The Politics of Leisure and Policy

Henry, Ian

doi:10.1007/978-1-349-22677-1_1

Cited by 49 publications

(68 citation statements)

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“…A number of authors have identified the organisational infrastructure of UK sport as a significant variable in shaping policy (Houlihan & White 2002, Green & Houlihan 2005, Pickup 1996Roche 1993, andHenry 2001). Krauss (1990) and Wilson (1994) drew similar conclusions with regard to the United States as did Macintosh (1991) and Macintosh & Whitson (1990) …”

Section: Path Dependencymentioning

confidence: 95%

Mechanisms of international influence on domestic elite sport policy

Houlihan

2009

International Journal of Sport Policy and Politics

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Section: Path Dependencymentioning

confidence: 95%

Mechanisms of international influence on domestic elite sport policy

Houlihan

2009

International Journal of Sport Policy and Politics

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“…The link between sport and society (and therefore politics) should be clearly established here, as it has been by many writers who argue for the maintenance of this basic axiom in the provision and control of sport (Chalip, 1995;Henry, 1993;Houlihan, 1997). For Chalip the challenge is not to continue to develop a science of pseudo-logic, but to identify points of logic and illogic so as to examine the values and assumptions implicit within, and excluded from, policy debates.…”

Section: Contextmentioning

confidence: 93%

Managing and Monitoring Equality and Diversity in UK Sport

Spracklen¹,

Hylton²,

Long

2006

Journal of Sport and Social Issues

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Despie greater attention to racial equality in sport in recent years, the progress of National Sports Organizations towards creating equality of outcomes has been limited in the United Kingdom. The collaboration of the national sports agencies, equity organizations and national sports organizations (including national governing bodies of sport) has focussed on equality standards.We revisit an earlier impact study of the Racial Equality Standard in sport and supplement it with another round of interview material in order to assess changing strategies to manage diversity in British sport. In particular, it tracks the impact on organizational commitment to diversity through the period of the establishment of the Racial Equality Standard and its replacement by an Equality Standard that deals with other diversity issues alongside "race" and ethnicity. As a result we question whether the new, generic Equality Standard is capable of addressing racial diversity and promoting equality of outcomes.Evaluating the Standard 3

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“…First, the increasing professionalism of the leisure industry was a major factor influencing the introduction of quality management techniques within local authority leisure services. 4,7 Public leisure professionals, looking for ways of managing in the prevailing climate of consumerism, market competition and resource constraint, were drawn to quality management as it was considered to provide a means of managing both the need to be efficient and effective. 3,4 7…”

Section: Customer Expectations and Service Qualitymentioning

confidence: 99%

Public leisure facilities: managing customer expectations

Robinson¹

2004

Municipal Engineer

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SynopsisThis paper examines the impact of customer expectations on the management of public leisure services, arguing that public leisure providers will need to shift their attention from the management of service quality, to focus on the management of customer expectations of their services.Improving the quality of public leisure services has been a goal for successive governments; quality management is inherent within both the Compulsory Competitive Tendering and Best Value frameworks that have impacted on public leisure services since the 1980s. As a result, the management of service quality has become an integral part of the service strategies of public leisure providers, leading to significant improvements in the quality of public leisure services. Associated with these improvements in service quality are raised expectations of these services.Customer expectations have not only required the use of quality initiatives, but have been subsequently further raised by quality management activities. This paper considers the impact of this, arguing that customer expectations are likely to rise to levels that make it financially unviable for public leisure managers to continue with a strategy of service improvement. It suggests that an alternative strategy of managing expectations may be more appropriate. This argument is set out by first, considering the effect of customer expectations on the management of public leisure services, second, discussing how these expectations are formed and consequently, how they can be managed. 3Moving from the management of quality to the management of customer expectations: the challenge for public leisure facility management.

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The Politics of Leisure and Policy

Cited by 49 publications

References 0 publications

Mechanisms of international influence on domestic elite sport policy

Mechanisms of international influence on domestic elite sport policy

Managing and Monitoring Equality and Diversity in UK Sport

Public leisure facilities: managing customer expectations

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