Melbourne Cricket Club Management and Risk Analysis - Case Study Example

Melbourne Cricket Club Management and Risk Analysis Name Institution Introduction Melbourne Cricket Ground Management and Risk Analysis entail a complex and proactive process, techniques and strategies that are worth understanding. For this reason, in order to understand a club’s management strategies and techniques, understanding the organization setup and structure are the essential units that one should understand. However, since clubs have different safety policies and internal structure, close analysis and evaluation reveals out all the possible requirements needed solving out the club’s potential issues and problems (Ammon & Blair, 2004). Conversely, most organizations related to games and athletic may face similar potential risks and hazards; however, the response, planning, prevention and implementation strategies vary from one club to another. The most common potential and existing risks hazards and issues that face most local, regional and metropolitan clubs are equipment members and behaviors staff/athletes responsibilities and actions. Risk analysis and mitigation process in organizations employs scientific risks and management strategies as a basic guideline and tool that serves as a turning point for successful management, control and prevention of the club’s potential issues and problems (Heizer & Render, 2014). Analysis and evaluation provided in this report is helpful in understanding the Melbourne Cricket Ground Management and Risk Analysis strategies and policies that used by the club in identifying the organization's actual, associated and potential issues, risks and hazards. The report further reveals out the connection between all the theories and management practices that are employed by the club in its related issues. In addition, the report explores across all the club potential financial, human resources and reputation costs if the issues, hazards, and the risks identified are not dealt with timely and appropriately (Baranoff & Kahane, 2009). Lastly, the reports provide a recommendation as well as a conclusion of various corrective and adjustment measures that should be done in making the club more successful. Melbourne Cricket Ground (MCG) actual risks Melbourne Cricket Ground Management and Risk Analysis strategies and policies expose the clubs potential hazards, hazards and issues that have continuously developed an external concern. However, the ground has remained a vital destiny of various games and events such as golf, bowl, cricket, hockey and other indoor and outdoor games (Baranoff & Kahane, 2009). Consequently, the MCG has inadequate and unclear medical plan that ensures all members, as well as its reliable customers and clients, are well covered. In this regard, the MCG is exposed to a potential risk of tracking in an inappropriate and inadequate insurance coverage that makes the clubs’ functional meets all their dreams and objectives (Heizer & Render, 2014). In addition, the MCG organization structure is not well designed to policies and safety measure that are well incorporated into international standard. For instance, the MCG may appear well integrated with the international, local and regional community; in the real sense, the club lacks clear and proper incorporation. It is worth understanding that, the ground possesses unsafe equipment and facilities that are outdated or failed to be repaired or replaced. For example, sometimes it’s challenging club’s participants to feel well protected from potential injuries and damages that are acquired during their performers. In addition, the ground does require the available members to be given prior participating firms or sign waivers before the club’s functions are carried out (Heizer & Render, 2014). From a different point of view, the MCG has a increased and high costs of certainty cost that makes it difficult for the potential customers and clients to seek and alternative means to satisfy the games and recreational needs. In order to correct this failure, the club should be working towards changing independent risk through proper monitoring and mitigation policies (Baranoff & Kahane, 2009). Melbourne Cricket Ground (MCG) potential risks and issues MCG is at a danger of facing a gradual and systematic risks and problems that may develop beyond control with time. For instance, the image and reputation of the organization have declined continuously as a result of various reasons and challenges. For example, the MCG has reduced its emphasis and compliance with the regulations, formal requirements and laws that are required by all clubs under the constitution codes (Heizer & Render, 2014). Creative and critical analysis and evaluation of the club’s assets activities and programs indicates a recent failure of the entire organization in its management. Realistically, as the safety of the participants, officials and volunteers decline, and the club may be at its difficult times in implements its policies and objective (Ammon & Blair, 2004). However, these potential risks have been contributed by the club by involving in both reactive and proactive risk management systems that do not provide a safe recreational environment and suitable legally operational procedures. Conversely, the MCG has developed a mistake in views its management related risk a single problem in isolation than rather applying all the available policies and procedures in mitigating the possible risks, hazards and issues. For instance, the club's risk management program requirements lack some vital elements that collectively blackmail the club’s management body to lack an insight of dealing with the potential risks. For example, the club has risk management policies, processes, and treatment plan but has inadequate access to treatment assessment options. In addition, waivers, indemnities, and warnings are rarely implemented (Heizer & Render, 2014). Analysis reveals that, risks management policies and procedure administered by the MCG does not comply with legal issues such as incorporation and negligence as well inclusion consideration of procedure manuals and policies (Baranoff & Kahane, 2009). Further analysis and examination of the organization risk management structure reveals out that, the organization undergoes through physical, legal, financial and moral/ethical challenges that ought to be solved with risk management strategies. For example, continuous harassment and discrimination, theft of property, funding cut, negative publicity, as well as the decline in the number of the club's volunteers, ’ changed through considering administrative and management area correctly (Ammon & Blair, 2004). Risk Management Action Mitigation Analysis Table Potential risk and data identified Level of the risk Resources and responsibility Mitigation and communication strategies Physical e.g. injuries severe Organization and participants Earlier communication Legal risks e.g. incorporation and negligence severe Government and the organization Incorporate the organization and strict adherence to laws and policies Financial and human resource e.g. funding cut Moderate/severe Organization and volunteers Improve the organizational publicity and waivers involvement Moral/ethical issues e.g. theft and discrimination severe Organization, community and participants Identify theft cases at the source and eliminate harassments and discrimination Potential financial, human resources and reputation cost The potential financial risks associated with the club have always risen from adverse publicity, theft of the volunteer and organization property as well as equipment failures. In addition, consistency funding cuts or failure of the club to attract more customers has contributed to the clubs dramatic financial failure and risks. From a different perspective, there are cases where financial records or data are lost as a result of poor handling, human errors as well as negligence (Louw, 2010). Consistence environmental damage has increased the degree to which financial and human resources are misused within and outside the club. In order to encounter these problems and their related issues in the club, high standards of accountability and efficient allocation and utilization of resources should be implemented. In addition, the sources of the potential financial and human resources risks should be identified and mitigated at its suspected origin (Baranoff & Kahane, 2009). Potential risks and issues reducing plans and implementation The MCG potential risks, hazards and issues after close evaluating and examination can only be reduced by initiation and implementation of the risk management process and its strategies. Each of the five steps incorporated in the plan should be adhered and strictly followed for the club’s future prosperity and success (Ammon & Blair, 2004). For instance, the club as a management organization should be able to establish the content of the potential risks, identify and analyze the risk and eventually evaluated and treat the risk. For this reason, at each level of the risk management, the organization should make a commitment to identifying, assess, formalize and determine the treatment option the required for each potential risk category. In addition, legal issues, insurance, risk management program, policies, and procedures should be strictly being followed to prevent and control all the actual and potential club’s risks according to Louw (2010). Recommendations Following all the evaluated and discussed actual and potential risks and issues identified in the MCG club and their remedies, the club can be able to manage and reduce all their potential and actual risks appropriately. However, there should be clear guidelines or checklist that ensures that all the risk management procedures and programs are strictly followed for the club’s success. Lastly, the club should involve only in proactive risk management process rather than involving itself in reactive procedure at all risk management levels. Conclusion MCG actual and potential risk management and analysis can only be achieved through collective bargains, each of the methods, strategies and procedures analyzed and reported above are important as other. MCG potential and actual risks include physical risks, legal, financial and moral/ethical risks. However, all the potential and actual risks are addressed through proper identification, analysis and eventually evaluation and treatment the risk at its point of origin or source. Nevertheless, legal policies, insurance, and other points revealed above are also helpful in managing the MCG potential and actual risks and issues. Further analysis and research should be done on more suitable and additional analysis and risk management of the MCG potential and real risks and problems. References Ammon, R., Southall, R. M., & Blair, D. A. (2004). Sport facility management: organizing even Baranoff, E. Z., Brockett, P., & Kahane, Y. (2009). Risk management for enterprises and individuals. [S.l.], Flat World Knowledge Heizer, J. H., & Render, B. (2014). Operations management: sustainability and supply chain management. Boston, Prentice Hall. Louw, A. M. (2010). Anyone for a game of Monopoly™? A critical evaluation of the ever- increasing commercialization of major sporting events part 2 : examining the legitimacy of the creation and maintenance of commercially-driven monopolies in sports events. Obiter. 31, 264-309. Read More