Key Areas of Management: Leisure Centre - Essay Example

?Business Plan Based on a Case Study of a Leisure Centre Table of Contents Key Areas of Management 3 Sales, Marketing and Service 3 Human Resources or Staff Management 5 Political, Strategic Issues and Links with Client 7 References 9 Key Areas of Management In this section of the report the key areas of management and the specific issues that need to be addressed have been discussed, as to recommend an all round improvement plan for the leisure club. The three key areas that would be considered would be marketing, sales and customer service, human resource or staff management, and stakeholder analysis, and strategies. The discussion would be evaluating the major facets each key areas that would be discussed. In order sort out issues better, one of the major problems would be identified for every segment, the aspects that need to be addressed in such problem would be discussed, then the process of implementing the action plan would be stated and the way it would assist the leisure club would also be clarified. Sales, Marketing and Customer Service In this segment focus would be on the marketing, sales and customer service segment of the fitness and leisure club. As the customer survey report indicate, the customers seem to be quite satisfied with the services being offered in the club, but the yearly statistics for marketing or customer service reveal a different picture, and sales is totally depended on these two aspect. The sports hall is closed for two month as the roof is leaky, poor food safety standards, etc. These are maintenance drawbacks, which reveal that the council and employees of the centre are not marketing their services well to the customers. In such case immediate refurbishment of the centres are required. If the quality of facilities and amenities offered to the customers are improved and provided in a systematic manner, through right planning and restoration, then this condition will improve. Sales will automatically increase when the centres are renovated and re-launched along with all the facilities that would also include a technology based framework for performance, and sales assessment and monitoring (Lewis, 2007). As far as the record of customer service goes for these centres, it is even poor because the female members are not safe; there are no female lifeguards, and many more. The assistant manager is being accused of sexually harassing the female staff, which reveals that when the environment of the organisation and the standard of customer service can be expected from the incidents mentioned. The quality of customer service and safety of members especially female and children is necessary (Jeffs, 2008). The action plan for marketing and customer service would be discussed in steps to provide a clear view of what needs to be done: The first step would be to list all the refurbishment work that needs to be done for the centres. The second step should be to estimate the refurbishment cost, and assess the sources through which funds would be derived for refurbishment. The third step should be to develop strategies to offer all those facilities appropriately to the customers, for which Fridley Leisure Centre is known for. The fourth step to arrange for financial assistance from the assumed sources. The fifth step would be to re-launch the centres, invite members, and ensure them of good environment, facilities, and safety (Griffin, 2012). The final step would be to stay focused towards the safety and specific requirement of female members and children. This is a way of extensive marketing through which revenue will increase aggressively. The club membership once became stagnant, will start increasing again. Goodwill will increase for improved customer service, and increasing level of safety. It will also assist in receiving grants from government for further financial assistance and improvements (Brassington, and Pettitt, 2007). Human Resources or Staff Management This discussion would be based on another most significant area of the organisation that is the human resource. The human resource plays an important role in any organisation irrespective of its size. The customers’ feedback indicated an important aspect that the employees at the fitness centre has the capability and competency to perform well, but the actual performance standard is opposite to the customers’ feedback. This means that the staffs are de-motivated, and the organizational culture and environment is not healthy and motivating. As can be understood the female staff are not safe because of their male counterparts. This is because the managers lack leadership qualities and are incapable of managing human resource skilfully (Gitman, and McDaniel, 2008). Efficient leaders have the ability influence the performance of the subordinates through motivation and encouragement. They solve issues among employees through assistance and teamwork, and create an environment for healthy competition, mutual respect, and progress through co-ordination and co-operation. Another issue was that, the pay structure was also not encouraging for these employees. The survival rates of staffs also show that there is no motivating factor for the employees. The unethical and unlawful activities of the assistant manager prove that the corporate governance structure was weak in these centres, (Evans, Ahmad, and Foxall, 2009). The action plan for improving the organisational culture of the leisure centre and motivating the staffs to deliver their responsibilities efficiently has been stated below: The first step would be to establish a framework for proper human resource management. The second step would be to formulate policies, which will have key responsibilities explained in its based on the job profile. The third step is to inform every employee about their responsibilities. The fourth step should be to give priority to the safety of the female employees, but no gender discrimination should be encouraged. The fifth step is to conduct regular and open review meeting, where performance review of every employee would be done, which includes the managers too. The last step would be to train managers on inculcate leadership skills and qualities. They should be trained on effective management of human resource. This action plan will assist in establishing a transparent human resource management system. Best performances would be openly appreciated and rewarded, so that the employees will get motivated, get into healthy competition, and most importantly stay in the centres for longer time due to good organizational culture (Foxall, Goldsmith, and Brown, 1998). All these employees require is encouragement, motivation, and a competitive yet healthy environment to work. This will also increase the level of customer service. Political, Strategic Issues and Links with Client After a discussion on the other two key areas, the third significant area of management which has to be assessed is the strategic issues, clients linked to the centres, and the politics within the organisation. The Fridley Leisure Centre was initially owned by Stillwater Borough Council, but in 2012 a new trust was formed to manage the centres because the performance of the centres was deteriorating. This new trust is called Stillwater Leisure Limited. The trust also receives government grants for the operational functions of the centre, which are mostly handled and managed by the trustees. In such cases fraudulent practices and politics is bound to creep in. Managers and employees in the centres do not have the authority to question the trust. It might happen that whatever fund is allocated for the maintenance and operations of the centres are not reaching the managers, due to which financial deficits cannot be eliminated (Ferrell, and Hartline, 2010). Keeping in mind the above issue, an action plan has been developed, which has been stated below. Until and unless the clients, the trust, and employees streamline their objectives, aims and operations, effective results cannot generated in terms of revenue or profit. First, the top managers of the leisure centres should be involve in the brainstorming sessions and meetings of the trust or council, so that they get to see the real picture. Second, every decision should not be taken by the council. The managers should have the flexibility to take those decisions which are within their domain. Third, the managers should be given flexibility of allocating funds, and preparing strategic plans related to refurbishment, human resource management, or customer service, off course with the approval of the council (Hindle, 2008). Fourth, the trust should also reveal the financial statement, income statement, statement of cash flows, and other books of accounts on quarterly, half-yearly or yearly basis in which the employees of the centres would be also involved. Fifth, relationship with the clients with the centre, such as the vendors who supply the sports equipments, maintenance and repair contractors, etc should be strengthen by arranging a seminar for them in which the future plans of the centre and their role in such expansion or growth would be discussed. Last, In order to eradicate politics within the trust and wastage of funds, regular and fair election and selection of members would be ensured. This action plan will assist the employees of the leisure centres to establish a close relationship with the trust. They will have a clear idea regarding the functions of the trust, and the concept of politics, or fraud would not exist anymore within the organisation because every operational function will work on transparent strategic framework (Botten, 2012). References Botten, N., 2012. Marketing for stakeholders. Oxford: Butterworth-Heinemann. Brassington F., and Pettitt, S., 2007. Essentials of marketing. 2nd ed. New Jersey: Harlow FT Prentice Hall. Evans, M. Ahmad, J., and Foxall, G., 2009. Consumer behaviour. 2nd ed. New Jersey: Chichester Wiley. Ferrell, O. C., and Hartline, M. D., 2010. Marketing strategy. 5th ed. Connecticut: Cengage Learning. Foxall, G. R., Goldsmith, R. E., and Brown, S., 1998. Consumer psychology for marketing. 2nd ed. London: International Thomson. Gitman, L. J., and McDaniel, C. D., 2008. The future of business: The essentials. 4th ed. Connecticut: Cengage Learning. Griffin, R., 2012. Management. Stamford, Connecticut: Cengage Learning. Hindle, T., 2008. Guide to management ideas and gurus. New Jersey: John Wiley & Sons. Jeffs, C., 2008. Strategic management. California: SAGE Publications. Lewis, J. P., 2007. Fundamentals of project management. 3rd ed. New York: AMACOM. Read More