Developing Effective Event Management Strategies

This assignment provides guidance on developing effective event management strategies, including estimating costs for an event and creating a budget plan. It also highlights the importance of decision-relevant information for delegates and policy makers. The assignment references various books and journals, such as 'Experiential Learning for Developing Managers' and 'Creative Problem Solving for Managers'. It emphasizes the need for practical models and techniques in developing managers and staff for events and projects.

PRINCIPLES OF
BUSINESS
ADMINISTRATION

Table of Contents
LO1..................................................................................................................................................1
1.1 Explain the legal requirements relating to the management of office facilities...............1
1.2 Describe the typical services provided by an office facility.............................................1
1.3 Explain how to establish office management procedures................................................1
1.4 Explain how to manage office resources..........................................................................2
1.5 Explain techniques to monitor and mange work flows....................................................2
1.6 Explain typical support and welfare facilities for office workers....................................3
LO 2.................................................................................................................................................3
2.1 Explain legal obligations of employer for health and safety in the workplace................3
2.2 Explain an individual's responsibilities for health and safety in the workplace...............3
2.3 Describe accident and emergency procedures..................................................................4
LO 3.................................................................................................................................................4
3.1 Explain the purpose of meeting minutes..........................................................................4
3.2 Explain the legal implications of meeting minutes..........................................................4
3.3 Explain the importance of accuracy in minute taking......................................................5
3.4 Describe what should and should not be included in different types of meeting minute.5
What's In: ..........................................................................................................................5
What's Out: .......................................................................................................................5
3.5 Describe how to take notes during meeting.....................................................................5
LO 4.................................................................................................................................................6
4.1 Explain features and purpose of different formal and informal meeting.........................6
4.2 Explain the role and responsibilities of chair...................................................................6
4.3 Explain the role of others in a meeting.............................................................................6
4.4 Explain techniques to facilitate a meeting........................................................................6

4.5 Explain the information requirements of meeting before during and after a meeting.....7
LO 5.................................................................................................................................................7
5.1 Explain the use of targets and budgets to mange workloads............................................7
5.2 Explain how to allocate work to individual learn members.............................................7
5.3 Explain different quality management techniques ..........................................................8
5.4 Explain the techniques used to identify the need for improvements in team outputs......8
LO 6.................................................................................................................................................8
6.1 Explain the characteristics, requirements and purposes of different types of events.......8
6.2 Explain the types of information and sources needed to organise an event.....................9
6.3 Explain how to plan an event...........................................................................................9
6.4 Explain how to identify the right resources from an event..............................................9
6.5 Describe the likely types of information needed by delegates in an event....................10
REFERENCES..............................................................................................................................11

LO1
1.1 Explain the legal requirements relating to the management of office facilities
 Welfare facilities: For your employees' well-being you need to provide:
1. toilets and hand basins, with soap and towels or a hand-dryer;
2. drinking water.
 Health issues:To have a healthy working environment, make sure there is:
1. good ventilation system.
2. a reasonable working temperature (OLIVEIRA, 2011).
 Safety issues: To keep your workplace safe you must:
1. properly maintain your premises and work equipment;
2. keep floors and traffic routes free from obstruction.
1.2 Describe the typical services provided by an office facility
Examples of facilities services include:
 Installation, service and repair of certain departmental or laboratory equipment. Moving
and furniture installation (Müller and Turner, 2010).
 Minor upgrades required to meet departmental program changes not resulting in a change
of egress path, reconfiguration of walls, doors or openings.
 Limited installation of additional electrical outlets or lights.
 Non-common area painting and carpeting and painting beyond the planned maintenance
cycle.
 Cleaning and support services for some events.
1.3 Explain how to establish office management procedures
Disorganization and confusion are irritating but they’re also just plain bad for business.
Here's how good office management can be used to control chaos in business:
1. Establish office management routines and stick to them (Harvey, M. and Moeller, 2011.).
2. Set up clearly delineated responsibilities.
3. Keep records – and keep your business records updated.
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4. Take a walk through your office and have a sit.
5. Schedule the tedious work.
6. Delegate and outsource.
7. Make business planning a priority.
1.4 Explain how to manage office resources
 Set maximum financial spending limits on monthly cash flow budget.
 Keep a list of different suppliers for the same type of equipment used.
 Base buying decisions for equipment, supplies and services that is needed (Higgins and
Aspinall, 2011).
 Stock up on office supplies, services and equipment utilized on a regular basis.
 Pay suppliers on time and keep relations sweet.
 View cash flow statement regularly and see the big picture.
 Calculate cash conversion cycle, or CCC.
1.5 Explain techniques to monitor and mange work flows
 Create specific forms of measurement to determine level of workplace operational
productivity employees.
 Develop a system for monitoring operational progress on a daily, weekly or monthly
basis.
 Create an accountability system (Pohl, 2010).
 Compare the employee time documentation with information gathered.
 Create an open work environment.
 Hire additional staff, if necessary.
 Invest in new technology.
 Motivate employees with production goals.
1.6 Explain typical support and welfare facilities for office workers
The Welfare Facilities and Arrangements heading covers the following:
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 the provision of toilet, washing and changing facilities
 clothing storage
 facilities for eating
 rest rooms
 facilities for pregnant women and nursing mothers
 arrangements to protect non-smokers from tobacco smoke
 the need to take account of people with disabilities.
LO 2
2.1 Explain legal obligations of employer for health and safety in the workplace
It is an employer's duty to protect the health, safety and welfare of their employees and
other people who might be affected by their business.
 The employers has to make sure that workers and others are protected from anything that
may cause harm, effectively controlling any risks to injury or health that could arise in
the workplace.
 Risk assessments should be carried out that address all risks that might cause harm in
your workplace.
 Employers must give you information about the risks.
 Employers must consult employees on health and safety issues.
2.2 Explain an individual's responsibilities for health and safety in the workplace
Important responsibilities as an employee are:
 to take reasonable care of your own health and safety.
 if possible to avoid wearing jewellery or loose clothing if operating machinery.
 if you have long hair, or wear a headscarf, make sure it's tucked out of the way as it could
get caught in machinery.
 not to interfere with or misuse anything that's been provided for your health, safety or
welfare.
2.3 Describe accident and emergency procedures
At all times during an emergency follow the instructions of the Building and Area
Wardens.
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1. On hearing the evacuation alarm, immediately prepare to leave the building – secure
confidential materials and valuables, collect personal belongings, shut down experiments,
switch off computers, electrical appliances, equipment and machinery.
2. If the evacuation alarm sounds, or if instructed to do so by a Warden
3. If possible take hand held personal belongings Assist any person with a disability to leave
the building.
4. Walk quickly and calmly to the designated assembly area.
LO 3
3.1 Explain the purpose of meeting minutes
Following are five important reasons for making sure you have someone take clear
minutes at your next meeting.
 They offer legal protection.
 They provide structure.
 They drive action.
 They act as a measuring stick.
 They state ownership.
3.2 Explain the legal implications of meeting minutes
The minutes of a business meeting are a legal document. This is particularly true of
corporations.
1. Write or type a heading that indicates the topic of the meeting.
2. State the time the meeting is called to order and who called it.
3. Write a note saying that the quorum was met.
4. Take notes on all discussions of business items.
5. Write "meeting adjourned" and give the time the meeting ended.
3.3 Explain the importance of accuracy in minute taking
The role of minutes is very important for participants
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 The minutes say who will do what and when
 They are the starting point of the following meeting
 They are helpful for those absent to know was discussed and what decisions have been
taken
 In case of conflicts, they are useful to know what agreements were made.
3.4 Describe what should and should not be included in different types of meeting minute
What's In:
The minutes should include the title of the group that is meeting; the date, time, and venue; the
names of those in attendance (including staff) and the person recording the minutes; and the
agenda (Li and Scullion, 2010). The minutes should follow the order of the agenda, with a basic,
almost vague, summary sentence or two for each item, along with the name of the person who
presented it.
What's Out:
Since minutes are public documents that members may ask to review, be clear on what to
exclude. Avoid direct quotations; even without a name, the speaker may be identifiable. Don’t
report details of discussions, especially who said what. When items not on the agenda are
discussed, note simply that “time was provided for members to discuss items not on the agenda.”
And remember that minutes are not the place for future action items or to-do lists.
3.5 Describe how to take notes during meeting
The best team meetings result in a clear, shared understanding by everyone involved and
actionable items. When taking notes in team meetings or collaborative environments, you should
focus on:
 Facts
 Issues
 Decisions
 Action plans
 Questions and answers
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LO 4
4.1 Explain features and purpose of different formal and informal meeting
The main feature of an informal meeting is that it is unplanned. In addition, the agenda
and topic of discussion are not predetermined, Whereas, a formal meeting is that it is planned.
The purpose of a formal meeting is to discuss the list of predetermined topics and address the set
of objectives, and make decisions relating to them. Formal meetings are a requirement of some
companies to promote transparency and accountability. Informal meetings are like a coach
having a quick and opportune chat to a player during the non-playing period about broad issues
that may or may not directly relate to the sport but is very relevant to the player or coach.
4.2 Explain the role and responsibilities of chair
The chairperson of a committee is responsible for the smooth running of meetings. This
is a vital position in any community association and a good chairperson will do the following:
 Conduct business in the order set out in the agenda
 Keep discussion focused on the item as set by the agenda
 Make sure that a decision has been reached before going onto the next item on the agenda
 Allow everyone to speak and be heard
 Make sure a record of all decisions is kept.
4.3 Explain the role of others in a meeting
A manager’s meeting does not include subordinates and junior employees. An ad-hoc
meeting is intended for a few chosen participants identified for a special purpose or task.
Regardless of the type of meeting though, every meeting is not just attended by participants
alone. Generally, a meeting is composed of a facilitator or a chairperson, a minute taker or note-
taker, and the meeting participants or attendees (Proctor, 2014).
4.4 Explain techniques to facilitate a meeting
1. Design a good agenda
2. Be aware of both content and process.
3. Keep the group moving towards its aims.
4. Use a variety of facilitation tools to keep everyone interested.
5. Create a safe and empowering atmosphere to get the best contribution from everyone.
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4.5 Explain the information requirements of meeting before during and after a meeting
The "before" stage involves the preparation any good speech demands: during the
meeting, the tools of a speaker's trade can be used: openings, transitions, closings. The meetings
people complain about usually lack discipline; people talk on and on to a degree they would
never think of if they were speaking before a large audience as part of a formal program. Any
successful meeting demands follow-up. Send out a post-meeting summary that includes the title
of the meeting, the date, the name of the person who ran it, and who was present. Summarize
conclusions.
LO 5
5.1 Explain the use of targets and budgets to mange workloads
1) Motivation to change is important
2) Keep an eye on your hours
3) See how other people manage their workloads
4) Check what is needed and when
5) Make a plan
6) Retrain your staff too
7) Don’t fall back into old ways
8) Be grown-up
9) Acknowledge the changes you have made
10) Make the most of your new spare time
5.2 Explain how to allocate work to individual learn members
As the leader of a high performing team, how to distribute and balance work across the
members of that team is a critical success factor. It needs to be done fairly. There are five criteria
to think about distributing work.
1. Priority
2. Skill Sets
3. Availability
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4. Development
5. Interest
5.3 Explain different quality management techniques
 A project manager should have an appreciation of what quality techniques are available
so that they are able to select those that best suit the project.
 Implementation of the technique can then be delegated to project team members who
have the relevant expertise in that technique.
 These techniques include: cause and effect diagrams, flowcharts, check sheets, Pare to
diagrams, and scatter diagrams.
5.4 Explain the techniques used to identify the need for improvements in team outputs
Here are four suggested process improvement techniques;
 Technique #1: Develop A Process Manual
 Technique #2: Automate Processes
 Technique #3: Reduce Failure Demand
 Technique #4: Conduct a Service Blueprinting exercise
LO 6
6.1 Explain the characteristics, requirements and purposes of different types of events
 Great Interpersonal Skills
 Flexibility
 Energetic
 Creative and Innovative
 Keen Eye for Details
 Good Time Management Skills
 Passionate and Enthusiastic
 Leadership Skills
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6.2 Explain the types of information and sources needed to organise an event
Following a discovery or event, information flows through different publications over
time. This differs between subjects but in general:
 Primary literature is where new research or theories are first revealed, and includes
journals and conferences
 Secondary literature provides a more digested overview of a subject e.g. books
 Tertiary literature records facts and brief descriptions of key information, as in reference
material.
6.3 Explain how to plan an event
Steps to Get You Started With Event Planning
1. Develop Event Goal and Objectives. The very first step is to establish a tangible goal and
objectives
2. Organize a Team
3. Set a Date
4. Brand Your Event
5. Create a Master Plan
6. Determine Administrative Processes
7. Identify and Establish Partnerships & Sponsors
8. Create a Publicity Plan.
6.4 Explain how to identify the right resources from an event
 Staff and Volunteers: Who is available to help you plan and administer your event? Are
there others in your department who will be assisting? Are there volunteers available to
assist you? Knowing how many workers you are likely to have to help you with your
event (or arranging to pay people if that is necessary) will help you develop an
appropriate scope as you plan your event.
 Budget and Finances; While, with few exceptions, reserving space for department-
sponsored events is free, most of what you will need to make your event happen (audio-
visual support, production management, promotional materials, catering, etc.) is not.
You’ll need to know the budget dollars you have available for this event in advance. For
example, large events in a performance venue will require production staffing. If you
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don’t have funding to cover this cost, you should be planning a smaller event. The Events
Office can assist you with estimating costs for an event. You may also find these budget
worksheets helpful in your planning.
6.5 Describe the likely types of information needed by delegates in an event
Required is information that can inform decisions and policies that are being developed,
implemented and evaluated. These necessitate that the information can be integrated, along with
other sources of information and factors that are required by the decision or policy making
processes. These demands are for decision-relevant information.
REFERENCES
Books and Journal
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Frost, D.E. and Wallingford, V., 2013. Experiential learning for developing managers: a
practical model. Journal of Management Development. 32(7). pp.756-767.
Proctor, T., 2014. Creative problem solving for managers: developing skills for decision making
and innovation. Routledge.
Li, S. and Scullion, H., 2010. Developing the local competence of expatriate managers for
emerging markets: A knowledge-based approach. Journal of World Business. 45(2).
pp.190-196.
Pohl, K., 2010. Requirements engineering: fundamentals, principles, and techniques. Springer
Publishing Company, Incorporated.
Higgins, D. and Aspinall, C., 2011. Learning to learn: a case for developing small firm
owner/managers. Journal of Small Business and Enterprise Development.18(1). pp.43-
57.
OLIVEIRA, H.D.M., 2011. The internationalization of brazilian companies: developing
managers as an essential business strategy factor. Future Studies Research Journal:
Trends and Strategies. 3(1). pp.111-139.
Müller, R. and Turner, R., 2010. Leadership competency profiles of successful project
managers. International Journal of Project Management. 28(5). pp.437-448.
Harvey, M., Reiche, B.S. and Moeller, M., 2011. Developing effective global relationships
through staffing with inpatriate managers: The role of interpersonal trust. Journal of
international management. 17(2). pp.150-161.
Kimball, S.M., 2011. Principals Human Capital Managers at Every School: Principals Must Tie
School Improvement Strategies to Their Work at Recruiting, Selecting, Developing, and
Retaining Effective Teachers. Phi Delta Kappan. 92(7). p.13.
Schneider, S.C., Zollo, M. and Manocha, R., 2010. Developing socially responsible behaviour in
managers. Journal of Corporate Citizenship. 2010(39). pp.21-40.
Koenigsfeld, J.P., Kim, S., Cha, J., Perdue, J. and Cichy, R.F., 2012. Developing a competency
model for private c
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