Introduction Peter Taylor Sheffield Hallam University

Sport and leisure management: a serious subject Importance of service industries Growth of sport and leisure industries Required management skills Leisure is not a trivial luxury but an essential part of people's lifestyles Interdisciplinary study: social sciences and management sciences

Defining management Management sciences: organisational efficiency Classical management: planning, organising, commanding, coordinating and controlling Human relations: accommodating the motivations and needs of individuals in organisations Behaviourist: informal and flexible organisational structures; greater employee involvement Customer orientation: quality management

Defining sport Sport: characteristics include – Formal or informal – Physical activity – Skilled – Competitive – Governing bodies, rules and officials But not necessarily all these characteristics – e.g. recreational swimming, fitness activities, darts

Defining leisure Leisure – Leisure time, after work and ‘obligated’ time is accounted for – Leisure activities, freely chosen, for relaxation, diversion or personal development – A state of being: activity for its own sake; an attitude of mind – ‘Pleisure’: a concept from George Torkildsen, representing the interface between leisure, recreation and play

Other key concepts Recreation – Re-creation: an inner-consuming experience that revives the senses and the spirit – Leisure time activities which are more organised and institutional Play – Activity, freely chosen and indulged in for its own sake for the satisfaction it brings in the doing Culture – Narrow: arts, heritage and libraries – Broader: a range of artistic and social pursuits, including sport Creative industries – A set of creative and commercial activities, including advertising, architecture and some leisure industries such as music, radio, television and film production, performing arts