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Iago Davies

SCHOOL OF SPORT, EXERCISE AND HEALTH SCIENCES TURNITIN COURSEWORK FEEDBACK FORM (PLEASE COMPLETE THE DECLARATION BELOW AND THEN INSERT THIS FORM AS THE FIRST PAGE OF YOUR ASSIGNMENT PRIOR TO SUBMISSION) MODULE CODE: STUDENT ID NUMBER: DECLARATION: I was informed and am clear about the criteria that will be used in marking my work. ☐ (please tick as appropriate) I certify that the submitted coursework is my own work and anything taken from or based upon the work of others has its source clearly and explicitly cited. I understand that my coursework may be subject to originality checking using TurnItIn or other text-checking services. ☐ (please tick as appropriate) MARKER’S FEEDBACK Knowledge/Understanding (30%) Critical Thinking/Analysis (30%) Reading/Research (20%) Presentation/Communication (20%) OVERALL Summative and Formative Comments (including strengths and areas for development) (the student is advised take particular note of the latter when preparing future coursework):

Iago Davies Sports Enterprise Individual Assignment

This assignment examines the concept of applying performance management systems to sports enterprises. I will discuss how sports enterprises differ from any other type of business, I shall provide examples of different sports enterprises and customise a system that tailors to their needs. Finally, I will evaluate the usefulness of the customising approach to performance management. For a sports enterprise to be successful, it is of upmost importance that there is a clear strategy that can guide the enterprise towards fulfilling it’s aims. This can be achieved through performance management. It is a way where manager of an enterprise can monitor and asses if stakeholder’s needs are being met, if the enterprises mission is being attained and asses if the enterprise is performing at its best. The work of Hums and MacLean[CITATION Hum09 \n \l 2057 ] shows this as they state that the enterprises chosen performance management systems should be closely linked to the enterprises vision and objectives. Hoye et al [CITATION Hoy15 \n \l 2057 ] suggests that using a systematic approach towards performance management will help identify strengths and weaknesses whilst helping any manager to prioritise where resources shall be allocated to achieve the best possible outcome. This is key as enterprises identify the stakeholders with higher salience and prioritise them over less important stakeholders. Hoye et al[CITATION Hoy15 \n \l 2057 ] also argues that although making a financial gain alone is often the main aim for an enterprise, it is key that they should evaluate their performance through time to increase the sustainability of the business. Sport stands on its own in the business world due to the unique way that it steers business decisions across a range of enterprises. Smith and Stewart [CITATION Smi13 \n \l 2057 ] found that the emotional intensity and the symbolical significance connected to sport is rarely found in other types of businesses. Therefore, the decisions they make are often seen as poor financial decisions. This is especially true within the football Premier League with Beech et al[CITATION Bee10 \n \l 2057 ] referring to it as being a perfect example of how not to run a business as only nine out of twenty clubs made a profit in the 2012/13 season. This trend has however lessened over the last seasons due to the large influx of money produced by Tv rights. Within an enterprise such as a professional sports club it is key to get the right balance between financial stability and success on the playing field. Even though the differences between sporting enterprises and more traditional enterprises are sometimes quite obvious, one thing that Hoye et al [CITATION Hoy15 \n \l 2057 ] argues that both have in common is the relentless drive in the past couple decades to make the whole sporting world more professional using strategies from the world of business. Different types of enterprises exist and therefore performance management systems should be adapted for each enterprise. There are enterprises who function to achieve as much profit as possible. Some enterprises like sports clubs aim to achieve as much success as possible whilst also obtaining relative financial success. Then there are the enterprises who are not for profit who aim to deliver a product which gives social, environmental or economic value. World Rugby is the international governing body of rugby union and is a not for profit enterprise as it doesn’t withhold completely from making profit but the profit which it makes is put back into the enterprise. World Rugby [CITATION Wor14 \n \l 2057 ] state that its vision is to provide a sport open to all and that is true to its values. Adidas who are a multinational cooperation who specialize in designing and manufacturing sports apparel are a profit maximisation enterprise. Although that financial gain is their main aim this would be impossible without using performance management systems. Adidas [CITATION Adi13 \n \l 2057 ]

Iago Davies state that their mission is to strive to “be a global leader with brands built on a passion for sports and a sporting lifestyle”. The balance scorecard performance management model was developed by Kaplan and Norton[CITATION Kap96 \n \l 2057 ] because they believed that financial success alone wasn’t a sustainable way to evaluate an enterprises success. Alongside evaluating finances, they argued that stakeholder satisfaction, organisational capacity and internal processes efficiency should also be evaluated. As I discussed earlier, a sports enterprise is far more complicated so Hoye et al [CITATION Hoy15 \n \l 2057 ] created a more complex nine-point performance management system for sports. This allows us to customise and tailor a system specific to different enterprises dependent on their objectives. O’Boyle and Hassan [CITATION OBo14 \n \l 2057 ] found that implementing a performance management system for a not for profit organisation like World Rugby is crucial due to the fact that its overall goal is to effectively deliver their mission. Customising the nine-point system for World Rugby should be done using their already existent strategic plan which is to protect, grow and inspire within the sport[CITATION Wor14 \n \l 2057 ]. Concentrating on four of the nine points will give a customised management system to use whilst delivering their mission. These four points are financial sustainability, market distribution, social impact on communities and customer satisfaction. Financial sustainability refers to the point within their plan that states that maximising commercial values will increase the financial sustainability of the sport worldwide. This is important due to the fact that many less established rugby nations struggle for funding and without their financial sustainability secured the sport will not be able to grow. Widening market distribution is key in increasing global participation and this in turn will eventually bring revenue. The introduction of rugby sevens as an Olympic sport will help widen the reach. World Rugby see an opportunity to use Rugby’s longstanding traditional values such as discipline and respect as a way of delivering social value to communities and promoting rugby as a positive social vehicle will do this. Underlining all of this is the aim to achieve as high as possible customer satisfaction. This ties in with their mission to make rugby as inclusive as possible and protect each players welfare. The Adidas Groups guiding principles from their strategic plan [CITATION Adi13 \n \l 2057 ] gives a clear overview of which of the nine points of Hoye et als sports performance managements system[CITATION Hoy15 \n \l 2057 ] that they focus on. The points cover product improvement, positive social and environmental attitudes, financial sustainability, customer satisfaction and increasing their customer reach. In customising their performance management system, it is clear to see here that there are some similarities with World Rugby. The reason that this is the case is because they are both multinational enterprises who aim to cover a large customer base. Product improvement will allow Adidas to stay at the forefront of the market and stay ahead of their rivals. Positive social and environmental attitudes refer to the need of keeping external stakeholder happy. Continuing and increasing financial sustainability will allow the group to grow and repay their shareholders. And if they successfully apply their resources to these three point their customer satisfaction and increasing their global reach will also grow. Hoye et al [CITATION Hoy15 \n \l 2057 ] does argue that using a performance management system is crucial for the continued success of an enterprise but before committing it is important to evaluate the usefulness of customising a performance management system. Here are some of the factors that should be considered before applying a system. The enterprise size, budget, number of employees and overall objective.

Iago Davies One downside that could push a smaller enterprise away from implementing such systems is the cost involved with implementing the constant analysis of every decision within the enterprise. Another downside is that using a strict system could lessen any creativity and innovation that is often encouraged within a growing enterprise. The reason this could occur is because many performance management systems like Bouckaert and van Dorens [CITATION Bou03 \n \l 2057 ] work encourages strict and rigid practice. Another point that should be considered is the fact that implying a management system for a sports enterprise is far more complicated that your more traditional businesses due to the added factors that Hoye et al[CITATION Hoy15 \n \l 2057 ] have added to the balanced scorecard system. However, there are also many benefits that could possibly outweigh the negatives if the enterprise is suited to a performance management system as Anthony and Young [CITATION Ant03 \n \l 2057 ] argue. It allows companies to ensure that their scarce resources are being applied in the best areas that will help them towards achieving their objectives. It can also be used as a way of setting out goals to achieve higher employee motivation. This in turn can increase accountability within every role which means that social loathing is avoided. Using a performance management system within sport is quite different to using one within the normal business world. It often requires customisation of one of four major models. Using Hoye et als[CITATION Hoy15 \n \l 2057 ] nine-point performance management model proved effective when applying them to a large for profit and not for profit organisation. And even though there are some problems that could occur when applying a system of this kind if done well it can prove to be the difference between delivering the enterprises objectives or not.

Iago Davies

References Anthony & Young, 2003. Management Control in Nonprofit Organizations. 7th ed. New York: McGraw Hill. Beech, Horsman & Magraw, 2010. Insolvency events among English football clubs. International Journal of Sports Marketing and Sponsorship. Bouckaert & van Doren, 2003. Performance measurement and management in public sector organisations. London: Routledge. Group, A., 2013. Adidas - Group. [Online] Available at: https://www.adidasgroup.com/media/filer_public/2013/07/31/adidas_gb_2012_en_booklet_en.pdf [Accessed 14 05 2018]. Hoye, Smith, Nicholson & Stewart, 2015. Sport Management : Principles and Applications. 4 ed. s.l.:Taylor & Francis Group. Hums & MacLean, 2009. Governance and policy in sports organizations. Scottsdale, Arizona: Holcomb Hathaway. Kaplan & Norton, 1996. Using the Balanced Scorecard as a Startegic Managment System. Focusing your Organization on Strategy, Volume 2, pp. 35-47. O'Boyle & Hassan, 2014. Performance management and measurement in nationallevel. European Sport Management Quarterly, 14(3), p. 299–314. Rugby, W., 2014. WorldRugby. [Online] Available at: https://www.worldrugby.org/vision [Accessed 13 05 2018]. Smith & Stewart, 2013. The special features of sport. Handbook of research of sports and buisness, pp. 526-547.

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