Ticketing Operations Management: Assignment

Running head: TICKETING OPERATIONS MANAGEMENT
TICKETING OPERATIONS MANAGEMENT
Name of the student
Name of the university
Author note

1TICKETING OPERATIONS MANAGEMENT
Executive summary:
The aim of this report was to analyze the ticketing operations of the Western Field
University. A case study was provided as a guide to achieve the objectives. The results
indicate the pros and cons of the decisions made by the management of the ticketing
department. This report concludes that SMT model is beneficial with little supervision and
proper understanding of regulations. It is recommended to adapt the various suggestive
measures provided for the formulation of an efficient system.

2TICKETING OPERATIONS MANAGEMENT
Table of Contents
INTRODUCTION:....................................................................................................................3
DISCUSSION:...........................................................................................................................4
Challenges in Implementation of SMTs:...............................................................................4
Top three Priorities for the Management:..............................................................................8
Chosen issues & Justification for the same:.......................................................................8
Objectives to Overcome Issues:.........................................................................................9
Steps or Action plans to achieve the Objectives:.............................................................10
Resources required for the Implication:...........................................................................11
Reflective Views on SMT-Model:.......................................................................................12
Style-Impact on managing SMTs in Organization:.........................................................12
Managerial Actions to Achieve Goals:............................................................................13
Motivation Strategies to ensure achievements and Effective SMTs:...............................14
Relevant Control Measures for achieving Targets:..........................................................15
Greatest Challenge for the Western Field University regarding People Management:...16
CONCLUSION:.......................................................................................................................17
REFERENCES:........................................................................................................................18

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INTRODUCTION:
A sport manager is equally an essential part of the sports management as the players
or a team is supposed to be. Sports managers can be termed as the general managers, who is
responsible for handling or managing the various aspects regarding the business segment foe
the teams and the members at any institutional or professional level in discussion. Sports
management, to be precise, is the field in business dealing in sports or recreation. This might
directly be briefed as the skill relative to planning, organizing or controlling the budgeting,
thus, an overall evaluation in reference to the department, whose prime theme is oriented
around a sports product or rather any sports itself. The recent studies and researches deduce
that there is an immense growth of the financial sector of sports recorded to be approximately
about $213 billion annually, supporting it to be among the largest industries internationally
providing a high level revenue. Recent improvisations surrounding the sports industry
evolves and emphasizes the necessity of the same for a proper organizing infrastructure.
This case presented in this very report is in relevance to the ideologies and
methodologies of a sports management causing or posing challenges for the sports managers
through the projection of the importance and impacts of organizational infrastructure on the
job satisfaction and performances. In relevance to shortcomings of different aspects of sports
management, in this case the challenges faced by the director of ticketing operations, Derrick
Moore is discussed in details, when the organization decided for evaluating the impacts of the
changes introduced in the recent history, to be approximate a duration of 2014 till May, 2016.
Comprising the general supervision, designated administrators have the responsibility to
manage the aspects of the ticketing operations, inclusive of sales of tickets and its operations.
The designated person is responsible for the efficient ticket processing (Aznar et al., 2012).

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This report, though with the support of a fictional case, identifies the underlying
issues and limitations in the transformation process of an organizational infrastructure
alongside the motivation for the employees in real-life situations. This report comprise of the
exhibits highlighting the ticket sales data, turnover data and he quotations needed for analysis
(Graham & Trendafilova, 2016). This case reflects certain leadership lessons and
simultaneously introduces various mitigations possible to overcome the challenges involved
in the case, for the ticketing manager.
DISCUSSION:
Challenges in Implementation of SMTs:
Back in 2014, a two-week leadership retreatment in Denver provided an idea of
implementing motivation in the employees for a direct growth in productivity. In the
conference introduced the idea of Self-Managed Teams, following which it was exciting to
implement this model in the ticket operations department with knowledge that this has the
potential to boost the productivity by 305 to 40 %. This seemed efficient in the athletic sales
segments. The first step involved in this action plan was to convince the director of athletics
that this would prove to be beneficial for the organizational infrastructure.
Western Field University holds a strong traditional aspect in collegiate athletics with
various athletic facilities for women’s basketball and men’s football team as is witnessed
from the exhibit 1 (Graham & Trendafilova, 2016). Back in 2013 summer, derrick was hired
to improvise the ticket operation department; the main goals for the department were
providing service for the existing ticket holders, attract customers and sell tickets. Derrick
was confident that a high-level motivation boost would help the employees to regain and
strive for betterment in the units the department was responsible for but in vain, this upgraded
performance was short-lived. This was the instant that Derrick felt the necessity of SMT

5TICKETING OPERATIONS MANAGEMENT
application, which was enforced from 2014. The entire infrastructure had sub departments
with a boundary of access along with managers for the segments who were in charge of
precisely two seniors and three juniors, which summed up to 20 representatives with the
responsibility to repot to Sarah who in turn reported the details to Derrick.
However, these implications raise various challenges that were supposed to be
managed. Firstly, this organizational structure provided a minimal opportunity of contact
between the Derrick and the managers both junior and senior, even with Sarah. This mainly
caused the trouble regarding the approving special accommodations for the customers, which
needed immediate proceedings even lacking the consultancy with senior level personnel.
Thus, this often proved to be a barrier for the managers in proving standardized customer
service. Another difficulty witnessed surrounding this communication issue was the delay in
simple requests approval of the customers, which directly resulted in the declination of ticket
sales. Another recorded segment of challenges was the high turnover oriented with the sales
managers who felt burdened with the sales targets and policies, which imposed responsibility
on the higher-level management to train up new employees in a higher rate. This issue
directly endorsed undesirable repercussions, firstly, the new employees felt burdened as the
managers complained about their inabilities in sales. As well as managers were frustrated to
train up new employees. Secondly, this created obstructions for the managers to concentrate
on the sales improvement, which had no appraisal since 2012.
However, witnessing the limitations in the structure Derrick and Sarah arrange for a
meeting to introduce few changes in the organization to embrace the SMT model efficiently
with the goal that the present teams should be more focused in problem solving and
innovation scheme. Few implications surrounding can be enlisted briefly. Firstly, the
elimination of existing boundaries that caused distinctions between employees was needed to
make more flexible and cooperative environment; this promoted a cohesive structure,