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Myerscough Golf Academy Strategic Thinking in Sports Management
Introduction <ul><li>Myerscough Golf Academy </li></ul><ul><li>Identify Problems from Initial Consultation </li></ul><ul><...
Current Problems <ul><li>Golf Course too Small </li></ul><ul><li>Driving Range too Short </li></ul><ul><li>Potential Local...
Golf Course Expansion Current Course  Potential Areas for Expansion Current Football Pitches Possible Creation of Space Po...
Driving Range Expansion <ul><li>Students Complain that the Driving Range is Too Short </li></ul><ul><li>Only Long Enough f...
Strategic Situation of Facility Development <ul><li>The value of strategic thinking is not just this one-time choice of st...
Strategic Change <ul><li>De Wit & Meyer (1998, p.73) state that ‘it is not a question of whether firms should change, but ...
Hotel Links & Events <ul><li>Research, Select & Attract Events </li></ul><ul><li>Strategic Alliance (Faulkner & Johnson 19...
Catering for Media <ul><li>A Sports Facility Should Effectively Cater for the Media who Hold the Key to  Promotion and Spo...
Local Club Links <ul><li>“ There are opportunities to take advantage of current markets and one example that is slightly f...
<ul><li>Functions as a ‘guiding vision that pictures an organisation as a living organism, with an open, powerful learning...
<ul><li>Learning organisations are generally described as those that continuously acquire, process, and disseminate knowle...
<ul><li>Heracleos (1998) sees creativity as a thorough process when considering strategic thinking. </li></ul><ul><li>Ekva...
Creativity in Myerscough <ul><li>What Does Creativity Bring: </li></ul><ul><li>Expertise of Individuals, </li></ul><ul><li...
Creativity in Myerscough <ul><li>How to develop creativity: </li></ul><ul><li>Csikszentmihalyi (1996)  </li></ul><ul><ul><...
Creativity in Myerscough <ul><li>How to Maintain Creativity: </li></ul><ul><li>LET GO – FREEDOM OF IDEAS  </li></ul><ul><l...
Creativity in Myerscough <ul><li>What does this mean for Myerscough Golf: </li></ul><ul><li>People are the biggest asset a...
Conclusion <ul><li>Sports Coach/Team Captain  ↔  Sports Industry Management (Vanderzwaag 1998; Watt 2003) </li></ul><ul><l...
References <ul><li>Farmer, P.J., Mulrooney, A.L., Ammon, R. (1996)  Sport Facility Planning and Management.  Morgantown: F...
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Myerscough Golf Academy

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  • Myerscough Golf Academy is a high quality sports facility offering an Indoor Studio (Chipping &amp; Putting Green), Simulated Training Centre, 9 Hole Course, Outdoor Putting Green and Shop. Following our initial consultation at the academy, we will first discuss problems that were identified. We will then provide recommendations underpinned by relevant theoretical sources. Key areas included strategic change and creativity.
  • 1) Golf Course and Driving Range identified as having potential to be developed, criticised for being too small. 2) Apparent non-awareness of potential local strategic alliances that could strengthen the facility, its usage and success (Hotels, Events and Golf Courses) 3) Lack of Creativity - (Lynch, 2000) ** Rigid management structure ** Annual Meeting: ** Feedback previous year ** Discuss goals ahead, ** Staff included in planning BUT the core idea tends to be already in place, ** Limited forum to: ** Generate ideas, ** Get ideas heard, ** Educational facility: Tight deadlines and targets
  • 1) Current Course 2) Potential for Expansion 3) Possibly move the football area Having already increased from being a 4 hole to a 9 hole course, the way forward for Myerscough is to aspire to expand further to an 18 hole course. Perhaps it could even increase its sponsorship with Nike, who could endorse the facility’s research centre which in return would help the company test and design the latest innovative products. Management will have to form a tactic that will explore all potential options, challenge the existing suppositions and find the most productive solution (Farmer, Mulrooney &amp; Ammon 1996; Shilbury, Quick &amp; Westerbeek 1998; Morgan &amp; Summers 2005).
  • Only long enough for irons.
  • When interviewing the Commercial Director he was confident about the strategic situation of the facility and was very much aware of the importance to adapt and revisit the organisations strategy And the organisations vision and mission is to provide its students with the best education possible
  • According to the Golf Pro When money becomes available to improve the facilities, the course and driving range could be expanded. When interviewing the students, this was a issue which they brought up. If the aim of the facility is to provide top education to their students, then this is a change they should make.
  • High profits are likely to come from regional or national events. In order to attract such events, many visitors or competitors will require somewhere to stay overnight. Developing a strategic alliance with the three local hotels would provide such facilities without added cost to the organisation. Faulkner &amp; Johnson (1996) state that alliances are created, as a need to limit risk and that the parties involved must provide complementary assets in order to achieve alliance objectives, which in this case is primarily the increased input of customers, however the allure of boasting hotel accommodation, fine dining and spa facilities will appeal to Myerscough visitors whilst virtual simulators and professional golf coaching will appeal to hotel users. Alliances that involve an exchange of tacit, specialised knowledge resources have the potential to have high value creation” (Parise &amp; Henderson 2001:908). With the ability to offer an increased range of facilities and services, Myerscough could begin to gain competitive advantage, making it more appealing for hosting major events.
  • Unexplored during the site visit and in interviews, an intriguing suggestion Westerbeek et al. (2006) make is that a sports facility should effectively cater for the media, as they hold the key to promotion and sponsor attraction. Issue Press Releases Adequate Access for Media Corporate Hospitality
  • 55 Registered Golf Courses in Lancashire Alone.
  • A learning organisation functions as a guiding vision that pictures an organisation as a living organism, with an open, powerful learning environment which inspires, facilitates and empowers the learning of its members so as to enhance its capacity for change, adaptability, improvement and competition. (He-Chuan 2003:153) In higher education institutions, although they may have a learning culture, the creation of a learning organisation is dependent on embedding learning in the management processes of the organisation by extending the focus on learning from the classroom and the research laboratory to the wider organisation, so that the organisation creates and disseminates knowledge that informs the development of the organisation (Rowley 1998:16).
  • Learning organisations are generally described as those that continuously acquire, process, and disseminate knowledge about markets, products, technologies, and business processes. This knowledge is often based on experience, experimentation, and information provided by customers, suppliers, competitors, and other sources. (Tee Ng 2004).
  • Creativity is: Divergent, Fuzzy, Uncertain, Unknown, Inspirational, Tenuous, NOT NECESSARILY CONCERNED WITH GENERATION OF FRESH IDEAS CAN BE AN ADAPTATION OF AN EXISTING IDEA, CREATING A NEW ONE.
  • Expertise may have previously been hidden – tacit knowledge. Divergent process, excitement from new ideas, impulsive and ability to be non conformist. New problems enables a group to respond to threats and assess risks.
  • 3. Mind mapping, brainstorming, rich pictures – whatever people feel comfortable with. 5. Amabile (1998) states that evaluation (targets of an educational facility), over control and pressure all contribute to lack of creativity as many are scared to speak out and just plough on with the normal activity.
  • Watt (2003) compares the role of a coach or team captain in a sports setting to a managerial role in the sports industry. Vanderzwaag adds to this insisting that management must have the flexibility to cope with changing conditions. Thinking of a sports game, a leader must motivate each member, encourage team work and use creative ideas to help conquer their opposition. Changing conditions may be when a players injured, when a goal is conceded or scored for example, and a new strategy must be implemented effectively and efficiently to achieve and maintain success. The Myerscough Golf Academy is a top facility with top people. Strategic thinking is very effective in ensuring the facility maintains its high quality status at present, whilst a common vision within the Myerscough community is a bright unique future as market leader. This is a possible realistic future, although Strategy which must be continuously created, adapted and implemented to ensure constant growth and change to ensure the facility maintains a competitive edge over its rivals (DeWit &amp; Meyer 1998). With this must come creativity, innovation and imagination.
  • Transcript of "Myerscough Golf Academy"

    1. 1. Myerscough Golf Academy Strategic Thinking in Sports Management
    2. 2. Introduction <ul><li>Myerscough Golf Academy </li></ul><ul><li>Identify Problems from Initial Consultation </li></ul><ul><li>Recommendations </li></ul><ul><li>Strategic Change </li></ul><ul><li>Creativity </li></ul><ul><li>Conclusion </li></ul>9 Hole Course Indoor Putting Green Virtual Simulator
    3. 3. Current Problems <ul><li>Golf Course too Small </li></ul><ul><li>Driving Range too Short </li></ul><ul><li>Potential Local Strategic Alliances not Established </li></ul><ul><li>Lack of Creativity </li></ul><ul><ul><ul><li>Rigid Management Structure </li></ul></ul></ul><ul><ul><ul><li>Annual Meeting </li></ul></ul></ul><ul><ul><ul><li>Limited Forum </li></ul></ul></ul><ul><ul><ul><li>Educational Facility </li></ul></ul></ul>
    4. 4. Golf Course Expansion Current Course Potential Areas for Expansion Current Football Pitches Possible Creation of Space Potential Sponsored Bunker High Quality Football Area, Possible Football Stand 18 Hole Top Course Endless Possibilities – Creativity, Imagination, Innovation
    5. 5. Driving Range Expansion <ul><li>Students Complain that the Driving Range is Too Short </li></ul><ul><li>Only Long Enough for Irons </li></ul><ul><li>There is Space and Land Available </li></ul><ul><li>When Capital is Available, Developments Should be Made. </li></ul>
    6. 6. Strategic Situation of Facility Development <ul><li>The value of strategic thinking is not just this one-time choice of strategy but an ongoing shaping of it, perhaps what you could consider a tactical level of operation (Wells 1998, p.65) </li></ul><ul><li>Strategy for the Organisation Focused Around Vision and Mission </li></ul><ul><li>Education is the Core of the Business </li></ul>
    7. 7. Strategic Change <ul><li>De Wit & Meyer (1998, p.73) state that ‘it is not a question of whether firms should change, but where, how and in what direction they must change’ </li></ul><ul><li>Implementation of Strategies Developed through Strategic Thinking </li></ul><ul><li>Ongoing Growth Envisages a Good Future for the Facility </li></ul>Source: msa.com
    8. 8. Hotel Links & Events <ul><li>Research, Select & Attract Events </li></ul><ul><li>Strategic Alliance (Faulkner & Johnson 1996) </li></ul><ul><li>Mutual Benefit – No Added Cost </li></ul><ul><li>Increase Customers & Improve Quality </li></ul><ul><li>Potential to have High Value Creation (Parise & Henderson 2001) </li></ul>Golf
    9. 9. Catering for Media <ul><li>A Sports Facility Should Effectively Cater for the Media who Hold the Key to Promotion and Sponsor Attraction (Westerbeek et al. 2006) </li></ul><ul><li>Press Release, Access for Media and Corporate Hospitality </li></ul>
    10. 10. Local Club Links <ul><li>“ There are opportunities to take advantage of current markets and one example that is slightly further ahead is Celtic Manor, host of the next Ryder Cup” </li></ul><ul><li>The Local Region has a wealth of famous and leading golf courses, who are part of the current cycle of hosts for the Open Championship. </li></ul><ul><li>Royal Lytham & St Annes </li></ul><ul><li>Royal Birkdale </li></ul><ul><li>Royal Liverpool </li></ul>
    11. 11. <ul><li>Functions as a ‘guiding vision that pictures an organisation as a living organism, with an open, powerful learning environment which inspires, facilitates and empowers the learning of its members so as to enhance its capacity for change, adaptability, improvement and competition (He-Chuan 2003, p.153)’ </li></ul><ul><li>Dependent on ‘embedding learning in the management processes of the organisation by extending the focus on learning from the classroom and the research laboratory to the wider organisation, so that the organisation creates and disseminates knowledge that informs the development of the organisation (Rowley 1998, p.16)’ </li></ul>A Learning Organisation
    12. 12. <ul><li>Learning organisations are generally described as those that continuously acquire, process, and disseminate knowledge about markets, products, technologies, and business processes. This knowledge is often based on experience, experimentation, and information provided by customers, suppliers, competitors, and other sources. </li></ul><ul><li>(Tee Ng 2004). </li></ul>Developing Knowledge Process knowledge Disseminate knowledge Acquire knowledge
    13. 13. <ul><li>Heracleos (1998) sees creativity as a thorough process when considering strategic thinking. </li></ul><ul><li>Ekvall (1991) insists for strategic thinking to develop there needs to be a positive and supportive climate – a creative climate. </li></ul><ul><li>Creativity in strategic thinking challenges and can change the mindsets of those involved, however our own mindsets can create limitations. </li></ul>Creativity ‘ To be creative, is to have the capacity to think freely, openly, without limitations or constraints about problems and challenges confronting our life reality.’ ( Sicinski, 2008)
    14. 14. Creativity in Myerscough <ul><li>What Does Creativity Bring: </li></ul><ul><li>Expertise of Individuals, </li></ul><ul><li>New Energy to an Organisation, </li></ul><ul><li>Solutions to Problems, </li></ul><ul><li>New Problems that Had Not Been Thought of Previously, </li></ul><ul><li>Not Just a New Idea, but a Re-Work of an Existing One. </li></ul><ul><li>A Dynamic Culture. </li></ul>
    15. 15. Creativity in Myerscough <ul><li>How to develop creativity: </li></ul><ul><li>Csikszentmihalyi (1996) </li></ul><ul><ul><li>Experiment </li></ul></ul><ul><ul><li>Relax </li></ul></ul><ul><ul><li>Divergent Thinking (And Convergent [Isaksen and Trefinger 1985]) </li></ul></ul><ul><ul><li>New Ways to Think </li></ul></ul><ul><ul><li>New Patterns of Meaning </li></ul></ul>
    16. 16. Creativity in Myerscough <ul><li>How to Maintain Creativity: </li></ul><ul><li>LET GO – FREEDOM OF IDEAS </li></ul><ul><li>ABILITY TO AIR THOSE IDEAS </li></ul><ul><li>TRUST BETWEEN MUTUAL RESPECT </li></ul><ul><li>MANAGEMENT AND </li></ul><ul><li>STAFF </li></ul>
    17. 17. Creativity in Myerscough <ul><li>What does this mean for Myerscough Golf: </li></ul><ul><li>People are the biggest asset at the facility consult with them, use their knowledge. </li></ul><ul><li>Rather than adapt existing strategy actively encourage creation in management meetings. (Using a range of mediums). </li></ul><ul><li>Conduct feedback with a body of selected students – Go to them! </li></ul><ul><li>Look for links however tenuous with outside groups, organisations, facilities etc. </li></ul><ul><li>Encourage a culture of risk taking and a support network. </li></ul>
    18. 18. Conclusion <ul><li>Sports Coach/Team Captain ↔ Sports Industry Management (Vanderzwaag 1998; Watt 2003) </li></ul><ul><li>People the Key </li></ul><ul><li>Strategic Change (DeWit & Meyer 1998) </li></ul><ul><li>Creativity, Innovation & Imagination </li></ul>
    19. 19. References <ul><li>Farmer, P.J., Mulrooney, A.L., Ammon, R. (1996) Sport Facility Planning and Management. Morgantown: Fitness Information Technology Inc. </li></ul><ul><li>Parise, S., Henderson, J.C. (2001) Knowledge Resource Exchange in Strategic Alliances. Knowledge Management, 40(4):906-914 </li></ul><ul><li>Westerbeek, H. Et Al. (2006) Managing Sport Facilities and Major Events. London: Routledge. </li></ul><ul><li>He-Chuan, S . (2003) Conceptual Clarifications for ‘Organizational Learning', ‘Learning Organization' and 'a Learning Organization.' Human Resource Development International, 6(2):150-162 </li></ul><ul><li>Rowley, J. (1998) Creating a Learning Organisation in Higher Education. Industrial & Commercial Training, 30(1):16-24 </li></ul><ul><li>Sicinski, A. (2008) Your Creative Genius Mindset: The Essential Qualities for ‘Outside the Box’ Thinking. Accessed 23/03/2009 via http://www.lifehack.org/articles/lifestyle/your-creative-genius-mindset-the-essential-qualities-for-outside-the-box-thinking.html </li></ul><ul><li>Amabile, T. (1998) How to Kill Creativity. Harvard Business Press Review , Sept-Oct: 77-87. </li></ul><ul><li>Csikszentmihalyi, M. (1996) Creativity: Flow and the Psychology of Discovery and Invention. London: Harper Collins. </li></ul><ul><li>Ekvall, G. (1991) The Organisational Culture of Idea Management, cited in Henry, J. and Walker, D. (eds) Managing Innovation (2000). London: Sage Publishing. </li></ul><ul><li>Heracleos, L. (1998) Strategic Thinking or Strategic Planning. Long Range Planning, 31(3):481-487 </li></ul><ul><li>Watt, D.C. (2003) Sports Management and Administration. London: Routledge. </li></ul><ul><li>De Wit, B., Meyer, R. (1998) Strategy: Process, Content, Context. London: International Thomson Business Press. </li></ul><ul><li>Vanderzwaag, H.G. (1998) Policy Development in Sport Management. Westport: Praeger Publishers. </li></ul><ul><li>Morgan, M.J., Summers, J. (2005) Sports Marketing. Scarborough: Thomson Learning Nelson. </li></ul><ul><li>Shilbury, D., Quick, S., Westerbeek, H. (1998) Strategic Sport Marketing. Melbourne: Allen & Unwin. </li></ul><ul><li>Faulkner, D. & Johnson, G. (1996) The Challenge of Strategic Management. London: Kogan. </li></ul>

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