From 2001 2002 there was a 23% increase in the construction of sports stadiums and arenas with costs of those facilities upwards of $7.8 billion. The growing global sport industry requires that sport facility and event management keep current of new and proven management techniques. Sport Facility Management: Organizing Events and Mitigating Risks by Ammon, Jr., Southall, and Blair, provides readers with a basic introduction to elements of facility management for the full range of sporting and entertainment events. There is a high demand for individuals who are educated and trained in facility management, event organization, and risk management and since the September 11 attacks there has been a great emphasis placed on facility and risk management. Each chapter provides theoretical foundations and practical applications for each critical phase of facility management. The authors provided photographs, case studies, and industry examples to assist the reader in gaining an overall basic, picture of the sporting event and entertainment industry today. The book provides in-depth discussions about positive advances that have made the entire experience easier and more comfortable for fans; and about the negative economic and cultural consequences for sport events after September 11 2001.
With the 'unknown certainty' of terrorist actions and fan behavior, it is impossible to ensure a risk-free environment at America's sporting venues. Incidents will happen and emergencies will arise. It is a matter of how one prepares, responds, and recovers to mitigate the consequences of emergencies at a sporting venue. Sport venue managers need to be aware of risk assessment methodologies to detect threats, identify vulnerabilities, and reduce cons...
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...problems in case they occur which also carries a comparison to the case method teaching approach that NAU uses.
The second MBA goal that can be addressed is the responsibility of an MBA to have the ability to identify and solve ethical dilemmas. This book has a chapter that addresses the human resource management side of event management. An event manager will be responsible for managing different types of events. Because of the variety of employees, the event manager will have to utilize many tools in managing the employees. This chapter gives very specific steps to take in hiring personnel to work in sporting events to ensure that the hiring manager does not break any laws.
This book can be summed up in one sentence, "understanding the management techniques of sports facilities is imperative for anyone interested in pursuing a career in the sports facility arena."
I want to bring a multi-purpose Slamball facility to Atlanta’s everyday athletes. I would like to attract college students, weekend warriors, and everyday athletes. Once I have attracted these people to my facility I will begin leagues and televised games.
The multi-purpose arena that I have chosen to evaluate is Boston University’s Agganis Arena. This arena is considered to be the next generation of Boston sports and entertainment by incorporating the latest multimedia technologies and providing the finest possible sight lines and views of the action. The arena is located within Boston University's new $225 million John Hancock Student Village, a 10-acre hub of activity designed to be the thriving center of student life and athletics, Agganis Arena is a state-of-the-art, multipurpose sports and entertainment center scheduled to open in January 2005. A 290,000-square-foot premier venue with 6,300 seats for hockey and ice shows, the Arena is expandable to over 7,200 seats for concerts, sporting events, and family shows.
Siegfried, J., & Zimbalist, A. (2000). The economics of sports facilities and their communities. The Journal of Economic Perspectives, , 95-114.
Division I intercollegiate athletic departments, especially those that are home to Football Bowl Subdivision (FBS) teams, increasingly resemble front offices of professional sport organizations in regard to their mission and business operations. With huge operating budgets, state-of-the-art facilities, world-class athletes, and multinational corporate sponsors, these sport businesses strive to produce winning teams and profitable events every season. The outsourcing of marketing operations and rights is common practice in American college athletics today. According to Li and Burden (2002), more than one half of all NCAA Division I-A athletic programs have outsourced some or all of their marketing operations and rights to a growing number of nationally prominent outsourcing agencies. Among the operations commonly outsourced are the production of radio game broadcasts, production of radio call-in shows, coaches' television shows, sales of media and venue advertising, sales of "official sponsorship" rights to corporations, and production and management of Internet websites, etc. (Li & Burden, 2002).
Sanderson, A. In Defense of New Sports Stadiums, Ballparks and Arenas, 10 Marq. Sports Law Journal., 173 (2000).
Cherry, E., Sealey, D., & Mangialardi, L. (1991). Understanding the risks. Journal of Sport Management, 5(2), 198.
Abstract: The Stadium construction boom continues, and taxpayers are being forced to pay for new high tech stadiums they don’t want. These new stadiums create only part-time jobs. Stadiums bring money in exclusively for professional leagues and not the communities. The teams are turning public money into private profit. Professional leagues are becoming extremely wealthy at the taxpayers expense. The publicly-funded stadium obsession must be put to a stop before athletes and coaches become even greedier. New stadiums being built hurt public schools, and send a message to children that leisure activities are more important than basic education. Public money needs to be used to for more important services that would benefit the local economy. Stadiums do not help the economy or save struggling towns. There are no net benefits from single purpose stadiums, and therefore the stadium obsessions must be put to a stop.
One of the many positives externalities that professional sports teams can generate is increasing the city’s revenue. With a city having a professional sports team, the people that
Sporting is one of the universal activities that brings people from different backgrounds together and is viewed as an income generating activity that creates revenue for the participants as well as the location where the activities are held. The NCAA Final Four Basketball Tournament is one of the most anticipated sporting events in the US that attracts a high number of fans in the cities where it is held. Before the Final Four is held in given location, it is imperative for the organizers to have a detailed understanding of the venue so that they can introduce marketing strategies that are in line with the demands of the fans (Snipes & Ingram, 2007). The host committee is charged with the responsibility to come introduce an exhilarating experience for the locals and visitors. Owing to the interest generated
The disaster that took place at the Hillsborough Stadium in Sheffield during a match between Liverpool and Nottingham Forest on 15 April 1989 is one which significantly shaped the way society thinks and acts in many ways. 96 Liverpool fans died and 766 injured as a result of a human crush when "one part of the stadium was dangerously over-crowded" (Nauright, J Parrish, C. 2012). Consequently, The Taylor report, written by Lord Taylor in 1990, was devised and includes seventy-six recommendations on how football matches should be run. This essay will look at how the catastrophe resulted in the development of football stadiums across the UK and the measures put in place.
It was estimated that the Olympic Games 2012 would involve more than 11,000 athletes and officials, 1 million visitors from around the world, and 4 billion television audiences, or more. Therefore, it was important to ensure that the Games preparations were ready on time, delivered high standard sports facilities to the sports professionals while controlled spending within budget.
Building a sports stadium can increases aggregate demand of the economy, creating a new jobs. Based on those effects, this could lead to an economic growth and economic development. Building a stadium also can increase competition, and open new business opportunities and the total income of the city.
Governance refers to how governing bodies are directed and controlled. Governing bodies are an important part of the sport industry. A governing body is usually structured in a way to attain its definite missions within the environment in which it works. However one of the main challenges this process might face is its process because the governing body must sustain a level of stability and consistency, as well as be responsive to change in the marketplace over time. A sports manager must understand the knowledge of how a governing body is organized, in order to be able to understand that governing body operates in a particular manner and why some bodies are more effective than others.
I realized that I was going to school for the wrong reason -- to play ball. The
In today’s professional sports landscape, it seems as though a new “state-of-the-art” stadium is being constructed for teams every year. Teams want their stadiums to stand out among the competition in an attempt to attract fans, star free-agents, and sponsors. Now, these types of stadiums, like AT&T Stadium in Arlington, Texas, are easily surpassing the billion dollar mark in total cost. AT&T Stadium’s building cost was $1.2 billion (Associated Press, 2013). Many of these massive projects receive a substantial amount of public funding, but skeptics argue that these stadiums actually are not economically beneficial to the public that helped fund them, therefore are not wise investments. One publicly funded stadium that has proven to be a wise