Clubs Western Australia - Report Example

CLUBS WESTERN AUSTRALIA CLUBS WESTERN AUSTRALIA Clubs WA is a non-profit organization whose man is to represent the interests of all the licensed community clubs in Western Australia. The aim of the organization is to provide focal point for all the clubs with a common agenda on major issues and thus afford the clubs in Western Australia to meet the challenges and explore the opportunities the future holds. Background Established in 1893 as the Exchange Club, The Western Australian Club was formed to create a platform for those working towards the growth of Swan River Colony. Initially, the club was based at a two-storey building on the present day St martins Tower all through the period of Australia’s defining moments such as the world wars, the Great Depression, and the period of growth and stagnation (http://www.clubswa.com.au). The club moved to St Georges Terrace in 1897 and changed its name from the exchange Club to Western Australian Club. It was at the Club Western Australia that the major discussions outside Parliament were held concerning Western Australia entering the proposed Federation of Australian States. In three years time, Western Australia became the final Australian colony to vote for Federation and this led to the proclamation of the common wealth of Australia. The club remained at its location for over 70 years (http://www.clubswa.com.au). In 1948, the club’s leaders petitioned the Australian parliament and were successful in changing the Western Australian club to an association. It was only until 1995 that the club marked a great change by allowing membership for females. This was an exciting shift and created the opportunity to change the old perception and ensure that the new growth of The WA Club continues strongly in the future. Vision, Mission, Goals, and Strategies The club’s mission is to represent the views of all licensed community clubs in Western Australia. The clubs aim is to be strong but reasonable advocate of club’s interests while at the same time realize a dynamic and prosperous club sector in Western Australia. This, the club hopes, would increase the likelihood of the club members and the residents of Western Australia living a quality life. Recognized by both the State and Federal governments and its agencies as the leader of the club fraternity in Western Australia, the club strives to make submissions and representations on all matters touching on the club movement in Western Australia to the government and all the concerned agencies (http://www.clubswa.com.au). The organization is the voice of the club movement and it interacts with the media in order to present a good image of the club movement in Western Australia. It also offers advice and assistance to clubs regarding administration of the club. Members of the clubs affiliated to the organization are able to access expert advice and counsel on matters pertinent to their clubs such as legal issues, marketing, and promotion, industrial relations among other key issues. This is made possible by the organization through its partnership with other corporate partners. The organization collaborates with other states clubs bodies to form the national club advocate Clubs Australia & New Zealand (CANZ). They regularly produce information for clubs in the form of general e-club updates on operational issues and the monthly "Service Bulletin". Clubs WA also conducts the annual Club Vision Seminar, Awards for Excellence, Annual General Meeting, and Presidents Lunch/Charity Auction. These events expose clubs to the current thinking and issues in the environment in which they operate, as well as an opportunity to network with stakeholders. Internal Environment SWOT Analysis The internal environment factors may be viewed as either strengths or weaknesses depending upon their impact on the organizations objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so on. The strengths of the organization include availability of finance to run its mandate. These finances arise from the organizations partnership with other corporate and the government. This ensures that the club is privy to sources of funding such as grants, funding agencies, and membership fees (http://www.clubswa.com.au). A vast human resource is also a major strength of the organization since by virtue of being financially stable, the organization is able to attract and retain well trained personnel. Physical resources too are strength of the club since its buildings are located at a prime site and both the building and equipment are in good condition. The weaknesses of the organization include the inability to involve all clubs in its operations. This is due to the inability of some clubs to register with the organization thus making it difficult to engage in its activities. A realistic recognition of the weaknesses and threats that exist in the organization is the first step to countering them with a robust and creative set of strengths and opportunities. A SWOT analysis identifies the strengths, weaknesses, opportunities, and threats to assist in making strategic plans and decisions (Jones, 1990). SWOT is a simple yet comprehensive way of assessing the positive and negative forces within and without the organization, so that the top management is able to act effectively. The strength and weaknesses enumerated will enable the Club Western Australia to build on its strengths, to minimize the weaknesses, seize opportunities, and therefore be able to counteract threats that may occur. SWOT analysis is most helpful for it is useful it to support the vision, mission, and objectives of the organization. The SWOT will at least provide perspective, and at best will reveal connections and areas for action (David, 1993). External environment The external factors affecting the club include macroeconomic matters, technological changes, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. As the elements change so do the dynamics of running the organization and aptly representing the affiliate clubs. For success in the present world, the organization needs to consider not only the internal environment consisting of its resources and employees, but also needs to consider the external factors. These aspects cannot be stopped but the organization can adjust accordingly as per the changes in the economical, social, or political pressures. The external factors consist of competitors, the changing economic structure, impact of the society, financial arrangement, legal or political system among others. Macro environment (P.E .S .T. E.L Analysis) There are many factors in the macro-environment that will effect the decisions of the managers of the organization. Tax changes, new laws, trade barriers, demographic change, and government policy changes are all examples of macro change. The PESTEL analysis of the above includes: Political factors: These refer to government policy such as the degree of intervention in the economy. Political decisions can impact on many vital areas for business such as the education of the workforce, the health of the nation and the quality of the infrastructure of the economy such as the road and rail system Economic factors: These include interest rates, taxation changes, economic growth, inflation, and exchange rates. Social factors: Changes in social trends can influence the demand for a firms products and the availability and willingness of individuals to work. Technological factors: new technologies create new products and new processes. MP3 players, computer games, online gambling, and high definition TVs are all new markets created by technological advances. Technology can reduce costs, improve quality and lead to innovation. These developments can benefit consumers as well as the organizations providing the products. Environmental factors: environmental factors include the weather and climate change. Changes in temperature can influence many industries including farming, tourism, and insurance. With major climate changes, occurring due to global warming and with greater environmental awareness this external factor is becoming a significant issue for firms to consider. Legal factors: these are related to the legal environment in which firms operate. In recent the introduction of age discrimination and disability discrimination legislation, an increase in the minimum wage and greater requirements for firms to recycle are examples of relatively recent laws that affect an organization’s actions. Legal changes can affect a firms costs (e.g. if new systems and procedures have to be developed) and demand (e.g. if the law affects the likelihood of customers buying the good or using the service). Challenges facing the organization from the client’s perspective Organizations today are faced with a lot of challenges, which may cripple their functionality, or in some extreme cases cause the organization top fail in its operations. These challenges are dependent on the nature of operations of the organization but broadly, there are common challenges, which are faced by a majority of organizations. Technological advancements today are on the increase more than in the previous century. For an organization to offer services, which are relevant, cost effective, and compatible with the societal needs, modern technology has to be employed. The initial cost of acquiring it, maintaining, and running operations using the acquired technology is inhibitive. This is worsened by the short lifespan of most technological innovation, which imply that companies and or organizations have to reinvest in current technology frequently to sustain their relevance. David (1993) argues that unstable economies and currencies are other factors causing constant instability in the running of organizations as planned. Though this has of late been caused by other external factors such as exchange rates, amount of exports and imports, political factors among others, there has been a relatively high incidence of economic instability in the recent past. Albeit, national economies are recovering from a global economic meltdown today, most organizations have been negatively affected by the meltdown leading to massive layoffs. Frauds and cases of fraudulent or questionable business operations and agreements have been on the increase in the recent past. The custodians of an organizations policy are increasingly bending the organizations guidelines creating loopholes in various systems. This has led to heavier investments in more secure operational systems, to avoid loses created by those who are meant to safeguard it. As a consultant, I would work to foster accountability by working hand in hand with the various departments in the organization. This would entail reporting to the chief Executive Officer of the Club Western Australia on a monthly basis to update him on the projects and plans of the organization. This would be done diligently by trying to: locate the ongoing discussion of performance and performance expectations in a meaningful context and provide key reference points; promote accountability as a substantive means for improving performance; provide a two-way street between those who report and those who use reports; Develop the capacity of all participants to play their roles in governance, management and accountability processes. Estimated budget and initial ideas for strategies that would work on for clubs western Australia The club can be effectively operated by having a budget of approximately $1 billion for its new strategies. For instance, the money would be used to buy new technological devices and higher information technology experts to install and maintain the club’s technological gadgets. In addition, a certain percentage of the money will be used for advertisement intended at conveying messages concerned with the need to conserve the environment. The club should purchase new physical properties in other parts of Australian federation in order to increase the level of service delivery and be more accountable on its decisions. Bibliography Clubs WA. Retrieved 12 August 2012 from http://www.clubswa.com.au/ David, Fred R. Strategic Management, 4th Ed. New York: Macmillan Publishing Company, 1993. Jones, Bernie. Neighborhood Planning: A Guide for Citizens and Planners. Washington, D.C.: Planners Press, 1990.   Read More