OPERATIONS MANAGEMENT

1. OPERATIONS MANAGEMENT In Commercial Recreation And Tourism

2. Overview of Management • 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.

3. “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”.

4. Cont. • 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.

5. Characteristics to improve business success • 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.

6. More….. • 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

7. NEW FUNDAMENTALS OF SUCCESS • 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

8. Fundamentals cont. • Develop Relationships with Your Customers • Be Fair and Flexible with Employees • Address Expanded Constituencies • Address/Use Environmental Concerns • Establish/Maintain Solid Business Partnerships

9. HUMAN RESOURCE MANAGEMENT IN COMMERCIAL RECREATION • Creating Culture & Climate • Hiring, Training, & Compensating Staff • Staff Supervision & Motivation • Part-time & Seasonal Labor • Unions

10. 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

11. Hiring, Training, & Compensating Staff • 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

12. More stuff to remember … • Monitor screening procedures • Become a better interviewer • Do the reference checking yourself • Do your best to be objective • Make a decision

13. Types of Compensation • Health care programs • Employee discounts • Child care • Employee Fitness Program • Sick leave • Vacation • Sales commission • Maternity leave

14. Compensation cont. • Insurance programs • Retirement fund contributions • Employee Recreation Programs • Travel discounts • Educational reimbursements • Uniform reimbursements • Professional expenses • Employee housing/meals

15. Staff Supervision & Motivation • 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

16. Cont. • 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.

17. More…. • 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 part-time scheduling • Offer lots of choices of employee benefits

18. Part-time & Seasonal Labor • There are often problems that occur w/part-time and seasonal staff. • 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?

19. Strategies to help combat issues.. • 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

20. Cont. • 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.

21. FACILITY MANAGEMENT • 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.

22. Facility info. continued • 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.

23. RISK MANAGEMENT • Identify ALL Risks • Analyze Every Risk • Develop and Implement Risk Strategies 1. Low Risk 2. Moderate Risk 3. High Risk