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Commercial Recreation

And Tourism

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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.

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“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”.

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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.

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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.

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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

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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

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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

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  • Creating Culture & Climate

  • Hiring, Training, & Compensating Staff

  • Staff Supervision & Motivation

  • Part-time & Seasonal Labor

  • Unions

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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

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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

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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

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Types of Compensation

  • Health care programs

  • Employee discounts

  • Child care

  • Employee Fitness Program

  • Sick leave

  • Vacation

  • Sales commission

  • Maternity leave

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Compensation cont.

  • Insurance programs

  • Retirement fund contributions

  • Employee Recreation Programs

  • Travel discounts

  • Educational reimbursements

  • Uniform reimbursements

  • Professional expenses

  • Employee housing/meals

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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

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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.

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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 part-time scheduling

  • Offer lots of choices of employee benefits

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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?

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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

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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.

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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.

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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.

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  • Identify ALL Risks

  • Analyze Every Risk

  • Develop and Implement Risk Strategies

    1. Low Risk

    2. Moderate Risk

    3. High Risk