Management - London 2012 Olympics Essay Example | Topics and Well Written Essays - 1750 words

Management - London 2012 Olympics - Essay Example According to IOC the government is not allowed to take part in any of the games. Thus the Olympic Deliver Authority (ODA) was created to look after the functioning of the games. The Olympic board is shared by the Mayor of London and the minister for Olympics. The board is a strategic body takes make decision for the betterment of the game (Bloyce & Smith, 2009, p.169) LOCOG had a plan to build the best organisation for the Olympics 2012 and leave an everlasting economic, cultural and sporting legacy. But creating a structure for an event like Olympic is not an easy task. LOCOG created an organisation that was able to deliver the largest most complex sporting event and that also without a blueprint. While designing the committee, LOCOG took help of the previous games but till date nothing has been so unique with the country’s culture, legacy from the games and the level of involvement of the governments and the stakeholders. There is an estimate of staff accounting to 3000 peop le who would be supported by 70000 volunteers and about 100000 contractors (Deloitte, 2010). In a nutshell London Olympics constitute of British Olympic Association (BOA) who works with governing bodies and selects teams; The Department for culture media and sports are the departments which are of importance in the 2012 Olympics; the London Organising Committee for the Olympic Games (LOCOG); and finally the Olympic Delivery Authority (ODA) who is responsible for the venues and infrastructure (London Olympic 2012, 2012). Figure 1: Organisational structure for London 2012 Olympics (Source: ICE, 2011, p.6) The ODA which stands for Olympic Delivery Authority is an organisational body which was established by the LOCOG, London Olympic Games and Paralympics Games Act of 2006. Therefore the mission of ODA is to look after the venues, infrastructure, facilities and transportation for the Olympic game. The ODA was responsible for the success of the organisation with time, cost and purpose. T his body is solely responsible for the success of the Olympics 2012. In order to deliver an effective management program it was essential for ODA to appoint a partner. Thus the delivery partner was made responsible for the smooth run of the event. The internal organisational structure of ODA is as follows: Figure 2: Organisational Structure of ODA (Source: Olympic Delivery Authority, 2007, p.3) The benefit of such an organisational structure where the ODA is involved, is that the committee is further divided into four sections, Assurance, project construction, program operation and administrative. The structure is designed so as to provide a suitable fit to the ODA. The committee has appointed a delivery partner from the private sector the consortium CLM which comprises of CH2M Hill and Laing O’Rourke along with Mace to carry out the role of private partner. The advantage of appointing a private partner was that ODA was able to provide a larger skill from the organisations wh ich make up the CLM. As seen in the diagram, the five departments had different set of bodies regulating so to bring in the desired result. The ODA aims to provide its progress to the Olympic Board. The ODA also requires seeking advice for projects which crosses above its prescribed budget which is 20 million pounds. The duties and powers of ODA are defined by the London 2012 Olympi