the governance, administration and organisation of sport, both amateur and professional To consider selected aspects of the commercialisation of sport, including media relationships, audience development, and the role and influence of sponsorship What will we cover?Module Syllabus:  What will we cover? Module Syllabus Management approaches in sport Growth of professional sport Planning for sports provision Levels of provision Diversity of design Operational requirements of specialist facility types Meeting specific needs – health and safety, spectator capacity, crowd control, equity issues Facility programming Sports development in a management context Management of outreach and fieldwork programmes Performance measurement and evaluation What are we expected to know?Learning outcomes:  What are we expected to know? Learning outcomes Be able to identify contrasting approaches to sports management, and analyse their defining features Appreciate the importance of design issues – and the need for effective, consultative partnership between users, providers, planners and designers of sports facilities What are we expected to know?Learning outcomes:  What are we expected to know? Learning outcomes Be able to apply this knowledge to the critical analysis of selected case studies drawn from a diverse range of recreational contexts and facility types (including influences of international practice) Outline contrasting models of the sports development process, and evaluate their relationship to sports management (in both amateur and professional contexts) Module assessmentThere are two components of assessment::  Module assessment There are two components of assessment: An analytical case-study of the management, programming and development of a real sports facility, taken from a list of selected types CW1 Week 8 (28 Mar) No set word limit An essay on a set topic in sports management (you will be given a choice of options) CW2 Week 12 (9 May) 2,000 words Recommended textbooks:  Recommended textbooks Watt, D C (2003) 'Sports Management and Administration' London: Routledge. 2nd edn. Robinson, L (2004) 'Managing Public Sport and Leisure Services' London: Routledge. Beech, J. and Chadwick, S. (ed) (2004) 'The Business of Sport Management' London: Prentice Hall. LT2E06NSports Management:  LT2E06N Sports Management Lecture 1 Sport and its Delivery Recap – the nature of sport and recreation (LT1001N, LT1008):  Recap – the nature of sport and recreation (LT1001N, LT1008) SPORT Inherently competitive Definite rules Organised structure Substantial dependence on successful outcome – winning! RECREATION Less competitive Informal, relaxed Social dimension predominates Broader range of forms Emphasis on participation and enjoyment by all Defining sportCouncil of Europe, European Sports Charter (1993):  Defining sport Council of Europe, European Sports Charter (1993) ‘Sport means all forms of physical activity which, through casual or organised participation, aim at expressing or improving physical fitness and mental well-being, forming social relationships or obtaining results in competition at all levels’. Interpretation (Sport England)‘The Value of Sport’ (1999):  Interpretation (Sport England) ‘The Value of Sport’ (1999) ‘This is a wide definition of sport that extends far beyond traditional team games to incorporate individual sport and fitness-related activities such as aerobics and certain dance activities, as well as recreational activities such as long walks and cycling. It extends from casual and informal participation to more serious organised club sport, and for the minority involves complete commitment in pursuit of the highest levels of excellence at Olympic and World level. This wide and inclusive definition of sport extends its relevance to the whole population and its value as a significant player in the broader social agenda’. Council of Europe, European Sports Charter (1993)Recognises four distinct categories::  Council of Europe, European Sports Charter (1993) Recognises four distinct categories: Competitive games and sports Outdoor pursuits Aesthetic movement Conditioning activities Competitive games and sports:  Competitive games and sports Characterised by the acceptance of rules and responses to opposing challenge Team or individual Inherently competitive against others Traditional ‘sport’ Outdoor pursuits:  Outdoor pursuits Participants seek to negotiate some particular ‘terrain’ Open country, forest, mountain, stretch of water or sky Challenges derived from manner of negotiation adopted Modified by particular terrain selected and the conditions of wind and weather prevailing Competition against medium as well as (instead of) against individuals / teams Aesthetic movement:  Aesthetic movement Activities in the performance of which the individual looks within themselves Responds to the sensuous pleasure of patterned bodily movement, (‘kinaesthetic pleasure’) e.g.: Dance Figure skating Rhythmic gymnastics Recreational and synchronised swimming Conditioning activity:  Conditioning activity Forms of exercise or movement Undertaken less for any immediate sense of kinaesthetic pleasure than for: Long term effects the exercise may have in: Improving or maintaining physical working capacity (strength, flexibility, endurance) Improving appearance (body image) Rendering subsequently a sense of general well-being The benefits of sport and recreation:  The benefits of sport and recreation DIRECT BENEFITS Economic benefits – to countries, cities and regions Contributes to urban regeneration Improves health, productivity and quality of life for individuals and communities INDIRECT BENEFITS (‘Externalities’) Savings in the costs of health care Leads to a reduction in crime and vandalism Offers a source of national pride and well-being Local environmental benefits Changed city or community image Increased inward investment Some recent changes in sport and recreation(after Holt and Mason, 2000):  Some recent changes in sport and recreation (after Holt and Mason, 2000) Affluence, choice and diversity - many new sporting forms Move towards a commercial and meritocratic model (ability and income rather than class) Democratizing of the elite ‘Yuppification’ of sport Greater female participation Growth in casual recreation Regionalism, yet globalisation Intense media interest Focus on excellence Multiculturalism in sport Commodification of professional sport - growth of the sports industry Increasing economic value of sport(Data source: University of Sheffield):  Increasing economic value of sport (Data source: University of Sheffield) UK consumer expenditure on sport has doubled in the past 10 years Total consumer expenditure on sport in the UK in 2000 was about £15.5 billion Total consumer expenditure on sports goods in the UK in 2000 was about £6 billion Employment in the sports sector is growing, and amounts to about 460,000 people or 1.7% of total employment Increasing economic value of sport:  Increasing economic value of sport Sports Tourism - UK Sports Tourism market value estimated at around £1.5 billion in 1995 (Source: Sports Council, 1997) Sports Tourism worldwide – equivalent to some 32% of global tourism outputs, or $2.3 trillion (Source: Sports Tourism International Council, 2003) Sports Sponsorship growing at 10% p.a., and in UK alone worth £400 million in 2000 (Source: Keynote, 2001) Managerial change:  Managerial change These changes in sport itself have been accompanied by changes in the nature of its management Emergence of 'new managerialism' - efficient, accountable (Robinson, 2004) Driven by objectives, plans, budgets, performance indicators, and quality standards Benchmarking carried out against business standards to evaluate performance Managerial change:  Managerial change ‘The Challenge of Change’ - managers who are prepared to facilitate change, rather than resisting it Individual performance reviews, intended to ensure that staff focus upon agreed objectives A concern for the customer, rather than with the service – ‘customer centrality’ The provision and delivery of sport:  The provision and delivery of sport Sporting facilities and opportunities are provided in the context of a ‘mixed economy’ Public sector, private (commercial) sector and voluntary sector providers all contribute Partnership arrangements (Simmonds, 1994) are increasingly common New forms of organisation (trusts, provident institutions, management buy-outs) have emerged Local authorities have increasingly become facilitators rather than direct providers Next week:  Next week We will explore how recreational demand can be assessed and how it is best met Lecture 2 – 'Sports Facility Management 1. Planning for Sports Provision' Suggested Reading:  Suggested Reading Watt, D.C. (2003) ‘Sports Management and Administration’ Chaps 1-3 (set book) DCMS Strategy Unit (2002) 'Game Plan: A strategy for delivering government’s sport and physical activity objectives' London: DCMS http://www.number10.gov.uk/su/sport/report/01.htm Simmonds, B (1994) 'Developing Partnerships in Sport and Leisure – a practical guide' Harlow: Longman

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