Download operations management

OPERATIONS
MANAGEMENT
In
Commercial Recreation
And Tourism
Overview of Management
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The operation of any commercial
recreation or tourism enterprise is
initially mapped out in a feasibility
study or business/operational plan
that sets forth the components of
the business concept. These
components are used as an
estimate of the long-term
profitability of the business.
“The Disney Example”
From Fortune magazine in 1998;
“What Makes A Company Great”
“The Disney system puts strong
division managers against a
strategic planning unit that acts as
a check on their power”.
Cont.
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The Disney Philosophy has been
successful over the years due to the
valiant adherence to Disney values
and consistent planning
components. Disney people know
what to expect in a Disney
operation. If the operation is NOT
successful, then customer service
principles are used to correct the
mistake.
Characteristics to improve
business success
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Treat employees as “one main
strategy”.
Adjust your enterprise to improve
as corporate standards dictate.
Address as many full-service
components (feasibly) to
accommodate the needs of the
customer.
More…..
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Watch pricing and rising operational
fees.
Provide “inspiring leadership”
Provide “knockout facilities” in
terms of atmosphere, amenities,
technology, and cleanliness.
Focus on customers, teamwork, fair
treatment of employees, initiative,
and innovation
NEW FUNDAMENTALS
OF SUCCESS
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Plan for Unexpected Change
Focus on the Process
Pursue Equity Financing
Strive for Uniqueness
Concentrate on the Core
Think and Act Globally
Maintain a Contingency Reserve
Fundamentals cont.
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Develop Relationships with Your
Customers
Be Fair and Flexible with Employees
Address Expanded Constituencies
Address/Use Environmental
Concerns
Establish/Maintain Solid Business
Partnerships
HUMAN RESOURCE
MANAGEMENT IN
COMMERCIAL RECREATION
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Creating Culture & Climate
Hiring, Training, & Compensating
Staff
Staff Supervision & Motivation
Part-time & Seasonal Labor
Unions
Creating Culture & Climate
In creating a positive organizational
culture, owners/managers should
apply the following:
*Select for talent
*Don’t micromanage
*Allow employees to navigate their
own course
*Help employees find roles that allow
them to best express what they are
Hiring, Training,
& Compensating Staff
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Make the time commitment to do
this process right
Familiarize yourself w/legal
implications
Get a clear fix on the job
Be realistic w/your expectations of
the job
Choose recruiting sources carefully
More stuff to remember …
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Monitor screening procedures
Become a better interviewer
Do the reference checking yourself
Do your best to be objective
Make a decision
Types of Compensation
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Health care programs
Employee discounts
Child care
Employee Fitness Program
Sick leave
Vacation
Sales commission
Maternity leave
Compensation cont.
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Insurance programs
Retirement fund contributions
Employee Recreation Programs
Travel discounts
Educational reimbursements
Uniform reimbursements
Professional expenses
Employee housing/meals
Staff Supervision & Motivation
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Learn employees names and treat
them as individuals
Don’t be afraid to do an employee a
favor
Employees live “up” or “down” to
expectations
Be aware of employees needs and
goals “outside” of the workplace
Cont.
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Try to eliminate “dull” jobs or
partner them with good jobs and
learning experiences
Develop career paths w/in your
organization
Provide opportunities for
recognition, praise, achievement,
responsibility, and social prestige.
More….
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Show employees that their welfare is
closely related to the success of the
business
Give them a real opportunity to contribute
to the decisions w/in the organization
Be more flexible in offering work options
such as flex-time, job sharing, and parttime scheduling
Offer lots of choices of employee benefits
Part-time & Seasonal Labor
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There are often problems that occur
w/part-time and seasonal staff.
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Do school vacation schedules coincide w/the
company’s peak seasons and staff needs?
Are there enough employees in the local
community, or does a labor force have to be
imported?
Do the employees have the maturity, skills,
and experiences to do a good job?
Will they “burn-out” by season’s end and/or
quit early?
Strategies to help combat issues..
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Higher pay for returning staff that
completed the entire season.
Bonuses for staff that complete the
entire season.
Hire extra staff to start the season
in case you have to fire some.
Provide a thorough orientation and
training program for staff
Cont.
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Utilize supervisors who understand and
can communicate w/part-time and
seasonal staff.
Diversify jobs to reduce boredom
Provide employee housing if you have
hired from outside of the local community
Provide employee transportation if needed
Provide staff recreation programs for
families.
FACILITY MANAGEMENT
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The facility should be sufficient size for
the people who are expected to attend,
and have room for expansion.
The facility should be designed to serve
the needs of the programs and services.
The facility should be designed to be
flexible: mobile staging, room dividers,
and changeable floor surfaces.
The facility should be designed for safety,
ease of maintenance, and resistance to
vandalism.
Facility info. continued
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Facilities should provide aesthetics and
amenities that the participants want, to
include attractive lounges, furnishings,
color, décor, adequate parking, etc.
Facilities must be maintained in a safe
and attractive manner.
Every facility must have written operating
procedures that everyone understands.
Facilities also must have security
procedures clearly identified and put into
place.
RISK MANAGEMENT
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Identify ALL Risks
Analyze Every Risk
Develop and Implement Risk
Strategies
1. Low Risk
2. Moderate Risk
3. High Risk