Project And Event Management



Three Issues in Event Facilities.

Environmental Issues.

Issues related to food safety.

Ethical Issues.

Monitoring of Workplace Relations.

Planning Workflow, Training, Scheduling of Work.

Closing Sequence of Event




Introduction to Plan and Monitor Issues in Event Facilities

It is true to say that events are essential sponsors to a destination’s financial, societal, and cultural stuff. They are vital in making a promising image of destination as supplementary fascinations and image-makers (Sharma & Sarangdevot, 2011). Event management indicates to the application of PM (project management) to the formation and expansion of large or small scale events like festivals, ceremonies, and more. Planning of events has now become an essential aspect for any organization desiring to promote its business (Gration et al., 2016). It can be said that with judgment planned events enable companies to interact more personally with the prospective clients and audience. The primary attention for the suitable action plan must emphasize on the entire aim of the event. This report is going to discuss the issues in the event operations management relevant to the staging of the Mid-autumn festival event in Sydney. Moreover, it entails the ways to monitor and improve workplace relations to assist entire corporate goals. Additionally, it discusses the planning of workflow, scheduling of work, training, and delegating to staff. Besides, it also identifies recommendations for improvements in the current setting.

Three Issues in Event Facilities

Environmental Issues

During the staging of the Mid-Autumn festival event, there may be a probability of occurrence of bad weather attended by wind and rain. However, it is true to say that the average high-temperature in September month is nearly 20⸰C and the average low-temperature is 11.1⸰C. Moreover, it is the month with the minimum rainfall in Sydney that falls for around 10.5 days. Thus, there are fewer chances of disturbances in the climatic conditions of the nation. But, still, there must be an effective backup plan to overcome this issue if arise.

It is noteworthy that a shared area of concern occurring from the staging of occasions is the undesirable environmental impacts that may occur. Nearly all events carry certain forms of the environmental impact that unavoidably upsurges relative to the size of the particular event. Furthermore, there can be undesirable impacts of the mid-autumn festival event on the environment also. The likely impacts entail pollution from chemicals, noise, vehicles, and so on. In regards to this, the event manager must adopt the technique of recycling and reusing to minimize the entire impact (Van Niekerk, 2017).

Issues Related to Food Safety

It is true that food safety is one of the most crucial aspects of event planning. It is the duty of the planner to have a suitable food-safety management plan so that to keep all stakeholders like employees, attendees, and safer. It is not always true that the normal safety controls in a kitchen of an event such as thermometers to assess food temperature, trained employees in food safety, handwashing amenities, and more are available and performed. Due to the absence of such basic norms for food safety, there may be an occurrence of food poisoning issues during the staging of the event (Dong et al., 2015).

Ethical Issues

There is no doubt that event planning has its own set of oppressive moral issues to deal with. It is a fact that by obeying a strict code of conduct, event planning can ensure he is running a successful and problem-free event (Brown et al., 2015). In regards to event management of the Mid-Autumn festival, Sydney, there can be ethical issues during its staging. There can be misfortunes in social media as individuals are more associated with the internet and social media networks. It is the duty of the event organizer to inform the target audience prior and any immoral posts made by them is their accountability. Furthermore, there can be an issue related to the stealing of intellectual property like music, décor, food, design, and so on. It is the duty of the event planner to add novel touches to the idea he gets from anyone. Besides, there may be issues associated with unfair practices in respect of pricing policies (Tassiopoulos & Nicolaides, 2017).

Monitoring of Workplace Relations

Since it is true that poor work relations lead to greater turnover, and declined productivity thus, a company must have to constantly monitor and improve the workplace relations to support the corporate goals (Saeed et al., 2014). Event planners are nothing squat of champions, but after any excessive event organizer is a similarly great event team. Constantly monitoring and searching for methods to improve work relations can assist a company to remain on economic track and keep offering superior quality services and goods. Each company or business requires monitoring work associations so that they can make plans intended to develop processes and etiquettes. It is necessary to have robust relations between every individual or stakeholder groups of even planning organization to deliver a successful event project (Brooker & Joppe, 2016). All staff would require engaging unitely in the activities of the event. The strategies that are required to effectively monitor and improve work relations are conflict management, workplace safety, team building, employee appreciation, and career development. Various activities that can foster decent communication skills among staff entail seminars, office luncheons, training programs, and seminars (Halawi & Haydar, 2018). The monitoring of relations would require evaluating collected data to recognize the fundamental issues and determine solutions and techniques to deal with them. This can assist in offering definite directions for staff that can result in refining time management and augmented outputs. Furthermore, one strategy in this respect can be a team that will oversee the employees, manage conflicts, and tracks the analytics of worker reaction and engagement. Another strategy via which the event manager of the Mid-Autumn festival could adopt to refine work relations is to develop its organizational culture to be collaborative. It assists the event organizer to support innovation, and develop trust between the diverse stakeholders involved in managing the project (Stadler, R., Fullagar & Reid, 2014).

Planning Workflow, Training, Scheduling of Work

It is required for an event manager to certify that workforce is capable to fulfill the goals and targets that have been developed. It entails the complete comprehending of and the capability to manage and organize work operations (Southall et al., 2015). In order to get the intended results, the event manager of the Mid-Autumn festival has to motivate staff, defining workloads, scheduling work, prioritizing work, organizing workflow, and delegating work. It is true that a motivated workforce is more productive in nature. In this respect, an event manager must put his efforts into their development and offering them attainable goals. Furthermore, there must be an offering of positive feedback and encouragement when the staff fails to perform the stuff. Besides, it is also essential that no worker is underutilized or burdened with much work. In regards to this, an event planner must ensure that staff members have a practicable workload in which they are retained hectic but are no under constant pressure (Coates & Howe, 2015).

It is noteworthy that arranging work in a way that improves productivity and client service excellence can be perceived to include ordering work, and then establishing a suitable workflow to attain the set goals. In the event management of the Mid-Autumn festival, it is also important to place all the activities in their most effective order of relevance. The strategies that event manager must adopt in this respect is to involve the workforce in the procedure whenever needed; list the crucial tasks that must be done definitely without exceptions; list the non-crucial tasks adding quality to the output of staff; list the tasks that are non-essential and must be done depending upon the time left; compare the lists with entire goals of the event; and amend the lists consequently, assign work, and take action to attain the lists in stipulated order. Moreover, while the delegation of tasks to staff, the manager must make sure to offer training and demonstration as needed. Further, it is also required that staff be treated with honesty and the manager must be fair in the work he delegates by sharing it around amongst the whole workforce and not seeming to oppress an individual (Gumusluoglu, Karakitapoğlu‐Aygün & Hu, 2020).

Closing Sequence of Event

The closing phase is the last stage of the event project management. The event managers are accountable for the shutting down of the festival activities. It is a phase and needs individual chains of roles and responsibilities (Marcelino-Sádaba et al., 2014). Moreover, it entails the on-site closure and the management shut down. For the closing phase, the team meetings must be executed to verify the accomplished activities and prepare the final report. Moreover, there must be a stakeholder meeting to close-up and certify all went as per the plan. Additionally, it is equally essential to determine the difficulties encountered during the entire festival event and there must be certain ideas on how to manage such difficulties in a better manner in the next project (de Oliveira & Rabechini Jr, 2019). The following activities must be considered in the closing sequence of the Mid-Autumn festival 2020.

  • Administrative closure: It entails the planning of organizational documentation, gathering of project documentation, the arrangement of project papers, and logistics events that certify that the project assets are reallocated. Moreover, it entails activities such as archiving, fiscal account closing, amenities turnover, agreement termination, and workers relocation.
  • Event closeout checklist: It offers a means to validate the accomplishment of the event cleanup before initiation of the closure stage. The checklist may include aspects like wash & store dishes; cleanup festival area; put away all items, pay all vendors, and so on.
  • Gathering project documentation data: It is noteworthy that the past project data is the vital means of information to assist in improving forthcoming assignments. The data that is archived include project plan; project charter; financial documents; status reports, project narrative, and so on.
  • Lessons learned: These are the documents of the experience attained during the entire event project. Moreover, such lessons originate from solving real-world glitches. These must be collected to aid eliminate the occurrence of identical issues in the forthcoming projects.

Recommendations on Plan and Monitor Issues in Event Facilities

  • The food suppliers for the Mid-Autumn Festival to be held in Sydney must adhere to the food standards code relevant to the nation.
  • Moreover, event organizers must appeal prints of present insurance strategies from all food providers, and issue them with a duplicate of the food management guidelines for the events.
  • The food handlers must be administered, coached, and trained in food hygiene stuffs proportionate with their work activity.
  • It is essential to guard the reliability of activity being reinforced in all the sponsorship tasks.
  • An event planner or organizer must train its audience about what is satisfactory and what is not, to evade any disasters far ahead.
  • There must be advocating of fair practices in pricing aspects meaning that the vent planner must always be authentic with the audiences and stick to the pledges made.
  • It is true that confidence develops with familiarities of managing the risk thus; the challenging conditions must not be always evaded by adopting a risk-averse method.
  • The event manager must comprehend the fact that it is essential for being a risk-taker but he must also be aware of probable inferences to certify that all events activities are safe, protected, and fruitful (Jackson, Morgan & Laws, 2018).

Conclusion on Plan and Monitor Issues in Event Facilities

From the above report on the planning and monitoring issues in the mid-autumn festival event, it can be concluded that the three issues that have been identified during the entire event management of the mid-autumn festival 2020, Sydney are environmental issues, ethical issues, and food safety issues. Moreover, it can be inferred that the strategies that are required to effectively monitor and improve work relations are conflict management, workplace safety, team building, employee appreciation, and career development. Additionally, it founds that while a delegation of tasks to staff, the manager must make sure to offer training and demonstration as needed. It is also essential that no worker is underutilized or burdened with much work. In regards to this, an event planner must ensure that staff members have a practicable workload in which they are retained hectic but are no under constant pressure. Moreover, the closing sequence of the event must take care of the aspects like team meetings, financial closeout, administrative closure, and so on. It is also essential to consider the difficulties arose in the project and there must be ideas for handling those glitches so that future project will be without issues.

References for Plan and Monitor Issues in Event Facilities

Brooker, E., & Joppe, M. (2016). Is Imitation the Best Form of Flattery? Innovation Challenges in Festivals and Events. Journal of Hospitality Marketing & Management25(3), 259-269.

Brown, S., Getz, D., Pettersson, R., & Wallstam, M. (2015). Event evaluation: Definitions, concepts, and a state of the art review. International Journal of Event and Festival Management6(2), 135-157.

Coates, D., & Howe, D. (2015). Combatting staff burnout in mental health: Key managerial and leadership tasks that are fundamental to staff wellbeing and retention. Asia Pacific Journal of Health Management10(2), 24.

de Oliveira, G. F., & Rabechini Jr, R. (2019). Stakeholder management influence on trust in a project: A quantitative study. International Journal of Project Management37(1), 131-144.

Dong, Q. L., Barker, G. C., Gorris, L. G. M., Tian, M. S., Song, X. Y., & Malakar, P. K. (2015). Status and future of quantitative microbiological risk assessment in China. Trends in food science & technology42(1), 70-80.

Gration, D., Raciti, M., Getz, D., & Andersson, T. D. (2016). Resident valuation of planned events: An event portfolio pilot study. Event management20(4), 607-622.

Gumusluoglu, L., Karakitapoğlu‐Aygün, Z., & Hu, C. (2020). Angels and devils?: How do benevolent and authoritarian leaders differ in shaping ethical climate via justice perceptions across cultures?. Business Ethics: A European Review29(2), 388-402.

Halawi, A., & Haydar, N. (2018). Effects of Training on Employee Performance: A Case Study of Bonjus and Khatib & Alami Companies. International Humanities Studies5(2).

Jackson, C., Morgan, J., & Laws, C. (2018). Creativity in events: the untold story. International Journal of Event and Festival Management, 1-21.

Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., & Villanueva, P. (2014). Project risk management methodology for small firms. International journal of project management32(2), 327-340.

Saeed, I., Waseem, M., Sikander, S., & Rizwan, M. (2014). The relationship of turnover intention with job satisfaction, job performance, leader-member exchange, emotional intelligence, and organizational commitment. International Journal of Learning and Development4(2), 242-256.

Sharma, A., & Sarangdevot, S. S. (2011). Event Management System: Design and Implementation Using AOP Methodology in Eclipse-AJDT Environment. Int’l J. of Engineering Science and Technology3(1), 139-149.

Southall, R. M., Nagel, M. S., Southall, D. J., Ammon, R., & Reese, J. T. (2015). A “practical” theoretical model for teaching sport-event management. Journal of Kinesiology & Wellness4(1), 4-24.

Stadler, R., Fullagar, S., & Reid, S. (2014). The professionalization of festival organizations: a relational approach to knowledge management. Event Management18(1), 39-52.

Tassiopoulos, D., & Nicolaides, A. (2017). Effective Codes of Ethics in the Events Industry. African Journal Of Hospitality, Tourism, And Leisure, 6(2), 1-15

Van Niekerk, M. (2017). Contemporary issues in events, festivals, and destination management. International Journal of Contemporary Hospitality Management, 29(3), 842-847

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