Issues in contemporary Management - Analysis of Olympics 2012
Introduction
With the Olympics being the biggest spectated sport event in the world the contemporary management issues of management processes, globalization and localization are highly applicable to such a “business”.
Managers role within business systems are essential both operational and strategically in its success, as well as the different interactive elements. These interactive elements are clearly seen in the accomplishment of the London Olympics 2012.
Management
In terms of management, one of the major fields of interest for the London Olympics 2012 was risk-management. The Olympic Delivery Authority (ODA) was in charge of directing and managing the event with a budget of £7.2 billion. Organizational performance is “the measure of how efficiently managers use available resources to satisfy customers and achieve organizational goals”. The organizational performance was key to their effectiveness as their success was dependent on a strong risk-management distribution, including a clear risk hierarchy, meaning the right selection of people managing the correct risks, a robust quantified risk analysis controlling logistics and allocation, and the promotion of risk awareness . To ensure this regular reports and meetings with the Olympic Board were consistently arranged to review progress.
“Planning is the identification and selection of appropriate goals; one of the four principal task of management”. For the Olympics a risk management policy was set out by the ODA, which included Programme Delivery through detailed analysis of risks, Programme Assurance through quality and compliance reviews, and Corporate Control through external audit and policy review . One of the main challenges of the construction programme was to complete the construction for the Games in a tight, well-defined timescale. With 70 separate projects (site logistics, common service, etc.) their scale of production and interdependence was essential.
With the organizational
With the Olympics being the biggest spectated sport event in the world the contemporary management issues of management processes, globalization and localization are highly applicable to such a “business”.
Managers role within business systems are essential both operational and strategically in its success, as well as the different interactive elements. These interactive elements are clearly seen in the accomplishment of the London Olympics 2012.
Management
In terms of management, one of the major fields of interest for the London Olympics 2012 was risk-management. The Olympic Delivery Authority (ODA) was in charge of directing and managing the event with a budget of £7.2 billion. Organizational performance is “the measure of how efficiently managers use available resources to satisfy customers and achieve organizational goals”. The organizational performance was key to their effectiveness as their success was dependent on a strong risk-management distribution, including a clear risk hierarchy, meaning the right selection of people managing the correct risks, a robust quantified risk analysis controlling logistics and allocation, and the promotion of risk awareness . To ensure this regular reports and meetings with the Olympic Board were consistently arranged to review progress.
“Planning is the identification and selection of appropriate goals; one of the four principal task of management”. For the Olympics a risk management policy was set out by the ODA, which included Programme Delivery through detailed analysis of risks, Programme Assurance through quality and compliance reviews, and Corporate Control through external audit and policy review . One of the main challenges of the construction programme was to complete the construction for the Games in a tight, well-defined timescale. With 70 separate projects (site logistics, common service, etc.) their scale of production and interdependence was essential.
With the organizational
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