The Concept and Theme of the Special Olympic Games, 2010 - Essay Example

1 The Concept and theme of the Special Olympic Games, Special Olympics Ireland is basically an organization that organizes sport events for disabled people. The main aim is to provide the contestants the physical advantages of sport activities, the value of team spirits, friendships and amusement. The specail Olympics helps to change the lives of these pople by so many ways and assit them in developing both physically and mentally. This year, the Special Olympics commencing on 9th June 2010, will attend to atleast 1900 atheletes, who will take part in 13 sport events, that will held in Limerick, Ireland. The games will also be attended by over 4000 family members along with 850 Coaches and Official Delegates who will be responsible for the effective implementation of all activities for the succes of the Games. As the Premier sponsors of the Special Olympics, Irlenad, Eircom has been associated since 1985 and has been providing services both in cash and kind. Eircom is the major supplier of fixed-line telecommunications services in Ireland with around 2.6 million fixed-line telephone access channels. Also, the company is the proprietary sponsor of the following programmes which promote training, delegations, summits and conferences for the team Ireland, any type of volunteer programmes, and the Torch Run. Also, the company provides assistance to the Specail Olympic Games in the form of kind services and various products like telephone and broadband, staff, work experience placements for games participants and offering working space in the company’s head office. “Special Olympics Ireland is an immensely significant organisation which creates a noteworthy difference to the lives of so many people across the country. The 25th anniversary of the games represents the strong commitment of the company to socail upliftment. Special Olympics Ireland games is an enormous occasion to showcase everything that Special Olympics symbolize – sportsmanship, talent, willpower, courage and most importantly – fun!” Paul Donovan CEO, Eircom. The famous celebrities supporting the Games includ Muhammad Ali, Arnold Schwarzenegger, Colin Farrell, Pierce Brosnan, Heather Locklear and Jon Bon Jovi who were involved in everything from walking with the athletes to signing autographs and posing for pictures. Members from the political arena have also associated themselves to boost the popularity of the event. These include - Irelands President Mary McAleese and Prime Minister Taoiseach Bertie Ahern, Minister for Social and Family Affairs, Mary Hanafin T.D, Former South African President Nelson Mandela, Russian Federation President Vladimir Putin, Specail Olympics Eunice Kennedy Shriver, among many others. In the words of Matt English, CEO, Special Olympics, “The Special Games are not just a summer sport,but they work as a strong catalyst for much wider recongnition of handicapped in the society to interact. Therefore, I take this opportunity to welcome the exciting plans for a new legacy community in the heart of Ireland. I personally invite all of you to be apart of these games and encourage all particpants. These games aim to be everyone’s Games, This is the vision at the very heart of our brand. It will define the society we build and the Games we hold and act as a reminder of our promise to the challenged sections of our society. It is an invitation to take part and be involved. The commanding, contemporary Vision of the Special Olympics symbolizes the dynamic spirit and its inspiring talent to reach out to the challenged people from all over the world. Hosting of the Games would assist to enhance the communal, corporeal and financial backdrop of Ireland. Moreover, the games would offer a chance to create a lasting bequest for the coming generations of UK. The main objectives of the Special games are as follows - 1.2 Objectives of the Games – Societal benefits for the weak by offering freedom of self expression and interaction Encouraging an assorted base of suppliers within the industry for meeting the sport needs of the challenged population Encourage fair practices through eployment and brightening prospects for people Endorse workforce welfare Reunion of strategic labor needs and enabling training opportunities  Principled sourcing practices Promoting superior ecological sustainability 1.3 Evaluation – There are some defined critical success factors which will form the evaluation of the objectives that have laid down for the Special Olympics. They are as follows: 1. Barriers the particpants face and successful implementation of solutions to remove these hurdles. 2. Effective liaising capabilities with every organization involved, so that proper planning cycles and influence strategy is implemented, (Baker, Murphy & Fisher, 1999). 3. Putting in place the various monitoring procedures and management strategies to make sure that the deliver, procurement and utilization is on time and enhance contribution to the delivery of the Olympic objectives, (Baker, Murphy & Fisher, 1999).. 4. It is critical that proper interfaces are maintained between the procurement operations of Olympic delivery organizations, and supply-side development initiatives. 2.0 Project Plan for the Event In order to realize the objectives, there is a need to develop effectual approaches and tactics that would help to achieve the variety of goals that have been acknowledged and established by the management committee of the Games. The Games Committee – is responsible for staging of the games while the second committee - Olympic Delivery Authority is supposed to manage the facilities, in co-ordination with the first committee. The Olympic board manages these two committees, and a new team within the Department for Culture, Media and Sport (the Government Olympic Executive) will co-ordinate the contributions of other parts of government to the Games. The Olympic board is responsible for the project management, monitoring and employing effective risk management techniques. An independent group of executives are required to carry on regular assessment of the project activities and compile a report for the same to be evaluated by the board. The inclusion of a large number of bodies working together offers substantial risk to the project which needs close monitoring and timely decision making, (Baker, Murphy & Fisher, 1999). There exist a number of important areas of concern which need the attention of the project management committee before the final allocation of funds is carried on. Some of these issues are - tax, contingency provision, security costs and private sector funding. The Management for the Special Olympics maintains the standards of procedure, which are usually linked to the issues of management in such big sized international projects. The management needs to channelize its efforts in order to standardize and implement economies of repetition in the execution of the games, (Baker, Murphy & Fisher, 1999). 3a. PEST ANALYSIS Political/Legal: The Political set up has been unwavering with the ruling party and until now, there has been a good political support given to the Special Olympic Games. A number of pressure groups can exert some demands but if all is managed well, the Games will prove to be success. Economic: The economy has been able to survive the global shocks of crisis and growth has been flexible and unemployment has been retained at a low level. As an international destination for tourists from all over the world, Ireland, may get little expensive for tourists, but then, the slowdown the economy is expected to recover till 2012. (The Economist, 2008). Social: The multinational temperament of Ireland with good demonstration of a multiplicity of ethnic groups, and, religious diversity is an additional benefit. Being a regular host of many international sport events, the population of the city has well adapted to the culture of sports. Easy availability of semiskilled labor and diverse nature of community will again be a promoter for the Special Olympic Games. Technological: Sectors like energy, education, transport, healthcare, can harness the opportunity in the wake of the Olympics. The huge size and complex nature of the infrastructure and facilities required for the Olympics can prove to be a challenge for the Ireland industry. 3b. 3c. STAKEHOLDER IDENTIFICATION & ANALYSIS Special Olympics, Ireland enjoys a strong support from Government and across all major political parties. The Department for Culture, Media & Sport (DCMS) leads for Government on the delivery of the Games. It is responsible for the Games and Paralympics Games Act 2006, the overall finances of the Games, and sponsorship of the Olympic Delivery Authority. DCMS works closely with other key stakeholders - the LOCOG, Mayor, the Olympic Association, the Paralympics Association and other Government departments and relevant bodies - on preparations for the Games. DCMS is also responsible for bringing together the legacy benefits brought by all the wider sporting, cultural, environmental, educational and business enterprise initiatives that will take place all over the country as a result of the Games before, during and after the event. DCMS leads on this work in coordination with other Government departments. 1. International Olympic committee 2. Mayor 3. Government agencies 4. Olympic Board 5. Olympic movement organizations 6. Environmental advocate groups 7. Red cross/paramedics 8. International security agencies Stakeholder and analysis 3 5 1 2 4 HIGH STAKE LOW STAKE 8 6 7 LOW STAKE HIGH STAKE BUDGET PLAN AND FINANCIAL APPRAISAL The budget and costs that are included in this study are based on information currently available through the internet and other sources. This budget analysis details the costs that are included in the bidding, preparing and hosting of games, risk provision, residual costs and assets created. 3d. OPERATIONAL PLAN The Olympic management board needs to plan its resources and work forces in the most efferent way possible so as to the right direction to the selected strategy at all times through out the project. The Ireland Olympics hopes to bring together a work force of at least 20,000 volunteers, 2,500 staff and over 5,000 contractors. Looking at this massive gathering of work force for a single project, it becomes significant that this force is managed in an effective manner. The detailed operational plan is required to - Build up and supervise the realization, deliverance and administration of strategic policies, purposeful plans, operational plans and all the linked budgets allocated to these areas. It is important that the project manager supervises these concerns within the allocated limit of cost, quality and time, (Hayfield, 1997). Set up and administer performance dealings with the major contractors and suppliers, stakeholders, in order to achieve the first class delivery of our Workforce needs. The management also needs to undertake a compressive study about the local labor market in order to assess and identify the skills, and shortfalls that the project might face while staff recruitment, (Wit, 2000). This task is important since it will later on impact the quality levels of work delivered in the Olympics project. The management committee also is responsible for staging an appropriate plan which ensures that the contractors, who are employed to provide services, have been provided with the timelines, milestones regarding the timely delivery of the project, (Ashley, Lurie & Jaselskis, 2000). Following the level of on-site support offered by the contractors, and creation of a building and managing a highly capable team and providing direction to staff regarding work activities and priorities, (Baker, Murphy & Fisher, 1999). 3f. RISKS INVOLVED AND CONTINGENCY PLAN This section states some major risks that are involved and require attention of the management. along with the risks, the recommendations for tackling the risks are also stated. 1. Lack of effective control and deliverance to synchronize the assortment of various companies and organizational groups involved in the Ireland Olympic Project. 2. Shortage of Skilled Expertise and continuity of team leaders is another major concern for success of the Games, (Wit, 2000). 3. Delivering quality and adherence to the budget allotted within the deadline is also a concern, (Ashley, Lurie & Jaselskis, 2000) 4. Application of efficient progress supervising and risk management techniques The risks linked to the cost and income, the technology requirement of the games, transport and terrorist attack could impact the revenues and tourism benefits for Ireland. Definetly these risks should be taken into account when planning the risk mitigation. The proposed contingency plan for the Special Games, Ireland is as follows: 1. To perform all the activities which are required to construct plans for the successful completion of games 2. Training and if required retraining of employees and volunteers involved 3. Development and if required, revision in the policies and standards in-line with the changes required by the managing authority 4. Execution of strategies, procedures, teaming and establsih resources requirements  5. Re-exercution of unattained objectives  6. Continous communication with the senior management   7. Research processes and technologies to improve recovery efficiency  8. Plan effective maintenance tasks CONCLUSION The main fundamental that is to be used while writing the paper is the application of management skills in the Olympics Games, Ireland, is plain logic, specifically in obtaining and analyzing the challenges, disputes and opportunities related to the sustainability of the Olympic Games. The study deals with the expertise of combining the various skills of management to make the Games a success. 7. REFERENCES [1] Ashley, D.B., C.S. Lurie & E.J. Jaselskis, Determinants of Construction Project Success, Project Management Journal XVIII, 2, 2000, pp69-79. [2] Baker, B.N., D.C. Murphy & D. Fisher, Factors Affecting Project Success, Project Management Handbook (ed D.I. Cleland & W.R. King, Van Nostrand Reinhold, NY, 1999, pp669-685. [3] de Wit, A., Measuring Project Success: An Illusion, Proceedings, Project Management Institute, 2002, pp13-21. [4] Dvir, D. & L. Dyer, Measuring the success of technology-based strategic business units, Engineering Management Journal, 4, 4, 2002, pp33-38. [5] Hayfield, F., Project success and failures, Proceedings of the 8th World Congress on Project management, Internet, Rotterdam, 1997. Read More