SOLUTION: MMS 711 Marymount University Introduction to The Sport Industry Questionnaire

EXAMINATION PAPER
Faculty of Business and Law
Trimester 1 2021 Examination
Unit Code: MMS711
Unit Name: Introduction to the Sport Industry
Exam Name: Open-book Take Home Online Exam
Maximum Word Count: 2,000
Anticipated writing time: TWO (2) HOURS
Special instructions for Candidates:
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This examination is OPEN BOOK.
This examination is open for 24 HOURS. Within this period you can select when you complete the
exam.
• This examination constitutes 60% of your assessment in this unit.
• This examination comprises 6 questions. You are required to answer ALL 6 questions.
• Save your exam response on your computer using the file name: student ID, unit code and
the unit name, for example: 216123123_MMM711_Introduction to the Sport Industry
• You must type your responses into a single Word document and upload the .docx to the Exam
Submission Dropbox on the CloudDeakin unit site. Number each question clearly.
• Late submissions will not be marked.
• Remember to save your work regularly.
• It is important that you complete this task individually. Your submission will be reviewed for the
purposes of detecting collusion and/or plagiarism.
• If you encounter any technical issues with CloudDeakin, please contact the IT Service Desk online or
via phone (1800 463 888; +61 5227 8888 if calling from outside Australia) and record your ticket number
as evidence of technical issues during the examination period.
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The breakdown of marks in this exam is:
Question
Marks
Question
Marks
1
10
4
10
2
10
5
20
3
10
6
20
80
Total Available Marks
All candidates MUST complete this section
Type your student ID number here: _________________________________
MMS711 : Introduction to the Sport Industry
T2 2020 EXAMINATION
Question 1. The final section of our course looked at The Four Pyramids of Australian
Sport.
Explain what the pyramids represent in terms of the management, organisation and
structure of water polo in Australian sport.
(10 marks)
Please type your response below.
Question 2. How does the Four Pyramids model describe the vertical and horizontal
integration of basketball in Australian sport management?
(10 marks)
Please type your response below.
Question 3. Describe the shortcomings of the Four Pyramids model. Use examples of
your own to illustrate aspects of sport that are not well covered by the model. (10 marks)
Please type your response below.
Question 4. You are the coach of a junior football team at your local school. You have
been approached by several parents who want to volunteer to assist the team.
What specific challenges do you see in working with them? Describe three challenges and
provide examples to justify your concern. For each of them describe a feasible solution to
overcome the challenge.
(10 marks)
Please type your response below.
Question 5. How do you think the six megatrends outlined in the Future of Australian
Sport Report (https://www.clearinghouseforsport.gov.au/research/future )will influence
the Traditional and Sports Development Pyramids of Australian Sport in the next decade?
(20 marks)
Please type your response below.
Question 6. How would you differentiate between the Development of Sport and
Development through Sport. Use examples where relevant to justify your response.
What are the benefits and disadvantages of Australian government support for the Sport
Diplomacy 2030 Policy? (https://www.dfat.gov.au/sites/default/files/sports-diplomacy2030.pdf)
(20 marks)
Please type your response below.
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END OF EXAMINATION –
Introduction to the Sport Industry
Final Assessment Task – Open-book Take Home Online Exam
DUE DATE AND TIME:
PERCENTAGE OF FINAL GRADE:
HURDLE DETAILS:
Monday June 7th at 4:30PM
60%
Not Applicable
Description/Requirements
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The exam will be released on the unit site in the Content area and Home Page tile, under
Assessment Resources at the date/time scheduled.
You must complete the task individually.
The exam is similar to a normal two-hour open-book exam. It comprises 6 questions and you
must answer all 6 questions.
The exam will take you approximately 2 hours of working time, although you have 24 hours
to complete and submit it. Late submission may result in your exam submission not being
marked.
Check that you have uploaded the correct exam to the Dropbox.
The 24 deadline is well beyond the actual time required to complete the Open Book Online
Exam. If you are well-prepared, the exam should take about the same time to complete as a
two-hour problem-style exam.
The reason for the additional time in the 24 deadline is to allow you to complete the task at
a time that suits your personal circumstances.
If you have more than one Online Exam within the 24-hour period, this will not be grounds
for any extra time or dispensation given the length of time allowed.
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To complete the exam
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On the day and time of the exam, download the exam from the site using the following pathway:
o Content (from the navbar) OR Home Page Tile
o Assessment Resources
IMPORTANT Examination Information
• T1 2021 MMS711 Exam
Download and save the exam on your computer as a Microsoft Word Document using the
following file name: student id, unit code and the unit name, for example
123456789_MMS711_Introduction to the Sport Industry.doc (or .docx)
Type your responses directly under each question.
Save your work regularly while responding to the exam questions.
There is a maximum word limit for your exam response of 2000 words—any words beyond that
will not be marked. There is no 10% leeway.
Be careful to respond explicitly to the questions asked. Do not copy large amounts of
information from study guides, textbooks, journals, or online sources as this is unlikely to
address the questions. If you use direct and indirect paraphrased quotations from external
sources, ensure you cite them correctly.
It is important you respond to the questions using your own words as your submitted exam
response will be checked by electronic or other means for the purposes of detecting collusion
and/or plagiarism.
Structure, formatting, and topics in the exam
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For details see our Week 11 seminar recording.
Submission
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You must submit your work as a single Word document into the relevant Dropbox on the
unit’s site.
You will have 24-hours from the time of the release of the exam to upload your response into
the relevant Dropbox.
If you experience ongoing technical difficulties during the exam period, contact the IT
Service Desk online or via phone – please ensure you record your ticket number the IT
Service Desk will provide as evidence of technical difficulties:
o Internal phones: 888
o Off-campus: 1800 463 888
o International: +61 3 5227 8888
Preparation
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A reliable internet connection is vital for the exam. You will also need to have the appropriate
computer hardware for downloading the exam, completing the exam and uploading it to the
site.
If you do not have access to a computer or the Internet, subject to COVID-19 restrictions,
there may be limited availability to sit the exam on campus.
If you wish to sit the exam on campus you must formally apply for this in accordance with the
specified timelines, to the University using the webform.
The best way to prepare for the Open-book Online Exam is to:
• Know the unit materials thoroughly.
• Complete the revision as recommended by the unit chair.
• Before the exam, think about the content covered in the unit. Think about the type of
questions which could be asked and prepare notes related to those questions.
• Note that you are unlikely to have access to e-textbooks provided through the Library during
your exam due to licensing constraints, therefore, you should prepare your own study notes
in advance.
• This Open-book Online Exam contains problem-based and application based, not research,
questions. You can base your answers on the unit resources. You will not be expected to
access other resources.
Working and Submission details
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You must keep a backup copy of the exam response you submit until results are released.
You can (but do not need to) make multiple submissions within the 24hour period. All
submissions will be retained. The submission that will be marked will be the last submission
made by the submission due date/time.
When you submit your response in the Dropbox on the unit site, you will receive an email to
your email address confirming that it has been submitted. You should check that you can see
your submission in the Submissions view of the Assessment task Dropbox folder after upload,
and check for, and keep, the email receipt for the submission.
If you fail to upload your response by the deadline, your response may not be marked.
Page 2 of 3
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Once the exam is released the unit team is not permitted to answer any further questions
about it. If you feel there are errors or other issues on the exam, you should briefly explain in
your response any such issue and how you have dealt with it in your response (for example,
any assumptions you have made about the information provided).
Discussion boards will be closed 24 hours prior to the exam.
Assessment Feedback
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Results will be released as per the University calendar.
Written feedback is not provided on exams.
Students can make an online appointment to get feedback on their exam following the final
results release for T1 2021.
Page 3 of 3
SECTION 1
Copyright © 2017. Taylor & Francis Group. All rights reserved.
SPORT IN AUSTRALIA
Shilbury, David, et al. Sport Management in Australia : An Organisational Overview : An Organisational Overview, Taylor & Francis Group, 2017.
ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/deakin/detail.action?docID=6215087.
Created from deakin on 2021-03-18 00:35:50.
Copyright © 2017. Taylor & Francis Group. All rights reserved.
Shilbury, David, et al. Sport Management in Australia : An Organisational Overview : An Organisational Overview, Taylor & Francis Group, 2017.
ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/deakin/detail.action?docID=6215087.
Created from deakin on 2021-03-18 00:35:50.
1
SPORT IN AUSTRALIA
Sport in Australia
OVERVIEW
This chapter offers an introduction to and overview of the changes that have occurred
during the last 45 years in the organisation and delivery of Australian sport, and establishes the rationale and purpose of this textbook. Definitions of ‘sport’ and ‘management’
are reviewed as the foundation to the study of ‘sport management’ and the organisations
that make up the sector. Traditional and contemporary structures for national sporting
organisations are also introduced to highlight the transitions in Australian sport and the
increasing complexity of the sector.
Copyright © 2017. Taylor & Francis Group. All rights reserved.
After completing this chapter the reader should be able to:
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identify and define sport and sport management
define management and recognise the functions, work and skills undertaken by
managers
recognise and discuss the merits of the delegate system of governance
identify the transition from amateur to professional sport participation and management at the elite levels since the 1970s
understand and recognise the size and diversity of the sport industry, and
understand the role of the Confederation of Australian Sport and state-based sports
federations.
3
Shilbury, David, et al. Sport Management in Australia : An Organisational Overview : An Organisational Overview, Taylor & Francis Group, 2017.
ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/deakin/detail.action?docID=6215087.
Created from deakin on 2021-03-18 00:35:50.
4 • SPORT MANAGEMENT IN AUSTRALIA
Diamonds Defeat Silver Ferns
Copyright © 2017. Taylor & Francis Group. All rights reserved.
Australia was the bear that was poked in the preliminary rounds of the Netball
World Cup, and the proud and hugely competitive beast that responded in the
match that mattered. The Diamonds defeated New Zealand 58–55 to claim a third
consecutive title before a world record crowd of 16 752 at Allphones Arena on
Sunday. Having started brilliantly with a match-winning 16–7 first quarter, and
weathered a stirring Silver Ferns comeback that closed the margin to within four
goals late in the third—and it was three with 68 seconds to play. It took overtime
to separate the trans-Tasman rivals four years ago in Singapore, and the difference
was just one goal in both 1991 and 1999. This was not quite so close, but it was
fiercely competitive to the end, the Diamonds’ performance in marked contrast
to the sloppy, hesitant, almost slack effort that on day three had stirred the group
into action. (Pearce, 2015)
For the Diamonds it was the third consecutive world championship title, but
significantly played before a world record crowd of more than 16 000 screaming
fans. The Diamonds victory placed netball alongside other 2014 and 2015 world
champion Australian teams such as the men’s and women’s cricket (Twenty20)
team, the men’s hockey team and the numerous individual world championship and
Olympic gold medal winners in swimming, shooting, athletics, rowing, equestrian
events, squash and golf. Since 1999, Australia has enjoyed continued success on the
world stage, winning the 2003, 2007 and 2015 World Cricket Cup and producing
individual champions such as Stephanie Rice, Libby Trickett and Leisel Jones in
swimming, Chantelle Newbery and Matthew Mitcham in diving, Scott Brennan and
David Crawshay in rowing, Cadel Evans, Anna Meares and Ryan Bayley in cycling
and Cathy Freeman, Steven Hooker and Sally Pearson in athletics.
Netball’s transition during the 1990s from strictly amateur to a professional
sporting code is a good example of the change that has occurred in Australian
sport since the early 1970s. It is also a particularly good example of how a sport
predominantly catering to women has adapted and sought to position itself as a major
sport with a high-profile professional league through the creation of the former ANZ
Championship. In this case, this trans-Tasman league was created in partnership
by Netball Australia and New Zealand Netball. Although this transition occurred
relatively late compared with the general professionalisation of the sports sector, it
clearly illustrates the progress Australian sport has made in converting what were
world-class amateur competitors before 1960 into world-class professional athletes
by the end of the 2000s. The announcement in 2016 that both Australia and New
Zealand would introduce separate national netball leagues in 2017 in each country
is further evidence of the professionalisation of netball.
Shilbury, David, et al. Sport Management in Australia : An Organisational Overview : An Organisational Overview, Taylor & Francis Group, 2017.
ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/deakin/detail.action?docID=6215087.
Created from deakin on 2021-03-18 00:35:50.
Sport in Australia  • 5
Australia’s acute decline in on-field success in the 1970s stimulated change
towards the end of the decade. The 1980s, therefore, was a period of great
change in the search for the systems that would see Australia return to prominence
in the international sporting arena. By the 1990s an infrastructure, which would
ultimately be responsible for the return of on-field success, had begun to crystallise,
and by 2015 Australia has one of the most respected elite sports systems in the
world. This has been demonstrated by the Diamonds’ third consecutive World
Championship win and the number of world champions Australia has produced
over the last decade.
Significantly, professional athletic preparation and participation have driven
changes in the management of sport. Although the adoption of professional models of
management practice has been inconsistent on a sport-by-sport basis, globally there
is no comparison between the sports infrastructure in place for 2015 and beyond
and the one that existed before the 1970s. The lack of infrastructure to support sport
in the early 1970s is plainly evident from the observations of Australia’s first sports
minister in 1974.
Australia’s First Sports Minister
Copyright © 2017. Taylor & Francis Group. All rights reserved.
Australian sport is among the most unorganised and uncoordinated in the world
. . . in the past our champions succeeded in spite of our organisation not because
of it. (Daly, 1985, p. 13)
On 28 August 1974, Australia’s first federal Sports Council was formed to advise
government on future directions of Australian sport. The then minister (Australia’s
first sports minister), Frank Stewart, made the above claim about the state of sport
in Australia. Since this prophetic statement, Australian sport has steadily become
more coordinated and organised. The remaining years in the period 1974 to 1979
saw government at both federal and state levels develop an interest in sport and
begin to support sport through funding. For example, this process began when, in
1973, the newly formed Department of Tourism and Recreation commissioned a
study entitled The Role, Scope and Development of Recreation in Australia by Dr John
Bloomfield. This was followed in 1975 by the Report of the Australian Sports Institute
Study Group chaired by Dr Allan Coles. The Coles Report was eventually responsible
for the establishment of the Australian Institute of Sport in 1981. At state level, Dr
John Bloomfield chaired a committee (in 1978) that produced The Development of
Sport in Western Australia on behalf of the then Community Recreation Council of
Western Australia. This report was subsequently responsible for the establishment of
the Western Australian Institute of Sport in 1984. A similar report was prepared in
Shilbury, David, et al. Sport Management in Australia : An Organisational Overview : An Organisational Overview, Taylor & Francis Group, 2017.
ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/deakin/detail.action?docID=6215087.
Created from deakin on 2021-03-18 00:35:50.
Copyright © 2017. Taylor & Francis Group. All rights reserved.
6 • SPORT MANAGEMENT IN AUSTRALIA
1981 for the Victorian state government of the day. This report, entitled The Green
Paper: The Development of Sport in Victoria (Dixon, 1981), contained a total of 73
recommendations on a wide range of issues relating to sport and sport management.
In 1984, the Interim Committee for the Australian Sports Commission was
established as the principal coordinating agency for sport, an outcome of Labor Party
policy first canvassed in 1982 in preparation for the 1983 election (Hartung, 1985a).
The five members of the committee—Ted Harris, Herb Elliott, Mike Fitzpatrick,
Greg Hartung and Libby Darlison—were appointed by the then minister for sport,
recreation and tourism, John Brown, to provide advice on the establishment of
the Commission. The Interim Committee for the Australian Sports Commission
submitted their report in March 1984, but it was not released until 1985 and
as Hartung (1985a) notes, the Australian Sports Commission Act was formally
proclaimed on 1 July 1985. The report of the interim committee followed a 1983
House of Representatives Standing Committee report entitled The Way We P(l)ay
(Commonwealth of Australia, 1983). The scope of this inquiry was to examine
efficiencies in relation to youth, sport and recreation expenditure.
By 1989 funding to sports was again the subject of an inquiry. A two-volume
report, Going for Gold (Commonwealth of Australia, 1989a), and Can Sport be Bought?
(Commonwealth of Australia, 1990a) focused on the administration of sport and the
use of Commonwealth funding. The outcome of this inquiry was the introduction of
four-year funding cycles, designed to provide stability to the operations of …
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