Blog 6 Freelance

A topic of most interest to me is Sport Law, and the role managers have to take to reduce risk. The most common risk in sporting organisations is negligence claims (Thorpe et al. 2009). Managers accept incidents are bound to happen but what measures can be put in place to reduce these risks?

Firstly, risk management involves actions that will reduce the risk of an incident happening (Thorpe et al. 2009). A sport manager has a duty of care, to ensure the safety of its stakeholders. These include players, officials and spectators. In a sporting organisation, board members, management and volunteers should all be involved in every step of the risk management process. The ability to identify, analyse and evaluate risk is critical in terms of the effectiveness of the manager.  A number of steps can be put in place to minimise risk;

-          

Design a risk elimination and reduction plan

-          Implement the plan

-          Develop and implement a clear communication strategy on risk management

-          Communicate strategies to all appropriate levels of the club

-          Ensure the board addresses risk management periodically as a meeting agenda item

-          Monitor and review strategies at least annually and report to the board through a risk manager

-          Ensure the board as adopted and implemented a risk management policy

-           

NSW Government Sport & Recreation 2013

Actions that could help to provide good risk management strategies can be seen from some of the decided negligence cases.  Negligence is a defined tort with three elements:

1. The defendant must owe the plaintiff a duty of care;

2. There must a breach of that duty; and,

3. This breach must have caused damage to the plaintiff.

Davis

In the case Langham vs. Connells Point 2005, a spectator was awarded $233 in damages after tripping over a rope in car park while attending a soccer match. The rope was the same colour as the dirt in the car park, therefore was hard to see. It was noted the soccer club owed a duty of care to its spectators, thus should have ensured the rope stood out, by using a different colour rope or placing flags to avoid the hazard (Thorpe et al. 2009).

Moreover, failing to adequately check the grounds was found to been something that should have been done to reduce the chance of injury such as in the case Stains vs. Commonwealth 1991 and Bujnowicz vs. Trustees of the Roman Catholic Church 2005.

NSW Parliamentary Library Research 2002

 Moreover, a highly developed plan is one produced by the AFL under the community club program. The plan has adopted strategies to identify, assess and put in measures to best minimise risk in AFL football clubs across the country. Furthermore, the plan emphasis’s the importance of all football clubs to abide by a constitution, and develop a code of conduct that all stakeholders in the club are fully aware of and compliment with. The risk Management plan is an excellent example produced by the AFL, and one that can be modeled by both National and International sporting organisations. It can accessed via the following link

http://www.aflcommunityclub.com.au/fileadmin/user_upload/Manage_Your_Club/3._Club_Management_Program/Risk_Management.pdf

AFL 2004

Blog 5 Leadership

Leading is defined as the process of arousing enthusiasm and directing efforts towards organisational goals. (Schermerhorn et al. 2011) Great leaders have the ability to build enthusiasm , communicate the vision, maintain momentum and inspire others. Furthermore successful leaders tend to possess some of the following personal traits;

Drive – high energy, display initiative and are tenacious

Self-confidence- trust and confidence in their own ability

Creativity- creative and original thinking

Cognitive ability- the intelligence to integrate and interpret information

Business knowledge- know their industry and technical foundations

Motivation-  influencing others to achieve goals

Flexibility- able to fit the needs and demands of situations

Honesty and Integrity- leaders are trustworthy, honesty and reliable.

Schermerhorn et al. 2011

A sports management professional I personally admire is Andrew Demetriou. Demetriou is the current chief executive officer (CEO) of the Australian Football League (AFL). He has held the position since 2003, and has seen over a number of changes in that time, including the introduction of two new teams in the AFL, the restructure of the tribunal system, and the negotiating of two new television rights deals ( Warner 2007).

Moreover, Demetrious has been responsible for policies on women in sport, supported some of the strongest anti-discrimination policies in international sport and revamped a stronger policy on illicit drug use; and the rewards are there. In February the AFL announced a revenue of $335.8 million from the 2012 season, a record club membership of 614 000 and in terms of game attendance, is Australia’s most watch sport. Demtriou himself is the highest paid CEO of any code with a last year salary of $2.2 million (The Age 2011). 

Furthermore, Demetriou’s negotiating skills are exceptional. Negotiating, is the ability to come to an understanding, resolve a point of difference and gain an advantage over the other party (Law Institute Victoria 2011). These skills come from his ability to plan, with a 5 person strategy team on the AFL board, set up too crunch numbers and model scenarios.

"I don't make any decisions without everything having been thought through, chewed up, sliced, diced, looked at inside out, been criticised”

Andrew Demetriou: The Age 2011

Demetriou’s ability to set the direction, inspire others and create structures has seen exceptional results, for the AFL over the last decade.  AFL has always been a stronghold in the Sothern parts of Australia, though Demitrou’s initaive to expand has seen the game develop in NRL stronghold areas such as Western Sydney, and even South Africa.

Blog 4 Plan Review and Apprasial

AFL Strategic Plan 2004-06

One would argue that the strategic plan between the period of 2004-06 was a successful one for the AFL. I would like to focus on one particular strategic objective outlined in the plan and review its success. The following is a review and an analysis of the following strategic objective;

Recruit, Retain and Develop Participants (Participation)

 Firstly, the objective was based around the following statement;

“Aggressively drive high levels of participation in well managed community football programs for people of all ages throughout Australia. Do this in partnership with clubs, players and State and Territory bodies”

The 2006 Annual report revealed the following key outcomes;

-          Record participation of 581,839 in 2006, up 7.8 per cent on 2005. Sixth successive year of growth.

-          Transition from junior participants (9-12) to youth (13-18) continued to improve with an 8 per cent increase in the number of under-13 teams to 681.

-          AFL South Africa established, with 3000 registered participants in competitions in North-West Province.

-          Agreement with all major independent schools to run AFL programs for the first time in 2007

-          37 per cent increase in participation in NSW/ACT in 2006 to a total of 84,132. Participation in metropolitan Sydney increased 43 per cent to 35,000.

AFL Annual Report 2006

The success of the AFL over this period is its ability to market itself, seize opportunities and the success of programs such as in grass root programs like, NAB AFL Ausckick and Kickstart.

An important aspect of the AFL’s success is the aggressive marketing strategy it has adapted. The game appeals to all Australians, including minorities such as , Aboriginal and Torres Strait Islanders and children. In 2005 $30 million was invested in the development of the game, including Indigenous and Ausckick programs (Human Rights 2013).

Interestingly, 2005 saw the AFL really emphasis its position as a multicultural game. The 2005 census revealed there were 52 Indigenous athletes on AFL lists. AFL CEO Demetriou was proud to announce the AFL was a leader in community relations, and the success of the Kick start program; an Indigenous program established in the Northern Territory which saw an increase of over 5% Indigenous juniors in the program (Human Rights 2013).

Furthermore, the success of junior programs and the impact of the AFL’s presence in schools was key feature of the games achievements. The AFL produced a number of resources to integrate Australian Football into the school curriculum. This saw AFL Auskick reach NRL dominated areas in NSW & Queensland schools, exposing every Australian child to the game. Demetriou was persisted on providing every child the opportunity to play the game (Human Rights 2013).

Moreover the 2004-6 seasons, saw Grand Finals played between Non Victorian teams. This was an excellent opportunity for the AFL to market it has ‘Australia’s game’. The premiership success of the Sydney swans in 2005, saw heavy promotion of the game in Sydney and dominated NRL areas. For example, from a strategic perspective, the three games that were played at Telstra stadium in Sydney between 2005/06 were heavily advertised, branded as big event games in Sydney (AFL 2005).

Importantly, the AFL’s aggressive marketing strategy saw beneficial results of participation over the 2004/06 period. With a further brand tracking strategy the AFL will only continue to see increase levels of participation in all aspects of the game.

Blog 3 Interview's

Mariela Penna General Manager Volleyball Victoria

There were three areas of interest I took out of the interview with the General Manager of Volleyball Victoria, and the development and implementation of a Strategic Plan. As a small sport there are 3 key areas that are important in the strategic process. They include;

-          Stakeholder Management

-          Sustainability

-          Operational and Performance Plan

Firstly Volleyball Victoria has adopted a stakeholder management approach. This involves the organisation being viewed from the stakeholder perspective (Moodle strategic process 2013).Engaging both external and internal stakeholders, allows the organization to determine where the  sport wants to go, and allowing the organisation to prepare a vision. Penna noted that surveys may be given out to players, coaches, officials, and sponsors to allow for stakeholder feedback and opinion. In essence stakeholder management allows the organisation to address the needs of its stakeholders, and involve them in the decision making process. On the contrary, this could also have a negative effect if communication between the stakeholders is not clear and precise (Tutorials Point 2013).  It is essential for a smaller sport like Volleyball for all stakeholders to be working towards the one objective.

Moreover, as a smaller sport in a competitive market there are a number of external challenges that the organisation would face. Penna quoted the goals and objectives need to be “realistic of the capabilities of the sport”. Being a state organisation in an area heavily dominated by AFL and soccer limited resources, make it hard to gain new sponsors, so it is crucial strategies are implemented that ensure strong relationships are sustained with current sponsors, the Victorian government and the Australian Volleyball Federation (AVF). A sustainable approach when developing strategy benefits the current needs of the organisation, without compromising the ability of future generations to meet their needs (Schermerhorn et al. 2011). As Penna suggested maintaining players and providing overseas opportunities for talented players is important for the sport as a whole.

Most importantly Volleyball Victoria needs to adopt Operation and Performance plans that work towards the strategic plan. An essential component of the operational plan is to determine how to implement a plan and reach the target goals of the strategic plan (Sporting Advantage 2013). Furthermore, Penna suggested a performance plan would also need to be established, which involves handing over specific tasks to staff members. It would be wise for the organisation to implement performance measures ensure deadlines are met (Gamble et al 2007). Furthermore, Penna stated the strategic plan would be a “moving document “which means changes would be made when necessary. The is an Environmental determinism approach, and an important one for a smaller organisation, to ensure decisions are made to best fit the current environment of the organisation at a particular point of time. Continuous reviewing and evaluating of results would be the most effective in this approach (Moodle Strategic Process 2013).

Identifying and engaging stakeholders, sustaining important relationships and developing a strong operational and performance plan are crucial aspects for Victorian Volleyball. I would agree with Penna’s current approach in the development of a strategic plan.

Blog 2 Sports Organisation Strategic Plans

Hawthorn Football Club; Strategic Plan

The Hawthorn Football club’s strategic plan for the period of 2013-2017 is a thorough plan which consists of all the vital components of a strategic plan. However, a would like to emphasis the importance of the vision in the strategic planning process. A vision has two components; a mission that describes the firms makeup (reason for existence) and the “picture” of the firm as it hopes to exist in a future time period (Olsen 2012).

The Hawthorn Football club’s vision is to be “The destination Club…a place where the very best people come to join our ongoing pursuit of excellence, unity and success.” The vision is arguably the most important part of a strategic plan as it outlines the direction an organisation intends on going (Olsen 2012). Hawthorn is an AFL club based in Melbourne that competes with 7 other professional clubs also based in Melbourne. With continued success over the last few years in the AFL, it is interesting the club has aimed to position itself as the ‘ultimate destination’ in Melbourne (Hawthorn 2013).

Six strategic pillars have been outlined to reach this vision including;

-          Football operations

-          Financial Management

-          Fan & Community Engagement

-          Commercial Operations

-          People & Culture

-          Facilities and Infrastructure

Moreover, the club recognises the commitment to sustainable growth to reach its vision, which is an important factor for the ongoing success of the club. Sustainable growth involves the realistically attainable growth a business could maintain with limited risk (Schermerhorn 2011). The club has split the growth framework into three sectors which include’

Core- maintaining members, sponsors

Emerging- Ascertaining revenue from other avenues

Exploratory- Reaching and developing new relationships that will benefit the clubs long term growth.

So how effective is the clubs vision?

Ten characteristics have been identified to establish an effective strategic vision including;

Future focused (What will the club look like in 5-10 years’ time?)

Directional

Clear (easy to understand)

Relevant

Purpose driven (larger sense of meaning for the organisation and shareholders)

Values Based (connects people to its core values)

Challenging

Unique (reflective of the organisation)

Vivid (describes a future that is easy to imagine and to picture in the mind’s eye

Inspiring (inspires people to commit to a cause)

Bradford & Duncan 2000

The club’s vision complements these characteristics, with the strategic goals and values working towards achieving the vision. Form a strategic perspective, the most effective vision is one that can adapt to the current environment and cope with change. Most importantly, a vision ensures’s everyone in the organisation is out to achieve the same objective, thus a vital component of the strategic management process (Olsen 2012).

Blog 1 Literature Review

Strategic Management involves the “ongoing process companies use to form a vision, analyse their external environment and their internal environment, and select one or more strategies to use to create value for the customers and other stakeholders, especially shareholders (Foundations of strategic management 2013). Some key characteristics of strategic management include;

-          Performance orientated

-          Ongoing in nature

-          Dynamic rather than static

-          Orientated to the present and future

-          Concerned with conditions both outside and inside the firm

-          Concerned with performing well and satisfying stakeholders

Moodle 2013: Foundations of strategic Management

The initial task of strategic management is the compilation of the vision and mission statements. Essentially this allows the organisation to determine where they want to go and what market they wish to serve. A SWOT analyses is also a critical part of the process, as this allows an organisation to assess their strengths, weaknesses, opportunity’s and threats. Typically, a strategic Management Plan is working towards a vision, and a SWOT analyses allows for an organisation to assess its mission, goals and strengths (Nag et al. 2007).

Furthermore, there are a number of ideas and theories regarding the Strategic Management model. Some include;

-          Situation Analysis

-          Environmental Determinism

-          Principal of Enactment

-          Deliberate Strategy

-          Emergent Strategy

-          Resource- Based Review

-          Stakeholder Management

Moodle 2013:The Strategic Management Process

Different firms may implement a number of strategies, depending on what they want to achieve. For example, stakeholder management focuses on benefiting those who have input into the organisations (have a stake), whereas environmental determinism involves a strategy that will benefit environmental, technical and human resources.

Moreover, deliberate strategies involve a set plan, which managers intend on carrying out to reach a particular goal, whereas an emergent strategy is not planned or intended but identifying an opportunity and reacting quickly to it.

 Moodle2013: The Strategic Management Process