Posts Tagged ‘Events’

Effective employment relationships within companies have been recognised to be one of the crucial conditions of succeeding in the marketplace in all industries, including events industy. Therefore, all factors affecting the level of employment relationships within organisations in direct and indirect ways need to be analysed in great detail. Moreover, companies need to promote the factors positively affecting the level of employee relationships at the same time when eliminating the factors with negative effects. Personality can be defined as “the overall profile or combination of stable psychological attributes that capture the uniqueness nature of a person” (Hellriegel and Slocum, 2007, p.42). And “the personality of a person has a bearing on his performance and impression” (Bhatti, 2009, p.3). The nature of personality of an individual has specific impacts on people who interact with that person and the impact is even greater in manager-subordinate type of interactions. According to Adair (2007), the personality of people working in management positions plays significant role in employee motivation, and consequently in achieving organisational aims and objectives.  The author rightly argues that managers with such personality attributes as leadership, compassion and effective communication skills are able to motivate the workforce with minimum use of tangible resources. Likewise, managers whose personalities lack important attributes such as leadership and interpersonal skills are most likely to face challenges in terms of motivating their employees and such a scenario would adversely affect the overall work environment and productivity of the organisation. The issue of the personality of managers has even greater implications in the context of event organisations in UK. This is because the successful organisation of special events depends on the level of motivation and enthusiasm of events participants in general, and event staff and volunteers in particular (Matthews, 2008). Moreover, such elements as creativity and originality play…

It has been established that “special events are widely recognised as being a growth sector of the tourism industry with potential to generate substantial economic benefit for the city, township or region involved” (Tonge, 2010, p.5). Therefore, it is important to explore the quality issues associated with special event management in order to maximise the economic benefits of special events in various levels. According to Tum et al (2006) the management of special events can be distinguished from many other types of businesses with increased level of influence of human factor on the success of special events, as well as, the increased probability of occurrence of unforeseen circumstances. This situation makes ensuring the high quality in special events a challenging task to accomplish and assigns extra responsibilities for special event managers. Both, special event researchers and practitioners agree about the importance of quality in the provision of special events in a successful manner. Allen (2010) links the increasing importance of quality in special events to dramatically intensifying level of competition in the marketplace. According to ‘UK Events Market Trends Survey’ conducted by industry association Eventia, 1.3 million events have been staged during the year of 2010 and the market size for the year is estimated to be 16.3 billion GBP (Quainton, 2011, online). Such intense level of competition leaves special event companies searching for competitive edge in order to survive in the marketplace and providing high level of services has been acknowledged as one of the most effective sources of competitive edge. Some of the challenges faced by service organisations in general, and special events organisers in particular directly relate to the nature of the business and are not shared by the businesses operating in manufacturing industry. Specifically, it has been stated that “the definitions that aimed to describe services…

There are no arguments amongst special events industry researchers and practitioners that the success of special events depends on the level of effectiveness of marketing and overall management. However, the role of crisis management is greater in special events than a range of other businesses because special events are associated with unforeseen circumstances in a greater extend (Matthews, 2008).  It has been stated that “crisis management starts with avoiding action, keeping your finger on the pulse so that as soon as the pace hots up – at the first signs of the beginning of a crisis slide – you can take pre-emptive action” (Armstrong, 2008, p.162). This article represents a brief literature review on the topic of crisis management in the management and marketing of special events and addresses the most important aspects of the issue on the basis of secondary data research. The majority of authors who have contributed to the research area in a significant way have offered their own version of definition of its main terms. Crisis management has been defined as “preparation for low-probability or unexpected events that could threaten an organisation’s viability, reputation, or profitability” (Pride and Ferrell, 2008, p.455). An alternative definition of crisis management is offered by Lamb et al (2008) in a way that it is “the coordinated effort to handle the effects of unfavourable publicity, ensuring fast and accurate communication in times of emergency” (Lamb et al, 2008, p.527). On the other hand, some authors (e.g., Bowdin et al, 2006, Glaesser, 2006, and Tong, 2010) have attempted to define the functions of crisis management and offered viewpoints like “crisis management as an institution refers to the group of persons who are responsible for crisis management activities. They are the dominant bearer of the functional crisis management” (Glaesser, 2006, p.21).   The…