Advanced Sports Managment

This essay will provide a detailed analysis of two operational sport industry organizations, which lie within the Hertfordshire region. A critical analysis of Virgin Active (Borehamwood) and Hatfield Leisure Centre will be carried out, focusing on the internal and external environmental influences on strategic direction. To support the analysis of this essay, primary research had been carried out, using open questionnaires to interview both organisations.

Hatfield Leisure Centre is a facility managed by Finesse Leisure Partnership. Finesse Leisure Partnership is the operating name for Welwyn Hatfield Leisure Ltd, a non-profit organization established in 2004 under the Industrial and Provident Society legislation, by Welwyn Hatfield Council to manage and develop facilities and services at several fitness and recreation centers in Welwyn Hatfield (About Finesse Leisure, 2010).

The organizations mission is to "provide quality sport, leisure and cultural facilities and activities, that are affordable and accessible, for an increasing number and range of users who will want to return time and again", which is all comprised by the phrase "Caring for leisure"((About Finesse Leisure, 2010).

Handy (1985) established four types of distinguish organizational cultures: power culture, role culture, task-based culture and person culture. He suggested that an organizations culture depends on various factors such as organizational structure. (Appendix A) illustrates Finesse Leisure Partnership organizational structure. Handy suggest that the organizations structure is an example of a role culture, because it indicates that each individual within the organization has been assigned a particular role, which was assigned to them by their job description, also suggests that a company uses role culture in aiming which to improve productivity for the company.

Virgin Active launched in 1998 as part of Richards Branson’s Virgin group, and operates a chain of 194 health

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