By Ian Henry
A advisor to concept and perform in key parts of relaxation administration and making plans within the relaxation industries, for undergraduates, HND scholars, and people on post-experience and postgraduate courses.
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Additional info for Management and Planning in the Leisure Industries
The former liberal policy of supporting, encouraging and responding to its clients has shifted to a more directive stance and the original intention to remove artistic production from the commercial demands of the market (Williams, 1981) has been greatly modified. I Countryside Commission Throughout the 1950s and 1960s increased leisure time, rises in real wages and the spread of car ownership led to greatly increased levels of informal countryside recreation. For example, although adequate survey data is not available admission figures at 45 National Trust properties show that between 1955 and 1978 there was a 7 per cent rate of growth (Patmore, 1983).
36 Planning for Leisure Leisure Planning in the Commercial Sector The Structure of Planning in the Commercial Sector The structure of commercial leisure has, in common with many other industrial sectors, been subject to considerable structural change. The size of firms operating in this field, the nature of their investments, and the leisure forms provided, have evolved with industrial change. , 1989) a number of key features in the recent history of leisure markets. Such factors include the growing significance of large-scale multinational organisations operating in the leisure markets, diversification of such large companies across a wide range of markets both within the leisure sphere and other areas of industry, and vertical integration with larger firms becoming attracted to small-scale outlets for service provision such as squash clubs, health clubs, and snooker halls.
A typical divisionalised structure has, for example, been employed by Mecca Leisure, which has separate divisions for Social Clubs, Entertainment and Catering, UK Holidays, and Other Activities. Detailed planning and strategy tends to take place within divisions which are seen as the most appropriate units for deriving strategic responses to the volatile markets within which these organisations operate. Planning is co-ordinated across divisions, not by centralised control which would undermine divisional autonomy, but through the training and development of divisional managers, involving the inculcation of organisational ideology.
Management and Planning in the Leisure Industries by Ian Henry