Sport, recreation and tourism event management : theoretical and practical dimensions / Cheryl Mallen and Lorne J. Adams.

Enhanced descriptions from Syndetics:

Sport, Recreation and Tourism Event Managementencourages students to apply theoretical foundations as they "think through" the requirements for any specific event, enabling them to develop a knowledge strategy for event management that will guide them into this field. This book focuses specifically on the operational planning component and the role of the event manager as the planner and facilitator, providing theoretical foundations behind the activities for planning.

This book covers topics such as:

Full of industry applications strengthening the featured theory, Sport, Recreation and Tourism Event Managementis the essential book for anyone entering the event management field.

Table of contents provided by Syndetics

• Acknowledgements (p. xi)
• Preface (p. xiii)
• 1 Traditional and niche sport, recreation and tourism events (p. 1)
• Traditional events (p. 2)
• Niche events (p. 3)
• The rise of contemporary niche events (p. 6)
• A need for skilled traditional and niche event managers (p. 7)
• Conclusion (p. 7)
• Chapter questions (p. 8)
• 2 The concept of knowledge in event management (p. 9)
• A knowledge transfer race (p. 10)
• Defining knowledge (p. 11)
• Common knowledge (p. 13)
• Advancement knowledge (p. 14)
• A definition of knowledge for the context of event management (p. 18)
• A knowledge transfer race strategy (p. 19)
• Networks support the knowledge transfer strategy (p. 22)
• Conclusion (p. 23)
• Chapter questions (p. 24)
• 3 The event planning model: The event development phase, Part I (p. 25)
• The event manager as a facilitator (p. 27)
• What is facilitation? (p. 27)
• Role of an event facilitator (p. 28)
• Facilitating the communication requirements (p. 29)
• Facilitating group communication requirements: The case of group rhythm and facilitation (p. 31)
• Facilitating knowledge transfer (p. 33)
• Facilitating event structures for governance (p. 34)
• Event structures (p. 36)
• Theoretical dimensions of event structures (p. 37)
• Principles in event structures (p. 39)
• Application of theory and principles in event structures (p. 41)
• Facilitating event management using the network perspective (p. 42)
• Building blocks: The concepts used to understand business networks (p. 43)
• Social capital: The intangible resource of networks (p. 49)
• Conclusion (p. 50)
• Chapter questions (p. 51)
• 4 The event planning model: The event development phase, Part II (p. 53)
• Facilitating volunteer management practices (p. 54)
• The contribution of volunteers to major sport events (p. 54)
• Event volunteers (p. 55)
• Planning a volunteer program (p. 57)
• Facilitating event policy development (p. 61)
• Complementary concepts in policy development (p. 65)
• Application: Policy becomes praxis (p. 67)
• Facilitating corporate social responsibility (p. 70)
• Chapter questions (p. 74)
• 5 The event planning model: The event operational planning phase (p. 75)
• Mechanism 1 The cultivation of the operational planning network (p. 76)
• Mechanism 2 The creation of written operational plans (p. 78)
• The written event operational plan: establishing a design format (p. 79)
• Logical operational planning (p. 79)
• Sequential operational planning (p. 80)
• Detailed operational planning (p. 81)
• Integrated operational planning (p. 88)
• Mechanism 3 The inclusion of contingency plans (p. 89)
• Mechanism 4 The activation of a plan refining process (p. 90)
• Contemporary issues in the event operational phase (p. 91)
• Practice operational planning scenarios (p. 91)
• Practice scenario 1 (p. 93)
• Practice scenario 2 (p. 94)
• Practice scenario 3 (p. 95)
• Conclusion (p. 95)
• Chapter questions (p. 95)
• 6 The event planning model: The event implementation, monitoring, and management phase (p. 97)
• Implementation: Executing the plan (p. 98)
• Disseminating implementation requirements and production meetings (p. 98)
• Monitoring the dynamic and fluid operational environment (p. 100)
• Managing operational plan implementation (p. 102)
• Overcome foreseeable failure when managing deviations from the plan (p. 103)
• Predetermine the decision-making team and process (p. 104)
• Preprogrammed and not preprogrammed decisions (p. 105)
• Inherent implementation, monitoring, and management issues in operational network practice (p. 106)
• Issue: Operational plan detail and implementation performance (p. 106)
• Issue: Implementation knowledge and performance (p. 107)
• Issue: Deviations from the plan (p. 107)
• Issue: Implementation conflict (p. 108)
• Issue: Implementation communication (p. 109)
• Additional implementation, monitoring, and management issues (p. 110)
• Conclusion (p. 110)
• Chapter questions (p. 110)
• 7 The event planning model: The event evaluation and renewal phase, Part I (p. 111)
• Background knowledge for the event manager (p. 112)
• What is evaluation? (p. 112)
• Why is evaluation necessary? (p. 113)
• Differentiating between evaluation, research, and assessment (p. 115)
• Key evaluation questions (p. 116)
• Facilitating the process of evaluating the event (p. 116)
• What type of event is it, and where is the event in terms of the program life cycle? (p. 117)
• Who are the key stakeholders of the evaluation? (p. 117)
• What are the questions or issues driving the evaluation? That is, what is the goal or purpose of the evaluation? (p. 117)
• What resources are available to evaluate the event? (p. 118)
• Have any evaluations been conducted in prior years? (p. 118)
• What kind of environment does the event operate in? (p. 118)
• Which research design strategies are suitable? (p. 118)
• What sources of evidence (data) are available that are appropriate given the evaluation issues, the event structure, and the environment in which the event operates? (p. 119)
• Which evaluation approach seems appropriate? (p. 119)
• Should the evaluation be conducted? (p. 119)
• General steps in evaluating the event (p. 119)
• Decisions required by the event manager before evaluating (p. 120)
• Role of theory in evaluating events (p. 120)
• Informal versus formal evaluations (p. 121)
• Formative versus summative evaluations (p. 122)
• What to evaluate? (p. 122)
• Quantitative evaluation versus qualitative evaluation (p. 123)
• Approaches to event evaluation (p. 124)
• Political, ethical, and moral decisions in event evaluation (p. 128)
• Summary (p. 129)
• Chapter questions (p. 130)
• 8 The event planning model: The event evaluation and renewal phase, Part II (p. 131)
• Developing questionnaires (p. 132)
• Developing the survey questions, structure and format (p. 133)
• Determining sampling size and sampling administration strategies (p. 136)
• Sample size (p. 136)
• Sampling approaches (p. 138)
• Survey administration strategies (p. 139)
• Importance/performance analysis (p. 140)
• Service-quality analysis (p. 143)
• Evaluating the value of volunteers (p. 144)
• Using event evaluation to inform the event renewal (p. 145)
• Conclusion (p. 148)
• Chapter questions (p. 149)
• 9 Event bidding (p. 151)
• What is a feasibility study, candidature document, bid questionnaire, and bid dossier? (p. 152)
• What is a bid tour? (p. 155)
• What are the critical factors in a successful bid? (p. 156)
• What is the one critical factor for bid success? (p. 161)
• Conclusion (p. 164)
• Chapter questions (p. 164)
• 10 Facilitating quality in event management (p. 165)
• What is quality? (p. 166)
• Quality is conformance to specifications (p. 167)
• Quality is excellence (p. 168)
• Quality is value (p. 169)
• Quality is meeting and/or exceeding customers' expectations (p. 169)
• Current definitions of quality and the lack of guidance for event managers (p. 170)
• Issues in defining quality in event management (p. 171)
• Conflicting stakeholder expectations influence quality perceptions (p. 172)
• Limited control over inputs influences quality (p. 172)
• Financial constraints influence quality (p. 173)
• Contingency plans influence quality (p. 174)
• Creating a quality statement to guide event managers (p. 175)
• A sample quality statement (p. 176)
• Quality statement for rally in the valley (p. 176)
• Conclusion (p. 178)
• Chapter questions (p. 178)
• 11 An integral approach to experiential learning: A foundation for event management and personal development (p. 181)
• Integral approach to experiential learning (p. 182)
• Defining experiential learning (p. 182)
• Wilber's integral approach (p. 184)
• Applying the integral approach to event management (p. 186)
• Individual (p. 187)
• Collective (p. 188)
• Maximizing personal development in experiential event management settings (p. 189)
• Activities for reflection (p. 192)
• Application of four quadrants to personal development (p. 193)
• Conclusion (p. 194)
• Chapter questions (p. 198)
• 12 Conclusions (p. 199)
• Appendix A Example of an operational plan for the National Collegiate Athletic Association (NCAA) Men's Basketball Championship, Round 2, San Jose, California: The hospitality component (p. 203)
• Appendix B Facilitation issues and suggestions for the implementation, monitoring, and management phase of the planning model (p. 223)
• References (p. 229)
• Index (p. 249)

Author notes provided by Syndetics

Cheryl Mallen is Associate Professor in the Department of Sport Management, Brock University, St. Catharine's, Ontario, Canada

Lorne Adams is Associate Professor in the Department of Physical Education, Faculty of Applied Health Sciences, Brock University, St. Catharine's, Ontario, Canada