Olympic bid reflection

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Olympic bid reflection

  1. 1. Theoretical Reflection Summary According to Kolb (1984)ExperienceWe were set the task of composing an Olympic bid file which must include aspects of theOlympic Games, such as vision,sports and venues and transport, plus others.From theseinstructionswe decided to divide the sections between thegroup, breaking the tasks downand allocating each part. Making the overall task much more manageable, allowing eachperson to take more care and focus on their individual part of the task.Reflect(Hansten and Jackson, 2004) describedelegation as appointing work to anothercompetentindividual. By using delegation it allowedeach person to complete their section attheir own pace and in their own way.By completing aSWOT analysis on a host of cities we believed had the ability to stage theOlympics it provided a framework for analysis of strengths, weaknesses,opportunities(internal) and threats (external) (Pahl and Richter,2007).We narrowed downour shortlist and used the model of PESTLEto allow use to look into depth about each cityand evaluate their positives and negatives. (Bensoussan and Fleisher, 2008) describe PESTLEas the key to analysis to avoid overlookingfactors within the environment.ConceptualiseAs we had no experience of creatinga bid for a major event before we decided to followamodel from (Masterman, 2004). This model was used as a starting point as itinvolvedsimple structures that we were capable to build around. However, the Mastermanmodel isn’t just concerned with the planning of a major sporting event but entails theentireprocess of completing the event and then receiving feedback. Therefore, the plan hadlimitations and we were unableto follow itcompletely, but we used the applicable sections.Therefore, we decided to use the Masterman plan as more as a general outline to how wewould complete the bid file and adapt it in ways to suit our specific needs.PlanIf we were to complete a similar task again then we would most definitely use the SWOTand PESTLE analysis in order to analyse other possible options in a short list. These twomodels were very appropriate and useful for each task that we wanted them to complete.The use of the Masterman model was still very effective in order to give us a firm structurein how to set about producing the construction of a large event bid file. However, in thefuture we would more than likely search for a modelthat allowed us to follow it step bystep.
  2. 2. BibliographyBensoussan, B. & Fleisher, C. (2008) Analysis without paralysis: 10 tools to make betterstrategic decisions. Pearson Publishing Inc. New Jersey, USA.Hansten R. And Jackson M. (2004) Clinical delegation skills: a handbook for professionalpractice.Jones and Barlett Publishers. London, UK.Masterman, G. (2004) Strategic sports event management : an international approach.Elsevier Butterworth-Heinemann, Amsterdam and London.Pahl N. And Richter A. (2007) SWOT analysis- idea, methodology and a practicalapproach.German National Publishers.Nordestedt, Germany.

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