Management and Planning in the Leisure Industries

Management and Planning in the Leisure Industries Edited by Ian Henry

M

MACMILLAN

Selection and editorial matter © Ian Henry 1990 Individual chapters © Robert J. Brown, Fred Coalter, Valerie Collins, Ian Henry, John Spink, Mike Stabler 1990 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 33-4 Alfred Place, London WC1E 7DP. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. First published 1990 Published by MACMILLAN EDUCATION LTD Houndmills, Basingstoke, Hampshire RG21 2XS and London Companies and representatives throughout the world British Library Cataloguing in Publication Data Management and planning in the leisure industries. 1. Great Britain. Leisure industries. Planning I. Henry, Ian 790'.068 ISBN 978-0-333-48533-0 ISBN 978-1-349-10647-9 (eBook) DOI 10.1007/978-1-349-10647-9

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Contents List of Figures Notes on the Contributors Introduction

ix X

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Part I THE LEISURE INDUSTRIES AND MANAGEMENT AND PLANNING PRACTICES 1 The 'Mixed Economy' of Leisure: The Historical Background to the Development of the Commercial, Voluntary and Public Sectors of the Leisure Industries Fred Coalter Introduction: Learning the Lessons of History The Nineteenth Century: Industrialisation and the Emergence of Modern Leisure Early Twentieth Century The Welfare State and the Development of the Commercial, Voluntary and Public Sectors in Leisure Contemporary Structures and Policies Sports Council Arts Council Countryside Commission Local Government: Current Dilemmas Further Reading References

3 4 9 11 16 18 22 25 29 30 31

2 Planning for Leisure: The Commercial and Public Sectors Ian Henry and John Spink Introduction Organisational Goals and Planning Leisure Planning in the Commercial Sector The Structure of Planning in the Commercial Sector Styles and Techniques of Planning in Commercial Sector Organisations Leisure Planning in the Public Sector The Structure of Planning in the Public Sector Styles and Techniques of Planning in the Public Sector Conclusions: Leisure Planning in the Commercial and Public Sectors - Pressures and Potential Further Reading References

33 34 36 36 39 52 54 59 64 67 68

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Contents

3 The Management of Human Resources in the Leisure Industries Robert J. Brown

Introduction Theoretical Foundations of Human Resource Management Taylorism and Scientific Management The Human Relations Movement Motivation Theorists Maslow's Hierarchy of Needs McGregor's Theory X and Theory Y Herzberg's Motivator-Hygiene Theory Quality of Working Life Approaches Expectancy Theory Organisation Development Organisation Development Approaches Organisation Culture Approaches Cross-cultural Transfers Industrial Relations Management Practices in Human Resource Management Recruitment and Selection Flexible Employment Practices Measurement of Performance Methods of Rewarding Employees Training and Development of Staff Employee Relations Cross-cultural Transfers Conclusion Further Reading References

70 70 70 72

74 75 76 77 78 79 81 81 83 84 85 87 87 88 89 90 91 92 93 93 94 95

4 Financial Management and Leisure Provision Mike Stabler

Introduction Definitions and Scope of Financial Management The External Environment Economic Connections Financial Management Structure Aims, Objectives and Policies Monitoring, Control and Planning Financial Management Information and Systems Accounting Data Management and Methods Some Concluding Observations Further Reading References

97 98 99 100 101 101 101 103 105 116 124 124 124

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Contents

5 Leisure Management and the Law Valerie Collins

Introduction Duties Owed to Participants, Spectators and Other Visitors The Duty Not to be Negligent The Duty to Take Care of the Property of Participants and Visitors The Duty to Comply With Any Contracts Made The Duty Not to Discriminate Duties Owed to Neighbours The Duty Not to be Negligent The Duty Not to Create a Nuisance Duties Owed to Employees The Contract of Employment Payment of Wages Membership of Trade Unions Discrimination Safety at Work Dismissal of Employees References Duty to Comply With the Law Building or Altering Facilities Sale of Food and Alcohol Organising Entertainments Fire Precautions Sunday Observance Conclusion Further Reading Case Notes References

Part II

127 127 127 131 132 134 135 135 135 138 138 139 140 14Q 140 142 142 142 143 143 144 144 144 145 145 145 146

THE CONTRIBUTION OF SOCIAL THEORY TO AN UNDERSTANDING OF LEISURE POLICY, AND LEISURE MANAGEMENT AND PLANNING

6 Analysing Leisure Policy Fred Coalter

Introduction Values and Social Policy Anti-collectivism and the Primacy of the Market Reluctant Collectivism and 'Recreational Welfare' Fabian Socialism and 'Recreational Welfare'

149 150 153 157 163

viii Contents Marxism and 'Recreation as Welfare' Feminism and Leisure Policy A Leisure Profession? Further Reading References

166 169

172

176 176

7 Social Theory, Planning and Management Ian Henry and John Spink

Introduction Sociopolitical Perspectives: The Context for Theorising Leisure Planning and Management Individualism Pluralist Perspectives Structuralist Marxist Perspectives Feminist Analyses Structure and Agency Leisure Planning and Social Theory Leisure Planning and the New Right Structuralist Marxist Approaches to Leisure Planning Pluralism and Leisure Planning Management Prescription, Social Theory and Political Values Individualism and Scientific Management Traditional Pluralism and 'Consensual' Management Theories Reformist Pluralism and Worker Democracy Structuralist Marxism and Alternative Management Theories Feminist Analyses and Management Theory Sociopolitical Perspectives and the Identification of Leisure Needs, Wants or Interests Conclusion Further Reading References Index of Authors Index of Subjects

179 182 182 183 185 188 190 191 191 192 193 196 196 198 199 199 200 202 208 209 209 211 214

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List of Figures Figure Figure Figure Figure

2.1 Aims of private and public sector leisure organisations 2.2 Simplified representation of the product life cycle 2.3 The product-market development matrix 2.4 Analysing the external environment: a business unit in the

Figure 2.5 Figure 2.6 Figure 2. 7 Figure Figure Figure Figure Figure Figure

2.8 2.9 2.10 2.11 3.1 4.1

Figure 4.2 Figure 4.3 Figure 4.4 Figure Figure Figure Figure

4.5 6.1 6.2 7.1

Figure 7.2

brewing industry Evaluating the strengths and weaknesses of a business unit in the brewing industry Portfolio analysis: the nine cell General Electric matrix Estimating industry attractiveness and competitive position for portfolio analysis The means-ends distinction in planning State intervention: Town and Country planning and leisure The development plan system Leisure planning techniques Expectancy theory Diagrammatic representation of the elements of financial management The financial planning process Flow of funds: principal items of income and expenditure Typical business profit and loss account and balance sheet: possible adaptation to the public and voluntary sectors The functions and users of final accounts Typology of consumption processes Ideological positions, market implications and core values Sociopolitical perspectives and their relationship to theories of leisure, management and planning Relationship between concepts of power and the defining of 'cultural needs'

35 40 44 46 49 50 51 53 56 57 63 80 99 102 104 107 109 151 152 180 207

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Notes on the Contributors

Robert J. Brown is a director of Moran, Stahl & Boyer, a consultancy group which specialises in intercultural management. He was previously Senior Lecturer in Industrial Psychology in the Business School at the Polytechnic of North London, where he was also the Course Director of the Diploma in Management (Leisure). He has spent time in many leisure environments as a consultant on human resource issues, and has supervised a range of research projects into personnel management and industrial relations problems. Fred Coalter is Director of the Centre for Leisure and Tourism Studies at

North London Polytechnic. He has been involved in leisure research for over a decade at the Polytechnic of North London, the Tourism and Recreation Research Unit, University of Edinburgh, and the Centre for Leisure Research, Moray House College, Edinburgh. During that time he has been responsible for a wide range of research projects dealing with topics as diverse as football hooliganism, access to countryside recreation, and the rationale for public sector leisure provision.

Valerie Collins graduated in law and is currently a Senior Lecturer in law at Trent Polytechnic. A keen participant in sport, she has combined her sporting interests with the practical experience of having worked in a sports centre to produce a text, Recreation and the Law, and several articles in this subject area. Ian Henry is currently Lecturer in Leisure Studies and Recreation

Management at Loughborough University, having previously taught in this field at Bradford and Ilkley College, and Leeds Polytechnic, following practical experience as a sports centre manager and as head of Leisure Services in a Metropolitan District. He graduated initially in English and philosophy from the University of Stirling and subsequently received a master's degree and doctorate from Loughborough University in recreation management. He has written widely in the fields of leisure policy, management and planning, and has a particular interest in comparative leisure policy. John Spink is Senior Lecturer in Community Studies at Bradford and

Ilkley Community College. His teaching interests lie in the fields of urban studies, urban geography, and planning. He is a professionally qualified town planner, and his recent research has related to urban development

Note on the Contributors

x1

processes and their implications for recreation. He is a co-author of Understanding Leisure and Leisure and Urban Processes. Mike Stabler, at one time employed in local government and subsequently in commercial management, is a lecturer in economics at the University of Reading, specialising in property, land and construction management. His research interests have mainly been concerned with the economics of the environment, recreation, sport and tourism. He has conducted a number of projects on the financing and management of leisure resources and has also published on data and methodological problems of leisure research. He is currently studying the economic structure of the tourist industry with particular reference to the impact of its operations on tourist destination areas.

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Introduction

This book is intended to provide a guide to theory and practice in key areas of leisure management and planning in the leisure industries, for undergraduates, HND students, and those on post-experience and postgraduate courses. It is divided into two parts. Part I consists of five chapters on substantive areas of practical interest to leisure managers. Chapter 1 reviews the structure and development of the leisure industries in the public, voluntary and commercial sectors. Chapter 2 reviews leisure planning practice in the commercial and public sectors. Chapter 3 analyses the development of different approaches to human resource management, and their application in leisure organisations. Chapter 4 considers the application of key concepts and techniques in financial management and their implications for leisure managers. Chapter 5 considers the structure of legal responsibilities placed on leisure managers, highlighting specific implications for managers of leisure facilities and services. Each of these chapters brings together material on managerial practice relating it to the specific concerns of leisure management in a way which has not been available in the past to those studying in the leisure management field. Part II of the book has rather different goals. Much of the literature in the leisure studies field (as opposed to leisure management) is premised on developments in social theory, which has had its own trajectory over the 1970s and 1980s. Links between the predominantly prescriptive concerns of leisure management (theories about how to 'improve' managerial practice), and the analytic concerns of leisure theory (how best to understand and explain leisure and other related sociopolitical phenomena) have not normally been made explicit. Chapters 6 and 7 of the book seek to redress this imbalance and to make clear the relationship between management theory and practice on the one hand and, on the other, explanations of the nature of wider social practices. The chapters deal with an analysis of leisure policy, and the relationship of sociopolitical schools of thought to leisure management and planning theory. This smaller section of the text is therefore aimed predominantly at those students with an interest in pursuing a study of leisure management and planning in its wider social and political context. Each chapter of the book is introduced with a set of aims reflecting the content and thrust of the particular chapter, enabling the reader to review in some detail the material covered before embarking on detailed reading and study. At the end of each chapter brief notes of guidance in relation to further reading are given. It is also intended that a series of case studies in

Introduction

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management and planning in the leisure industries will be produced to complement Part I of the text. IAN HENRY

Acknowledgement

The photograph on the front cover of this book of water activities in West Edmonton Mall, Alberta, was kindly supplied by Dr Sue Clyptis of Loughborough University.