By Leigh Robinson
The general public region is the biggest supplier of recreation and relaxation amenities and the most important agency of rest administration graduates – the decade has noticeable huge, immense alterations during this zone. during this major new pupil textbook – the 1st to enquire rest administration in a public region context – Leigh Robinson examines the original matters dealing with public quarter managers and analyzes the applying of up to date administration ideas and strategies to public region relaxation. It offers thorough assurance of the paintings and talents required as well as the demanding situations and matters dealing with rest managers. This publication additionally demanding situations the perceptions and detrimental comparisons with the personal region. Written utilizing a transparent and ordinary kind, this textbook should be center analyzing for college students of activity, rest and sport administration, and makes an obtainable reference for practising managers operating around the spectrum of rest provision, from game amenities via to parks, arts and historical past.
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Extra resources for Managing Public Sport and Leisure Services
Example text
During this period a number of features suggested that sport and leisure management was moving towards professional status. First, Henry (2001) 18 The challenge of management described how the Institute of Leisure and Amenity Management (ILAM) was established in 1979. In the early 1980s, this unified professional body: established a curriculum for professional training and sought to use the associated membership examinations as a means of controlling access to both the Institute itself and to junior, middle and senior management posts in leisure.
In addition, measurement of performance against such objectives is problematic as it is often difficult to define a direct outcome as a result of trying to achieve social objectives. Commercial leisure services tend to operate under less complex and less disputed goals. The provision of services to meet social objectives is not an issue that greatly influences the commercial sector. Although there is increasing concern among commercial providers with environmental impacts, ultimately they justify their continued existence on their ability to meet market forces.
Houlihan, 2001: p. 5) Houlihan (2001) went on to add that by the mid-1990s the professional bodies had still not been particularly successful at controlling entry to the Facility focus Maximise income Centralised Professional Regulation/control of users Reactive Local government reorganisation Management focus Objectives Management styles Mode of consultation Attitudes to client Programme emphases Government initiatives Source: Adapted from Henry, 2001. 4 Changing management styles in public sport and leisure services CCT Selling lifestyle, health and fitness Identify appropriate market segments; customer care Market research Expert marketeer Economic revenue and economic efficiency Market focus Late 1980s/ early 1990s Best Value Meeting corporate goals through leisure Citizens: one among groups of stakeholders Customer surveys Agent of organisational change Maximise quality and achieve best value Quality focus Late 1990s 20 The challenge of management field, nor at ensuring that those wishing to be employed in the field obtained specific qualifications.