Chapter 2

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Chapter 2

  1. 1. CHAPTER 2 1) What impacts the management of a specific event? 2) In the context of a sport facility, define sport event management. 3) What is a stakeholder? 4) How does an event triangle act as a tool for the event manager? 5) How does the festival frame act as a tool for the event manager? 6) State & summarize the 4 phases of event planning. 7) What is one of the most important elements of strategic planning for an event? 8) What is one of the first documented examples of the strategic planning process? 9) What are the 3 main types/categories of staff that a sport event/facility manager will work with? 10) Aside from new venue construction, what is the single most difficult aspect of producing a major sporting event? 11) Why conduct pre-event briefings & what are the 3 pre-event briefings that should take place for all types of events? 12) What is the primary motivation for people to volunteer?
  2. 2. MANAGEMENT “ACCOMPLISHING GOALS THROUGH PEOPLE.” 2) SPORT EVENT MANAGEMENT “A SOCIAL & TECHNICAL PROCESS THAT UTILIZES A FACILITY’S RESOURCES & INFLUENCES HUMAN BEHAVIOR TO PRODUCE AN EVENT CONSISTENT WITH A FACILITY & EVENT’S PHILOSOPHY, MISSION, & GOALS.”
  3. 3. CAREERBUILDER.COM ASKED SEVERAL HIGH RANKING EXECUTIVES OF COMPANIES, AS WELL AS AUTHORS OF LEADERSHIP TEXTBOOKS, WHAT ARE THE 5 TRAITS THAT MAKE FOR A GOOD LEADER? Honesty: Always do the honest thing. It makes employees feel like they know where they stand with you at all times. Confidence: If you don't believe in yourself, no one will. The reality is people want to know what you know for sure -- and what you don't. Having the confidence to say "I don't know" is a powerful skill. Celebration: In today's work environment, people are working very long hours and they need to take some time to celebrate their successes in order to recharge their batteries. Those leaders who fail to do this create a burnout environment. Fearlessness: True leaders are not afraid to take risks or make mistakes. True leaders make mistakes born from risk. Compassion: Too many leaders these days manage with the balance sheet, often times at the expense of their employees and long-term customer relationships. Talented people want to work for leaders and organizations that truly care about their employees and the communities in which they operate.
  4. 4. 1) WHAT IMPACTS THE MANAGEMENT OF A SPECIFIC EVENT? •THE FACILITY IN WHICH IT IS HELD.
  5. 5. FACILITY LIMITATIONS 1) PHYSICAL LIMITATIONS 2) PHILOSOPHY & MISSION
  6. 6. 3) WHAT IS A STAKEHOLDER? “ONE WHO IS INVOLVED IN OR AFFECTED BY A COURSE OF ACTION.” EVENT STAKEHOLDER “PARTIES WHO HAVE A STAKE IN THE EVENT’S SUCCESS.” 1) PARTICIPANTS 2) SPECTATORS3) SPONSORS
  7. 7. 4) WHAT IS AN EVENT TRIANGLE? •AN EVENT MANAGEMENT TOOL THAT HELPS TO IDENTIFY THE IMPORTANT STAKEHOLDERS. PARTICIPANTS SPONSORS SPECTATORS DUTIES OF FACILITY/EVENT MANAGER: 1) ACCURATELY IDENTIFY STAKEHOLDERS’ EXPRESSED/UNEXPRESSED NEEDS, WANTS, & DESIRES. 2) RECOGNIZE IF & WHEN STAKEHOLDERS’ NEEDS, WANTS, & DESIRES CONFLICT. 3) SUCCESSFULLY NEGOTIATE CONTESTED AREAS OF CONFLICT TO SATISFY EACH GROUP’S NEEDS, WANTS, & DESIRES.
  8. 8. EVENT STAKEHOLDERS’ NEEDS, WANTS, & DESIRES CONFLICT
  9. 9. 5) WHAT IS A FESTIVAL FRAME? •CONCEPTUALIZES THE SPORT EVENT AS A SERIES OF CONCENTRIC FRAMES OR RINGS, THROUGH WHICH SPECTATORS MIGRATE ON THEIR WAY TO THE ACTUAL SPORT EVENT. FESTIVAL FRAME: AREAS THE SPECTATOR MUST NAVIGATE. -PARKING LOTS, ENTRANCES, CONCOURSES, ETC. SPECTACLE FRAME: AREAS THE SPECTATOR VIEWS THE EVENT. -VARIOUS TYPES OF SEATING, RESTAURANTS, ETC. BACKSTAGE FRAME: AREAS OFTEN HIDDEN TO THE SPECTATOR. -STAFF OFFICES, SECURITY COMMAND CENTERS, LOCKER ROOMS, ETC.
  10. 10. 6) WHAT ARE THE 4 PHASES OF EVENT PLANNING? 1) STRATEGIC PLANNING 2) CONCEPTUAL PLANNING 3) OPERATIONAL PLANNING 4) CONTINGENCY PLANNING
  11. 11. STRATEGIC PLANNING 7) WHAT IS ONE OF THE MOST IMPORTANT ELEMENTS OF STRATEGIC PLANNING? •AGREEING UPONG AN EVENT’S GOALS. •REACHING A CONSESUS ABOUT AN EVENT’S GOALS FOCUSES THE EVENT PLANNING PROCESS TOWARD ACHIEVING AGREED-UPON GOALS. 8) WHAT IS ONE OF THE FIRST DOCUMENTED EXAMPLES OF STRATEGIC PLANNING? •THE SWOT ANALYSIS. •DEVELOPED IN THE 1950’S BY US MILITARY PLANNERS.
  12. 12. CONCEPTUAL PLANNING • A MAJOR COMPONENT OF CONCEPTUAL PLANNING IS STAFFING. • PROPER STAFFING CONTIBUTES TO MAKING SURE THE FANS’ EVENT EXPERIENCE IS MEMORABLE. 9) WHAT ARE THE STAFF TYPES? 1) PAID (FULL-TIME, TEMPORARY, LOANED, SECONDED) 2) VOLUNTEER 3) CONTRACTOR 10) ASIDE FROM NEW VENUE CONSTRUCTION, WHAT IS THE SINGLE MOST DIFFICULT ASPECT OF PRODUCING A SPORTING EVENT? • STAFFING
  13. 13. STEPS IN THE STAFF PLANNING PROCESS 1) DETERMINE THE SCOPE OF THE EVENT. 2) DEVELOP FUNCTIONAL AREAS, OPERATIONAL TITLES, & AN ORGANIZATIONAL STRUCTURE. 3) DEVELOP JOB DESCRIPTIONS & STAFFING DEMAND. 4) RECRUIT CANDIDATES. 5) SCREEN CANDIDATES. 6) INTERVIEW CANDIDATES. 7) IN-PROCESS NEW HIRE. -ROSTERED, UNIFORMED, & CREDENTIALED.
  14. 14. OPERATIONAL PLANNING 11) WHY CONDUCT PRE-EVENT BRIEFINGS? •ALLOW EVENT TEAM MEMBERS TO MAKE SURE THAT PRE-EVENT CHECKLISTS HAVE BEEN COMPLETED, UPCOMING LOGISTICS ARE COORDINATED, & THE EVENT’S PLANNING IS ON SCHEDULE. •SERVE TO REFOCUS THE ATTENTION OF EVENT STAFF MEMBERS ON THEIR DUTIES & ASSIGNED RESPONSIBILITIES.
  15. 15. 11) REGARDLESS OF THE EVENT’S COMPLEXITY, WHAT 3 PRE-EVENT BRIEFINGS SHOULD ALWAYS TAKE PLACE? 1) ONE OVERALL BRIEFING FOR ALL EVENT STAFF MEMBERS. 2) ONE BRIEFING WITH THE OVERALL EVENT MANAGER & ALL SUPERVISORS. 3) AT LEAST ONE BRIEFING CONDUCTED BY ALL SUPERVISORS WITH THEIR INDIVIDUAL STAFF MEMBERS.
  16. 16. CONTINGENCY PLANNING •TO HELP ENSURE AN EVENT’S SUCCESS, MANAGER’S SHOULD TRAIN SUPERVISORS TO TRACK THE SUCCESS & FAILURE PF EACH PHASE OF THE EVENT. •PERFECTION IS NOT EXPECTED. •FOLLOW THE 2 MOTTOS: -FAILING TO PLAN IS PLANNING TO FAIL. -UNDER PROMISE & OVER DELIVER.

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