Introduction
Research show that there is a widening gap between the countries that have already developed and those that are still developing in regards to international sports participation (Fried, 2010). The gap is linked to various factors such as scarcity of physical training, shortage of funds, few sporting equipments and facilities as well as the notion that, developing countries have limited world- level presentation than the developed countries. Research also shows that developing countries encounter several barriers that influence sport participation. Such factors may include; religion, customs, language as well as the remains of colonialism in some sections of the world.
These barriers may seem insoluble but the fact remains that not all people will endure them and as such facility planners should take into consideration the disabled people at the initial planning. More evidence I needed coupled with financial support for proper management of sport facilities Watt, (2013). However, this paper will embed on answering few questions in regard to the management of the sport facility. Bottom of Form
Impacts of external entities on facility and political influence on sport facilities for the future
Watt, (2013) argue that, facility management is the maintenance and the replacement of vital items and systems. It is very essential for governing of the shared community facilities. Getting a person or an organization who may take direct maintenance role and coordination of the facility may result into anxiety between the proprietors and the occupants of shared facility, and as such, influencing distribution of services. Documentations should be made available by the right entities for the management and maintenance of the sport facility.
Any policy developed by the national government becomes a sport policy for all. It takes in both good and bunchy performance sports to accomplish national development, cohesion and lengthy stability. External entities such as ministry of youths and sports are eyeing mass sport in the recent past. They are interested in providing sport facilities for mass sport (Watt, 2013).
Obesity is now a world-wide social concern that is attributed to lack of daily physical exercise. Recent research confirms that, built environment may encourage people to employ healthier routines of life. Fried, (2010) carried out a research that based on a mixed design. The research demonstrated that, the accomplishment of the convenience sport facility can encourage people to engage in physical exercise and can trigger external entity intervention. The study also speculates that, building as good sport facility is not good enough to draw a mildly active or passive clientele. While, it is very important to harmonize the sport facility with onsite balanced actions.
Concerns for building long lasting sport facilities for today and future
The idea for the development of the Olympic sites is to convene the standards for competitions and to be well equipped for designed functions and not leisure. The plan should be designed in a way that it will gratify the standards of the International Sports Federation as well as conform to the pertinent national bylaws and law systems. Also another thing to be considered in future sport facility building is the special needs of the people who are physically challenged.
Use of full digital network is another issue for the planners to bear in mind when planning for the Olympic game facilities (Fried, 2010). Remote audio transmission machineries as well as video technologies can not bypass the minds of the designers especially in this era of digital migration. Sanitary energies, atmospheric -friendly construction materials, as well as power save machineries like rain water collection technologies, use of gray water, ordinary aeration and natural lighting, should be considered in order to preserve and protect natural environment.
Planners of Olympic facilities should put at the back of their minds a safe, conducive and long lasting venue for future use. The designers should set their minds on providing a safe and comfortable venue to the audience. Furnished transport network should be put in place for every venue. Designers should plan to build multi-functional grounds that are adaptable for future use. Lastly, efforts should be employed when planning for venue traffics just to make sure that convenient and quick transport service is available in case of emergency Fried, (2010).
Importance of training and evaluation for the sport facility managers
Fried, (2010) sites four crucial benefits of training and appraisal for the sport facility manager which includes Strengths and Weaknesses -Sport facility managers should always evaluate their junior staffs on the account of their strengths and weakness. Staff evaluations will enable facility managers to align the staff’s job qualifications to the real task. Evaluating an employee to know his/her strengths and weakness is very important for facility planning process. For instance, the manager might discover hidden talent in a certain employee that qualifies in another department apart from which the employee was assigned before (Dolgui & Proth 2013).
Training and Development-The need for training and development is another reason why employee appraisal is important. Assessing employee’s vigor as well as his/her weak point will assist the facility manager to determine what kind of training that pertains to the employee. Training helps the employee to acquire new skills while development will build on his/her capacity as well as current performance. For instance, sport facility managers may undergo professional development trainings to sharpen their communication skills (Dolgui & Proth 2013).
Performance Goals-Every organization including sport facility has set performance expectations for every employee. Job training and evaluation restrains performance levels at which staffs must execute their duties to rally the standards of their employer. For instance, the standards might be to collect and compile reports from other staffs and deliver them on time to the management. If the employee fails to forward a compiled report within a given timeline he/she will fall below the facilities expectation (Dolgui & Proth 2013). .
Recognition and Reward-For motivation purposes, sport facility board of management may want to recognize and reward good performances. The board can achieve this effectively through appraising the targeted employees including the facility managers. The results of the evaluations may directly impact on the salaries of the facility managers according to the standards of the facility managements. Evaluation and training gives an opportunity to the employer to select hard working, dedicated and committed employees out the many and reward them (Dolgui & Proth 2013). .
Benefits of outsourcing
Cost advantages- According to (Dolgui & Proth 2013), outsourcing is essential for saving costs. For instance there is 60% costs reduction in getting your job done in India than in the United States. The quality of the work done is high thereby leaving no room for equating cheap services with low quality work (Dolgui & Proth 2013).
Increased efficiency- Outsourcing brings about increased efficiency since the partner will bring in vast of experience in business practices. The partner may also bring in expertise to deriver hard task projects. Therefore, outsourcing brings about increased productivity and competence of the sport facility managers. Outsourcing will also help the facility managers to access skilled resources. They may no longer need to recruit and train new staffs for the organization because that will be catered for by the partner company and therefore, saving the training costs.
Focus on central part – outsourcing will bring in a shift of focus from obvious projects to such vital projects like building the brand of the facility and provision of high value sports. Outsourcing also saves on infrastructure and technology costs since the partner takes up on them for better development of the facility (Dolgui & Proth 2013).
Time zone advantage and better services-outsourcing a partner may bring in time advantage and help the facility to run in twenty four hours a day in seven days especially where the partner is from a different country that is situated in a different time zone. Outsourcing will increase service delivery and faster conversion of ideas into products (Dolgui & Proth 2013).
Disadvantages of outsourcing
As many as there are advantages there also some disadvantages of outsourcing this may include; loss of facility managerial controls since there is another company that is given the entire mandate to control all the functions of the facility (Dolgui & Proth 2013). The partner company will be liable for the costs that are speculated in the contract while any other hidden costs such legal fees for signing the contracts will disadvantage the facility management. Every other organization will fight to cover its weak points through with holding vital information for itself. However, the outsourced partner may require such information for certain project execution and as such threatening the security and confidentiality of the facility. The partner company may also bring in quality problems because they will be interested in profit maximization. Outsourcing may also subject the facility into debts especially when the partner company falls bankrupt (Pınar & Pınar 2013).
Definition of sexual harassment
Fried, (2010) defines sexual harassment as annoying sexual advances, sexual favor request, verbal or physical pestering of a sexual scenery. Sexual harassment may include unpleasant comments about person’s sex. Sexual harassment can occur to anyone both male female and the harasser may be a man or woman in the sport facility working environment (Pınar & Pınar 2013).
Constituent of hostile work environment
Hostile working environment is characterized by several factors that impact on the productivity of the targeted victims. Male selfishness and violence is one character that constituent hostile work environment. Research shows male hostility in the workplace relate to the male perception about his role in the society. Male perceptions and hostility in the work places directly affects women performance in the labor market (Thacker & Gohmann, 1993).
The Economics of Women’s Work- At the work place, men see women as their economic competitors and as such may result into hostility and sexual harassment as a way of resenting and control reassertion. Research shows that between 1970 and 1980 there was increase in the number of female headed families which led to influx of women in the labor market. The influx resulted into a mixture of reactions. Men started seeking sexual favors from women in exchange of employment (Thacker & Gohmann, 1993). Sexual discrimination is another character that qualifies hostile working environment. Both men and women may be sexually discriminated and forced into lower-paying jobs and sexual harassment may keep them (Thacker & Gohmann, 1993).
Conclusion
Ultimately, Sport facility designers face a dual role between the available constructions resources and the standard venues to be built. Governments and all the required entities should made available all the documentations to avoid conflicts between the external entitles and the sport facility management board. For effective management of the sport facility, managers should be trained and evaluated quarterly according to the standards of the facility managements. Outsourcing is very important in the management of the sport facility. However, facility managers should employ all the necessary resources to choose the best partners to work with. Facility managers should develop policies that will ensure that the working environment is conducive for everyone regardless of gender or sex orientation.
References
Dolgui, A., & Proth, J. M. (2013). Outsourcing: definitions and analysis. International Journal of Production Research, 51(23-24), 6769-6777.
Fried, G. (2010). Managing sport facilities. Champaign, IL: Human Kinetics
Pınar, T., & Pınar, G. (2013). Healthcare Workers and Workplace Violence. TAF Preventive Medicine Bulletin, 12(3), 315-326.
Thacker, R. A., & Gohmann, S. F. (1993). Male/female differences in perceptions and effects of hostile environment sexual harassment:“Reasonable” assumptions?. Public Personnel Management, 22(3), 461-472.
Watt, D. (2013). Sports management and administration. Routledge.
