event mgt. report

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Assignment on

EVENT MANAGEMENT ON A FUNCTION FOR-

WOMEN TALENT IN VARIOUS FIELDS FOR THE YEAR 2010-2011

SUBMITTED TO: SUBMITTED BY:

MRS. ROOPAM KOTHARI RENU GUPTA

ENROLL. NO-ICG/2011/12516


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Introduction

Management in all business and organizational activities is the act of getting people

together to accomplish desired goals andobjectivesusing available resources efficientlyand effectively. Management comprisesplanning,organizing,staffing,leadingor

directing, andcontrollinganorganization(a group of one or more people or entities) or

effort for the purpose of accomplishing a goal.Resourcingencompasses the deployment

and manipulation ofhuman resources,financialresources,technologicalresources, and

natural resources.

Since organizations can be viewed assystems, management can also be defined as human

action, including design, to facilitate the production of useful outcomes from a system.

This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to

manage others.

Basic functions

Management operates through various functions, often classified as planning, organizing,

staffing, leading/directing, controlling/monitoring and Motivation.

Planning: Deciding what needs to happen in the future (today, next week, next month,

next year, over the next 5 years, etc.) and generatingplansfor action.

Organizing: (Implementation) making optimum use of the resources required to enable

the successful carrying out of plans.

Staffing: Job Analyzing, recruitment, and hiring individuals for appropriate jobs.

Leading/Directing: Determining what needs to be done in a situation and getting peopleto do it.

Controlling/Monitoring: Checking progress against plans.

Motivation : Motivation is also a kind of basic function of management, because

without motivation, employees cannot work effectively. If motivation doesn't take place

in an organization, then employees may not contribute to the other functions (which are

usually set by top level management).

Basic roles

Interpersonal: roles that involve coordination and interaction with employees.

Informational: roles that involve handling, sharing, and analyzing information. Decisional: roles that require decision-making.

Management skills

Technical: used for specialized knowledge required for work.

Political: used to build a power base and establish connections.

Conceptual: used to analyze complex situations.
http://en.wikipedia.org/wiki/Objective_%28goal%29http://en.wikipedia.org/wiki/Objective_%28goal%29http://en.wikipedia.org/wiki/Objective_%28goal%29http://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Organizinghttp://en.wikipedia.org/wiki/Organizinghttp://en.wikipedia.org/wiki/Organizinghttp://en.wikipedia.org/wiki/Staffinghttp://en.wikipedia.org/wiki/Staffinghttp://en.wikipedia.org/wiki/Staffinghttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Control_%28management%29http://en.wikipedia.org/wiki/Control_%28management%29http://en.wikipedia.org/wiki/Control_%28management%29http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Resourcinghttp://en.wikipedia.org/wiki/Resourcinghttp://en.wikipedia.org/wiki/Resourcinghttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Technologicalhttp://en.wikipedia.org/wiki/Technologicalhttp://en.wikipedia.org/wiki/Technologicalhttp://en.wikipedia.org/wiki/Natural_resourceshttp://en.wikipedia.org/wiki/Natural_resourceshttp://en.wikipedia.org/wiki/Systemshttp://en.wikipedia.org/wiki/Systemshttp://en.wikipedia.org/wiki/Systemshttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Systemshttp://en.wikipedia.org/wiki/Natural_resourceshttp://en.wikipedia.org/wiki/Technologicalhttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Resourcinghttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Control_%28management%29http://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Staffinghttp://en.wikipedia.org/wiki/Organizinghttp://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Objective_%28goal%29


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Interpersonal: used to communicate, motivate, mentor and delegate.

Diagnostic: ability to visualise most appropriate response to a situation .

Formation of the business policy

The mission of the business is the most obvious purposewhich may be, for example,

to make soap.

The vision of the business reflects its aspirations and specifies its intended direction or

future destination.

The objectives of the business refers to the ends or activity at which a certain task is

aimed.

The business's policy is a guide that stipulates rules, regulations and objectives, and may

be used in the managers' decision-making. It must be flexible and easily interpreted and

understood by all employees.

The business's strategy refers to the coordinated plan of action that it is going to take,

as well as the resources that it will use, to realize its vision and long-term objectives. It is

a guideline to managers, stipulating how they ought to allocate and utilize the factors of

production to the business's advantage. Initially, it could help the managers decide on

what type of business they want to form.

Implementation of policies and strategies

All policies and strategies must be discussed with all managerial personnel and staff.

Managers must understand where and how they can implement their policies and

strategies.

A plan of action must be devised for each department.

Policies and strategies must be reviewed regularly. Contingency plans must be devised in case the environment changes.

Assessments of progress ought to be carried out regularly by top-level managers.

A good environment and team spirit is required within the business.

The missions, objectives, strengths and weaknesses of each department must be

analysed to determine their roles in achieving the business's mission.

The forecasting method develops a reliable picture of the business's future

environment.

A planning unit must be created to ensure that all plans are consistent and that policies

and strategies are aimed at achieving the same mission and objectives.

All policies must be discussed with all managerial personnel and staff that is required inthe execution of any departmental policy.

Organizational change is strategically achieved through the implementation of the eight-

step plan of action established byJohn P. Kotter: Increase urgency, get the vision right,

communicate the buy-in, empower action, create short-term wins, don't let up, and

make change stick.
http://en.wikipedia.org/wiki/John_Kotterhttp://en.wikipedia.org/wiki/John_Kotterhttp://en.wikipedia.org/wiki/John_Kotterhttp://en.wikipedia.org/wiki/John_Kotter


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Policies and strategies in the planning process

They give mid- and lower-level managers a good idea of the future plans for each

department in an organization.

A framework is created whereby plans and decisions are made.

Mid- and lower-level management may add their own plans to the business's strategic

ones.

Levels of management

In organizations, there are generally three different levels of managers: first-level

managers, middle-level managers, and top-level managers. These levels of managers are

classified in a hierarchy of importance and authority, and are also arranged by thedifferent types of management tasks that each role does. In many organizations, the

number of managers in every level resembles a pyramid, in which the first-level has

many more managers than middle-level and top-level managers, respectively. Each

management level is explained below in specifications of their different responsibilities

and likely job titles.

Top-Level Managers

Typically consist of Board of Directors, President, Vice President, Chief Executive

Officers, etc. These individuals are mainly responsible for controlling and overseeing all

the departments in the organization. They develop goals, strategic plans, and policies forthe company, as well as make many decisions on the direction of the business. In addition,

top-level managers play a significant role in the mobilization of outside resources and are

for the most part responsible for the shareholders and general public.

According to Lawrence S. Kleiman, the following skills are needed at the top managerial

level.

Broadening their understanding of how factors such as competition, world economies,

politics, and social trends influence the effectiveness of the organization.

Middle-Level Managers

Typically consist of General Managers, Branch Managers, Department Managers, etc.

These individuals are mainly responsible to the top management for the functioning of

their department. They devote more time to organizational and directional functions.

Their roles can be emphasized as executing plans of the organization in conformance

with the company's policies and the objectives of the top management, they define and

discuss information and policies from top management to lower management, and most


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importantly they inspire and provide guidance to lower level managers towards better

performance.

Designing and implementing effective group and intergroup work and information

systems.

Defining and monitoring group-level performance indicators.

Diagnosing and resolving problems within and among work groups.

Designing and implementing reward systems that support cooperative behavior.

First-Level Managers

Typically consist of Supervisors, Section Officers, Foreman, etc. These individuals focus

more on the controlling and direction of management functions. For instance, they assign

tasks and jobs to employees, guide and supervise employees on day-to-day activities,

look after the quantity and quality of the production of the company, make

recommendations, suggestions, and communicate employee problems to the higher level

above, etc. In this level, managers are the "image builders" of the company considering

they are the only ones who have direct contact with employees.

Basic supervision.

Motivation.

Career planning.

Performance feedback.


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Event Management Body of Knowledge Domain Structure


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The Event Genre of Event Management

Business & Corporate

Events

Any event that supports business objectives, including

management functions, corporate communications, training,

marketing, incentives, employee relations, and customer relations,

scheduled alone or in conjunction with other events.

Cause-Related &

Fundraising Events

An event created by or for a charitable or cause-related group for

the purpose of attracting revenue, support, and/or awareness,


Exhibitions, Expositions

& Fairs

An event bringing buyers and sellers and interested persons

together to view and/or sell products, services, and other

resources to a specific industry or the general public, scheduled

alone or in conjunction with other events.

Entertainment & Leisure

Events

A one-time or periodic, free or ticketed performance or exhibition

event created for entertainment purposes, scheduled alone or in

conjunction with other events.

FestivalsA cultural celebration, either secular or religious, created by and/or

for the public, scheduled alone or in conjunction with other events.

(Many festivals include bringing buyer and seller together in a

festive atmosphere.)

Government & Civic

Events

An event comprised of or created by or for political parties,

communities, or municipal or national government entities,


Marketing EventsA commerce-oriented event to facilitate bringing buyer and seller

together or to create awareness of a commercial product or

service, scheduled alone or in conjunction with other events.

Meeting & Convention

Events

The assembly of people for the purpose of exchanging

information, debate or discussion, consensus or decisions,

education, and relationship building, scheduled alone or in

conjunction with other events.

Social/Life-Cycle EventsA private event, by invitation only, celebrating or commemorating

a cultural, religious, communal, societal, or life-cycle occasion,


Sports EventsA spectator or participatory event involving recreational or

competitive sport activities, scheduled alone or in conjunction with

other events.


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Topic: Women Talent in various fields for the yr. 2010-2011

To start our event we first need to apply Luther Gullicks keyword :POSDCORB where Pstands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for

reporting & B for Budgeting.

So now to start with:

Firstly, we will Plan our event.

Well decide the date, time and venue. Then we will check whether that place is

available on that date or not and at the same time.

We will also consult our chief guests & various other dignitaries about their

availability of dates and times. Then we will fix the event on a scheduled date &

time (after all the findings are completed.)

Check how many programmes have to be conducted and their respective

participants.

We should make the list of achievers and invite them for the function. Alsoprovide some token of love in the form ofAwards to the achievers.

The second step is to Organize.

We will first collect our sponsors to make our event a big show.

Then we will hire caterers and decorators.

We would invite press to cover our show.

Scheduling of respective programmes in an orderly manner.

The third step is Staffing.

Appointing various subordinates & representatives for various departments like food,

decoration, sponsorship, guest relations, momentos, security and help desk people.

The fourth step is Co-ordination.

We will make a check list for the various activities and see whether they are properly

coordinated or not.

Control panel would check whether assigned duties are going according to the set

standards or not.

The sequence for award winners should be in alphabetical manner.

The fifth step is Reporting.

We need to explain our coordinators that they have to report their seniors well on time

and any changes should be priory informed.

& the last step is Budgeting.

The main backbone of the event.

Expenses are listed-

Catering


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Decoration

Awards

Press Release

Venue (in case if its hired)

Mementos to Chief guests & Dignitaries

Participants ( if hired)

Anchors/ Comparers

event mgt. report

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