Events management : a developmental and managerial approach/
Tassiopoulos, D.
Events management : a developmental and managerial approach/ edited by Dimitri Tassiopoulos. - 4th edition. - 1 online resource (676 pages)
Front cover -- Title page -- Imprint page -- Contents -- Dedications -- Dimitri tassiopoulos -- Julia rutherford -- Foreword -- Preface -- About the chief editor -- About the contributors -- Dimitri Tassiopoulos -- Magdalena Petronella (Nellie) Swart -- Prof Marios D. Sotiriadis -- William O'Toole -- Julia Rutherford Silvers -- Liz Quick -- Tom Wanklin -- Prof Michael Edwards -- Dr Jack J. Phillips -- Dr Patti Phillips -- Dr Graham Berridge -- Prof Urmilla Bob -- Joanne Tucker -- Dr Angela Anthonisz -- Prof Brendon Knott -- Dr Deborah Johnson -- Dr Lisa Welthagen -- Peta Thomas -- Errol Ninow -- Dr Kamilla Swart -- Roberto Martin Gonzalez -- Nosiphiwo Mahlangu -- Dr Rosa-Anne Naude-Potgieter -- Gary Corin -- Prof Jo-Ansie van Wyk -- Dr Mabuyi Gumede -- Bianca de Klerk -- Dr Gugulethu Nkosi -- Esti Venske -- Acknowledgements -- Part I: Events management: An introduction -- Chapter 1: The world of events -- 1.1 Introduction -- 1.2 Description of events -- 1.2.1 Events tourism -- 1.2.2 Visitor experience -- Targeted benefits -- Generic benefits -- 1.2.3 Organiser's perspectives -- The environment and the organisation -- Transforming process -- Internal management processes -- 1.3 Towards defining events -- Festival cultural events -- Corporate and business events -- Meetings and educational events -- Sports events -- Art events -- Social lifecycle events -- 1.4 An insight into trends and dynamics in the events industry -- 1.4.1 Major trends -- Strategic events growth -- Sponsorship -- Special-purpose events venues and legacy -- Events accountability -- Continued growth -- 1.4.2 Forces -- Economic forces -- Discretionary time -- Population and demographic interests -- Urban conditions -- Political forces -- Technological forces -- Values and sustainability -- Cultural diversity -- 1.5 Why destination managers should bother with events. Support services -- Quality -- Organisation and leadership -- Marketing management -- Destination attractiveness -- Capacity -- 1.6 Going beyond a developed events destination concept -- 1.7 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 2: Events strategic development -- 2.1 Introduction -- 2.2 Events as strategies -- Commercial returns -- Social capital -- Goodwill -- 2.3 The development of events -- 2.3.1 Forecasting development: The maturity model -- 2.4 The events development strategy -- 2.5 How governments and companies procure and support events -- 2.5.1 Procurement of events -- 'Keep out of it' -- Outsourcing -- 2.5.2 Events support process -- 2.5.3 Decision criteria -- 2.5.4 Anti-corruption tool -- 2.5.5 The events corporation -- 2.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 3: The role of management in events management -- 3.1 Introduction -- 3.2 Management as a Science, an Art, and a Craft -- 3.2.1 Science: Logical examination -- 3.2.2 Art: Interpretive vision -- 3.2.3 Craft: Practical wisdom -- 3.3 Body of knowledge and body of experience -- 3.3.1 An overview of the Event Management Body of Knowledge (EMBOK) and its applications -- 3.3.2 Management is defined by its context -- 3.4 Management as structure rather than power -- 3.4.1 Change, control, connection and other constants -- 3.4.2 The events organisation as a social system -- 3.5 Management, leadership and professionalism -- 3.5.1 Managers as decision-makers -- 3.5.2 Leaders as motivators -- 3.5.3 Professionals as lifelong learners -- 3.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Part II: Events and administration -- Chapter 4: Events role players -- 4.1 Introduction -- 4.2 The events triangle -- Private, for-profit organisations. Non-profit-making or voluntary -- Government agencies or public-private groups -- 4.3 The events suppliers and events buyers -- 4.3.1 The buyers -- The corporate buyer -- The association buyer -- The government buyer -- Market sub-groups -- 4.3.2 The suppliers -- Venues -- Destinations -- 4.4 Events agencies, intermediaries and other important domestic and international organisations -- 4.4.1 Events agencies -- Business travel agencies -- Convention and visitor bureaux (CVBs) -- Corporate hospitality companies (CHCs) -- Destination management companies (DMCs) -- Events production houses -- Exhibition organisers -- Ground transportation -- Incentive travel houses -- Professional conference organisers (PCOs) -- Special events planners -- Venue-finding agencies -- Other agencies -- 4.4.2 Other important organisations -- Consultants -- Educational institutions -- National, regional and local tourism organisations -- Trade associations -- Trade media -- 4.5 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 5: Managing the bid process -- 5.1 Introduction -- 5.2 The five critical stages of successful events -- Research -- Design -- Planning -- Co-ordination -- Evaluation -- 5.3 Event bidding -- 5.4 A competitive process: Deciding to host an event -- 5.4.1 Factors to consider when deciding to host an event -- 5.4.2 Destination image -- 5.4.3 Competing cities and urban regeneration -- 5.4.4 Event impacts within bidding -- 5.5 The feasibility stage -- 5.5.1 Stakeholder engagement -- 5.5.2 Cost and resource analysis -- 5.5.3 Risk assessment -- 5.5.4 Market and competitor analysis -- 5.6 Managing the bid process -- 5.6.1 Procurement -- 5.6.2 Planning and organisation of documentation -- 5.6.3 Preparing and presenting proposals -- 5.6.4 Critical timelines and project management -- 5.6.5 Pitching. 5.7 Standard contents of a bid document -- 5.7.1 Executive summary -- 5.7.2 Candidate characteristics -- 5.7.3 Quality assurance -- 5.7.4 Legal aspects -- 5.7.5 Financial considerations -- 5.7.6 Social, economic and environmental concerns -- 5.7.7 Security -- 5.7.8 Medical and health services -- 5.7.9 Transport and traffic -- 5.7.10 Accommodation -- 5.7.11 Media and broadcast coverage -- 5.7.12 Sponsorship and partner affiliations -- 5.7.13 Event bid checklist -- 5.8 Reflections on the overall bid process -- 5.9 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 6: Events planning and co-ordination -- 6.1 Introduction -- 6.2 Who is responsible for planning and co-ordinating an event? -- 6.3 The steps taken to plan and co-ordinate an event -- The incremental approach -- The systematic approach -- 6.3.1 Event concept -- 6.3.2 Selection of a venue -- 6.3.3 Event framework plan -- 6.3.4 Planning event spaces -- Assemblies -- Processions -- Circuit or track -- Public places -- Exhibitions/fairs -- Specialised facilities -- 6.3.5 Transport -- 6.3.6 Parking -- 6.3.7 Event programme -- 6.3.8 Facilities -- 6.4 Planning and co-ordination tools -- 6.5 Achieving planning compliance for the event -- 6.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 7: Events organising -- 7.1 Introduction -- 7.2 Different types of organisation -- 7.2.1 Organisational structures -- 7.2.2 Corporate company -- 7.2.3 Association-not-for-gain -- 7.2.4 Trusts -- 7.2.5 Project team -- 7.2.6 Government -- 7.2.7 Institutions -- 7.2.8 Event committees -- 7.3 Setting up and managing events organisations -- 7.3.1 Founding members -- 7.3.2 Organisation articles -- 7.3.3 Organisational accountability -- 7.4 Principles of human resources management -- 7.4.1 Board of directors. 7.4.2 Chief executive officer (events administrator) -- 7.4.3 Employees -- 7.4.4 Volunteers -- 7.4.5 Training -- 7.4.6 Unions -- 7.5 Stakeholder management -- 7.5.1 Role players -- 7.5.2 Organisational culture -- 7.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 8: Project management for events -- 8.1 Introduction -- 8.2 Event project management and how it works -- 8.3 Project management activities -- Event development programming -- Managing and co-ordinating the event development programme -- Managing the stakeholders -- Shutdown or decommissioning activities -- 8.3.1 Event development programming/scheduling -- 8.3.2 Managing the event stakeholders -- 8.3.3 Event closure -- 8.4 Programming tools and techniques -- 8.4.1 Work breakdown schedules (WBS) -- 8.4.2 Bar charts -- 8.4.3 Network scheduling -- 8.4.4 Critical path analysis (CPA) -- 8.4.5 Programme evaluation review technique (PERT) -- 8.5 Linking event project management to time and money -- 8.5.1 Duration of event programmes -- 8.5.2 Time/cost management -- 8.6 Monitoring the event and ensuring success -- 8.6.1 Pre-event monitoring and evaluation -- 8.6.2 During the event -- 8.6.3 After the event -- 8.7 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 9: Events accounting and financial management -- 9.1 Introduction -- 9.2 Financial management and accounting -- Management accounting -- Financial accounting -- 9.3 Budgeting -- 9.4 Financial planning -- 9.5 Financial control -- 9.6 Cash flow management -- Cash inflows -- Cash outflows -- Cash balance -- 9.7 Financial statements -- 9.7.1 Income statement -- 9.7.2 Balance sheet -- Current assets -- Fixed assets -- Current liabilities -- Long-term liabilities -- Equity -- 9.8 Measuring financial position and performance -- 9.8.1 Solvency. 9.8.2 Liability to net worth.
Events Management 4e helps organisers embrace the multidimensional nature of events management and cultivate organisers' leadership skills and attitudes. The fourth edition consists of: real life event scenarios illustrations, combination of theoretical principles and practice, case studies demonstrate real-life issues and provide a framework for discussion, resource lists providing further reading at the end of each chapter, end-of-chapter discussion questions draw out various issues.
9781485132059
Events management : a developmental and managerial approach/ edited by Dimitri Tassiopoulos. - 4th edition. - 1 online resource (676 pages)
Front cover -- Title page -- Imprint page -- Contents -- Dedications -- Dimitri tassiopoulos -- Julia rutherford -- Foreword -- Preface -- About the chief editor -- About the contributors -- Dimitri Tassiopoulos -- Magdalena Petronella (Nellie) Swart -- Prof Marios D. Sotiriadis -- William O'Toole -- Julia Rutherford Silvers -- Liz Quick -- Tom Wanklin -- Prof Michael Edwards -- Dr Jack J. Phillips -- Dr Patti Phillips -- Dr Graham Berridge -- Prof Urmilla Bob -- Joanne Tucker -- Dr Angela Anthonisz -- Prof Brendon Knott -- Dr Deborah Johnson -- Dr Lisa Welthagen -- Peta Thomas -- Errol Ninow -- Dr Kamilla Swart -- Roberto Martin Gonzalez -- Nosiphiwo Mahlangu -- Dr Rosa-Anne Naude-Potgieter -- Gary Corin -- Prof Jo-Ansie van Wyk -- Dr Mabuyi Gumede -- Bianca de Klerk -- Dr Gugulethu Nkosi -- Esti Venske -- Acknowledgements -- Part I: Events management: An introduction -- Chapter 1: The world of events -- 1.1 Introduction -- 1.2 Description of events -- 1.2.1 Events tourism -- 1.2.2 Visitor experience -- Targeted benefits -- Generic benefits -- 1.2.3 Organiser's perspectives -- The environment and the organisation -- Transforming process -- Internal management processes -- 1.3 Towards defining events -- Festival cultural events -- Corporate and business events -- Meetings and educational events -- Sports events -- Art events -- Social lifecycle events -- 1.4 An insight into trends and dynamics in the events industry -- 1.4.1 Major trends -- Strategic events growth -- Sponsorship -- Special-purpose events venues and legacy -- Events accountability -- Continued growth -- 1.4.2 Forces -- Economic forces -- Discretionary time -- Population and demographic interests -- Urban conditions -- Political forces -- Technological forces -- Values and sustainability -- Cultural diversity -- 1.5 Why destination managers should bother with events. Support services -- Quality -- Organisation and leadership -- Marketing management -- Destination attractiveness -- Capacity -- 1.6 Going beyond a developed events destination concept -- 1.7 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 2: Events strategic development -- 2.1 Introduction -- 2.2 Events as strategies -- Commercial returns -- Social capital -- Goodwill -- 2.3 The development of events -- 2.3.1 Forecasting development: The maturity model -- 2.4 The events development strategy -- 2.5 How governments and companies procure and support events -- 2.5.1 Procurement of events -- 'Keep out of it' -- Outsourcing -- 2.5.2 Events support process -- 2.5.3 Decision criteria -- 2.5.4 Anti-corruption tool -- 2.5.5 The events corporation -- 2.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 3: The role of management in events management -- 3.1 Introduction -- 3.2 Management as a Science, an Art, and a Craft -- 3.2.1 Science: Logical examination -- 3.2.2 Art: Interpretive vision -- 3.2.3 Craft: Practical wisdom -- 3.3 Body of knowledge and body of experience -- 3.3.1 An overview of the Event Management Body of Knowledge (EMBOK) and its applications -- 3.3.2 Management is defined by its context -- 3.4 Management as structure rather than power -- 3.4.1 Change, control, connection and other constants -- 3.4.2 The events organisation as a social system -- 3.5 Management, leadership and professionalism -- 3.5.1 Managers as decision-makers -- 3.5.2 Leaders as motivators -- 3.5.3 Professionals as lifelong learners -- 3.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Part II: Events and administration -- Chapter 4: Events role players -- 4.1 Introduction -- 4.2 The events triangle -- Private, for-profit organisations. Non-profit-making or voluntary -- Government agencies or public-private groups -- 4.3 The events suppliers and events buyers -- 4.3.1 The buyers -- The corporate buyer -- The association buyer -- The government buyer -- Market sub-groups -- 4.3.2 The suppliers -- Venues -- Destinations -- 4.4 Events agencies, intermediaries and other important domestic and international organisations -- 4.4.1 Events agencies -- Business travel agencies -- Convention and visitor bureaux (CVBs) -- Corporate hospitality companies (CHCs) -- Destination management companies (DMCs) -- Events production houses -- Exhibition organisers -- Ground transportation -- Incentive travel houses -- Professional conference organisers (PCOs) -- Special events planners -- Venue-finding agencies -- Other agencies -- 4.4.2 Other important organisations -- Consultants -- Educational institutions -- National, regional and local tourism organisations -- Trade associations -- Trade media -- 4.5 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 5: Managing the bid process -- 5.1 Introduction -- 5.2 The five critical stages of successful events -- Research -- Design -- Planning -- Co-ordination -- Evaluation -- 5.3 Event bidding -- 5.4 A competitive process: Deciding to host an event -- 5.4.1 Factors to consider when deciding to host an event -- 5.4.2 Destination image -- 5.4.3 Competing cities and urban regeneration -- 5.4.4 Event impacts within bidding -- 5.5 The feasibility stage -- 5.5.1 Stakeholder engagement -- 5.5.2 Cost and resource analysis -- 5.5.3 Risk assessment -- 5.5.4 Market and competitor analysis -- 5.6 Managing the bid process -- 5.6.1 Procurement -- 5.6.2 Planning and organisation of documentation -- 5.6.3 Preparing and presenting proposals -- 5.6.4 Critical timelines and project management -- 5.6.5 Pitching. 5.7 Standard contents of a bid document -- 5.7.1 Executive summary -- 5.7.2 Candidate characteristics -- 5.7.3 Quality assurance -- 5.7.4 Legal aspects -- 5.7.5 Financial considerations -- 5.7.6 Social, economic and environmental concerns -- 5.7.7 Security -- 5.7.8 Medical and health services -- 5.7.9 Transport and traffic -- 5.7.10 Accommodation -- 5.7.11 Media and broadcast coverage -- 5.7.12 Sponsorship and partner affiliations -- 5.7.13 Event bid checklist -- 5.8 Reflections on the overall bid process -- 5.9 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 6: Events planning and co-ordination -- 6.1 Introduction -- 6.2 Who is responsible for planning and co-ordinating an event? -- 6.3 The steps taken to plan and co-ordinate an event -- The incremental approach -- The systematic approach -- 6.3.1 Event concept -- 6.3.2 Selection of a venue -- 6.3.3 Event framework plan -- 6.3.4 Planning event spaces -- Assemblies -- Processions -- Circuit or track -- Public places -- Exhibitions/fairs -- Specialised facilities -- 6.3.5 Transport -- 6.3.6 Parking -- 6.3.7 Event programme -- 6.3.8 Facilities -- 6.4 Planning and co-ordination tools -- 6.5 Achieving planning compliance for the event -- 6.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 7: Events organising -- 7.1 Introduction -- 7.2 Different types of organisation -- 7.2.1 Organisational structures -- 7.2.2 Corporate company -- 7.2.3 Association-not-for-gain -- 7.2.4 Trusts -- 7.2.5 Project team -- 7.2.6 Government -- 7.2.7 Institutions -- 7.2.8 Event committees -- 7.3 Setting up and managing events organisations -- 7.3.1 Founding members -- 7.3.2 Organisation articles -- 7.3.3 Organisational accountability -- 7.4 Principles of human resources management -- 7.4.1 Board of directors. 7.4.2 Chief executive officer (events administrator) -- 7.4.3 Employees -- 7.4.4 Volunteers -- 7.4.5 Training -- 7.4.6 Unions -- 7.5 Stakeholder management -- 7.5.1 Role players -- 7.5.2 Organisational culture -- 7.6 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 8: Project management for events -- 8.1 Introduction -- 8.2 Event project management and how it works -- 8.3 Project management activities -- Event development programming -- Managing and co-ordinating the event development programme -- Managing the stakeholders -- Shutdown or decommissioning activities -- 8.3.1 Event development programming/scheduling -- 8.3.2 Managing the event stakeholders -- 8.3.3 Event closure -- 8.4 Programming tools and techniques -- 8.4.1 Work breakdown schedules (WBS) -- 8.4.2 Bar charts -- 8.4.3 Network scheduling -- 8.4.4 Critical path analysis (CPA) -- 8.4.5 Programme evaluation review technique (PERT) -- 8.5 Linking event project management to time and money -- 8.5.1 Duration of event programmes -- 8.5.2 Time/cost management -- 8.6 Monitoring the event and ensuring success -- 8.6.1 Pre-event monitoring and evaluation -- 8.6.2 During the event -- 8.6.3 After the event -- 8.7 Summary -- Questions for research -- Recommended websites -- Suggested reading -- Chapter 9: Events accounting and financial management -- 9.1 Introduction -- 9.2 Financial management and accounting -- Management accounting -- Financial accounting -- 9.3 Budgeting -- 9.4 Financial planning -- 9.5 Financial control -- 9.6 Cash flow management -- Cash inflows -- Cash outflows -- Cash balance -- 9.7 Financial statements -- 9.7.1 Income statement -- 9.7.2 Balance sheet -- Current assets -- Fixed assets -- Current liabilities -- Long-term liabilities -- Equity -- 9.8 Measuring financial position and performance -- 9.8.1 Solvency. 9.8.2 Liability to net worth.
Events Management 4e helps organisers embrace the multidimensional nature of events management and cultivate organisers' leadership skills and attitudes. The fourth edition consists of: real life event scenarios illustrations, combination of theoretical principles and practice, case studies demonstrate real-life issues and provide a framework for discussion, resource lists providing further reading at the end of each chapter, end-of-chapter discussion questions draw out various issues.
9781485132059