Troy University HSTM4450 Venue Requirements Case Study


Question Description

  1. Read Chapter 6
  2. Watch video lecture
  3. Begin Case Study. This will be due in Week 8. In this Module is the content for the case study (Tennis Case Volunteer). Read this and use this document to anwer the 5 questions in the assignment. The assignment to fill out is the link directly below the case study paper

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Volunteer Management Case Study Questions Please answer each of these questions with at least 1-2 paragraphs using specific data and examples from the case. Pay particular attention to question 2, and consider the best method to analyze and present a thorough, yet usable volunteer profile. 1. What are the challenges currently facing the event organizers? What strengths and weaknesses does the organization bring to those challenges? 2. Using the data in Appendix A create a profile of existing volunteers. What are their demographics? What are their motives? Which demographic and motivational characteristics seem particularly important? Why? How could your analysis enable more effective recruitment and retention of volunteers? 3. Consider the event's relationships to local charities. Can those relationships be leveraged to enhance volunteer recruitment and/or retention? Explain. 4. Within the budget constraints, what might be done to obtain more volunteers? Could your profile from Question 2 help? How? 5. Could a more diverse pool of volunteers be obtained? How? What would be the advantage? Do you envision any disadvantages? Sport Management Reviav, 2007,10,97-123 O 2007 SMAANZ Building on Success: Volunteer Management at the Midwest Tennis Classic7 Corinne M. Daprano University of Dayton Carla A. Costa University of Texas Peter J. Titlebaum University of Dayton The mood in the conference room at the Midwest Tennis Center was upbeat, but a little tense. Just a month ago, the volunteer coordinator, Dan Clark, his staff, and volunteer committee chairs had gathered around this same conference table having concluded yet another successful Men's Association of Tennis Professionals (ATP) Masters Series tournament. The tournament had been run at the Tennis Center since 1979, and despite the unpredictability of the weather in the Midwest in mid-August, the tournament continued to be a strong draw for both players and spectators. In fact, players such as Agassi, Federer and Hewitt returned year after year because of the quality of the tournament. In addition, the two-week tournament regularly attracted large crowds. Attendance for the Masters Series and Seniors' events typically exceeded 100,000 spectators. During the month after a successful tournament, Dan Clark and his staff would usually sit back and enjoy the celebratory mood, but this year was different. The tournament had ended months ago, yet committee members had only had a month to dwell on the success they had worked so hard to achieve. It was rumored that a women's tournament would be added to next year's schedule of events, and 1 This case was prepared as the basis for analysis and discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. 98 Daprano, Costa & Titlebaum committee members were now feeling pressured to quickly move on to next year's schedule. This was the source of the tension in the room. Clark opened the meeting by immediately addressing the rumours regarding the addition of the women's tournament: "I know you have all heard the rumors, so let me fill you in now. The owners of the Tennis Center want to increase the number of events held at the facility. Because of the success of the men's tournament, they have decided to pursue a Women's Tennis Association (WTA) tournament event. As many of you know, a women's tournament had been held in conjunction with the men's tournament during the first seventy or so years of the tournament's existence. It returned briefly in the late 1980's but was discontinued because of WTA scheduling conflicts, loss of the tournament's title sponsor, and decreasing numbers of spectators. Returning the women's tournament to the Midwest will reconnect the event with the longstanding tradition of the Midwest Masters and will bring a WTA event to our regional area. However, adding the WTA event to next year's schedule will involve considerable planning on our part. The men's tournament will retain its usual mid-August schedule. The women's tournament will be held in mid-July." "But that gives us less than a year to prepare for the women's tournament!" interrupted Tony, chair of the ushers committee. "We'll need to find a lot more volunteers to make this work, and we don't have much time to find them." "It's not just the volunteer numbers, I for one can't commit to working both tournaments," added Susan, chair of the Ticket Takers Committee. "What kind of budget will it have?" asked Dan. The meeting continued, with comments flying around the table. Finally, Clark called for a fifteen minute break. Clark noticed that Rachel, a young, first-year intern who had joined the organisation last month seemed a bit overwhelmed. In her short time with the organisation, she seemed eager to learn and to contribute. The short planning cycle necessitated increasing Rachel's responsibilities to include more involvement in planning and implementation of the volunteer management program for both tournaments. Clark used the break to bring Rachel up to speed on the history of the tournament. Specifically, he told her that the Midwest Masters, now known as the Midwest Tennis Classic Masters, is an annual tennis tournament played on outdoor hardcourts in the suburb of a large Midwestern city. The tournament is one of the oldest tennis tournaments played in the United States. The first tournament was held during the 1890's. Over the 100-plus year history of the tournament, such notables as Nat Emerson, Bill Tilden, Bobby Riggs, Jimmy Connors, Ilie Nastase, John McEnroe, Boris Becker, Pete Sampras, Michael Chang and Andre Agassi have participated and won the tournament. Until the early 1970's, the women's tournament was held in conjunction with the men's tournament. Rosie Casals, Virginia Wade, Margaret Court, Chris Evert and Evonne Goolagong had all played during the last several years of the tournament. Volunteer Management - Case 99 The men's tournament is one of nine ATP Masters Series tournaments on the ATP tour. In 2002, the tournament gained a major title sponsor. Since 1979, the tournament had been played at the Midwest Family Tennis Center, which is a 10-court facility with three permanent stadiums. Clark also shared with her that while the tournament has a long standing history in the community; it is also an important asset to the community because of its economic impact. The tournament is estimated to have a US$25 million impact on the regional economy because of the number of out-of-town visitors to the region. Clark told Rachel about an economic impact study conducted by researchers at a local university. The study demonstrated that out-of-town visitors alone spent almost US$10 million while attending the tournament. This economic expenditure is especially valuable to the regional economy because these dollars represent money that would otherwise not be spent locally. Clark also felt that it was important for Rachel to know that the regional community received further benefits from the tournament. For example, several organisations benefited from donations made from the proceeds of the tournamentover US$6 million since 1974. These organisations included a Children's Hospital, a Cancer Center and a local organisation, Tennis for City Youth geared towards tennis and inner city youth. "I've heard of Tennis for City Youth. Isn't that the organisation that provides tennis lessons and programs for inner-city children who can't afford to play tennis?" asked Rachel. "Yes," responded Clark. "I have great respect for this program. It is supported by grants from the USTA in its efforts to diversify both tennis participants and spectators. In my opinion, these effort are making a big difference in the tennis community. Tennis used to be a largely, white upper class sport. Now when I dnve by the courts or look in the stands, I see much more diversity. This has got to be good for the game." As the committee members trickled back into the room, Clark finished briefing Rachel by sharing his thoughts on the ways the tournament impacted the community. He shared both the good and the bad with Rachel: "Some surrounding residents have complained about increased traffic and commotion in their neighborhood around event time. On the other hand, many residents praise the tournament for provideing an opportunity for locals to socialise, network, meet, and interact with people who are not part of their usual social circles. I can't tell you how many times someone has told me how proud they are to be a part of something worthwhile that gives back to community." Rachel sat down feeling much better informed. Clark took a moment to collect himselfbefore calling the meeting back to order. Typically during these posttournament meetings, he would share with everyone the tournament volunteer report he had compiled. Among other things, the report consisted of general observations made by the tournament staff and volunteer committee chairs regarding tournament operations. Clark knew that it was essential to examine this information, but he also I00 Daprano, Costa & Titlebaurn knew that the challenge for the upcoming year would require a different kind of approach. Not only did they need more comprehensive information, they would also need to think creatively to determine how to obtain and use this new information. Clark called the meeting to order. "I know that you are all concerned with the expansion of our work in the next year. Let's remember, though, the tournament is operating well on a number of levels. In fact, volunteer management had been one of the most successful areas of operations for the past several years. The challenge, as I see it, is to determine how to transfer this success to the women's tournament without compromising the quality of the men's tournament. We need to gather as much information as possible, as quickly as possible from this year's experiences. Each of you is a treasure trove of knowledge. I would like to take advantage of that knowledge while the tournament is still fresh in your minds." Clark turned to the people seated around the conference table and explained, "In spite of our continued success and the response of the public to the ATP event, we will have some additional challenges to meet when adding the WTA event. Instead of me compiling one tournament report after talking with you individually, I feel it would be helpful for each of you to write your own committee report keeping in mind how we can address challenges we'll face when moving from one to two tournaments. It's also important to consider the differences between the spectators and volunteers for the men's tournament versus the women's tournament. After each of these reports has been written and I have had a chance to review them, we will meet again." Clark continued to explain how he wanted the committee chairs to compile their reports. "Since this is the first time I've asked each of you to gather and analyse this type of information, I'm going to provide you with a few basic guidelines for your report. Keeping in mind that we'll have to recruit and train volunteers for both tournaments, we'll need to review what strategies are effective and where improvements are needed. If we consider that we've had approximately 1,000people volunteer for the men's tournament in the past, we can analyse the recruitment and managemen1 sfrategies fhaf have helped us achieve this number. I am not entirely certain how many additional volunteers we will need for the women's tournament, but I believe that we will need fewer than 1,000." Prior to this year's men's tournament, Clark had requested the help of sport management faculty and students at a local university to develop and administer a sport event volunteer survey. At this time, the venue owners had hinted at the possibility of a second tournament, and Clark wanted to be prepared. The survey was designed to provide more information about the existing tournament volunteers. Clark wanted to know what motivated them to volunteer, and how satisfied they were with their current experiences as tournament volunteers. In addition, the survey provided demographic information about the tournament volunteers. When the decision was made to add a women's tournament, Clark realised the potential Volunteer Management - Case 101 importance of the study in the planning that now faced him. That morning, he had received the preliminary descriptive data from the survey, and he had been looking forward to sharing it with the rest of the people sitting around the table (see appendix A). "You'll need to keep in mind several concerns as you write your report. First, how can we convince existing experienced volunteers to remain and work both tournaments and in turn how will we increase our volunteer pool to ensure we have enough volunteers to assist with the additional requirements of the women's tournament? Second, since we are members of the USTA and are committed to promoting the sport of tennis, how can we diversify our volunteer base? Also keep in mind that we have only a 40% increase in the volunteer budget. We are fortunate to have preliminary data from last month's survey of volunteers. Rachel will provide you with these results as you leave today. The survey provides some interesting insights into the reasons our volunteers choose to work the tournament, the things that they are and are not satisfied with, and a demographic profile of our current volunteers. Please incorporate this information into your report. At a minimum, your committee report should address the following: Number of volunteers on your committee, The characteristics (demographic and psychographic) of your volunteers, Potential challenges facing your area, and Recommendations/insightsfor recruitment and retention of volunteers, including what has worked well for your committee. In addition, I would like to know whether you will be returning next year as chair of your current committee and whether you will be able to assist with both tournaments. Your thoughts on recruiting and training new committee chairs would be greatly appreciated. You'll have the next two weeks to compile your report. Then return it to me, and I will study them and ask questions as necessary. Afterward, you will have an additional week to finalise each report. 1reafise this is a tight timeline. As we discussed at our last meeting, the tournament means a lot to us, and we are all committed to meeting this challenge. We'll meet in three weeks to discuss the committee reports and begin planning for next year." Two Weeks Later Dan Clark surveyed the reports submitted to him in preparation for the planning meeting the following week with his staff and the committee chairs. The chairs had done a good job compiling information that would be used to determine an overall strategy to recruit, train and manage the increased numbers of volunteers 102 Daprano, Costa & Titlebaum needed to run both tournaments (see appendix B for chair reports and Clark's notes). The first items that caught Clark's attention were the report sections indicating the chairs' commitments for the year. Extensive experience as volunteer coordinator had taught Clark that well-trained, motivated committee chairs were essential to a smoothly functioning tournament since these chairs had the most direct contact with tournament volunteers. In other words, the committee chairs would directly impact the effectiveness of the volunteers' efforts and thus the tournament as a whole. In an effort to equip Rachel with the background information she would need regarding previous practices, each committee, and the individual chairpersons, Clark discussed the chairs' reports with her, and added his own notes to each of the reports. He also provided her with a copy of the budget, organisational chart, and volunteer correspondence (Appendices C, D, & E). Rachel listened, but still had questions about the ways things had been done in the past. Clark tried to fill her in. He shared with her the three methods used most often to recruit volunteers for the tournament: 1) word of mouth; 2) online advertising; and 3) appeals made to local tennis clubs and corporations. Clark told Rachel, "Traditionally, word of mouth has been the most effective method of recruiting tournament volunteers. Many of the veteran volunteers have been working the tournament for 15 or more years. We tend to keep about 60% of our volunteers from one year to the next. These veteran volunteers help recruit family members, fnends, and co-workers to the tournament. About 15% of our volunteers are retireeslpensioners who come back to volunteer at the tournament year after year. The tournament is like a family reunion for them. In fact, they're some of our most dedicated volunteers in terms of the number of hours they're willing to work to make the tournament a success." He continued, "One of the best ways we have of recruiting new volunteers is by partnering with local tennis clubs and corporations. Many tennis clubs post information about volunteering months in advance of the tournament and often members sign up for the same committees. A lot of our ushers volunteer together so they can watch the matches, and they sign on for the same shifts so they can carpool to the Tennis Center. They love the game of tennis and the opportunity to be close to the action. Because these volunteers are so knowledgeable about the game, they are especially valuable because they help us promote the game of tennis. We also partner with many local corporations to recruit volunteers. Several of these local corporations and businesses allow their employees to volunteer for the tournament during regular work hours or give their employees vacation1 compensation days for the time worked at the tournament. Many of these employees are interested in doing something for the community and are especially attracted to these volunteer opportunities because each year some of the proceeds from the tournament are donated to three charitable organisations - the Children's Hospital, the Cancer Center at University Hospital, and Tennis for City Youth. Like the tennis club recruits, corporate volunteers also sign up for many of the same committees, Volunteer Management - Case 103 especially the ticket takers and sponsorship/hospitality committees. They like to be busy all the time and to interact with different people. One other method that has been successful for us in terms of our recruitment efforts is our online application. People who want to find out information regarding the tournament such as session datesltimes, look up the tournament draw, or purchase tickets often go to our website. There is a "Volunteer Info" link on the homepage of our website. Once someone clicks on the link, they are sent to a page that includes current volunteer opportunities, committee descriptions, and a volunteer application form. Many volunteers find the online application convenient and easy to fill out. This is a great way for us to build a database of potential volunteers. Having online volunteer information and an application has allowed us to expand our potential volunteer base. We now have a small but growing percentage (currently less than 10%) of volunteers who live out-of-town and even out-of-state." "Ok, I get the idea," said Rachel, "but what is expected of the volunteers, and what do they expect in return?" Clark continued, "Our volunteers are required to work at least 5 shifts (approximately 30 hours) during the tournament. Of course, this could change as we add the women's tournament. Many of these positions require standing for several hours in the summer heat. In order to reward our volunteers for their hard work and dedication we offer them several incentives and perks. Volunteers are given a tournament logo shirt and hat. The shirt and hat are gr ...
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School: Purdue University

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Topic: Case study
Question 1.
Volunteering helps solve many problems associated with a lack of financing to organize
and deliver on an intended goal. People volunteer to help an event organizer to save on the
expenditure of managing the event. The Tennis Case Volunteer is analyzed to reveal aspects of
event organization like choosing the venue, managing spectators, controlling movement,
challenges in volunteering and volunteer management. Volunteers help a lot in choosing to
prepare venues ("HSTM 4450 Venue Requirements", 2019).
Question 2
The existing volunteers have varied characteristics. The demographic information reveals
that the current volunteer's different motivational factors. The majority of the volunteers indicate
that they want to make the event a success by participating in the organization. The second
leading in numbers cite that they like being involved in constructive activities (Daprano et al.,
Question 3
The Midwest Tennis Classic has visitors had a good relationship with the community in
various ways. The most obvious is bolstering the economy of Midwest city through hospitality
services provided to the out-of-town visitors. The critical relationship between the Tennis classic
even and the community is the charity contributions.
Question 4

The organizer can increase the number of volunteers regardless of the budgetary
constraints. The first then is sustained and or improving the volunteer welfare like the facilities
they use, including restrooms, meals, and snacks. The volunteers feel appreciated if given good
services in their time of volunteering.
Question 5.
A more diverse pool of volunteers can be built. The pool can include more ethnic tribes.
Also, the ethnic percentages can be improved to include a uniform volunteering of the
constituent ethnic groups in the prog...

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