EVENT MANAGEMENT

1. Importance of Event.

1. To facilitate an exchange of information, bringing participants up-to-date with the

latest
changes in financial planning software products.
2. To achieve a memorable out-of-body experience for financial planners in order to
develop
a positive association with a new software product.
To achieve the first purpose would be quite straight forward as this would require a
fairly standard meeting or convention. Fulfilling the second purpose however would
be more difficult.
2. Event Management Definition.

Event management is the process by which an event is planned, prepared, and

produced. As with any other form of management, it encompasses the assessment,
definition, acquisition, allocation, direction, control, and analysis of time, finances,
people, products, services, and other resources to achieve objectives. An event
manager’s job is to oversee and arrange every aspect of an event, including
researching, planning, organizing, implementing, controlling, and evaluating an
event’s design, activities, and production. It involves studying the brand,
identifying its target audience, devising the event concept, and coordinating the
technical aspects before actually launching the event.

3. Five C’s of Successful Event Management.

The process of planning an event from start to finish may be divided into 5 basic phases,
which we have called the 5 Cs.

1. Conceptualization: This is the first step in event planning. It refers to the main idea of
the event. In this phase of event management, there five important questions one should
ask:

WHY is the event taking place (is there something in particular you want the audience to
get acquainted with)?
WHO are the people involved in this event?
WHEN is the event taking place?
WHERE is the event happening?
WHAT exactly is the event all about?

It will be a colossal event, if these questions are carefully considered while planning an
event.

2. Cost: Costing is the preparation of budget for the event, keeping in mind the cost limit
set by the clients. It is necessary to know the fund available and the estimated expenses
for the event. The budget must include detailed information and cost of each component
of the event.

3. Canvassing: It is important to inform the guests ahead of time about the event so they
can make out time from their busy schedule to participate in the event. Canvassing in
event management also usually involves obtaining sponsorships, raising funds and
advertising.

4. Customizing: In customization, great attention is given to the client’s request to deliver

an event that matches their requirements. This phase focuses on tastes of clients, client
satisfaction and making the necessary changes in the event as per the requirements of the
client.

5. Carrying out: This phase involves the execution of the entire plan. It brings all
planning into action. The plan is revised and evaluated with respect to client
requirements, budget limit and external conditions before the plan is executed.

4. Characteristics of Event.

1. Events offer a ―once in a life‖ experience as the events entail a unique experience.
2. Events are aimed at fulfillment of certain aims and objectives.
3. As compared to projects, events generally have a shorter life span as they are specific
occurrences designed to meet certain objectives.
4. Events involve a substantial and a huge requirement of funds and management of the
scarce resources.
5. It requires judicious planning of activities, people and other resources.
6. Undoubtedly, events involve facing an environment of
risks and uncertainties.
5.Activities in Event Management.
In event, activities usually vary with the category of event being organized. Therefore,
the following listing is generic in nature. Once marketing has managed to convert an
enquiry into a firm order, the hands-on work of event management begins. The following
is a sequential flow of how management actually happens, i.e. How planning, organizing,
staffing, etc., get together for an event. The flow is divided into three sections:
 the first deals with the pre-event activities,
 the second with the during-event activities and
 the last details the post-event activities involved.
This theory states that the functions of management can be classified into planning,
organizing, staffing, leading and controlling.
Planning: The planning function is involved in micro-level event coordination activities
such as liaison with the creative team discussing, facilitating and arranging for the
technical specifications viz., sound, light, stages and sets.
Organizing: Organizing in the context of event management essentially involves the
description of the activities required for an event, identifying individual and team tasks
and distribution of responsibilities to coordinators. Such as exercises helps in creating an
intentional structure for clarity or roles and positions.
Staffing: Functional responsibilities in a project type organization structure define event
management staffing requirements. The importance of team structure, experience,
background and expertise of team members plays a crucial role in event management.
Leading and coordination: The sum and substance of events as a whole revolves around
interpersonal skills. The need for achieving synergy among individual efforts so that the
team goal is reached is the main aim of coordination. The overall coordinators need to be
leaders with fantastic people skills. The leadership qualities desired of an event manager
include the ability to spot a deal and think on one’s feet.
Controlling: Evaluation and correction of deviations in the event plans to ensure
conformity with original plans is the gist of controlling. Evaluation is an activity that
seeks to understand and measure the extent to which an event has succeeded in achieving
its purpose. The purpose of an event will differ with respect to the category and variation
of event. However, to provide reach and interaction would be a generic purpose that
events satisfy.
6. Types of Events.
I) On the basis of Context:
 Family events
 Community events
 Professional or Business events
 Campaigns.

II) Extend of Formality:

 Informal
 Formal
III) Matter of event:
 Social Life Cycle events.
 Education & Career events
 Sports events
 Entertainment events
 Political events
 Corporate events
 Religious event
 Fund raising events.

 Event Management Checklist

1. Event Details: Event Place and Time, Event Purpose, Event Manager, Target
Audience.
2. Committees Organizing Committee
3. Documentation Checklist
4. Insurance Details
5. Interim Agreements Interim Agreements Table
6. Key Stakeholders Key Stakeholder Contact List Consultation with Key
Stakeholders
7. The Venue Potential Hazards Site Plan
8. Event Coordination/Management Communication Systems Information Details
9. Event Promotion Media Other Signage
10. Traffic Management Patron Access Contingency Plan
11. Emergency Management Plan Coordination Centre/Contact Emergency
Medical Plan
12. Security: Type of security/Security Plan Briefing to Staff
13. First Aid Access to Equipment Trained Staff
14. Catering List of Requirements Briefing with Staff
 15. Infrastructure Toilets Shelter Video/AV Telephones
16. Public Safety Lighting and Power Temporary Structures Entry and Exit Details
17. Occupational Health and Safety

These checklists can be used for evaluation purpose, on what went right and what
went wrong during the course of the whole event and while winding it up.

7.Critical Stages for successful Event Management.

 Research
 Design
 Creative
 Planning
 Timing
 Space
 Site Inspection
 Capacity
 Cataring
 Equipment
 Pre-production Checklist
 Ticket
 Safety Regulation and Evaluating

8. Risk in Organizing Event.

Risks of Injury
 Injury to humans - athletes, coaches, referees, officials and spectators
 Injuries to animals i.e. horses, livestock, other domesticated animals, wildlife

Risks of Reputation
 Loss of an organisation or individual’s good name i.e. acquires a negative image
 Community outrage over drugs in sport and cheating in a sport
 Audience failure.
Risks of Financial Loss
 Loss of assets due to theft, fire, flood or vandalism
 Financial losses resulting from staging events, activities and/or programs
 Loss of future income i.e. loss of sponsor
 Financial losses arising from legal proceedings
 Tax and Revolutions in General.
Risks of Losing Facilities
 Loss of facilities due to environmental damage
 Loss of facilities due to bio-hazards
 Loss of facilities due to Acts of Nature
 Events objectives not achieved.

Risks of Imprisonment
 Failing to abide by Workplace Health and Safety Regulations
 Involvement in drugs
 Sexual relations with minors

9.Focus of Controlling.
The focus of control is exercised at three levels:
1. Operating Level,
2. Tactical Level, and
3. Strategic Level.
1. Operating Level Controls:
Controls at operating level are usually exercised by lower-level managers. They
implement operating plans relating to day-to-day activities of the firm.
They deal with monitoring of resources like:
(a) Physical resources:
Managers control physical resources like machines, equipment’s, raw material, semi-
finished goods and final output. Physical resources help in generating output to achieve
the short-run and long-run objectives of the firm.
(b) Human resources:
Control of human resources aims at sound recruitment, selection, training, placement,
performance appraisal and compensation policies for the employees.
(c) Information resources:
There should be control over access to right type of information at the right time.
(d) Financial resources:
It is a scarce organisational resource. Funds are allocated to various units in the enterprise
and controls are adopted to ensure that money is spent effectively. Financial resources are
controlled through budgets, ratios and financial audits
2. Tactical Level Controls:
They control the departmental objectives and plans by monitoring departmental
performance at regular intervals of time. These controls are exercised by middle- level
managers.
3. Strategic Level Controls:
These controls are adopted by top level managers. They ensure that strategic plans are
implemented effectively. They assess the impact of environmental factors on
organisational policies. Various external factors like technology, competition,
government regulation, suppliers, customers etc. affect organisational plans and,
therefore, managers constantly monitor the environmental or external factors.
10.Why employees resist to control?
Reason # 1. Over-Control:
Occasionally, organisations go into excessiveness and make the mistake of over-control;
they try to control too many things. This becomes especially problematic when the
controls pertain directly to employee behaviour relating to their daily activities (such as
whom to work, when to relax, when to have tea and lunch, when to return).
Reason # 2. Inappropriate Focus:
The second main reason for resistance is that the focus of the control system may be
inappropriate. The control system may be too narrow, or it may focus too much on
quantifiable variables, leaving hardly any room for analysis or interpretation.
A sales standard, for instance, that encourages high-pressure tactics to maximise short-
run sales may do so at the expense of goodwill from long-term customers. Such a
standard is too narrow.
Reason # 3. Rewards for Inefficiency:
People naturally resist control when there is punishment for being efficient and reward
for being inefficient, i.e., when there is no suitable reward for appropriate effort. For
example, department 1 may have budget cut next year for efficiently utilising the fund in
the current year and thus exhausting the budgetary allocation. Depart-ment 2 may have
budget increase for incurring a deficit in the current year.
Reason # 4. Accountability:
Another reason why some people resist control is that effective control systems create
accountability. Some people, especially those who are doing a good job, do not want to
be answerable for their mistakes and deficiencies (such as unsatisfactory performance)
and, therefore, resist control.
Types of Management Skills
According to American social and organizational psychologist Robert Katz, the three
basic types of management skills include:
1. Technical Skills
Technical skills involve skills that give the managers the ability and the knowledge to use
a variety of techniques to achieve their objectives. These skills not only involve operating
machines and software, production tools, and pieces of equipment but also the skills
needed to boost sales, design different types of products and services, and market the
services and the products.
2. Conceptual Skills
These involve the skills managers present in terms of the knowledge and ability for
abstract thinking and formulating ideas. The manager is able to see an entire concept,
analyze and diagnose a problem, and find creative solutions. This helps the manager to
effectively predict hurdles their department or the business as a whole may face.
3. Human or Interpersonal Skills
The human or the interpersonal skills are the skills that present the managers’ ability to
interact, work or relate effectively with people. These skills enable the managers to make
use of human potential in the company and motivate the employees for better results.

Mintzberg Managerial Roles:

Interpersonal Category

The managerial roles in this category involve providing information and ideas.

1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities.

You're expected to be a source of inspiration. People look up to you as a person with
authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance and
responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You need to
be able to network effectively on behalf of your organization.

Informational Category

The managerial roles in this category involve processing information.

 4. Monitor – In this role, you regularly seek out information related to your organization
and industry, looking for relevant changes in the environment. You also monitor your
team, in terms of both their productivity, and their well-being.
5. Disseminator – This is where you communicate potentially useful information to your
colleagues and your team.
6. Spokesperson – Managers represent and speak for their organization. In this role, you're
responsible for transmitting information about your organization and its goals to the
people outside it.

Decisional Category

The managerial roles in this category involve using information.

7. Entrepreneur – As a manager, you create and control change within the organization.
This means solving problems, generating new ideas, and implementing them.
8. Disturbance Handler – When an organization or team hits an unexpected roadblock, it's
the manager who must take charge. You also need to help mediate disputes within it.
9. Resource Allocator – You'll also need to determine where organizational resources are
best applied. This involves allocating funding, as well as assigning staff and other
organizational resources.
10. Negotiator – You may be needed to take part in, and direct, important negotiations
within your team, department, or organization.

What do successful and effective managers do?

Luthans (1988), on the basis of his study, found that all managers engage in four
managerial activities.

1. Traditional management— This activity consists of planning, decision making, and

controlling. The average manager spent 32 percent of his or her time performing this
activity, whereas successful managers spend 13% and effective managers spend 13% of
their time in this activity.

2. Communication—This activity consists of exchanging routine information and

processing paperwork. The average manager spent 29 percent of his or her time
performing this activity while successful manager spends 28% and effective managers
spend 44% of their time in this activity.

3. Human resource management—This activity consists of motivating, disciplining,

managing conflict, staffing, and training. The average manager spent 20 percent of his or
her time performing this activity, while successful manager spends 11% and effective
managers spend 26% of their time in this activity.
4. Networking—This activity involves socializing, politicking, and interacting with
outsiders. The average manager spent 19 percent of his or her time performing this
activity, while successful manager spends 48% and successful manages spend 11% of
their time in this activity.

It was found that successful managers spent more time and effort in socializing,
interacting and networking. They did not spend much time to the traditional management
activities or to the human resource management activities (Luthans, 1988).

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