Operations management assignment on: The Rugby World Club

Introduction:The Rugby World Club (RWC) has been awarded as the third largest sport which is being played internationally. ARU has been referred to as the co host in the year 2003 while planning the event RWC. The entire tournament was packed with ultimate 48 matches all across its venues. There were 11 venues in total & required a rigorous training in order to make it a huge success.

The report discuses the seven major questions attached in the case study “Operational Planning & The Rugby World Cup”.

Q6. What role does staff training play in event operations? What type of training are evident in this case study?Ans6. Training provides employees with required skills and knowledge to perform the job effectively. However, training is just an opportunity for learning. Skills and knowledge that are taken from training depends on the design of the training programme and the supportive climate that the organization provides for its employees (Blanchard &Thacker, 2007).

In order to have one of the most successful events, the staff members should be trained in a well defined manner. All the staff members at the event should be well coordinated with one another. This would ensure that, each & every staff member has ample information about the event to be held (Foreman, 2008). Proper communication amongst all the members would help in order to develop cordial relationship between all the departments as well as deliver the services on time.

Some of the training methods which have been made evident from the case study refer to the following. They are as under:

Þ    The first training method evident from the case study refers to the development of a proper concept for the match. This would include that, where should the venue of the match be fixed & have an understanding regarding its operations (Drummond, 2008).

Þ    Secondly, a detailed analysis regarding all the resources should be kept in mind. This analysis would include tools to be taken into consideration, data sheets to be made, list of the equipments, etc.Þ    A well defined operational planning should be undertaken. The planning should be carried in groups with all the subject matter ready. Detailed planning should be practiced.

Þ    Regular workshop sessions should be undertaken in order to overcome the various issues being faced by the venue operators (Foreman, 2008).

Þ    Well structured process should be formulated which would help to develop fair communication strategies. This aspect would cover the various policies which should be undertaken while planning for the tournament (Drummond, 2008).

Þ    A detailed operation plan should be formulated. This would help in order to cover all the dimensions such as venue for the match, different profiles of the events to be played & a structured outline for entire tournament.

The management people involved in the training of the entire team to make the tournament a success took approximately two weeks to carry out the entire program. The training was provided based upon the jobs specified. The entire program was divided into two phases i.e. Phase 1 & 2. In phase 1, the head of the events divided the operations into two heads such as a planning manager who was required to plan the entire event & operational integration manager (Foreman, 2008). The operational manager was further divided into four heads i.e. event planner-2, event coordinator, city operations. In phase2, head of the events & operations divided its work load under the following heads i.e. an administration head was appointed who was required to look after the venue planning as well as manage, operates & integrates with the overall planning of the tournament (Drummond, 2008).Q7. What issues might have been arisen if the ARU had decided to try to use a centralized organizational structure to conduct the RWC 2003 rather than devolve responsibility to individual venues?

Ans7. Rugby World Cup was established in the year 2001. Various issues might have arisen if the ARU had decided to try use the centralized organizational structure to conduct the RWC in the year 2003. Some of the issues have been highlighted as under:

Þ    Various public as well as operational issues might arise if the responsibility was not taken up by the ARU.

Þ    The day to day matters would not have been dealt in the most appropriate manner if ARU had not decided to use the centralized organizational structures.

Þ    Proper designing as well as implementation of the venue along with the operational planning would not have been designed in a well defined manner (Drummond, 2008).

Þ    The major issue which might arise would be in regards to advertising & promotion manager, arranging for PR events manager, head the ticketing department, etc.

Þ    Other main issues which would arise would be in regards to the technology which is being used, fair coordination amongst the venue operations & take care of the clients services (Foreman, 2008).

Þ    Logistics would also have been one of the major issues if ARU had decided to use the centralized organizational structures.

Þ    Security, administration as well as coordinating amongst the media people would also lead to high levels of issues if ARU had decided to use the centralized organizational structures.

Þ    With centralized organizational structures the technology used such as the Computer Aided Design & Drafting would also have created major issues. All the designs & drafts regarding the plan would be made manually. Delivery of the various services at the venue would also have been one of the major issues facing the event manager at the venue (Drummond, 2008).

ConclusionHence, it could be concluded that all the answers are majorly directed towards the importance of training & the integration of the same to make the tournament a big success. This report also covers the major issues which might arise in developing the organizational structures, benefits reaped from developing a core team. The report also covers the various issues which might arise due if the ARU had decided to try to use a centralized organizational structure.

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