Resourcing Plan to Resource the International Convention Centre Essay

Custom Student Mr. Teacher ENG 1001-04 15 August 2016

Resourcing Plan to Resource the International Convention Centre

The resourcing plan for the International Convention Centre is a recommendation for establishing the most accurate staffing requirements, timescales, cost attributes, and the internal/external phases for implementation of the key resources required. The findings of research of prior organizations building a strong community to house the Olympics revealed the necessity to recruiting a competent senior management staff to lead the priorities warranted.

The Board of Trustees are to be open for bold and direct solutions to allow the building of the site area to achieve the overall objectives of the Olympic mission leading up to and during the 2012 start timeframe. The resourcing plan outlined the beneficial aspects for key senior positions of management that will solely focus on areas that strengthens the proposal from the Olympic Business Tourism Steering Group.

The senior management team is recommended to b led by a committee Chief Executive Officer that provides analysis of the financial platform, human resources platform, tourism platform, maintenance, security, and East London Life surrounding business entities concerns and interests. The CEO has the power to redirect resources that can assist in achieving the overall goals of the Olympic Business Tourism Steering Group and the Board of Trustees. In doing so, the CEO will be the central contact person to answer questions and concerns during the leading up to and during the 2012 start of the Olympics.

The implementation of the CEO and him/her primary responsibility provides the needed functional organization structuring to facilitate the streamline processes of building a strong foundation within the East London Life center area. The importance of organizational structuring in the resource plan empowers the recommended designated CEO to effectively diagnose situations related to the needs of the Olympic Business Tourism Steering Group and the East London Life for appropriate action and performance to marketing the games (Chitty and Barker and Shimp 2005:225).

The organizational behavior is a critical aspect to assist the CEO in accessing the particular skills of the current and additional staff members within a functional organizational matrix (George and Jones 2005:129). The understanding of organizational behavior from a CEO perspective presents an in-depth conceptual, technical, decision making, and interpersonal skills that are required to successfully manage complex project teams such. The Time-Scales Identified

The CEO is recommended to work with the Human Resources Director, Finance Director, Marketing Director, Facility Director, and Specialist Resourcing Strategy Consultant to identify core timetables needed to facilitate changes. These timetables play into the time-scales required in order to successfully outlining the criteria’s needed for the leading to the run up to the 2012. The current overall timeframe is 4 years until the lighting of the torch to start the 2012 Olympics; therefore, the main concern is accurate staffing and preferred options to securing such staffing.

The available choices are already staff employees from the East London Life center area that are willing to commit to the run up to 2012 as well as during and after the Olympics. The collected research on available participants for the run up to 2012 averages around 1,800 already staff employees of the consortium. The commitment of the average of 1,800 employees to the requirements set forth by the Board of Trustees entailing a focus on great co-ordination skills, excellent human resources and effective supported services (Tousey and Mathison 2008:55).

This focus will play a pivotal role in setting up a longtime goal of the Board of Trustees for establishing an opportunity on international branding for doing business in the area after the 2012 Olympics. Conversely, the timescale for within the 1st year is to confirm of the interested individuals on a voluntary basis that will bring the total amount to 4,500-5,000. Therefore, the completion of the overall staffing requirements under the senior management team will need to be at the end of the 12th month.

This timeframe will present the senior management team to fully recruit, train, and reinforce the core attributes embedded in the organizational behavior structure to demonstrate a focus on great co-ordination skills, excellent human resources and effective supported services. The first 6-month timetable is to utilizing the hiring and processing of paperwork that entails outlining specific individual responsibilities, benefits, the pay rate, and security measures.

The remaining 6-month timetable is to focus on extensive training on the primary objective to demonstrate desired skills. Within the first 2 years, the timescale is to focus on common theme of the East London Life center area that highlights the culture and theme of the 2012 Olympics. The commitment of the staff employees and volunteers will provide the required synergy to demonstrate a professional and creative experience for the Olympics. The two year timescale has the advantage to identify and present resolutions for any issues or problems discovered during the run up to 2012.

The overall staff employee teams are more inclined to share ideas and restrictions to the senior management team within the desired organizational behavior structure required to reaching a successful point of reference to the start of the Olympics. The remaining two years are to focus on leading up to and during the 2012 Olympics. Therefore, the highlighting of securing short-term contracts with vendors is imperative for the second phases of the implementation of initiatives for the forthcoming event.

The short-term contracts with vendors and sub-vendors contractors are essential to staying within the designated budget to ensure a well structured organization. The last two years are to show a commitment to including the business owners of the buildings that will occupy the Olympic committee personnel, senior management, and other related individuals or groups – that displays a welcoming attitude through available resources. The Human Resource Director and Marketing Director

The imperative positions of the Human Resource Director and Marketing Director provide the CEO to strategically direct the overall operations of the timescale section of the resource plan. The Human Resource Director primary objective is the leading representative to empower all staff members in the desired organizational behavior that instills the focus on great co-ordination skills, excellent human resources and effective supported services (Rachels 1999:78). The challenges in projects can create multiple tasks to reaching the goals outlined in the project scope.

For instance, the team formation process is detrimental to moving through phrases of forming, storming, norming, performing, and adjourning to reaching the completion of the planned project (Johnston and Zawawi 2000:78). The Human Resource Director and Marketing Director is to present the primary role in understanding the functional project organization assists in identifying the organizational behavior within the context of team building to successfully moving through the phrases to create productive occupation of the 2012 Olympics (Mantel, Meredith, Shafer, and Sutton, 2008:117).

The Marketing Director is to provide the required protocols that designated staff team to incorporate a two-fold approach of advertising the 2012 Olympics during the run up to and during the games (Pelsmacker 2006:49). The marketing approaches are to demonstrate the East London Life area culture themes and specialties relating to identifying the location area as well as the Olympics to solidifying the objective for broadening the international appeal.

The utilization of the identified organizational behavior concepts of the team and the functional organization to apply appropriate human interpersonal skills for applied motivation, knowledge, decision making, change management, code of ethics, style of communication, and leadership direction (Cooper, Raymond 2005:199) The interaction between the Human Resource Director and the Marketing Director are stringent to formed strong interconnected relationship that strengthens the communication matrix to facilitate the primary objectives.

The effort for sharing and receiving imperative information concerning the stages of the project criteria’s assist in reporting the appointed CEO of progress towards goal of 2012. Therefore, the organizational behavior presents a synergy to the effective communication matrix monitored by the Human Resource Director in lined with the Marketing Director to effectively channel all required policies and practices for staff members. According to David Hunger (2007), the organizational context methodology will determine the success of the planned resource project that defines and enforce the organizational behavior concept within the organization.

The specialist Human Resource Strategist Consultant is to offer the resource planning an effective communication measure that balances the information and data between senior management and directors in human resources and marketing to successfully resource the international convention centre. According to Mantel, Meredith, Shafer, and Sutton (2008), the project consultant will have to implement the need for cooperation’s between all departments of interests that encourages the innovation and correlation reinforced the indentified organizational behavior concept (Hunger 2007:112).

The Finance Director and Facility Director Cost Benchmark The expectations of the completed scope objectives of the 2012 Olympics are a formation of a productive overall team of professionals by minimizing costs to heighten projected profit along with brand identity (Wild, Wild, and Han 2006:28). The Finance Director primary criteria of the organizational context will need to focus on demonstrating good decision making (Saunders 2007:38). The Finance Director core objectives are identifying and recording the East London area organized efforts to staying on schedule and within budget.

The recommended approach to a structured organizational concept is in relations to the Finance Director to direct any subjected overruns of expenses during the run up to the Olympics. Respectively, the Finance Director in most organizations play a pivotal role in balancing the allocation of funding at the appropriate time to reach desired project management goals of such magnitude of the Olympics to assure the project is moving in the desired direction (PMBOK, 204:121). The cost benchmarks are to not reach 20% of the confirmed budget for the run up to the Olympics and to not exceed 35% during the games.

The Finance Director responsibility to work in cooperation with the Facility Director that guarantees the overseeing of internal and external costs related to hotel reservations, restaurants patrons, maintenance teams, Olympic merchandising, and entertainment (Schein 2004:95). The East London Life scope objectives identifies the required organizational culture environment to follow the policy of strict usages of products and services during the 1-2 years of run up to 2012 that streamline all projected costs.

Some of the identified organizational policy problems that can halt the mission of the Finance Director and Facility Director is by the impacts of the staff employees and volunteer team members that fails to communicate senior management protocol of price controls, safety measures that could cause accidents, and approved Olympic Business Tourism Steering Group approved vendor materials and/products that overall assist in cost management.

The transfer of information and deliverables between the Finance Director and the Facility contributes to the primary objective to reduce policy concerns illustrated by the senior management from the Board of the Trustees and the Olympic Business Tourism Steering Group for a clear understanding of the project needs. Essentially benefits all associated individuals to the progress of the team within the organizational culture framework (Samson 2008:101). Report Analysis of Potential Risks and Identified Solutions

Several risks identified are security, lack of demonstrating the human relations protocols, conservation of resources and energy as well as adhering to timescales/timetables. The most significant risk for the project is the potential lack of demonstrating the human relations protocols that demonstrates the high levels of customer service and satisfaction from competent and helpful staff members will be the key to success for the resource plan objective of the international convention centre.

The risk pinpointed in relation to the human relations aspects that underscore the potential for failure if not proven measures are implemented to the staff and/or volunteers (Kotter 1996:88). The senior leadership team of the Human Director, Finance Director, Marketing Director, Facility Director, and Specialist Human Resourcing Strategy Consultant must incorporate the core desired human relations outcomes both internally and externally to the staff members.

If not, the potential risk can create substantial downturn in the Board of Trustees projected organizational behavior mindset of staff members for the run up to and during the 2012 Olympics. The solution for the identified risk is the implementation of the theory of motivation for the CEO to utilize in solidifying the management team to then reflect the desired organizational policy of behavior to the staff. In doing so, the coordinated effort to progress theory of motivation scientific approach tactics is critical for achieving the planned goals.

References – 16 George, Jennifer M. and Jones, Gareth R. (2005) Understanding and Managing Organizational Behavior, Fourth Edition, Pearson, Prentice Hall, Upper Saddle River, New Jersey Mantel, Samuel J. & Meredith, Jack R. & Shafer, Scott M. & Sutton, Margaret M. (2008) Project Management In Practice, Third Edition, John Wiley & Sons, Inc. Hunger, David J. (2007) Essentials of Strategic Management, Fourth Edition, Pearson, Prentice Hall, Upper Saddle River, New Jersey

Wouters, Marc and Wilderom, Celeste (2008) Accounting, Organizations and Society, Periodical, Proquest Doc. ID 1456200771, ISSN 03613682, Vol. 33, Iss. 4/5; pg. 488 Tosey, Paul and Mathison (2008) Human Resources Development Review, Gregory Bateson Theory Concepts on Organization Structure Behavior, Periodical, Proquest Doc. ID 1433203701, ISSN 154344843M, Vol. 7, Iss. 1; pg 13 Chitty, W. & Barker, N. & Shimp, T. A. (2005). Integrated Marketing Communications. Melbourne: Nelson. Johnston, J. & Zawawi, C.

(2000). Public Relations Theory and Practice (2nd ed). Sydney: Allen & Unwin Pelsmacker, Patrick (2006) Marketing Communications: A European Perspective. Financial Times/ Prentice Hall; 3 edition Saunders, Mark (2007) Research Methods for Business Students. Financial Times/ Prentice Hall; 4 edition Schein, Edgar (2004) Organizational Culture and Leadership. Jossey Bass; 3rd Edition Samson, Danny (2008). Operations Management. Retrieved November 8, 2008 from http://www. cambridge. org/us/catalogue/catalogue.

asp? isbn=9780521700771&ss=toc Wild, John J. , Wild, Kenneth L. , Han, Jerry C. Y. , (2006). International Business, The Challenges of Globalization PMBOK Guide (2004) A Guide to the Project Management Body of Knowledge. Third Edition. PMI Global Standard Cooper, Dale and Raymond, G. , (2005) Managing Risk in Large Projects and Complex Procurements Kotter, John (1996) Leading Change. Harvard Business School Press Rachels, James. (1999). The Elements of Moral Philosophy, Boston: McGraw-Hill College.

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