Salary Cap Case Study

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Introduction Crisis management in professional sport is an ever evolving area which requires constant attention by the organisation in order to maintain a positive social image and the smooth operation of an organisation. Coombs (2012), defines a crisis as “the perception of an unpredictable event that threatens important expectancies of stakeholders and can seriously impact an organization’s performance and generate negative outcomes” (p. 2). This case study will be discussing the Melbourne Storm salary cap scandal and the Canterbury Bulldogs breach of the salary cap. With specific reference to relevant journal articles, websites and statistics, this case study will provide relevant examples identifying possible causes and solutions towards these areas of crisis in relation to the NRL. Problem The NRL introduced a salary cap in 1999 to do two things. Firstly, it was established to spread player talent evenly across the competition. Second, it aims to restrict clubs overspending or spending beyond their means of player payments (NRL, 2012). The current salary cap stands at $4.3 million for the 25 highest paid players at each club and an additional $350,000 for players outside of the top 25. The Canterbury Bulldogs first breached the salary cap in 2002 by about $2 million over three years. (Andon & Free, 2012). The Melbourne Storm were accused of allowing third party payments to Cameron Smith (Proszenko, 2010) and of contractual discrepancies and unreported player payments that pushed the club over their salary cap by around $300,000 in 2008 and $200,000 in 2009 (Smith, 2010). Cause Financial performance is a huge factor and potential reason as to why organisations would engage in unethical acts. Sport is one of the fastest gro... ... middle of paper ... ... ensure the game fulfills its broadcast commitments (Sydney Morning Herald 2013). This initiative has been lauded as a smart business plan as it prepares for a number of scenarios and allows the league to keep functioning. Conclusion The salary cap breaches by the Melbourne Storm and Canterbury Bulldogs highlight areas in which both correct and incorrect crisis management approaches were applied. Correct PR methods included diversion and portraying a consistent message. McGregor & Harvey (1999) conclude that most of the public relations work is performed by players, coaches, managers and agents, rather than by specialist public relations personnel due to an old fashioned culture. This suggests an area for improvement as it is vital for current day organisations to have a team of PR specialists in place to deal with crisis planning and management, 365 days a year.

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