Manage People in Sports and Events - Coursework Example

Manage People in Sports and Events Exam Revision of of Manage People in Sports and Events Exam Revision Among the most demanding activities in the human management fraternity is getting people of diverse ethnicity, beliefs, cultures and practices to cohesively work towards a common goal. Typically, most successful organization employs various techniques in their quest for organizational unity as a way of gaining strategic and competitive advantage against rival firms. In event and sports management just like any type of organization, the management of the diverse human resource is a human intense activity that requires the right set of skills and talents to enable the event efficiently meet and execute its mandate as stipulated. Key among the most effective means by which event managers synergize their workforce is through the adoption of a very ambitious but achievable reward, performance management, and motivation strategies. For a contemporary sports organization, the management of persons is an overwhelming responsibility within the scope of changing technologies, the composition of the staff, goals, and employment regulations, coupled with the increasing effect of global competition. For any organization inclusive of a sports management entity, the target of reward management is the attraction, motivation and retaining of the most valuable workers and volunteers. The peculiarity of the events organization and the sports sector is exhibited by the irreproducible of the industry and its capacity to bring forth irrational cacoetheses. Some aspects of intangibility and the heterogeneousness of its activities further exemplify the industry. The employed reward mechanisms should be consistent with the corporate goals, the agenda and human resources plan of the organization to enhance its success. The rewarded accomplishment always turns out to be the focus of the employees, implying that the achievement should be in line with the aim of the organization. A fundamental comprehension of human motivation is vital in the selection and designing of an effective rewards management mechanism. The distinguishing aspects of the sports industry, for instance, culminates to create an ad hoc management environ for any sports organization. To effectively manage the people working in the sports entity that is typically composed of employees and volunteers is critical (Koukiasa, M. 2011, p. 23). Just like acquiring the best of the most skilled players stands out as the hallmark of a productive coach, access to the best of the workers marks as the hallmark of an effective manager. Competitive advantage can be acquired by an influential HRM team. The HRM should come up with the best mix of persons that will allow the organization attains its strategic goals both at the present and in the future. Scholars are in consensus that strategic planning, recruitment, retention, rewards, and training as the keys that unlock the success of an entity. A highly motivated team is a vital aspect of an organization’s and event success. Motivated workers tend to work at higher levels of productivity, an element that makes the organization as an entity to toil more efficiently and more responsive to its goals. It has been argued by some scholarships that in general, persons have an innate sense of motivation and that people are never void of motivation. As such, the right trigger is imperative in motivating them. Greenberg and Baron, (2003) describe motivation to be the set of processes needed in the arousal, direction and the maintenance of human actions with the aim of achieving some set goal. Mitchel (198) opines that motivation is multifaceted in nature and that the management of a comprehensive motivation framework relies on understanding the human nature. Developing an interactive, rewarding scheme that either takes an intrinsic or extrinsic form is known to bolster the productivity of the workers. However, as Ritchie and Martin (1999) argue, there is no market provided employee motivation package, implying that it is upon the management of the entity to judge upon the relevancy of existing scholarships and develop the organization’s motivational package. Q 2. The role played by volunteers in the sports, and recreational sector is quite indispensable. Estimates indicate that England has high levels of volunteerism with volunteers spanning more than 47 percent of the adults who offer volunteer duties on a monthly basis. The management of event volunteers is basically a very different in relation to the management of volunteers in most sports settings. The variation is in the scope of the dedication of event volunteers relative to organizational volunteers. For event volunteers, their commitment to the team is relatively on a short-term basis, which consequently may influence the dependability of most of the volunteers, an aspect that might compromise the success of the event. Nevertheless, despite the nature of the commitment of volunteers in an organization, the event volunteers are more probable to work effectively alongside other employees provided that they are genuinely valued by the organizers of the event Effecting the management of human resources necessitates the understanding of where and how the process fits into the entire planning process. Human resources planning may need to be a central segment of the entire management of a function. Typically, event committees are normally formed earlier for the event management process, to give them room to establish the strategic path of the event and oversee its progress (Martin-Flatin, Jakobson, & Lewis, 2007, P. 481). Nevertheless, prior to the introduction of the volunteers to the organization, it is always prudent to consult with the paid employees to ease the process of defining roles and job description to reduce cases of mistrust. It is critical for the staff to see that the volunteers are meant to complement and bolster the capacity of the paid workers while strengthening the ability of the event management to attain its goals instead of fearing the their inclusion. Scholarships agree that volunteers are very vital components of the event management in that they expedite the implementation and the completion of extra projects while also bringing on board much needed expertise and experience that the event managers may not realize without the volunteers. The inclusion of the volunteers in the designing and the organization of the event call for the creation of rapport between the volunteers and the workers of the event. The event managers seeking to involve volunteers to work alongside the employees are supposed critically to consider the available approaches to building a working employee and volunteer relations (Korir, Rotich, & Burugu, 2012, p. 450). It is thus vital for the human resources management of the event to develop a culture of trust, transparency and dignity between the two sets of workers to ensure that they are equally treated as custodians in their contribution to the goals of the event. Among the key approaches that can be followed by the event organizers is development of effective teamwork between the paid and the volunteer workers. For instance, the Californian Red Cross in the United States organizes retreats for staff, volunteers and participants. The team has developed a volunteer council that sees to it that volunteers are in constant interaction with various members of the team. Furthermore, the Red Cross wing has created a career development track for their volunteers, which helps in shadowing the volunteers to encourage potential volunteers to learn the basics of the job. Another key area that the event management may need to address to ensure the successful coordination of the volunteers, and the employees are the creation of staff guideline. It would be prudent for the management of the event to develop a framework that describes the working relationship between the two sets of personnel (Omazic, Vlahov, & Dvorski, 2014, p. 628). This is very critical in the determination of the collaboration approach to be undertaken by the two sides. Of grandness is to ascertain that the framework is jointly developed between the management of the event, the workers and the volunteers. For instance, the varied but complementary duties, expectation and roles of the employees and the volunteers should be explicitly described. This should extend to the orientation of the staff to the missions, structures and appraises of the event. Furthermore, the event management must be in a position to address the fears of the employees. As such, consulting with the employees at the outset of the project provides an opportunity to point explicitly out employee fears in relation to the inclusion of volunteers in the project. It has been argued that employees will tend to have worries regarding volunteer programs, though experts argue that the concerns are genuinely admissible. It is also claimed that even the smallest and negligible concerns should be promptly addressed since ignorance of such concerns is known to be detrimental to the success of the event (Ahmad, et al, 2013, p. 331). The provision of training to the employees anticipated to work with volunteers is necessary, same case applies to the volunteers required to work with employees. The training should cover the fundamental introduction to most of the elements of collaborating with one another. For instance, the training should cover the rationale for the inclusion of the employee program in the preparation of the event, a discussion on the reciprocal aspect of volunteerism and the motivation of the volunteers. It is thus wise of the planners to provide the employees an avenue for openly discussing their worries while encouraging views on how to improve the teamwork between the employees and the volunteers. Q 3. Event planners are mandated with the planning, management of conferences and other social gatherings. Some of the event planners may narrow in a given area of event management such as weddings while others may opt to generalize. Key among the activities involved in the planning of the event is the management of a diverse set of workers that is comprised of persons from diverse backgrounds, cultures, and practices. Among the workers might be volunteers and paid employees whose integration relies heavily upon the organizational and the management capacity of the human resources coordinator of the event. The human resources coordinator in the event is in charge of the management of the activities of the programs throughout the duration of the event. The director works tirelessly to ensure the success of the event and that the strategic decisions of the event are formulated in conjunction with the event committee. Most of the events in occurring within our social cycles and other contexts have been a success, for instance the recently concluded Fifa world cup in Brazil that brought together over 100, 000 workers from various professions and backgrounds. The success of the project was well portrayed in the successful opening of the event and throughout the event starting with preparation, construction, and the completion of the event. Due to the high rate of success associated with most of the events, human resources managers can learn and take home various lessons regarding the management of their human resources personnel. For one, it has been argued by experts that worker motivation is prudent to the success and the productivity of any event. A well-motivated staff tends to expend most of its energies in the execution of its role, an aspect that ensures the completion of the event or project within the stipulated timeframe, budget, and quality (Omazic, Vlahov, & Dvorski, 2014, p. 628). Just like in the event, an organization is a collection of persons who pool together to oversee the attainment of the missions of the organization. The coordination of the individuals in the establishment is in the shoulders of the HRM, which is in charge of the assignment of duties to the workers. The success of many events has been alluded to worker motivation, and as such, the human resources managers can embrace this practice. Including an employee motivation program in the framework of the organization is prudent to the success of the organization. Human resources managers should ensure that they carefully structure their worker motivation program so that it fits the goals of the organization Another aspect that could be attributed to the high rate of success that is characteristic of most events is the ability to be resourceful. Resourcefulness of event managers has been an essential ingredient for the success of most events. In managing a diverse workforce, being capable and full of ideas is seen as an aspect active management. Enterprising human resources managers know the best and efficient ways to settle conflicts that arise in the execution of duties (Ahn, & Kim, 2014, p. 10). Such managers are quick to provide a solution to troubles as soon as they are observed within the organization. For instance, during the preparation of 2014 Fifa world cup in Brazil, workers threatened to institute industrial action, a move that could have significantly delayed the preparation of the tournament. The resourcefulness of the event organizer was critical in the settlement of the problem before it could jeopardize the preparations. The success of the event is also a product of efficacious communication. Ensuring an open line of communication through the preparation and the execution ensures that every member of the team is fully aware of any activities going on at any given time. Organizational human resources human resources are supposed to communicate any developments promptly to the members of the organization to avoid the confusion that arises whenever an individual is caught unaware (Ahmad, et al, 2013, p. 331). For instance, in stage performances, the actors have to be informed by the director of the production of any developments regarding the plot to ensure the seamless progression of the action. As such, human resources managers have to promote a culture of open communication by openly sharing the vision of the organization with the team. The communication should be executed on a level that is respectful to all the workers with no bias regarding the position of the workers. References list Ahmad, N. L., Rashid, W. E. W., Razak, N. A., Yusof, A. N. M., & Shah, N. S. M. (2013). Green event management and initiatives for sustainable business growth. International Journal of Trade, Economics and Finance, 4(5), 331. doi:http://dx.doi.org/10.7763/IJTEF.2013.V4.311 Ahn, H. & Kim, K. 2014, "A policy-driven RFID event management framework", Telecommunication Systems, vol. 55, no. 1, pp. 5-15. Korir, J., Rotich, D., Korir, K. & Burugu, R. 2012, "Network Structure Dimension Factors In Event Management in Kenya", Journal of Emerging Trends in Economics and Management Sciences, vol. 3, no. 5, pp. 454-460. Koukiasa, M. 2011, "Sustainable facilities management within event venues", Worldwide Hospitality and Tourism Themes, vol. 3, no. 3, pp. 217-228. Martin-Flatin, J., Jakobson, G., & Lewis, L. (2007). Event correlation in integrated management: Lessons learned and outlook. Journal of Network and Systems Management, 15(4), 481. doi:http://dx.doi.org/10.1007/s10922-007-9078-5 Omazic, M.A., Vlahov, R.D. & Dvorski, K. 2014, "The nature, context and perspectives of event management: A call for a new curriculum", Centar za istrazivanje i razvoj upravljanja d.o.o, Zagreb, 04, pp. 628. Read More