1. Accounting on history of Racing in Victoria and stating why it is now being governed by an independent body
Thoroughbred horse racing which was organised in the state of Victoria, in Australia was previously governed by Racing Victoria Ltd. The vision statement of Racing Victoria Ltd is to bring in improvements within Victorian thoroughbred racing Industry’s position. It vision is to become a leading world class sporting industry for the purpose of delivering reliability, improved quality and create entertainment. Historical information suggests that Racing Victoria Ltd got registered as a public company Ltd under the federal corporation (Creaney et al 2008). Later on 19th December 2001, RVL was found to take up the function as well as different responsibilities as a new Principal Club which is currently known as (Principal Racing Authority) performing the responsibility of looking how thoroughbred racing is ongoing in Victoria. This ultimately led to the settlement of Racing Victoria Ltd Act 2001. Now the Victorian Racing club is found to organise Melbourne cup at Flemington race track every November. An independent company now governs the Racing Victoria Ltd to provide independent governance of thoroughbred racing in Victoria.
2. Ways in which the strategy for RVL towards 2020 is aligned to its organistional structure
The organisational structure of RVL is divided into three different departments that is integrity, Racing operations as well as marketing and development. Further the RVL integrity department is found to provide two different forms of services that is integrity and veterinary service. Integrity service department performs the responsibility of steward functions, day to day investigations, proper licensing. Veterinary department carries out the functions of organising Drug control program, research and development, most importantly care and regulation of horses (Ratten 2011). The racing operation department carries out the function of organising racing programs as well as optimise new opportunities for owners. Marketing and development is responsible for growth and increase in participation. Racing towards 2020, has mainly been developed for addressing Victorian Thoroughbred future and also to make sure about vitality, growth and sustainability of RVL which is only possible through its departmental functions. The functions carries out by the three distinct departments helps in developing a policy which could be implemented for making progress in industry.
3. Different barriers which are limiting the effectiveness of organisational structure adopted by RVL
Some of the barriers that limited the effectiveness of organisational structure which was broadly divided into three different departments is the drastic change that took place in the racing landscape. Wagering system on the racing landscape when no longer was considered as the sole domain of the race acted as the barrier behind the effectiveness of organisational structure which was adopted by Racing Victoria Ltd (Swayne 2011). The increase use of mobile phones, internet as well as valuable changes in the competition policy did act as the barrier of the organisational structure that was utilised by RVL and it brought up significant changes within the racing environment.
4. Discussing about some of the economic and market forces which RVL needs to be mindful for making sure that its organisational structure is able to meet its need
Some of the economic and market forces which RVL needs to be aware of is to properly maintain customer focus, increase the revenue, make proper renovation for the purpose of renewing the racing infrastructure and most importantly renew the returns of the participants (WANG et al 2007). Even EVL has to be aware of making proper promotion of the culture of the racing industry by which both safety as well as welfare of the thoroughbred racehorse could be maintained. Last but not the least; RVL also has to stay aware of growing international wagering revenue streams for being able to meet the needs of its own organisational structure.
5. Is RVL capable of modifying its organisational structure quickly?
Yes, RVL is capable of making modification within its organisational structure quickly its three distinct department’s carries out varied functions because it has made growth in wagering, there is high attendance of RVL in reaching out various media, it even carries out best practices for carrying out the integrity assurance process (Creaney et al 2008). The integrity department carries out race day administration and even provides quarantine services and the Marketing and development group makes proper sponsorship as well as marketing of RVL by working with owners and different breeders who make several promotional efforts. All this would help in making modification of the organisational structure quickly.
1. Some of the NCAA activities that makes it a special human resource management business in comparison to a standard business carried out by a sales and marketing company
The NCAA was founded in 1906 especially for the purpose of completely protecting the young people from dangerous and exploitive athletic practices. It reviews the performances and practices carried out by different colleges and universities throughout the nation. Some other functions carried out by NCAA that makes it a special human resource management business company is that it provides scholarship to athletes through different competitive process or only through particular types of athletes (Ratten 2011). Secondly, the NCAA provides financial support to different athletes especially in the form of injury, disability as well as medical insurance program. The NCAA is also found to provide different health and safety programs which include championship drug testing and different safety initiatives. Most important is that NCAA provides huge amount of resources to support its member institutions and help them develop policies and practices for improving the health of different student athletes.
2. Demonstrating the phase on which NCAA focus its operations and activities on and why might it be the case?
NCAA mainly focus its operations and activities on monitoring violations of its rules and regulations and especially when its members institutions are conducting different sports based activities with various student athletes (Swayne 2011). The issues experienced is of compensation because NCAA is mostly found to operate several strict amateur competition from where students and athletes all throughout America is unable to receive any kind of remuneration just for participating in sports.
3. Difference between human resource management of a college or sports program along with professional sports team or franchise
There exist a different between human resource management of college or sports program with the professional sports team is the perspective that NCAA for its college or sports program provides its member institutions with huge amount of resources to provide proper training to its students athletes (WANG et al 2007). There is drug testing facility as well as practices for maintaining the health and well being of individuals offered for college or sports program, but professional sports team does not provide this kind of special facilities to groom their athletes and they even does not provide financial support to their athletes rather recruit the most talented ones.
4. Which phase of human resource management process do the Eligibility centre belong and why? How is the perspective of NCAA different from its individual member institutions in this phase?
The eligibility centre belong to the phase of “student athlete benefits” that is to provide scholarship to students. This is because through financial support for injury, any kind of disability and through medical insurance program the Division I athletes could receive the opportunity of taking part in different athletic games (Creaney et al 2008). In this phase NCAA is completely different for its member institutions as it helps developing various policies and practices to maintain the well being of students and even runs various sports based educational programs, workshop to make the students practically experienced for playing athletics at different divisions.
References
Creaney, L. and Hamilton, B., 2008. Growth factor delivery methods in the management of sports injuries: the state of play. British journal of sports medicine, 42(5), pp.314-320.
Ratten, V., 2011. International sports management: Current trends and future developments. Thunderbird International Business Review, 53(6), pp.679-686.
Swayne, L.E. ed., 2011. Encyclopedia of sports management and marketing (Vol. 1). Sage.
WANG, H. and LIU, Q., 2007. Research on Management Mode of Athletic Sports among America, Australia and Japan [J]. Journal of Chengdu Sport University, 3, p.001.
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