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E-raamat: Sport Operations Management and Development: An Applied Approach [Taylor & Francis e-raamat]

(Coventry University, UK)
  • Formaat: 236 pages, 22 Tables, black and white; 40 Line drawings, black and white; 40 Illustrations, black and white
  • Ilmumisaeg: 29-Dec-2020
  • Kirjastus: Routledge
  • ISBN-13: 9780429319327
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  • Taylor & Francis e-raamat
  • Hind: 161,57 €*
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Sport Operations Management and Development: An Applied ApproachSuurem pilt
  • Formaat: 236 pages, 22 Tables, black and white; 40 Line drawings, black and white; 40 Illustrations, black and white
  • Ilmumisaeg: 29-Dec-2020
  • Kirjastus: Routledge
  • ISBN-13: 9780429319327
Teised raamatud teemal:
Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9780429319327

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.

List of figures
viii
List of tables
x
List of case studies
xi
List of contributors
xiii
Preface xiv
Chapter 1 What is sport service operations management and development?
1(30)
1.1 Introduction
1(1)
1.2 What is sport management and development?
2(8)
1.3 What is sport operations management?
10(1)
1.4 The importance of systems theory and the sport operation system
11(10)
1.5 Understanding the impact of the external business environment on sport operations
21(2)
1.6 What makes sport services different from other services?
23(5)
1.7 Conclusion
28(3)
Chapter 2 Organisational purpose and evaluating service operations
31(24)
2.1 Introduction
31(1)
2.2 The importance of performance evaluation
32(1)
2.3 Overview of the performance evaluation process
32(2)
2.4 Sector rationales and purpose
34(7)
2.5 Writing aims and smart objectives
41(4)
2.6 Targets and Pls
45(7)
2.7 Action plans, implementation and monitoring
52(1)
2.8 Conclusion
52(3)
Chapter 3 Job tasks, scheduling and time management
55(22)
3.1 Introduction
55(1)
3.2 Too many jobs, too little time to do them?
55(4)
3.3 Identifying job tasks
59(4)
3.4 Analysing and prioritising work tasks and jobs
63(11)
3.5 Monitoring, reviewing and adjustment
74(1)
3.6 Conclusion
75(2)
Chapter 4 Creating sport programmes to meet needs and wants
77(21)
4.1 Introduction
77(1)
4.2 The importance of marketing theory to service design
77(4)
4.3 How to create a new sport programme
81(15)
4.4 Conclusion
96(2)
Chapter 5 Customer care, quality systems and regulatory compliance
98(23)
5.1 Introduction
98(1)
5.2 The importance of customer care
98(4)
5.3 Is the customer always right?
102(2)
5.4 Quality systems and customer care
104(2)
5.4 The customer service encounter and journey
106(13)
5.5 Conclusion
119(2)
Chapter 6 Project sport and event management
121(22)
6.1 Introduction
121(1)
6.2 The similarities and differences between operations, project and event management
121(5)
6.3 The project operations process
126(15)
6.4 Conclusion
141(2)
Chapter 7 Stakeholders, partnerships and volunteers
143(21)
7.1 Introduction
143(1)
7.2 Stakeholder theory
143(5)
7.3 Networking theories
148(4)
7.4 Partnerships
152(4)
7.5 The third sector and volunteers
156(4)
7.6 Operations management skills and knowledge needed for networking, partnerships and managing volunteers
160(2)
7.7 Conclusion
162(2)
Chapter 8 Fundraising, sponsorship and digital target marketing
164(25)
8.1 Introduction
164(1)
8.2 The funding gap
164(3)
8.3 Overview of funding techniques and the art of persuasion
167(20)
8.4 Conclusion
187(2)
Chapter 9 Crisis management, risk and dynamic risk assessments
189(23)
9.1 Introduction
189(1)
9.2 Defining risk, crisis and dynamic risk assessments
189(6)
9.3 Overview of the risk and crisis management process
195(2)
9.4 Developing crisis management plans
197(7)
9.5 Developing a crisis manual or business continuity plan
204(3)
9.6 Dealing with the media and the need for integrity
207(2)
9.7 Dynamic risk management, assessments and crisis management
209(1)
9.8 Conclusions
209(3)
Chapter 10 Researching and consulting communities
212(21)
10.1 Introduction
212(1)
10.2 Researching communities and outcomes
212(2)
10.3 Overview of data collection methods
214(16)
10.4 Conclusion
230(3)
Index 233
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.
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