Reference no: EM132918750

MGT1ISM Sport Management - La Trobe University

Question 1- The Role of the State

Use the following brief and suggested discussion points (listed below the illustration of the stadium), to answer the following question:

What does a government, such as the State government of Victoria, seek to achieve by being a major contributor in the funding and development of a new regional sports precinct? And, what arguments are there against government investment such as this?

Brief
The Victorian Labour Government have agreed to provide $11.6million towards the Macedon Ranges Regional Sports Precinct. The plans for the precinct include a new grass oval, a synthetic surface sports field, a pavilion, new tennis and netball courts, outdoor gym equipment and play spaces, barbeques and a track for walking, cycling and running.The estimated cost of the stadium is $41.4 million, with the Victorian Government of Victoria committing $11.6 million to the project, and the balance provided by the Macedon Ranges Shire Council ($10 million) and AFL Victoria ($100,000) thus far. The Council have planned the development of a Regional Sports Precinct Advocacy Group to source the balance of funding required.

You may wish to consider the following in providing your answer:

• Role of the state and reasons for state intervention
• Cost
• Public and private benefits
• Tenants
• Victoria's existing sport facilities and stadia

Question 2- Non-profit sport

Use the brief below to answer the following questions:

What is the role of non-profit organisations such as TriathlonAustralia, State Triathlon Associations (such asTriathlon Victoria) and community triathlon clubs?

What challenges and opportunities would, for example, Triathlon Victoria have faced during and post COVID-19 as a non-profit sport organisation?

Brief
TriathlonVictoria is the governing body for triathlon in Victoria. According tothe 2018/19 annual report,it had 45 affiliated clubs/squads across Victoria with 2,737 members. Race starts in Victoria totalled 26,193 and there were 134 sanctioned events held in Victoria.

Participation programs were delivered throughout the State in 2018/19:
• 6437 primary school students experienced a TRIactivation or race
• 237 high school students participated in TRI2gether during its first year
• There were 10 new TRI2gether partner schools
• 5 successfully delivered adult beginner TRIactive programs

There are also 49 active Technical Officials and a variety of coaches at different levels recorded in the 2018/2019 annual report: for example, 44 foundation level coaches, 112 development level coaches, 30 performance coaches and 1 high performance coach.

The net profit for that financial yearwas a recorded surplus of $12,398 taking TriathlonVictoria's reserves to $93,667.

The following is provided on the Triathlon Victoria's website:

‘We exist to guide and support Victorian clubs and promote triathlon as an inclusive sport for every performance level' 

Question 3- Professional Sport

Use the concept of ‘circuits of promotion' to explain how Ellyse Perry (detailed in the brief below) provides value to Adidas (sponsor), the Sydney Sixers (team), the WBBL and Fox Sports.

Brief
Ellyse Perry is a professional cricketer, who plays with the Sydney Sixers in the Women's Big Bash League (WBBL).

Ellyse made her debut for both the Australian cricket and the Australia women's national soccer team at the age of 16. During the 2018 ICC Women's World T20 tournament in the West Indies, Perry became the first cricketer for Australia, male or female, to play 100 Twenty20 International matches. In the final of the same tournament, she became the first cricketer for Australia, male or female, to take 100 wickets in Twenty20 International matches. In July 2019, during the Women's Ashes, Perry became the first player, male or female, to score 1,000 runs and take 100 wickets in Twenty20 International cricket. Last year, she broke the record for the most runs in a WBBL season, scoring 777 runs at 86.33, 221 runs clear of the previous record holder. She also broke the record for the best ever ODI bowling figures by an Australian woman - Women's Ashes (7-22 from 10 overs).

Her batting average in tests is 78, and she has taken 31 wickets in 8 tests.

She won the Belinda Clark Award in 2016, 2018 and 2020, the Rachael Heyhoe Flint Award for the ICC Women's Cricketer of the Year in 2017 and 2019 and the ICC Women's ODI Cricketer of the Year in 2019.

Ellyse's achievements have resulted in a significant global public profile, media coverage and endorsements. It's estimated that Ellyse earns about $300,000 a year with her combined WBBL and national team contracts, which includes marketing duties. Her net worth had been valued at over $10 million with her sponsorships and endorsements. She is in her 9th year of a partnership with Adidas, has partnered with Fox Sports, Commbank and has contracts with Toyota and Hublot.

Key social media stats:
• Ellyse has 626k followers on Instagram and 802k likes on her Facebook page
• Women's Big Bash League has 3,241 likes on their Facebook page and 72.7k followers on Instagram
• Sydney Sixers has 179k followers on Instagram and 863k likes on their Facebook page
• Adidas has 25.7m followers on Instagram
• Fox Sports Australia has 156k followers on Instagram

Question 4- Strategic Management

Brief
The All Blacks (AB) are the New Zealand men's national rugby union team. The ABs are one of the most successful rugby teams in the world, having one three World Cups: 1987, 2011 and 2015.World Rugby has named the ABs the World Rugby Team of the Year ten times since the award was initiated in 2001. They hold awinning percentage of 77.41% over 580 Tests (1903-2019).

The team performs a haka, aMaori challenge, before every match.Rugby is an integral part of New Zealand culture. It's said that one of the first thing that Kiwi kids learn at school is to catch, pass, catch, pass.The top rugby schools in New Zealand can spend up to 40,000 New Zealand dollars ($37,000) a year on their rugby programs. With only 4.7 million people in New Zealand, the country's rugby success is not down to the size of the population.Kiwis on the whole have become used to the ABs and their success. It is said the New Zealand stock market experiences a downturn when the ABs lose.

Recently, the ABs have come close to agreeing a private equity investment deal with California private equity fund Silver Lake. A valuation of $2 billion placed on the ABs. Silver Lake are looking for a 15% stake in NZ Rugby. The private equity fund has an existing sports investment in City Football Group, the holding company of Premier League club Manchester City, and was part of a consortium that bought out the UFC mixed martial arts promotion.NZ Rugby is the governing body of the sport in New Zealand and has been in financial distress due loss of income caused by Covid-19. Speaking last year, chief executive Mark Robinson said that NZ Rugby had exhausted half of its cash reserves during the pandemic and was in need of new revenue streams.

Who are the potential stakeholders impacted by such a strategic management decision?

What form of analysis should NZ Rugby undertake to support the decision-making process around this potential strategic management path? Why? 

Question 5- Organisational Structure

Refer specifically to the organisational structure for Football Victoria to explain the concepts of chain of command, span of control, departmentalisation and work specialisation.

How would you critique this particular organisational chart in light of these concepts?

Question 6 Human Resource Management

Use the following brief about the Australian Open tennis tournament to describe some of the features of sporting organisations or events that mean that human resource management in sport is special.

Which of the 8 phases of the human resource management process are most important for the following Australian Open stakeholders and why:

• Media
• Ball kids
• Chair umpires and lines-people
• Allied health practitioners (massage therapists, physios)
• Volunteers

Note: The most important phase might be different for each of the stakeholders

Brief

The Australian Open is one of four Grand Slam tennis tournaments in the world, played in Melbourne, Australia each year in January. In 2017players competed for a total of AUS$50 million in prize money. In 2015, 704 players competed across all events and categories, representing 49 nations. The following are some key figures from the 2015 event, which illustrate the size and scale of the tournament:

• 703,899 people attended
• 650 journalists, photographers and videographers provided coverage
• 380 ball kids worked at the Open, including 327 from Victoria, 25 from interstate, 20 from Korea, 20 from China and 2 from Singapore
• 107 cars were used to transport players to and from Melbourne Park, which were driven by staff and volunteers
• 360 chair umpires, linespersons and reviewers officiated matches during the Open
• 8,412 staff, contractors and volunteers were employed
• 27,500 people were accredited as players, coaches, special guests, umpires, officials, media, etc.

Question 7- Leadership

Based on the following descriptions of these three sports leaders and the industry in which they lead, are the five functions of leadership likely to be different for each of them? Provide a justification for your answer.

Using these three leaders as examples, explain the difference between universal and contingency theories of leadership.

Question 8- Organisational Culture

You have just been appointed as a consultant to Hockey Australia. An independent review of the Hockeyroos has revealed poor culture and feelings of mistrust. The media has picked up on this, and headlines like the one pictured below, now dominate the sports news.

Using both ‘symptoms' and ‘dimensions', explain what will be most and least useful in diagnosing the organisation's culture, and what will be most and least useful in establishing a plan to change the culture in Hockey Australia. Consider both community and elite level hockey in your answer.

Question 9- Governance

On 1 November 2020, Cycling Australia, the national administrative body for the sport, completed a strategic reimaging that led to the merger of 18 out of 19 local and state cycling organisations into a single, member-controlled, national body. The new AusCycling had one executive and non-executive team, a single balance sheet and a strategy - the "holy triumvirate" of federated governance reform. Eighteen boards with 130 directors had been reduced to one board with 12 directors. Eleven CEOs were replaced with a single chief executive. Road & Track, BMX and Mountain Biking are now under one umbrella, with just one National Organisation and no individual State based organisations.

With this in mind, you are undertaking a review of this governance overhaul. Describe the key principles Auscycling should consider, with specific reference to the roles played by each of the following

• Board of Directors
• CEO
• Staff
• Cycling clubs
• Cycling members

Question 10 - Performance Measurement

The four basic dimensions of the balanced scorecard approach to performance management can be customised to better suit the special features of sport management.

Which aspects of the multi-dimensional performance management model for sport would be most appropriate to:

Please explain your reasons for which aspects are appropriate to the three types of organisations above.

Attachment:- Sport Management.rar