Leisure Management IV - Policies & Procedures

Study the planning and management of leisure services, facilities and programs to learn the politics, productivity and procedural aspects of being a leisure industry manager.

Course CodeBRE305
Fee CodeS2
Duration (approx)100 hours
QualificationStatement of Attainment

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This module will enable the learner to develop management policy, procedural, and planning aspects of a recreation oriented service or facility.  This course covers policy development and management, meeting operational procedures, planning process management, meeting and conference management as well as supervising reports.

It is a valuable professional development course for anyone already working as a manager in the leisure industry; and a great opportunity for others to improve their skills, career and business prospects.

Available as a standalone module to round out management skills or combine with Leisure Management I, II and III for a more wholistic study program to cover marketing, human resources, administration and financial aspects specific to the industry as well. Discounts are provided for bundling courses.



Lesson Structure

There are 8 lessons in this course:

  1. Development of Organisational Policy
  2. Managing Organisational Policy
  3. Staff Management
  4. Developing A Planning Process
  5. Managing The Planning Process
  6. Management Strategies For Conferences & Seminars
  7. Manage Committee Meetings
  8. Managing Report Development

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.


  • Influence the development of organisational policy.
  • Manage organisational policy
  • Manage the adherence of staff to operational procedures
  • Develop a planning process which is well defined and appropriate.
  • Manage the planning process.
  • Develop management strategies to improve the success of a conference or seminar
  • Manage the development of reports


Workplace policies should be looked at as a guideline for staff and management, not a set of rules. While breach of a policy should be taken as a serious matter, using it as a "big stick" to control how and what employees do defeats the purpose of the policy. Policies should be a framework on which employees can build and expand. Otherwise, staff will learn to lack initiative and simply "follow the rules" rather than try to improve services and find new, more efficient ways of doing things.

Policies should also be reviewed with some regularity. Some policies will not be popular with customers and staff. This is not a valid reason to change a policy. However, many inconsistencies and problems with policies can only be identified once they are put into practice. If a policy does not seem to be working, try to identify what part is not working, why it is not working and in what way it can be changed and improved. This should be done in consultation with customers and staff, as those working at floor level are often the ones who can best identify the strengths and weaknesses of a policy. Try to look for positive and negative feedback. If complaints are made, then always look to that party to suggest ways changes can be made.

Having said that, policies are a very necessary part of business and the lack of policies can cause the following problems:

  • Inconsistency in actions taken by both management and general staff (lack of direction!).

  • The need for a consistent approach in the way customers and staff alike are dealt with is paramount to the success of a business.

  • Increased possibility of conflict between staff and management, and staff and clients. If different rules apply to different people, all sorts of problems can occur within the business. While a policy should always have flexibility, they do provide a safety net as to why things must be done in a "certain way." It is important to note here that management should always be aware of WHY the policies are what they are. The ability to explain a company policy is just as vital as having one in place. (Most everyone has experienced the frustration of being told "It's company policy" in lieu of a real explanation!)

  • Inefficiencies and inconsistency in dealing with problems.

  • Failure to properly/adequately service customers/clients. The lack of policies can often make it difficult on employees who need to make a decision in regard to customer requests. A policy is not a substitute for good customer service, but it will help employees make sound decisions in regard to customer requests.

  • Increased likelihood of legal actions taken against the organisation. Policies on issues such as equal employment opportunities, equal use of facilities by all parties, or why a certain facility may be appointed as gender or age specific at a particular time, is important, should those things ever face any legal challenge.

  • Increased likelihood of accidents/workplace injuries. Again, making everyone aware of the expectations in regard to safety is important. While employers and employees are bound by the Occupational Health & Safety Act in each state, a code of practice, to instruct all staff and clients on how they can meet their responsibilities is needed.

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John Mason

Writer, Manager, Teacher and Businessman with over 40 years interenational experience covering Education, Publishing, Leisure Management, Education, and Horticulture. He has extensive experience both as a public servant, and as a small business owner. J
Rosemary Davies

Leading horticultural expert in Australia. Rosemary trained in Horticultural Applied Science at Melbourne University. Initially she worked with Agriculture Victoria as an extension officer, taught horticulture students, worked on radio with ABC radio (c
Kate Gibson

Kate has 12 years experience as a marketing advisor and experience as a project manager. Kate has traveled and worked in a variety of locations including London, New Zealand and Australia. Kate has a B.Soc.Sc, Post-Grad. Dip. Org Behaviour (HR).
Lyn Quirk

M.Prof.Ed.; Adv.Dip.Compl.Med (Naturopathy); Adv.Dip.Sports Therapy Over 30 years as Health Club Manager, Fitness Professional, Teacher, Coach and Business manager in health, fitness and leisure industries. As business owner and former department head fo
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