Event Management - Unit 4

TOPIC 4
EVENT
MANAGEMENT
EVENT LEADERSHIP THROUGH
HUMAN RESOURCE AND TIME
MANAGEMENT
PREPARED BY:
NORHASIMAH BINTI HAMIM

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TOPIC 4: EVENT LEADERSHIP THROUGH HUMAN RESOURCE AND TIME MANAGEMENT
LEARNING OUTCOMES
At the end of this topic, the students would be able to:
Identify leadership characteristics in an Event Planner and in yourself.
Overcome communication challenges.
Improve human resource management.
Orient, train, inform, educate, motivate, and inspire staff and volunteers.
Establish an effective recruitment and promotion plan.
Create effective organizational charts.

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TOPIC OUTLINES
Introduction
4.1 Leadership Styles
4.2 Leadership Characteristics
4.3 Challenges of Teamwork
4.4 Human Resource Management (HRM)
4.5 Time Management
4.6 Organizational Chart
4.7 Developing Policies, Procedures, and Practices
Summary

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INTRODUCTION

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“An event can be described as a public
assembly for the purpose of celebration,
education, and marketing”.
Goldblatt, Joe
LEADERSHIP STYLES
Laissez-FaireAutocratic Democratic

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 Also known as authoritarian leadership, is a
leadership styles characterized by
individual control over all decisions and
little input from group members.
 Autocratic leaders typically make choices
based on their ideas and judgments and
rarely accept advice from followers.
 The autocratic approach should be used
carefully.
 The autocratic approach should be used
only when time is of the essence.
Autocratic

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 Democratic leadership is also known as
participative leadership in which members
of group take a more participative role in
the decision making process.
 Everyone is given the opportunity to
participate, ideas are exchange freely, and
discussion is encourage.
 The thoughts of all members of a group and
coming to a collaborative decision about
how to proceed.
Democratic

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 Laissez-faire leadership also known as
delegative leadership in which leaders are
hand-off and allow group members to make
the decisions.
 Laissez-faire approach of individuals
working toward a common goal ,as opposed
to a team working together toward a
common goal.
Laissez-Faire

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LEADERSHIP CHARACTERISTICS
Integrity
Confidence and
Persistence
Collaborative Decision
Making
Problem Solving

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The event planners/leader must set the standard for
integrity.
Example:
Leaders with integrity work to guard the resources of the
group (spending funds wisely, using volunteers fairly, and
developing the volunteers or followers).
Integrity
Confidence and
Persistence
Making
Problem Solving

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Event leader or event planners have to use
their confidence and persistence as teaching tools
to influence others.
Integrity
Confidence and Persistence
Making
Problem Solving

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Collaborative organizations have been used
by numerous for profit and not for profit organizations
to achieve high quality and consequently better
financial result.
Integrity
Confidence and
Persistence
Making
Problem Solving

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 5 list for event planners to understand, analyze, and
solve event problems:
 Make certain that you thoroughly understand the size,
scope and time sensitivity of the problem
 Identify the key informants and stakeholders affected by
the problem
 Determine if there is a model or comparable problem
whose solution could be used for this problem
 Test the potential solution by seeking the collaborative
input of those affected by the problem
 Once a decision has been made, monitor the impact to
determine if anything further must be done to mitigate
future problems.
Integrity
Confidence and
Persistence
Making
Problem Solving

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CHALLENGES OF TEAMWORK
Communication
Self-Interest
Dependability
Trust
Collaboration

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 Conduct a communications audit and find out how
your event stakeholders best send and received
information.
 Avoid communications that are blocked by noise,
visual distraction, or other interference.
 Use non-traditional communications.
 Example: Audio and videotapes to increase impact,
and action.
 Use written change order to record changes during
the event.
Communication
Self-Interest
Dependability
Trust
Collaboration

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 Persuade each person to forgo personal interest for
the sake of group interest.
 Through an informal series of events.
 Observe the participants to begin to identify those
who naturally work best in teams.
Communication
Self-Interest
Dependability
Trust
Collaboration

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 Recruit dependable people.
 Keep accurate records of time and attendance.
 Use the records to determine who to engage for future
events.
Communication
Self-Interest
Dependability
Trust
Collaboration

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 Event planner / event leader behaviors are erratic or
quixotic.
 Use best judgment to determine when and how to
invest their trust.
Communication
Self-Interest
Dependability
Trust
Collaboration

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 Ability to develop close collaboration between all the
stakeholders.
 Cooperate and collaborate to achieve the goals and
objective of the event.
Communication
Self-Interest
Dependability
Trust
Collaboration

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Human Resource Management (HRM) is the function within an organization
that focuses on recruitment of, management of, and providing direction for the
people who work in the organization.
HUMAN RESOURCE MANAGEMENT

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HRM
Celebrate
your
success
Volunteer
Coordinati
on
Recruit-
ment
Training
Coordinati
on
Reward
excellent

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Rewarding excellent, High Quality Performance
Giving volunteers early, frequent, and constant recognition is a critical
component among team
Volunteer Coordination
The importance of volunteer.
Coordination
The on-site management of volunteers entails coordinating their job
performance to ensure that you are accomplishing the goals of the events.
Recruitment
Recruit the new workers and held a interview session.
Training
Improving skill and management of staff.
Celebrate Your Success
Celebrate with the staff for every big success.

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4.5 Time Management
TEAM MANAGEMENT
 The principles of time management are
first to applied in your daily life
 How to spend time performing everyday
activities directly influence on how to
achieve goals

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ORGANIZATIONAL CHART
 All organizations have an internal structure that determines important things
such as promotion and growth and that simply regulates everyday operations.
 In organizational chart, you know whom to report, and what level of
responsibility and authority.

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ORGANIZATIONAL CHART: FLAT TRADITIONAL
Event
coordinator
Event Leader
Assistant Event
Leader
Event
coordinator
Event
coordinator
Event
coordinator
Event
coordinator
Event
coordinator

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ORGANIZATIONAL CHART: DYNAMIC
GM
Event
Leader
Sales &
Mkt.
Acc. Exec.
Collection
Coor.
Acc. Ass.
Pricing
Analyst
Creative
Design
Productio
n Planner
Operation
Vendor
Coor.
Vendor
Contract
Ass.
Event
Planner
On-site
Coor.
Event Ass.
HR
Benefits
Payroll &
Benefits
Employee

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 Show above is a typical flat organizational structure with little opportunity for
growth and significant power in two managers hand.
 It’s important to realize that employee retention under this structure is likely to
be low, since most likely people like to see potential for growth and promotion
within their organization.
 The few managers in such organization share high power and probably will keep
their positions for a long time period.
 Organizational structure that offers its employees better growth potential, higher
titles, and more focused work assignment.
 Identifiable department which will make it easier to form teams.
ORGANIZATIONAL CHART: FLAT TRADITIONAL
ORGANIZATIONAL CHART: DYNAMIC

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4.7 Developing Policies, Procedures and Practices
WHAT IS POLICY?
A policy is a deliberate system of principles to guide
decisions and achieve rational outcomes.
Policies are conceived and approved by the sponsoring
organization’s trustees.
The trustees are the owners of event.
The policies that are develop and approved reflect the
vision and mission of organization.

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4.7 Developing Policies, Procedures and Practices
WHAT IS PROCEDURE?
A procedure is designed to describe who, what, where, when, and
why by means of establishing corporate accountability in support of
the implementation of a "policy".
 Both policies and procedures are essential to produce and sustain
successful events
 Many event have well crafted policies and procedures that can
serve as a model for an organization

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SUMMARY
“You can't be a good manager if you are doing everything
yourself.”
Rehan Waris

Event Management - Unit 4

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