Event Management Process - Essay Example

Event Management Table of Contents Introduction 3 Event Impacts 3 Significance of Culture and Time in Mega Events 6 Event Stakeholder Management 7 Event Management Process 9 Conclusion 11 References 12 Introduction Event management is fundamentally described as the appliance of a significant tool i.e. project management towards the generation and advancement of various types of festivals, conferences as well as events. The study related to event management comprises different valuable aspects that include determining the intricacies of a brand, assessing the target audience, pointing out the concept of the event, planning for logistics as well as coordinating various technical aspects prior to the launch of any event. An event manager has a greater role to play in the context of any major event. It becomes significant for the event manager to consider the influences of an event all through implementing an effective planning process. Event impacts also capture the minds of the organisational members along with the policy makers for evaluating public expenditure on events and to assess any negative externalities (Damster & Tassiopoulos, 2006). This discussion intends to evaluate the current understanding level of events impact and events stakeholder management and how it integrates into the events management process (EMP). Event Impacts The study related to event impacts have been arrived by the requirement to test the positive as well as negative influences of holding an event for the purpose of justifying public spending on events. The positive as well as negative influences can be observed at the time of conducting an event. The impact of event might be felt by numerous stakeholders along with the participants, local businesses as well as host community. There are different ways in which the event is likely to impact. The various areas upon which event are likely to impact include physical infrastructure, environmental, economic as well as tourism impacts, image enhancements and urban renewal. The inspirational power of any sporting event which further tends to be stimulated by media reach recommends the fact that they can be a useful tool in developing the interests of the people towards involvement in sports. It can be affirmed that the perception of an organiser relating to the socio-economic impacts of the festivals along with other special events tends to possess four main domains such as economic benefits, community cohesiveness, social incentives as well as social costs (Gursoy & et. al., 2004). It can be revealed that the positive inflows of revenues into the country cannot be considered as the only factor towards recognising the success of an event. The negative social influence related to an event can lead to greater damages to the future of an event and the ecological influence might also lead towards premature death of any poorly administered event (Daniels & et. al., 2004). It can be identified that an event tends to initiate seasonality of tourism in a particular region. It also assists in evenly distributing the flow of money into a region, escalating the scope for full -time employment. The factors that may lead towards successful event might comprise several imperative factors such as escalating visitors’ length in region, enhancing destination awareness and increasing visitors’ expenditure in a particular region or town (Daniels & et. al., 2004). The aforementioned factors can be regarded as quite significant for a particular event happening region along with the tourism industry. Furthermore, it can be depicted that the impacts of the events can alter because of size and scale of the event taking place at different communities. Events broadly impose considerable positive as well as negative impacts from an economic perspective. In this similar context, the positive impact of an event tends to be in the form of amplified expenditures, augment in the labour supply and rise in the living standard along with the development in full employment. Moreover, the other positive impacts of event comprise generation of new tourist attractions, augmentation in the knowledge regarding potential investments and awareness of a particular region as a travel or tourism destination. Apart from the positive impacts, there are negative impacts of event as well. It has often been observed that especially price escalates when any event takes place which in turn affects the economic conditions by a greater extent. The economic impact of an event also tends to possess negative influence as it generally fails to attract the tourists. However, an event might lead to acquisition of poor reputation because of inadequate facilities (Janeczko & et. al., 2010). Thus, on the basis of the above discussion, it can broadly be stated that events can impose both positive as well as negative impacts by a considerable level. Furthermore, an event is likely to pose significant impact upon physical or environmental aspect. From the perspective of positive influence of an event, it leads towards the construction of new facilities and enhancement of local infrastructures. Conversely, the negative influence of an event is that it might lead towards ecological damage by a greater extent. Destruction of heritage has also sought to be one of the most significant disadvantages of an event. An event also tends to have social as well as cultural impacts. It leads to increase in permanent level of local interest as well as involvement in forms of activity linked with the event. It also strengthens the regional values as well as traditions. However, on the other hand, it has been observed that there exists pessimistic social impact of an event. Events lead to commercialisation of activities that might be of personal as well as private nature (Janeczko & et. al., 2010). The psychological impact of event is that it leads to augmented local arrogance as well as community spirit and also towards high consciousness of non-local perceptions. Cultural shock and distrustful attitudes are considered to be other major disadvantage of events for any particular community (Connell & Page, 2010). Events also tend to possess political as well as administrative impacts. It leads to improved international identification of particular region and values. Moreover, skills of the event planners can be developed because of the nature of the event. However, the negative impact of an event is that it might lead to economic utilization of local population for the purpose of fulfilling the ambitions of political elites. It might also deform the true characteristics of event for reflecting the elite values. Furthermore, events might lead to high administrative costs (The Higher Education Academy, 2012). Significance of Culture and Time in Mega Events Hallmark events or most popularly known as mega events intends to bring as well as to attract tourists throughout the globe that impose significant impact upon economy. These events fundamentally assist in the development of the tourism opportunities along with employment. For the grand success of such events, proper planning is significant. Furthermore, the planning associated with the conduct of mega events need to be concerned with the expectation as well as the regulation of the effects of the events upon the host community. Furthermore, the planning also needs to focus upon the stimulation of the associated development that can escalate short as well as long-term economic and social benefits. Mega-events tend to be short term in nature but possess long term impacts for the regions that organise them. The significance of culture has been identified in the recent years in conducting mega events. Moreover, time planning is also grabbing the attention of numerous cities while organizing hallmark events. It is to be mentioned that cultural planning needs to be associated with the time planning owing to the fact that both can lead towards a new approach to an effective urban planning. It can be stated that there lie major impact of mega events upon the urban cultural development. Cultural heritage is regarded as main characteristics while preparing for any mega events. It is considered to be an imperative form of strategic planning that lasts for more than a year. Cultural events tend to initiate innovation and creativity at large (Deffner & Labrianidis, 2005). Event Stakeholder Management There are certain important areas that are taken into concern such as stakeholders’ management while conducting a particular event. Stakeholder’s management can be considered as one of the chief functions for an event manager who tends to deal with numerous stakeholders. Instead of meeting the requirements of the participants, an event is most likely to be evaluated by its success in meeting the competing requirements of diverse range of stakeholders. It can be stated that during any sort of complications regarding the partners as well as other associations in an event, a stakeholder’s theory is quite significant to assist in evaluating the distinct nature of the partners and testing their dissimilar views or opinions. It can be mentioned that the stakeholders associated with an event can be considered as people or group who tends to possess some rights in the events along with its outcomes. Stakeholders also comprise of the groups who tends to participate in the events production, community representatives, sponsors and grant-givers or anyone influenced by a specific event. From a functional point of view, different major event stakeholders can be identified that include participants as well as spectators, co-workers, host community, host organisation, sponsors and media (Liao, 2008). The functional approach related to determine the management of the stakeholders plays an imperative part in successful completion of an event. This functional approach tends to fit well with the cultural events where there exist a variety of stakeholders who are actively involved in the development, production as well as consumption of the event. Furthermore, it can be mentioned that the sponsors are considered to be the most significant stakeholders in the context of event management. In this regard, sponsorship must be viewed by events and festivals as working business partnerships. Partners are most likely to become sponsors by involving themselves in an event via financial participation. Certain sponsors are most likely to demonstrate their commercial interest in the event, while others might opt for insubstantial advantages. The participants as well as the spectators are viewed as the audience of a particular event. It can be affirmed that the distinct nature of the stakeholders is likely to influence an event along with the possibilities of partners to build a strong association with the event managers by a significant level (Andersson & Getz, 2008). It can be analysed that any event is likely to fail in case of insufficient alternatives. Lack of alternatives can be described by a weakness of the event to attract sponsors or stakeholders. Any kind of event is basically dependent upon the support from stakeholders for the purpose of their survival. One of the biggest challenges for the event organisers has been observed to manage their stakeholders in such a way so that they can minimise their dependence upon the stakeholders (Larson, 2010). Event Management Process Event management process (EMP) is fundamentally described as the system that monitors a particular event by facilitating effective operational functions and detecting any sort of obstacles that restricts a smooth conduct of an event. An event management company tends to formulate the vision and mission statement in order to meet the defined needs of the organisation. For instance, the stakeholders of a definite event management company might realise with reference to the fact that few events are required for the creation of an effectual tourism product that would attract the tourists at large. In this regard, a strategic framework is required to be prepared determining the strategy that can be executed and formulating the detailed actions or programmes that would be needed to execute an event. For the purpose of implementing the strategies that has been determined for implementation in an event, there lies a necessity of integrating broad set of plans comprising finance, communication as well as human resource components (Damster & Tassiopoulos, 2006). In the context of any event, these plans might comprise of sponsorships, funding, staffing requirements, marketing as well as promotional proposals. The notion of EMP generally begins with the current reality where appraisal of the existing situation and determination of the event needs are required. Then, the second step of EMP is about planning where the event manager tends to create a proper vision along with detailed objectives and actions. The third step is the active involvement of the stakeholders within the context of EMP. After that, the event manager is required to conduct environmental scoping and check the impacts of event upon the social, economical, technological and cultural aspects. The manager is then required to make a proper planning relating to financial, human resource, operational, marketing and promotional for completing an event successfully. It can be mentioned that the impacts of event along with stakeholders’ management can be integrated into EMP. Both the factors comprise of significant part related to EMP. Finally, it can be affirmed that the EMP emphasises upon the impact that a particular event is most likely to impose considerable impact upon the environment. Furthermore, it also intends to identify the major stakeholders who play a decisive part in smooth completion of an event (Damster & Tassiopoulos, 2006). Conclusion Event management has been considered to be one of the most used concepts in the recent times. It aims at determining the product, the audience, the venue, decorations, fund arrangement as well as all other activities that is related to the brand. Events tend to pose a major impact upon the environment as along with economic, social and culture among others. There have been both positive as well as negative impacts of events. It is the event manager who is required to manage the various impacts of events in an effective manner. Furthermore, the stakeholders are considered to be quite significant for ensuring sufficient alternatives during the course of planning for event. It is quite significant to prioritise the stakeholders as they play a decisive part in completing an event successfully. By effectually organising the stakeholders in terms of their role upon an event, the event manager is most likely to be benefited to a greater extent. The concepts of event impacts and event stakeholder’s management can be effectively integrated into the event EMP. These two factors tend to be major steps of EMP towards smooth execution of an event. References Andersson, T. D. & Getz, D., 2008. “Stakeholder Management Strategies of Festivals”, Journal of Convention & Event Tourism. Vol. 9, Iss. 3, pp. 199-220. Connell, J. & Page, S. J., 2010. “Evaluating The Economic And Spatial Effects Of An Event: The Case Of The World Medical And Health Games”. Routledge. Damster, G. & Tassiopoulos, D., 2006. Event Management: A Professional and Developmental Approach. Juta and Company Ltd. Deffner, A.M. & Labrianidis, L., 2005. ‘Planning Culture And Time In A Megaevent: Thessaloniki As The European City Of Culture in 1997’. International Planning Studies, Vol. 10, Iss. 3, pp. 241-264. Daniels, M. J. & et. al., 2004. “Estimating Income Effects Of A Sport Tourism Event”. Annals of Tourism Research, Vol.31, Iss. 1, pp. 180-199. Gursoy, D. & et. al., 2004. “Perceived Impacts of Festivals and Special Events by Organisers: An Extension and Validation”. Tourism Management, Vol.25, Iss. 2, pp. 171-181. Janeczko, B. & et. al., 2010. Estimating the Economic Impacts of Festivals and Events: A Research Guide. Event Impacts. [Online] Available at: http://www.crctourism.com.au/wms/upload/resources/bookshop/Estimate%20Econ%20Impacts%20Festivals-Events.pdf [Accessed December 17, 2012]. Larson, M., 2010. Managing Festival Stakeholders. Introduction. [Online] Available at: http://northors.aau.dk/papers/Mia-Larson.pdf [Accessed December 17, 2012]. Liao, S., 2008. Building Partnerships as a Key Strategy in Developing an Event Management Model for an International Dance Event: A Case Study of the 2008 WDA Global Summit, Brisbane, Australia. Event Management Structure. [Online] Available at: http://eprints.qut.edu.au/30356/1/Shuyi_Liao_Thesis.pdf [Accessed December 17, 2012]. The Higher Education Academy, 2012. The Impact of Events. Introduction. [Online] Available at: http://www.heacademy.ac.uk/assets/hlst/documents/resource_guides/the_impact_of_events.pdf [Accessed December 17, 2012]. Read More