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.