Más contenido relacionado


The event planning model.pptx

  1. Part 1
  2. Event deveploment phase Event operational planning phase Event implementation, monitoring and management phase Event evaluation and renewal phase
  3. Event development phase The event manager facilitates the development of event structures for governance(tadbir urus), event networks, policies, volunteer practice, and participation in a corporate social responsibility program Event operational planning phase The event manager creates and facilitates the development of written operational plans that are logical, sequential, detailed and integrated, along with contingency plans and the activations of a plan refining process Event implementation, monitoring and management phase The event manager facilitates the implementation of the written operational plans, monitors activities looking for deviations and manage all deviations from the plans Event evaluation and renewal phase The event manager facilitates the selection of event components to be evaluated, the completions of the evaluations tasks and the implementation of the evaluation recommendations An event planning model
  4.  The event need a facilitator to guide the knowledge sharing process between members  Bens (2000) facilitation as a way of providing leadership without taking the reigns(memerintah)  Facilitation Theory assumes that learning will occur with the aid of one facilitates the process of learning as opposed to one who simply provides knowledge to group  Style of leadership encourage the development of empowered learners and contributors to group processes, where the creation and dissemination (penyebaran) of knowledge are dependent on all members of the group.
  5.  Effective facilitator and supporter of the theory one must subscribe to certain assumption  People are intelligent, capable and want to do the right thing  Groups can make better decisions than any one person can make alone  Everyone’s opinion is of equal value, regardless of rank or position  People are committed to the ideas and plans that they have helped to create  Participants can and will act responsibility in assuming true accountability for their decisions  Groups can manage their own conflicts, behaviours and relationships if they are given the right tools and training  There are many specific skill, experience, and knowledge – event manager must posses to facilitated an event – advanced knowledge involves intuition about the processes which there are guiding.  A good facilitator empowers the group and individual potential
  6.  Facilitating the communication requirements – difficult to facilitate – various members of team – make sure communication lines are open – depending on the design of the organisation  Facilitating group communication requirements: the case of group rhythm and facilitation.  Facilitating knowledge transfer  Facilitating event structure for governance (tadbir urus)  Facilitating event management using the network perspective  Facilitating volunteer management practices
  7.  Two types of volunteers - different roles within the even organisation  Upper planning tier – executive and managerial volunteers  Tier one executive volunteer – develop a mission and vision for the host – serve on the Board of Directors – involved from the time bid to host the event is awarded.  Tier two managerial volunteers – serve on the executive committee and usually plan and manage the major the major component within the host society – ex vice president and associate vice-president for each functional area such a Vice- Presidents of Athlete service or venue – usually join the organisation between 5 and 2 years prior to the start of major event – actively involved in development phase and beyond.  Tier tree staging volunteer – involved in the operational functions and primarily stage the events and fulfil short-term pre-event preparation or during-event servicing ex venue team to organize sport-specific competition (multi sport event)  Tier four game-time volunteers – start duties when the event begins.
  8. Tier 1 Tier 2 Tier 3 Tier 4 Planning tiers Executive volunteers – leadership and vision Managerial volunteers – managing and empowerment Operating tiers Staging volunteers – organizing and staging Games – time volunteers - servicing Volunteer tiers within a sport event organization
  9. recruitment registratio n screening Orientation and training assingment accreditation Volunteer life cycles for events
  10. what • Are the responsibilities of the volunteer (job description)? • Type of work is needed (short or long time) when • Will we need the volunteers (long-term commitment, one-time commitment, day, evening)? When and how • Wil the organisation benefit from using the volunteer? where • Is the volunteer needed?
  11.  Act as a recruitment agency for volunteer positions  Find suitable candidates for the job roles including the process of creating job descriptions  Set up interview areas within the Volunteer Centre and manage all administration surrounding the interview (including the database placement, paper work, and so forth (sebagainya)  Select volunteer leaders best placed to conduct volunteer interviews on behalf of the program  Create database profile against job description  Develop a system for interviewing – questions, forms, exceptional issue resolution  Provide training on interview process for all interviews  Continually recruit volunteers with targeted skills for shortfails  Assist with reassigning any candidates unsuitable for their proposed role and managing problematic issues
  12. Four function of policy 1. Policy as a statement of belief, position or value 2. Policy as a method of risk management 3. Policy as a rule 4. Policy as an aid to program effectiveness
  13.  Have you identified and analyzed the issues your policy need to address?  Are your policy goals resonable and your policy objectives measurable?  Does your policy goals resonable, and your policy objectives measurable?  Have you identified the barriers to implementation you are likely to encounter?  Do you have a plan for dealing with barriers?
  14.  “being a responsible corporate citizen in today’s sport marketplace mean being a vigilant steward of the emotional and financial investment made by individuals, companies, and community groups into your sports organization. It is recognizing, valuing and nurturing the partnership that is fundamental to that investment” (Sport Executive, Maple Leaf Sports and Entertainment, 2005)  CSR is re-emergent and important strategic concept for modern managers and professionals – “giving back” through their respective organizations and event.  Charitable links, employee wellness program, or even international outreach
  15. Involves the creation of written operational plans Each component establish in the event structure – ex accommodation, accreditation, ceremonies, communication, drug testing or doping control, food and beverage service, hospitality service, media management Assignment off the staff (volunteers or paid employees)
  16. Cultivation of the operational planning network The creation of logical, sequential, detailed and integrated plans The inclusion of contingency plans The activation of the refining process
  17. Assignment of the best possible number and combination of individuals with planning expertise to meet the event operational planning requirements. Each component requires and intricate combination of talented planners
  18.  The written event operational plan: establishing a design format – guide laid out – all requirements of the plan can be expressed.  Logical operational planning – individual activities or task necessary to complete their particular component.  Sequential operational planning – itemize the event task in an ordered and reasoned sequence – concept of time  Detailed operational planning –  Level 1 – minimal level detail to explain – not provide step by step list of direction  Level 2 – medium amount of planning detail – more detail step by step directions to enact (sahkan) the plan  level 3 – highest level of detail – clear instructions and includes intimate requirements to complete the task  Integrated operational planing
  19.  Operational plan must be refined for use  Review the integrated plans and refine the detail into a coordinated and efficient effort  Intended to add detail to the plan and eliminate any questions that may arise if the plan is implemented  Last step in the operational planning phase
  20.  Time  Communication  An environment of cooperation for coordinating operational plans  Cooperation – variety of personalities involved  Coordination – skills, abilities and knowledge of network members  practicing planning – individual planning, a small team planning exercise and changing team format scenario.
  21.  Execution of the plan by moving the planned operational concepts and processes from members who completed the planning to a myriad (pelbagai) of event staff and volunteers who tasked with executing the plan (Bowen, 2006)  The first step entails coordinating and getting all the people implementing the plan on the same page.
  22.  Group or team opportunity (production meeting) to hear, understand and assimilate the plan in their unique area of responsibility and the large context of the overall plan.  several key element required when host the production meeting  Invitees  Agenda  Supplementary material  Ensuring understanding of goal, objective, roles and responsibility  Facility tours
  23. Timing and progress Scope control Network autonomy Important that you see and been seen by network members
  24.  Even manager – responsibility to facilitate the management of deviations (sisihan) from the operational plan that may happen for any reason.  Tips aid to keep implementation on track;  Determine deviation from the operational plans through a variety of mechanism such a periodic progress review, anecdotal reports and direct observation.  Create a climate in which people are not afraid to report implementations in a timely way, including arising problems and issues.  Do not wait for progress report, be out on the front lines of implementation, observing and asking questions.  Every implementation plan contains risk, some unforeseeable. Create a contingency plan for all foreseeable issues and be prepared with a strategy to asses and manage unforeseeable issues  Overcome foreseeable failure when managing deviations from plan  Predetermine the decision-making team and process  Preprogrammed and not preprogrammed decisions

Notas del editor

  1. Vigilant steward = pengawas yang berhati hati recognizing = mengiktiraf Nurturing = memupuk
  2. Cultivation = penanaman Inclusion = kemasukkan Refining = penapisan
  3. Intricate = rumit