2. Meeting Definition
• A gathering of two or more people to discuss a
common issue (Sharp 1876).
• Any assembly of people for a lawful purpose
(Denyer 1980).
• The official coming together of a group of
people to discuss a pre-planned list of items
to achieve certain purposes with a record of
proceedings being maintained .
5. Qualities of a chairperson of a meeting
A chairperson is a presiding officer at a meeting
He/should;
• Have the ability to control the meeting
• Always be calm and collected
• Avoid lengthy speeches
• Not intervene in discussion unless necessary
• Have a judicial mind and avoid being
influenced by personal judgement
6. Duties of a chairperson of a meeting
• To see that the meeting has been properly
convened and constituted: ie,
That the notice has been properly issued and for the
requisite period of time prior to a meeting
That the notice has been duly saved to all entitled to
receive
That a quorum is present & maintained throughout
the meeting
7. Duties of a chairperson of a meeting cont...
• Welcoming everyone especially the invited
• Allotting time to speakers
• Maintaining order during the meeting
• Protecting the speaker
• Facilitating discussion
• Declaring the results of any motion
• Making sure decisions are reached on discussed
motions
• Declaring the meeting closed
8. Powers of a chairperson of a meeting
• Adjourn a meeting to a later date, time or
venue for any valid reasons
• Give warnings to members for any valid
reason
• Force disorderly members of a board to leave
the meeting for any valid reason
• Decide on any point of order submitted to
him/her for decision
9. Administrators’ duties in relation to meetings
Duties before the meeting
• Prepare the agenda in consultation with the chairperson and
distribute it to members
• Prepare the chairperson’s agenda
• Book for a suitable room for the meeting
• Arrange for name tags if necessary
• Plan for a suitable sitting arrangement for the meeting
• Ask for contribution from members who wont be present but
who are known to have strong views on items to be discussed
• Ensure the availability of all items required in meetings
10. Administrators’ duties in relation to meetings
Duties during the meeting
• Make sure each member has a supply of necessary stationery
and documents
• Provide water glasses, and arrange for ash trays in
convenient positions
• Make sure that members sign the attendance register
• Invite for apologies from members
• Supply documents from files as required during the meeting
• Take down minutes
11. Administrators’ duties in relation to meetings
Duties after the meeting
• Ensure that all documents used during the meeting
are re-filled and turned to the office
• Prepare draft minutes for approval by the
chairperson
• Type approved minutes for distribution to members
• Diarise the date of the next meeting in the
chairperson’s and your own diary.
12. Notice of a meeting
• This is a document sent to all members
entitled to attend the meeting in advance
informing them of the kind of meeting, the
date, time and place.
13. Agenda of a meeting
• A list of items for discussion in a meeting.
Common items on the agenda include:
• Apologies
• Minutes of previous meeting
• Matters arising
• New business
• Any Other Business
• Date of next meeting
Purpose of agenda
Sources of agenda items
14. Meetings terminology
• Adjourning and postponing meetings
• Points of order
• Chairperson’s casting vote
• Proxies
• Motion
• Quorum
• Co-option
• Ultra vires/intra vires
• Ex-officio
15. Minute taking
Note Taking During Meetings
• The major purpose of minute writing is to provide a
factual record of the meeting. The following are
guidelines to effective minute writing;
• Distinguish fact from opinion
• Indicate whether you are writing authoritative facts
which cannot be challenged or you are writing an
individual’s opinion which is subject to debate.
16. Minute taking cont...
• Be selective
• Note down what is relevant, ie, the important
points of discussion raised.
• The need to know not the nice to know. Using
key words of an agenda item come up with
columns which determine alternatives. As you
listen to debates, note each one in its
appropriate column. Any point which fits in
more than one column need not be noted.
17. Minute taking cont...
Sort out ambiguities during the meeting
• Ask for clarification where necessary so as to
report accurately.
Keep pace with the meeting
• Make sure that all your questions are
answered on each item before moving to the
next to avoid disrupting the smooth flow of
debate.
18. Minute taking cont...
• Use agenda as your format for note taking
• Publish the minutes in the order of the agenda
and not in the order of discussion if there is a
difference.
• Listen in blocks then paraphrase
• Synthesize/create the main points for the
reader.
19. Minute taking cont...
Develop interest in technical jargon
• Create a glossary of the main technical words
for reference during meetings until you are
familiar with them.
20. Minute publishing guidelines
• Use simple words and short sentences which
are clear and to the point.
• This shows that you have understood the
point.
• Use direct and straight forward expressions to
reduce ambiguity
21. Minute publishing guidelines
• Use objective language. Avoid such
subjective/value judgement statements as
‘they seemed, they appeared’ which gives
your own opinion than what exactly would
have happened.
• Where necessary, ask members for clarity of
certain points especially involving arguments.
• Use reported speech
23. Methods of voting in meetings
• In every voting, declaration by the chairperson of the
results is Prima-face (correct).
By voice
• Members indicate their vote by saying 'yes' or 'no‘at
the same time.
• The decision is based on the volume of sound.
• This method is ideal for small numbers and when it is
fairly obvious that the majority of the people present
are of the same mind.
24. Methods of voting in meetings cont...
By show of hands
• Members vote by raising their hand.
• Suitable for small meetings, as counting can be difficult
with large groups
By division
• This method is ideal for large numbers.
• members present record their votes by passing into
separate rooms before being counted by tellers.
• Under such a situation, nobody should refuse to vote.
25. Methods of voting in meetings cont...
Voting by ballot
• Used when secrecy or confidentiality is
required.
• The vote is recorded on a small piece of paper
then folded and put in a box.
• Thereafter, the number of votes so recorded
are counted and the results declared by the
chairperson.
26. Methods of voting in meetings cont...
• A scrutinizer/observer present would examine
the votes given at an election for the purpose
of counting the poll.
Rising method
• members exercise their vote by standing up;
• For large groups, this method can make
counting easier than a show of hands.
27.
28. Time management
• Imagine there is a bank that credits your account each
morning with $86,400. It carries over no balance day
to day. Every evening deletes whatever part of the
balance you failed to use during the day. What would
you do?
• Draw out every cent, of course!!!!
• Each of us has such a bank. Its name is time
• Every morning, it credits you with 86,400 seconds.
• Every night it writes off, as lost, whatever of this you
have failed to invest to a good purpose.
• It carries over no balance.
29. Time management cont...
• It allows no overdraft. Each day it opens a new
account for you. Each night it burns the remains of
the day. If you fail to use the day's deposits, the loss
is yours. There is no going back. There is no
drawing against the "tomorrow". You must live in
the present on today's deposits. Invest it so as to get
from it the utmost in health, happiness, and success!
The clock is running. Make the most of today. And
remember that time waits for no one.
• Yesterday is history. Tomorrow is mystery.
• Today is a gift. That's why it's called the present!
30. Time management cont...
Implication
• Everyone has the same amount of time
though no one feels s/he has enough time
• Time is never the problem, but how we utilize
it often presents challenges.
31. Time management cont...
BADLY ORGANIZED AND RUN MEETINGS
• A deficient meeting culture frustrates office assistants.
• It is difficult to take down minutes if the chairperson is
a poor manager who cannot control members
• members failing to turn up for meetings
• some items on the agenda having to be carried
forward to next meetings
• members waiting until the meeting day to read
minutes you would have long published
• Chairperson calling for adhoc meetings and fails to
present him/herself in time
32. Time management cont...
Solution
• Avoid postponing important tasks, things
rarely get more pleasant by being postponed.
• mix things you have to do with things you like
to do to keep your motivation high.
33. Time management cont...
OVER-COMMUNICATION
• Surplus of useless information in form of
distribution of documents to everyone to
avoid missing out important people.
• Over-communication can be as a result of
laziness by office assistants, technology or
lack of synthesis on the part of the writer
34. Time management cont...
Solutions
• Remove yourself and your superior from distribution
lists where you receive information you don’t
require.
• Send back an e-mail requesting to be removed from
a circulation list to remind the sender that it is in the
best interests of both parties to think before
sending.
• Take time to identify the right people for document
distribution
35. Time management cont...
INDECISION
• You will waste many people’s time by being
indecisive, and suffer time wastage because of other
people’s indecision.
• Subordinates may fail to respect you if you fail to
make convenient, sensible and forceful decisions.
• Poor decision making require further decision
making to correct them.
36. Time management cont...
Solutions
• Clarify deadlines, objectives and required resources.
• Consult with those involved in the decision to
ensure that you have all the necessary information.
37. Time management cont...
OPEN DOOR POLICY
• Members should have the freedom to
approach you to communicate their successes
and challenges.
• Although this boosts members’ morale, it may
rob you of time to deal with your priorities.
38. Time management cont...
Solution
• Announce openly times you do not want to be
disturbed and ensure that your colleagues
respect that.
• Use that time productively to deal with your
priorities
39. Time management cont...
LACK OF SELF-DISCIPLINE
• Inability to utilize management rules and
techniques such as delegation.
40. Time management cont...
Solution
• Avoid Interruptions. Be assertive.
• If you need to get something done, take
control and avoid distractions.
41. Time management cont...
List your goals and priorities
• long-term goals (6-12 months)
• short-term goals (0-1 month)
• your goals as a student
• your goals as a professional
• your goals as a parent
42. Time management cont...
Set Priorities
• List things that you want to accomplish and specify
the time you intend to accomplish them
• Make a habit to use the ‘to do list’
• Highest priorities should be set first and lowest
priorities on future list.
• Priorities should be upgraded and downgraded as
needed
• Avoid over-scheduling or over-committing
yourself.
44. Introduction to events management
• An event is an occurrence of any type.
• It can be an expected or unexpected change of state that can
negatively/positively impact service availability, reliability and
security.
1. Management is the process of planning, organizing, leading
and controlling the work of organizational members and of
using all the available organizational resources to reach
stated organizational goals (Stonner & Freeman 1992)
2. The process of co-ordinating work activities so that they are
completed efficiently and effectively with and through other
people (Robbins & Coulter (2002)
46. Introduction to Event management
• Events can help define our lives, community,
nation and culture.
• They can be categorised as
• Leisure; sport, musical, recreation
• cultural; ceremonial, religious, art & heritage
• Personal; weddings, anniversaries
• Organizational; product launch, expo,
1 1
47. Significance of events
• Potential economic impacts:
– attract overseas investment
– increased tourism
– increase in infrastructure in host cities
• Potential cultural impacts:
– Crossing cultural boundaries e.g.: Olympics
– Bringing generations together
1 1
48. The nature and scope of events
Event size
• Mega events
Have a worldwide audience and exposure
Considered ‘must-see’ events
Significant economic and social effects
Attract large media coverage
Examples: Olympic Games, FIFA World Cup
• Hallmark events
Held in the same location every time
Example: Agric shows, trade fairs,
• Organizational/Community/Family events
1 1
49. Cont...
• Event Organisations stage specific events.
• Event Management Companies organise
events on behalf of clients on a contractual
basis.(overseas musicians vs promoters)
• Event Suppliers provide services such as
catering, entertainment and security. Some
offer several services as a ‘one-stop shop’.
• Event Venues these are emerging to facilitate
events.
1 1
50.
51. Pillars to event Management
Planning
• Planning is the management task of preparing
objectives, strategies and programs of action.
• A basic management function involving
formulation of one or more detailed
arrangements to optimum balance of needs
or demands with the available resources.
52. Significance of planning
• Gives direction to the event managers
• Guides event planners towards working as a
system with each sub-system knowing what is
expected of them.
• Lowers event managers’ threshold to change,
ie, helps them avoid the trap of trying to move
in too many directions.
53. Significance of planning cont…
• It affords event managers the opportunity to
adjust the event to the environment instead
of merely reacting to it.
• Helps chat the event’s future, ie knowing the
event’s current position, where it ought to be
headed and recognize the time to shift to a
new direction.
54. Internal Limitations to planning
• Planning brings about rigidity - strict
adherence to policies and objectives.
• Planning is time consuming since it is a
process.
• Planning is based on probabilities or forecasts
which are mere estimates about the future
hence, full of uncertainty.
55. Internal limitations to planning cont...
• Gives a false sense of security hence
everything is taken for granted.
• It is expensive - in terms of time, finance and
effort.
56. External Limitations to Planning
• Change of government policies
• Labour Unions invoked industrial
actions/labour unrest.
• Technological changes- modern techniques
and equipment.
• Changes in demand and prices, ie, change in
fashion, consumer tastes, income levels,
demand and price falls.
57. The SWOT analysis
• This is a strategic planning method used to evaluate
Strengths, Weaknesses, Opportunities and Threats
related to the staging of a specific event.
• It provides information that is helpful in matching the
organization’s resources and capabilities to the event
competitiveness.
59. The planning process
Planning is an on-going procedure consisting of the
following;
1.Setting objectives
2. Analyzing and evaluating the environment
3. Determining and evaluating alternatives
4. Implementing the plan
5. Controlling and evaluating results
60.
61. Co-ordination
• In this context, co-ordination is a process of
arranging an event’s structure and linking its
managerial practices and use of resources to achieve
goals.
• An event structure is a pattern of
relationships through which people under the
direction of a given event manager pursue common
goals.
N.B Self management is the pre-requisite to manage
others.
62. Co-ordination cont...
An event structure shows, among others;
• Positions in the event
• Divisions of work activities
• Level of specialization
• Reporting relationships for an event
• Link between different functions
64. Types of event structures
Flat Structure
• This is a structure with less formalisation and
has its authority centralized in a single person.
• It is mostly practised in small events such as
organizational or family in which the chief
event manager is the overall manager and
members perform various duties.
65. Merits
• It makes decision making faster since only one
person makes decisions.
• It reduces boredom and monotony since
planners vary their duties.
66. Demerits
• Poor decisions can be made since authority is
centralized.
• Discourages innovation since the overall manager
has the final say in the use of resources and in
decision making.
• Accountability and responsibility tend to be difficult
since anyone can do anything
• Poor events due to lack of specialization
• Equipment can easily be damaged because members
maybe assigned duties in areas where little is known.
68. Functional structure merits
• It makes decision making faster since people will be
approaching problems from the same angle.
• It makes supervision easier since each manager will
be monitoring performance of their respective areas.
• Easy and logical to follow
• There is high efficiency in the use of specialised
resources
• Promotes high quality technical problem solving.
69. Functional structure demerits
• Employees tend to be loyal to their own
functions and fail to see the need to work in
unison/harmony with other departments.
• It promotes boredom and monotony since
employees will be doing routine duties.
• Limits event planners innovation since they
are confined to their specific functions.
70. THE MATRIX STRUCTURE
• This is when an organization contracts or set
aside from within the organization specialist
functions when events are to be organized.
• Some employees are allocated to assist the
specialist (e.g, Overseer; decor, catering,
recording, tpt management)
71. Merits
• It enhances flexibility as teams can be created,
refined and dissolved as needed.
• Employees can learn new skills from the specialist.
• It motivates employees as they will be identified with
end products
72. Demerits
• It is costly to implement
• Leads to more discussions than actions
• It demands good interpersonal skills
• Creates employee confusion in terms of reporting
structures.
• Encourages power struggles
73. DELEGATION
• This refers to the assignment to another
person of formal authority and responsibility
for the completion of a specific task.
74. Reasons for delegation
• To have more work done.
• Subordinates often have specialised
knowledge required for a given task.
• It is a useful training aid for personnel - helps
subordinates improve their managerial skills.
75. Barriers to delegation
• Fear that subordinates may fail to do the work
properly
• Fear that delegating may reduce the event
manager’s authority
• Fear that subordinates may excel and perform
better than the event manager, hence expose
themselves.
76. Barriers to delegation cont...
• Some tasks are too complex and confidential
to be delegated.
• Some subordinates are afraid of challenges
associated with responsibilities.
• General rigidity by some managers.
• Lack of incentives for completing delegated
tasks.
77. Guidelines to effective delegation
• The event manager should decide the duties to
be delegated
• Select appropriate subordinates to get the
assignment
• Provide sufficient resources for carrying out
delegated duties
• Provide relevant information on the task
including all the rules and regulations
• Establish feedback systems
• Reward effective delegation..
78. LEADERSHIP
• Leadership is the manager’s ability to
influence subordinates to work towards group
goals with confidence.
• Leadership style is the manner and approach
of providing direction, implementing plans,
and motivating people.
80. Usually used when;
i) The leader has all the information to solve the
problem
ii)The leader is short on time
iii)Team members are well motivated.
N.B. This should however be used sparingly.
Autocratic/ Authoritarian cont...
81. 2. Democratic/Participative
This style depends on mutual understanding
between event leaders and team members.
• The event leader issue orders and team
members have the freedom to comment on
those orders.
82. Democratic/Participative cont...
• Team members are also given the freedom to
carry out their duties but within carefully
prescribed limits.
• In this case however, the event leader
maintains the final decision.
• Normally used when a leader has part of the
information, and team members have other
parts.
83. 3. Laissez Faire / Delegative
• The event leader allows team members to
make decisions, the leader however will still
be responsible for the decisions that are
made.
• This is used when team members are able to
analyze the situation and determine what
needs to be done and how it has to be done.
84. Laissez Faire / Delegative
Used when;
i) one fully trusts and has confidence in team
members
ii) resources are available in excess
iii) Team members are well motivated, assuming that
they are motivated by end results...
85. Events management related conflicts
• The disagreement between event members or
groups.
• Functional view to conflict
• dysfunctional view to conflict
• Management task in each view
86. Organizational conflicts
The functional view to conflict entails that conflict is
necessary within teams.
• Conflicts are unavoidable but too much conflict can
harm team activities.
• Some conflicts can make an teams more effective.
• The task of the event manager in this view is to
manage the levels of conflict for optimal
performance.
87. Benefits of conflict
• Leads to quality decision making
• Brings in new ideas (who leads which team)
• Leads to efficient resource allocation (video quality)
• Brings out hidden and burning issues
• Promotes co-ordination and improve relations
among teams incl enhancing effective
communication
• Help event managers understand the existing
attitudes of their teams
88. Drawbacks of conflict
• Leads to unethical behaviour
• Causes low team members morale
• Leads to formation of informal groups
• Reduces productivity
• Delays decision making
• It sharpens differences and widens the gap between
groups
• Leads to resentment and frustration if not resolved
90. Conflict management strategies cont...
Avoidance
• Resolving conflicts by withdrawing from or
suppressing them. (Less assertion and
cooperation).
91. Avoidance cont...
This is useful when:
a) gathering more information outweighs the
advantages of an immediate decision
b)There is need to let conflicting parties cool down to
productive level
c) One party realizes that they have less power and it
will be difficult to change the situation.
d)There are no pressing needs to resolve differences
right away.
• This however may be a short term strategy.
92. Accommodation
• Resolving conflicts by placing another’s needs
and concerns above your own.
• It is characterised by cooperativeness and self-
sacrifice behaviour.
• (High cooperation and less assertion).
93. Accommodation cont...
This is useful when:
a) one realizes his mistakes and wishes to learn from
others.
b) one part has less power in the relationship.
c) one part does not care about the issue.
d) One wants to build credit for important issues to
come.
• Being too accommodative too often can however weaken
one’s position to the point where one’s voice is never
heard.
94. Competition/Force
• Resolving conflicts by satisfying one’s own
needs at the expense of another’s no matter
the cost. (Assertive and less cooperation)
• It is power-oriented, ie, individuals rely on a
variety of power sources to gain ground or
win.
95. Competition cont...
This win/loose approach is useful when:
a)there is an important deadline to meet
b) unpopular decisions are to be taken or
implemented
c) Defending important principles such as policy
issues
d) the relationship with the other party is not
important
96. Compromise (give and take)
• Resolving conflict by each party giving up something
of value. It is a give and take approach.
• You win some, and loose some. (not very
assertive and cooperative).
Useful when:
• One part cannot force their solution on the other
• Two opponents with equal power have divergent
views on a given issue
97. Collaboration
• Resolving conflict by seeking an advantageous
solution for all parties.
• Its about acknowledging and accepting
differences, and exploring alternative
solutions that meet everyone’s needs and
concerns. High assertion and cooperation.
98. Collaboration cont...
Useful when issues are important to everyone
and all sides need to be committed to the
solution.
• Collaboration gives room for learning, ie,
testing own assumptions and understanding
the views of others.
• This approach is however rarely used since it
requires more skill and effort...
99.
100. Control
• It is an element of managerial task of
measuring and correcting subordinates
performance to achieve organizational
objectives.
• A process of ensuring that employee
behaviour and performance as well as
organizational activities conform to the
organization’s objectives.
101. Control process
Is comprised of 4 steps as follows
1. Set performance standards
2. Measure actual performance (impress, educate, motivate)
3.Evaluation of deviations
4.Take corrective action
102. Significance of control
• It evaluates event managers’ efficiency in
planning.
• It leads to standardised actions that increase
efficiency since there will be specified rules
regulations and policies.
• It caters for the complexity and unpredictable
behaviours of the event’s interrelated and
interdependent subsystems.
103. Significance of evaluation cont…l
• It ensures that authority delegated to
subordinates is effectively used.
• Ensures maximum utilization of resources, ie,
there is no time wastages and duplication of
duties where there is effective control.
• Some people cannot be trusted hence a
constant check on them may be necessary.
• Helps to prevent malpractice or
unprofessional conduct.
104. Control cont…
• Excessive control can act as a barrier to
effective performance, retard motivation and
inhibit creativity.
• Inadequate control on the other hand wastes
resources and objectives may not be achieved.
• The right amount of control is situational.
105. Types of control
a)Pre-action (feedforward control)
• This refers to control before an activity takes
place.
• It aims at ensuring that sufficient resources are
budgeted for before any action could be
undertaken.
• It is future oriented since it allows for the
elimination of activities that may create
discrepancies and prevent problems before they
occur.
106. Types of control cont...
b) Steering control
• This takes place while work is in progress.
• Based on personal observations and policies
to identify any deviations
107. Types of control cont...
c) Post action (feedback control)
• control after activities have been completed, it is
result oriented.
• Reasons for deviations are identified and used
for solving future problems.
• It provides event managers with meaningful
information about the effectiveness of their
planning effort.
• This however provides information when the
damage has already been done.
108. Types of control cont...
• Screening control (yes/no)
• Monitors the progress of certain activities
whereby approvals have to be made before
executing the next phase.
• Areas of focus of screening control include
inventory levels, quality, health and safety of
event attendees...
109. Factors determining the type of control system
i) Size of an event
• Smaller events rely more on informal personal
controls.
• Larger events normally adopt formal systems
with more direct supervision and multi-
control
110. ii) Importance of activity
• This depends on the level of error, where an
error would be extremely costly to the event,
greater control will be necessary.
111. iii) Organizational culture
• If trust and openness are typical of an
organization’s culture, there will be more
informal than formal controls.
112. iv) Position in the management of the event
• Top level managers have greater need for
multiple control because their work is usually
based on vague situations.
115. Catering Management Design cont…
What to focus on when preparing for events
1. Labour
• Engage a member with an understanding of labour relations or an
advisor so as to prevent possible labour disputes
2. Time management
Focus on such elements as:
Staff arrival and knock off time
Meal service time
116. Catering Management Design cont…
Seasonality of products
• Weather patterns (summer or winter) vs availability
of products such as vegetables, fruits...
117. Catering Management Design cont…
Safety and security
Basic hygiene standards have to be followed.
The event manager has to be abreast with the Food
and Food Standard related Acts.
118. Catering Management Design cont…
Food service
• Be sure to follow the action plan.
• Team members have to follow the service sequence
(2/3course, buffet)...
• The team leader on the ground will be directing service and
has to know what is happening on the ground and behind
the scenes
• Avoid keeping attendees waiting, and make sure what the
customer was promised is delivered.
119. Waste management
Clean up needs to be done soon after the function.
In a hired venue, have an agreement with the venue
owner about the clean up procedures.
If not well done, this can tarnish your company
image, especially if you were using branded
disposable plates, boxes.
120.
121. Health and Safety in Events Management
• Events draw large crowds from different backgrounds
• They can be sources of disease outbreaks and may
promote unhealthy products resulting in unhealthy
behaviour.
• All this can stress the public health system and resources
of host countries.
• Event caterers must undergo medical examinations
before they serve food. To prevent them from spreading
diseases to the guests.
• The event manager should make sure that all the people
that have contact with food cover their hair to prevent
food contamination
122. Health and Safety in Events Management
• Caterers need protective clothing to protect them
from accidents in the kitchen, eg, safety shoes with
rubber soles, oven gloves …
• Adequate water and detergents should be made
available for guests to wash their hands.
123. Health and Safety in Events Management
• The event planner has to make sure that toilets are
regularly cleaned to prevent the spread of such
diseases as cholera.
Convenience rooms have to be provided in the ratio
of one toilet for every 15 – 50
Washing facilities have to be provided in the same
ratio.
124. Health and Safety in Events Management
Vulnerable people performing or attending as
audience must be protected from harm.
An appropriate protection policy outlining what
needs to be done to ensure their safety throughout
the event is necessary.
A 'lost child' procedure ought to clearly specify
arrangements for the safe keeping of lost child until
they are reunited with their parent / guardian.
125.
126. Events design
Definitions
• Event design is a skilled creative endeavour
that produces some elements of artistic
interpretation from clothes of guests, cars,
and décor, Byars (2004).
• It is the overall look and feel of an event and
how it appeals to the five senses Kylie (2010).
127. Event designs cont...
• Event designs are applied prior to action and
this involves pure imagination and
inspiration.
• Different types of events require different
types of designing e.g weddings, graduations,
promotions (product launches), political
rallies, fashion shows, commemorations
(memorials).
128. Elements of planned events that can be designed
Theme
• This must be done according to the tastes and
preferences of the audience.
• The theme should ideally appeal to the visual
and auditory senses.
129. Décor
• Décor include colour scheme, fabrics, stage props
(support/crutch), drapes (wrap) and table settings.
• Decor makes an event unique.
• Floral arrangements need to be ordered from
experienced florists or can be rented.
130. Layout
• The layout of the venue is essential to the
success of an event.
• Design a layout that makes guests feel
comfortable.
• Sitting plans commonly used for events
include round table, U-shaped, boardroom,
classroom and theatre.
131. Entertainment
• Entertainment should suit the event purpose
not detracting from it.
• The audience needs must be carefully
considered, eg, when hosting a cocktail party
jazz music is often requested by the audience
and for a wedding various music has to be
designed for the event to be a success.
132. Lighting
• Lighting can be used to impress
• evening events provide the opportunity for
dramatic results than those held during the
day.
• Lighting can be used to arouse the jovial
mood and to highlight certain features.
133.
134. Events Risk and Safety Management
All events require assessment, control and
monitoring of risks.
Fireworks:
• Obtain a licence through Safe Work ZW and
• Notify them of all firework displays at least 5
weekdays before the display.
• A pyro-technician intending to hold a fireworks
display must notify the local community by a written
letter or an advertisement in the local newspaper.
135. Safety plan:
• Prepare for the worst case scenario
• Make provisions for emergency services.
• Outline the procedure for summoning assistance; be
clear on how they will get in and out of the site
• Make provisions for first aid/medical facilities.
• Specify the responsible individual and make
reservations with the ambulance, fire brigade...
136. Electrical power:
• Ensure all electrical and lighting equipment are
marked and in test date.
• If there are any overhead power lines or long cable
runs, they may require extra protection for the
public
Alcohol provision:
• Relevant liquor licence should be obtained
137. .
Traffic Control:
• There could be need for closing roads and
parking facilities;
• Alertness for site parts unsuitable for
vehicular traffic because of soft or uneven
ground
• event effect on traffic passing the site or on
local parking
138. Waste management:
• Select appropriate waste containers for use and
decide on how and when they can be disposed, during
and after the event.
Special needs groups:
• Make arrangements for children, elderly persons and
the disabled.
Attendees:
• Balance the number of people to attend the event
against the site capacity
• Establish the required levels of stewarding, if any,
and who will carry out this role.
139. .
Fire safety:
• Control the use of flammable liquids, Ensure
appropriate fuel storage,
• Adequate and appropriate fire extinguishers should
be provided for in accessible positions near the high
risk areas.
Security and cash handling arrangements:
• Hire the services of a professional security company
to reduce the risk of theft of cash, valuables and
equipment .
140. Exhibitors:
• Consider the interaction between adjacent
exhibitors and the associated problems that may
result from having conflicting activities going on next
to each another.
• Consider also the positioning near traffic routes,
entrances/exits and toilet or refreshment facilities.
Structures:
• If temporary structures are to be erected, make sure
its done by competent persons
• Obtain a permit from relevant authorities for such
structures
141. Events Risk and Safety Management
RISK ASSESSMENT
The process of estimating the potential negative
impact of an activity to ensure systematic elimination
or minimisation.
142. Risk assessment table: How likely is it to occur
Level: Descriptor
A Almost certain
B Likely
C Possible
D Unlikely
E Rare
143. CONSEQUENCE: What is likely to be the impact ?
Level: Descriptor Potential outcome
A Insignificant No injuries
Low financial loss
B Minor First aid treatment
Temporary halt of event
Medium financial loss
C Moderate Medical treatment required
Temporary halt of event requiring outside assistance (e.g.
specialised maintenance, fire, police)
High financial loss
D Major Extensive injuries
Loss of production capability
Halt of event requiring investigation and outside assistance (e.g.
fire, police, ambulance
Major financial loss
E Catastrophe Death
Halt of production with investigation and potential prosecution
(e.g. fire, police, ambulance)
Catastrophic financial loss
144. Risk control measures
• Elimination – removing the hazard entirely through new design
or implementing a new process
• Substitution – replacing hazardous materials or methods with
less hazardous alternatives
• Engineering – isolating the hazard through design improvements
• Administrative – ensuring safe operating procedures; and that
effective training and monitoring are available to all in the
workplace
• Personal protective equipment (PPE) – making sure that
appropriate safety equipment, such as gloves, hats, sunscreen
etc are available.
145.
146. Events impacts
• Every event is a unique activity/ occasion with
unique objectives, outcomes and impacts.
• events have different impacts on participants,
spectators and the host or further afield
community.
147. Events impacts cont…
Satisfaction Impacts/ social impact
• Providing people with an enjoyable experience at an
event contributes towards their general satisfaction.
• A satisfying event experience helps in changing
people's perceptions of a place or activity.
• An event satisfaction evaluation will lead to a more
accurate understanding of customers' needs.
148. Events impacts cont…
Event organizer induced satisfaction elements
ease of ticket purchase
gaining entrance
quality of onsite catering.
Vehicle parking and security
Areas where events organizers may not have control
People's experiences in the local restaurants/bars,
Rented accommodation
public transport.
149. Events impacts cont…
Economic Impacts
• The total amount of additional expenditure
generated within a defined area, as a direct result of
staging the event, eg spending by visitors in the local
area, employment creation...
Social impact
• any public or private actions that alter the ways in
which people live, work, play or relate.
150. Events impacts cont…
socio-cultural benefits of events include; community
unity, community identity and pride, enhanced place
meanings to residents.
socio-cultural costs of events include; crowding, rowdy
behaviour, traffic congestion, substance abuse, crime
and community manipulation.
• Event impacts however may not be viewed in
absolute terms of good and bad, rather, the impacts
on a host community are intertwined and depend on
goals and values within that community.
151. Events impacts cont…
providing the best possible experience for delegates
may increase the success of future events through:
Increased delegate attendance
Boosting the organization’s image.
Creation of a database of loyal delegates.
152. Administrative event planning checklist
Decide on the event objectives
Establish relevant people to organise the
event with you
Come-up with a budget
Obtain relevant permits and licences from
responsible authorities to conduct the event
Establish the need for road closures and discuss
this with responsible authorities...
153. Ensure proper waste disposal practices with
responsible authorities
Create a map to your venue or give participants
directions
Set an agenda and invite participants
Confirm the attendance of your participants and
speakers
Ensure the chosen venue caters for people with
disabilities
Organise for transportation, order food and,
organise accommodation where necessary.
154.
155. Individual assignment
• Citing practical examples, explain in detail any four
elements of a corporate event of your choice that
can be designed for it to have a memorable impact.
156. Group presentations
1. Meetings are an expense to the organization and so, must only be considered
when all the other alternatives have failed. Discuss
2. In the absence of the Personal Assistant, your friend has been requested to take
down minutes in one of the executive boards in your organization. She has no clue
what to write. Advise.
3. Evaluate the view that all conflict is bad, must be avoided at all cost as it shows an
event manager’s failure to solve problems within a group.
4. Outline the Risk and Safety Management considerations you would consider for
the success of any hallmark event of your choice.
Can also use the above as your practice questions, they are
taken from the June 2016 examination paper.
Editor's Notes
Discuss events that you recently attended, establish their type.
