Subject category:
Strategy and General Management
Published in:
1979
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https://casecent.re/p/24339
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Abstract
This case is concerned with the changes that have occurred in the management philosophy of public sector recreation and leisure centres. It provides a vehicle for discussion of how social safeguards can be built into operating policies which are now being designed to place these non-profit organisations on a more secure financial footing. The case demonstrates that it should be possible to quantify socially desirable objectives along with the more normal objectives of a profit making organisation. This relationship can be further explored by forming a linear programme of a recreation centre and its operating deficit.
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Abstract
This case is concerned with the changes that have occurred in the management philosophy of public sector recreation and leisure centres. It provides a vehicle for discussion of how social safeguards can be built into operating policies which are now being designed to place these non-profit organisations on a more secure financial footing. The case demonstrates that it should be possible to quantify socially desirable objectives along with the more normal objectives of a profit making organisation. This relationship can be further explored by forming a linear programme of a recreation centre and its operating deficit.