02 Handout

• Management


  A set of principles relating to the functions of planning, organizing, leading, controlling, and applying these principles in harnessing physical, financial, human, and informational resources efficiently and effectively to achieve organizational goals
• Management is getting work done through others
• Functions of Management

  1. Planning

  2. Organizing

  3. Leading

  4. Controlling
• Planning


  Determining organizational goals and the means for achieving them, formulating policies, establishing targets, scheduling actions, choosing a goal, and developing a method or strategy to achieve that goal
• Effective planning and preparation are crucial to the success of an event
• Elements involved in planning an event

  • Understanding the purpose of the event
  • Considering its timing and location
  • Establishing the organizing committee or events management team
  • Creating and following an event checklist
  • Accounting the sources of income and all costs
  • Securing sponsorships
  • Applying applicable promotion and publicity
  • Getting the approval and/or permits or licenses required by the property owners or managers
• Organizing


  Organizing the activities and resources, identifying tasks, classifying them, assigning duties to subordinates, allocating the resources required, deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company
• Leading


  Involves inspiring and motivating workers to work hard to achieve organizational goals, requires strategic and visionary leadership
• Controlling


  Monitors progress toward goal achievement, takes corrective action when there is little to no progress, feedback control is a good mechanism for gathering information about performance deficiencies of the event after they occur
• Feedback is critical in events management for the organization’s continual improvement and sustainability
• Managerial Roles

  • Top managers
  • Middle managers
  • First-line managers
  • Team leaders
• Not all managerial jobs are the same
• Based on a study by Henry Mintzberg, managerial roles evident among American CEOs are interpersonal, informational, and decisional roles
• Interpersonal roles

  • Figurehead
  • Leader
  • Liaison
• Figurehead


  • Performs ceremonial duties such as greeting company visitors, speaking at the opening of a new facility, or representing the company at a particular event
• Leader


  • Motivates and encourages people to accomplish organizational goals
• Liaison


  • Deals with people outside their units
• Informational roles


  • Monitor
  • Disseminator
  • Spokesperson
• Monitor


  • Scans the environment for information
• Disseminator


  • Shares information with others in their departments or companies
• Spokesperson


  • Shares information with people outside their departments or companies
• Decisional roles


  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
• Entrepreneur


  • Adapts themselves, their subordinates, and their units to change
• Disturbance handler


  • Responds to severe pressure and problems that demand immediate action
• Resource allocator


  • Decides who gets what resources and in what amounts
• Negotiator


  • Negotiates schedules, projects, goals, outcomes, resources, and employee raises
• Good managers are team players
• Skills most companies look for in potential managers

  • Technical skills
  • Human skills
  • Conceptual skills
• Technical skills


  • Specialized procedures, techniques, and knowledge required to get the job done
• Human skills


  • Ability to work effectively with others, encourage expression of thoughts and feelings, sensitivity to others' needs and viewpoints, good listeners and communicators
• Conceptual skills


  • Ability to see the organization as a whole, understand interdepartmental relationships, and recognize external environmental impacts
• Autonomy is the key difference among teams
• Kinds of Teams

  • Traditional workgroups
  • Employee-involvement teams
  • Semi-autonomous workgroups
  • Self-managing teams
  • Self-designing teams
• Traditional workgroups involve workers responsible for the work but report to managers for performance
• Employee-involvement teams meet to provide advice or suggestions to management
• Semi-autonomous workgroups provide advice, make decisions, and solve problems related to major tasks
• Self-managing teams manage all major tasks related to production without management approval
• Self-designing teams control and change their design, tasks, how and when they do them, and team membership
• Types of teams

  • Traditional Work Groups
  • Employee Involvement Groups
  • Semi-Autonomous Work Groups
  • Self-Managing Teams
  • Self-Designing Teams
• Events management teams


  Control the design of teams, tasks, and membership