How to make best use of your sporting organisation’s resources

Fitness & Sport Management Blog

Resources are assets – such as people, machinery, raw materials, information, skills and financial capital. As a sports administrator, you are responsible for supervising the use of the sporting organisation’s resources to achieve its goals. This would include managing people and ensuring that they take responsibility for the resources that they use and that they use them responsibly to ensure that the organisation achieves what they set out to.

What are the types of resources?

  • Human resources include the physical talents, skills and mental abilities employed to create products and services. The value of the labour force, as a resource, depends on the level of education and training. In order for the human resources of an organisation to be of any value, they need to be trained to a certain level of skill.
  • Financial resources are the amount of available money the organisation has to use for the expansion or, alternatively, the production of goods or services.
  • Physical resources may include buildings, machinery and equipment with which to produce items or services to sell and other goods that we do not necessarily sell but help with the further production of final consumer goods.
  • Informational resources may include internal and external information that the sports administrator could use to help the sporting organisation grow. Information within the company consists of the intellectual property or a body of knowledge that the business owns and that makes the production of its goods or services possible.

Resources are the basic inputs in the production of products and services, which is often referred to as a process. Within the integrated management process, these resources may be viewed as inputs, i.e. what the organisation will be using to produce goods or services and achieve its goals.

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Inputs need to be planned in advance to ensure that everything is available at the right time and the right place for the business to run efficiently. Examples of inputs would include:

  • The human resources of any organisation that provide management skills
  • Technical labour and knowledge
  • The equipment available
  • The building that the sporting organisation owns or rents
  • The capital at the disposal of an organisation
  • The stock required and used in the business process

The transformation process refers to the activities during which resources are combined and changed in such a way that a service is provided or a physical product is made and sold. The work done during the transformation process results in a product or service which can be delivered to the market.

Outputs are the outcomes of the transformation process. The results have to be controlled to determine the success of the planning which preceded the transformation process. If this is not managed the organisation will not achieve is goals and could even fail.

Resource management may be a real hassle if it is not done properly. The drawbacks of an inadequate resource management system include failure to make use of the potential of your existing resources which makes the entire organisation suffer. Poor resource management will lead to resources being under-utilised or over exhausted. It can also result in wastage of assets which could have been utilised to generate revenue if a proper management system was implemented.

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