The key problems and issues
1- Reshape the Olympic Games candidature process:
-Enable more cities to host the Olympic Games.
– Decrease the cost of bidding.
– Provide more clarity and transparency on Olympic Games delivery
requirements.
– Ensure that the Olympic Games will be sustainable and will contribute to
sustainable legacies in every host city.
2- How the Games could fit into their long-term development plans
3- The responsibility and opportunity of engaging all parts of a host city and
country can be a challenge regarding to communications and networking
technologies.
4- The challenge of ensuring sufficient space exists around the venues for
operational purposes.
Formulate and include a thesis statement, summarizing the outcome of your
analysis in 1–2 sentences
Hosting the Olympic Games provides a powerful incentive for cities and countries to
invest in their future and create a lasting legacy of real value and significance. Every
host’s legacy vision is different and should be aligned with the city’s long-term
development plans. But Olympic legacies broadly fall into five distinct categories such as
Infrastructure, Economic, Sporting, Social and Environmental. So, by identifying and
agreeing to a legacy plan during the candidature phase with a clear business case and
defined responsibilities for implementation, a city can achieve real change.
Solution
Table of Contents
INTRODUCTION 3
BACKGROUND INFORMATION 4
ALTERNATIVES SOLUTIONS 6
Alternative solutions towards reshaping the Olympic candidature process 7
Alternative solutions towards how the Games could fit into their long-term development plans
8
How Olympic Games deal with the problem of doping among athletes 10
PROPOSED SOLUTION 11
Reasons for the selection of Olympic Agenda 2020 for the candidate cities 12
Positive attributes towards balancing requirements of the Olympic Games with the legacy of
host cities. 13
Transparency in Olympic games delivery requirements 13
Reduction of candidature costs 14
RECOMMENDATIONS 14
REFERENCES 16
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
INTRODUCTION
Olympic sports have been known to be one of the greatest worldwide gaming events that
aim at summoning the best athletes from all over the world and simultaneously attracting the
attention of millions and millions of fans. However, the sport of the Olympics has had its ups and
downs as far as the management functions of the Olympics are concerned. This case study is
aimed at addressing some of the key problems and issues that are involved in the management
functions of the Olympic Games. First and foremost, the issue of reshaping the Olympic Games
and the candidature process has been a problem that has raised alarms for a significant period.
This issue can be solved by enabling more cities to host the Olympic Games, decreasing the cost
of candidature, providing more clarity and transparency on Olympic Games delivery
requirements, and ensuring that the Olympic Games are sustainable and significantly contribute
to sustainable legacies in every city that hosts the Olympic Games. Secondly, there have also
been problems with the way games are supposed to fit into the Olympic Games' long-term
development plans. Thirdly, the responsibility and opportunity of involving most or all sections
of a city and country hosting Olympic Games have proved to be challenging as far as network
and communication technologies are concerned. Finally, the problem of ascertaining adequate
space around the gaming periphery has also been a major topic of discussion (Gammon &
Robinson, 2003).
In this regard, therefore, I suppose that hosting the Olympic Games provides a powerful
incentive for cities and countries to invest in their future and create a lasting legacy of real value
and significance. According to an article on Olympic Games, every hosts legacy and vision is
different and should be aligned with the city's long-term development plans (Baum & Lockstone,
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
2007). However, Olympic legacies broadly fall into five distinctive groupings such as
infrastructure, economic, sporting, social and environmental. Therefore, by identifying and
agreeing to a legacy plan during the candidature phase with a clear business case and defined
responsibilities for implementation, a city can achieve real change.
BACKGROUND INFORMATION
Many countries usually apply to the Olympic Games organization to be allowed to host
the games in their cities. There are many benefits and advantages associated with being the host
of the Olympic Games. However, the process of narrowing down to a selected host takes a lot of
time, in most cases a couple of years. The planning process needs to be done carefully and
precisely; therefore, this is the reason why the involvement of relevant organizations, authorities,
and various stakeholders is relevant towards working together. Successful Olympic Games are
achieved when the games leave behind a positively impactful legacy that extends over a
relatively long period accompanied by sustainable agendas. The Olympic agenda 2020 and the
IOC's strategic roadmap have been core-mandated in the shaping of the Olympic candidature
process and in the last month of 2014, the process was passed for approval by the Session of the
IOC. The candidate cities are set to involve themselves in a comprehensive exchange of ideas
with the IOC to provide more information required during the planning of the Olympic Games.
In this regard, it is to the advantage of candidate cities to significantly improve their value
propositions while at the same time exchange ideas on presentation of the proposals and possible
solutions that will not be a hindrance to the deliverance of exceptional Olympic Games (Preuss,
2019).
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
According to Gammon & Robinson, (1997), the discussions on presentations of proposals
and prospective solutions also need to ensure that the field where the Olympic games will be
conducted need not be compromised to provide a conducive environment for the athletes to
participate in the games. A successful Olympic candidature process is also aimed at meeting the
requirements of the candidate city and country for purposes of ensuring that affirmative, lasting,
and sustainable legacies are achieved.
The candidature process for 2024 has been recognized as the initial candidature process
to be granted comprehensive advantages of the Olympic Agenda 2020 from the beginning of the
process to the end. The candidature process 2024 also was positively impactful on other previous
candidatures including the committees that are mandated to organize the Olympic Games. To
illustrate this, Silvestre, (2009), explains that the latest collaborative move towards reshaping the
Olympic Games candidature process greatly assisted in the identification of USD 2.2 billion
saved capital investments for the Olympic Games conducted in Tokyo in 2020. The Olympic
agenda 2020 was so impactful to the point where it triggered the IOC to put additional initiatives
into consideration and as a result of this, the establishment of the Olympic Winter Games
Strategic Review Working Group in 2016 was for purposes of seeking methods of improving the
Olympic Winter Games. The purpose of this review was also to increase the sustainability of the
Olympic Winter Games and simultaneously reduce their impact on the financial, operational, and
environmental stipulations (Delpy, 1998).
According to Dickson et al. (2011), the creation of an IOC Vice-Presidents Working
Group was a result of the published recommendations of the Working Groups proposals. The
purpose of the created IOC Vise-Presidents Working Group was towards the establishment of the
candidature process for 2026 specifically focusing on three areas which included reduction of
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
costs, simplification of procedures, and lastly provision of more support. To ensure that the key
problems and issues that are related to the management functions in the Olympic Games are
addressed, the development of the new norm has come into play. The new norm is a set of six
recommendations of the Olympic agenda 2020 and is in direct relation to how the games are
organized. The six recommendations are also as a result of one hundred and eighteen
modifications. The new reforms have been created in a way that they make the process of
designing the games more flexible to achieve lasting development plans and agendas. Baum &
Lockstone, (2007) explains that the purpose of these long-term development plans is to ascertain
the candidates' cities of the Olympic Movement's support and help before the beginning of the
games, during and after the two or more weeks of Olympic Games activities.
There are more than one hundred measures of the reviewed services and prerequisites in
the development plan that have high chances of maximizing on savings of up to millions of
United States Dollars in the Paralympics' and Olympic games kitty. Therefore, the process of
reshaping the candidature process by the IOC has been recommended and reviewed to watch
over the administration and delivery of the Olympic Games with a focus on providing lasting
development plans even before the announcements of the host cities. It is, therefore, the core
responsibility of the IOC to ensure that it shares ideas with other international federations,
related stakeholders, TOP partners, National Olympic Committees, and broadcasters towards
working with candidate cities in ensuring beneficial, sustainability, and affordability of the
games (Baum & Lockstone, 2007).
ALTERNATIVES SOLUTIONS
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
Due to the advancement of communications and networking technologies, the challenge
of responsible and opportunistic engagement in the entire parts of a host country and city
continues to be a hindrance. According to International Olympic Committee (2015) the level of
doubtfulness in some members of the local community within the host country has hindered
developments recommended by their government and also by their community leaders. The
vulnerability of the Olympic Games to these weird behaviors has made them more aware of the
effectiveness of community communication and legitimate discussions and engagements towards
securing potential Olympic Games candidates and event planning. The process of bidding is a
significant process to the candidate cities since hosting the Olympic Games come along with
major prizes alongside significant recognition. At the end of the day, only one candidate city
ends up being selected to host the Olympic Games and therefore this can only be achieved
through comprehensive and honest planning is undertaken by the various organizations
mandated to perform the task.
Alternative solutions towards reshaping the Olympic candidature process
Thus the topic of candidature selection brings us to the first alternative solution that can
be used in the solving of Olympic Games key problems and issues. In this essay, the first key
problem identified within the Olympic gaming activities is the need to reshape the process of the
Olympic Games candidature. To give the Olympic gaming candidature a new shape, several
alternative solutions were recommended through the unanimous adoption of forty suggestions
which were put together and analyzed. First, it was suggested that more cities needed to be
included in the list of hosting the Olympic Games. This extension of the number of cities that
should host the Olympic Games was to be achieved through improved alignment and better
balancing of the requirements for the Olympic Games. In this way, more countries and cities
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
would enjoy the lasting environmental, economic, social, and gaming benefits brought about as a
result of hosting the Olympic Games. Secondly, a reduction of the bidding cost was suggested as
a feasible alternative to reshaping the Olympic Games candidature process. Thirdly, the
provision of more clear and transparent conditions of delivering the Olympic Games was equally
a significant alternative solution to the reshaping of the process of Olympic Games candidature.
Lastly, the assurance that Olympic Games would lead to sustainable development and legacies in
every city that hosts the Olympic games (International Olympic Committee, 2015).
However, the above-explained recommendations and alternative solutions proved not to
be feasible at the moment since the process of Olympic bidding focuses more on the bidders who
are in a city where coalitions have been brought together. Additionally, since these alternative
solutions are included in the Olympic Agenda 2020 strategies, their implementation would not be
feasible at the moment since the process of selecting the Olympics Games 2024 host would be
the first time for IOC to implement these recommendations (International Olympic Committee,
2015).
Alternative solutions towards how the Games could fit into their long-term development
plans
It is a fundamental requirement that the concept of the Olympic Games for the city that
hosts the Olympics has to adapt well with its lasting development plans, basing this adaptation
on the principles of sustainable development. Therefore, the growth of sports venues and general
infrastructure is significant when considering financial components, operational components, and
legacy components. These three significant elements have been outlined and described in
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
Chapters one and five thus there should be the maximization of the utilization of available
institutions specifically designed for support of the Olympic Games. The usage of venues that
are temporarily established and those that are designed to be dismantled should also be
maximized. According to the Olympic Agenda 2020, considerations can be made in cases where
the initial competitions can be carried out outside the host city or even in other extraordinary
situations where the primary competitions can be conducted outside the host nation (International
Olympic Committee, 2015)
Therefore, to avoid the exceptional cases where the primary competitions have to be
carried out outside the host country, the host city and the OCOG have to make careful
considerations of the optimal utilization of sports venues. The venues have been categorized into
three categories according to the services that the venues offer. The host city or country should
have adequate competition venues where sporting events are hosted. There should also be the
provision of adequate training venues which are purposed for preparations and practicing of
athletes before participating in main events. Finally, there should be enough non-competition
venues which are purposed to host other important operational facilities that directly help in
delivering the Olympic Games effectively. Examples of non-competition venues include the
Olympic villages, the IBC, the MPC, railway stations, airports, car parks, and logistics centers,
Distribution Accreditation Centre, Olympic Game Command Centre, and lastly the Olympic
Game Control Centre. New permanent infrastructure should be constructed in a responsible
manner focusing on a lasting benefit even after the completion of the Olympic Games in the host
city (International Olympic Committee, 2015).
To ensure that the problem of insufficient space around the sporting location for
operational purposes is covered, careful contemplation should not be forgotten. On several
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
occasions, facilities for overlay and ancillary activities cannot be located within the main
Olympics gaming venue. As a result of this, additional venue and space are often required for
overlay and ancillary activities which are sometimes the same size as the size of the main venue.
However, since these alternative solutions are included in the Olympic Agenda 2020 strategies,
their implementation would not be feasible at the moment since the process of selecting the
Olympics Games 2024 host would be the first time for the implementation of the
recommendations by IOC (Preuss, 2019).
How Olympic Games deal with the problem of doping among athletes
Olympic Games have been dealing with the problem of doping through a set of measures
included in the doping control guidelines. Doping control consists of the collection of samples
from all participating athletes and qualitatively and quantitatively analyzing the samples in the
laboratory. The tests subjected to the athletes collected sampled are to determine whether they
contain any illegal substances that act as stimulants to the athletes. Therefore, after the samples
are analyzed and results are released, the Olympic Games have the responsibility of taking
immediate measures and actions depending on the outcomes of the analyzed samples. The
Olympic Games conducts the doping tests in all the participating athletes in two phases namely
the in-competition testing phase and the out-of-competition testing phase. In the first phase of in-
competition testing, the sample collection from the athletes is conducted twelve hours before the
beginning of the competition and at the end of the competition. On the other hand, the out-of-
competition doping tests are conducted at any time outside the competition time. According to
Hunt, (2011), the International Testing Agency, which is an autonomous organization from the
International Olympic Committee, is mandated the responsibility of overseeing all the doping
control procedures that are associated with the Olympic Games. Additionally, the international
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
Paralympics Committee is also mandated with the responsibility of supervising doping control
procedures that are associated with Paralympics Games (Hunt, 2011).
In cases where the International Testing Agency or the international Paralympics
Committee are suspicions of a violation of an anti-doping rule, the cases are directly referred to
the Court of Arbitration for Sports which then independently conducts procedures referred to as
result management procedures. The sample collected for doping tests and analysis are mostly
urine or blood and in other cases, both urine and blood are simultaneously collected, tested, and
analyzed. In cases where the urine sample has to be collected, the athletes are granted the privacy
to do it by themselves. However, to ascertain the honesty of the athlete, the Olympic Games
doping guidelines require that the athlete be accompanied by a specialist of the same gender who
acts as a witness that the urine sample collected is from the body of the athlete (Corrigan &
Kazlauskas, 2003).
PROPOSED SOLUTION
The solution for all the proposed alternative solutions for the management function
challenges experienced in the Olympic Games has been summarized through the development of
the Olympic Agenda 2020 strategy. In December 2014, there was a unanimous adoption of forty
recommendations by the IOC Members which were supposed to strategically be at the helm of
the Olympic movement. The forty recommendations were compiled together and later went
through a series of discussions and consultations for one year. Various parties were involved
during the discussions and consultations and they included the relevant stakeholders in the
Olympic gaming, external professionals as well as members of the general public. During the
whole period of discussions and consultations, the IOC Members received more than forty
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
thousand feedbacks from members of the general public which led to the subsequent
development of one thousand and two hundred ideas. Reshaping the process of Olympic Games
candidature was one of the crucial decisions that were concluded during the whole process of
idea generation. The purpose of reshaping the process of Olympics games candidature was to
make more cities have the ability to host the Olympic games, decrease the cost of bidding to host
the Olympic games, to ensure the provision of more clear and transparent requirements for
delivering Olympic games, and to ascertain the sustainability of the Olympic games in every city
that hosts the Olympic games (Preuss, 2019).
There are four basic functions of any management within an organization. The four
functions include planning, organizing, leading, and lastly controlling. To achieve the goals of
the Olympic Games concerning their problems and issues, the employment of these functions has
to be done effectively and in the right order. It is remarkably impressive to understand that the
Olympic Games have made a step towards the realization of the solutions to their problems and
issues. In this regard, an article on Olympic Games explains that, the Olympic Agenda
Implementation Plan was adopted by the IOCs Executive Board in February 2015 (International
Olympic Committee, 2015. The purpose of the implementation plan was to make sure that there
are successful follow-up and delivery of the recommendations raised in the Olympic Agenda
2020. Therefore, planning and organizing management functions seem to be fully implemented
in this case (International Olympic Committee, 2015).
Reasons for the selection of Olympic Agenda 2020 for the candidate cities
The development of the Olympic Agenda 2020 was chosen as the possible solution to the
problems and issues facing the Olympic Games due to its beneficial attributes as explained
below.
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
Positive attributes towards balancing requirements of the Olympic Games with the legacy
of host cities.
First and foremost, the Olympic Agenda 2020 can balance the requirements of the
Olympic Games with the legacy of the host city. This way, more candidate cities will be
motivated to reshape their Olympic Games plans for purposes of adjustment with their lasting
development plans. With the support of the IOC, more cities will become effective explorers of
options and the eventual delivery of sustainable solutions will be an added advantage. This will
be a beneficial factor since the IOC will allow deliberation of varying models of hosting the
Olympic Games. These models however have to meet the requirements of the Olympic Games
deliverance and simultaneously promote the Olympic Games. In these new guidelines, the
maximum utilization of existing facilities shall be encouraged by the IOC. In cases where there is
no existence of lasting legacy needs, the IOC shall encourage the proper utilization of temporary
and demountable venues (International Olympic Committee, 2015).
Transparency in Olympic Games delivery requirements
Candidate cities will be assisted by the IOC to properly comprehend and understand the
requirements of hosting the Olympic Games. Through this method, more candidate cities will be
in a better position of comprehensively understanding the entire stages of the candidature process
beginning with the newly established invitation phase. All the potential candidate cities shall be
provided with the publication of the Olympic Games Framework as part of the information that
will be provided. Other essential documents shall also be provided to the potential candidate
cities to deliberately assist them throughout the candidature process (International Olympic
Committee, 2015).
Reduction of candidature costs
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
Candidate cities will require a proper commitment of time and expert advice on how to
prepare for the Olympics games plan and the various stages of the candidature process.
Additionally, the maximum reduction of costs incurred during the whole process of the Olympic
Games plan and candidature process shall be of significant benefit to the candidate cities. To
reduce these costs incurred, the IOC has concluded reducing the number of international
meetings and presentations needed from the candidate cities. Additionally, the IOC has declared
that it shall be acknowledgeable for the costs associated with visiting the Evaluation Commission
(Preuss, 2019). I have witnessed the challenges of insufficient facilities in my country where in
one particular local marathon event; there were no adequate competition, training, and operation
facilities. As a result, most local athletes had to train in competition venues due to a lack of
enough training venues.
RECOMMENDATIONS
The first recommendation of the Olympic agenda 2020 is the shaping of the process of
bidding during the invitation phase of the candidature process. This recommendation includes
the introduction of a new philosophy where the IOC is advised to formally request candidate
cities to hand over an Olympic project that properly aligns with their lasting planning
requirements in areas such as social, economic, and environmental sectors. Secondly, to
accomplish the above-proposed solutions, proper evaluation of candidate cities needs to be done
for proper identification of the key opportunities and risks. Thirdly, the proposed solution will be
achieved through the reduction of the cost of candidatures. This will be achieved through the
reduction of the cost of bidding by the IOC through the reduction of the number of international
meetings and presentations required from the candidate cities. Lastly, there should be the
inclusion of sustainability in all criteria of the Olympic Games. In this regard, the IOC should
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
focus more on proactively leading the candidature process with special regards to sustainability
(International Olympic Committee, 2015).
MANAGEMENT FUNCTIONS IN OLYMPIC GAMES
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