Section Three Implementation and delivery Introduction We have now moved into the third stage of the event operations management model. This is where the detailed operational planning and the execution of planning take place. This follows the analy- sis and detailed planning covered in stages one and two. Section 3 comprises Chapters 12–14, and considers the four key operational issues of managing people, forecasting, capacity management and scheduling.
Chapter 14 concludes with some advice on personal time management. Chapter 12 considers the importance of people to all events, and how the manager can make best use of this resource. Within the event industry this resource may be one of the most costly. We have already considered in previous chapters, particularly Chapter 9, how to manage resources, locate the optimum source and use the most appropriate and relevant type for each individual event.
All of these concepts are valid when we consider the management of people. An event manager has to manage this valuable and expensive resource just as carefully as all other resources. However, people are not inanimate; they can make choices, be motivated and have different reac- tions in different circumstances. This chapter covers the basic theories of motivation, and explains how to get the best from all those working towards and within an event, and the importance of a strong organizational culture.
The chapter recognizes that some staff may be unpaid volunteers. Volunteer staff are often used within the event industry. Chapter 13 links the two concepts of forecasting and capacity management, as discussed in Chapter 5. Forecasting is a critical area for an event manager.
The marketing function estimates the numbers likely to arrive at a particular event, and this forecast determines the amount of resources required to satisfy the expected numbers of customers. The more accurate the forecast, then, the more accurate can be the provision of resources. The actual resources needed and the ways they are presented are based on our knowledge of the customers’ critical success factors. The business policy might well state that there should be full utilization of resources and accept that on some occasions customers will queue and that some customers may be lost to the system.
Part of the responsibility of the event manager will be to determine what resources are needed overall, what can be achieved with existing resources, and how best to allocate resources on a day- to-day basis so as to achieve a successful event. In short, Chapter 13 establishes the importance of calculating the demand and then matching resources to meet the expected demand. We have selected various techniques from the operational management literature and applied these to typical events. The chapter ends with a very useful sec- tion on queuing theory.
164 Management of Event Operations Chapter 14 considers scheduling, which is the critical aspect of planning and timing of activities. What is feasible and what is desirable influences how activities are scheduled. The chapter is con- cerned with arranging resources and setting timeframes so as to achieve the objectives of the event as efficiently as possible. Many of the techniques covered in traditional operational and project man- agement literature are explored to consider their usefulness to event management, and how these can assist with scheduling both complex and simple events.
The chapter ends with some tips on how to manage your own time and how to recognize, and excel in, those aspects of our work that are the most important. Time is a precious commodity, and whether you are doing time, marking time or spending time, time is running out. Your only hope is to do it now – procrastination is the thief of time. Chapter 12 People power – the most valuable resource? Learning Objectives After reading through this chapter you will be able to: ■ Appreciate the importance of motivated people, and identify and describe key motivational theories ■ Understand more about volunteers in the event industry ■ Critically discuss aspects of organizational culture ■ Use motivational theory and organizational cultural awareness to achieve the critical success factors demanded by customers ■ Appreciate the purpose of Investors in People.
Introduction This chapter is the first regarding the third stage of the event operations management model. It covers those moments when the event is no longer at a planning stage, but is happening and being consumed by those who are attending the event. In this chapter the importance of people, ‘the human resource’, is considered, along with how the events manager can make the best use of this resource. As most of us will have read (or heard) in a Managing Director’s or Chairman’s annual address, an organization’s most ‘valuable’ resource is its people.
The Chairman could also probably have added ‘and the most expensive’. In the event industry, the level of service provided to customers and the internal effi- ciency of the organization depend heavily on people – the human resource – and their consistent performance. The event manager has to manage this valuable and expensive resource just as carefully as any other resource. Many of the same strategies included in the procurement process (i.
planning, sourcing, selecting and evaluating performance – see Chapter 9) are used when staffing an event with paid and volunteer human resources (Silver, 2004). However, the difference between managing non-human resources and managing human resources is that actions taken with inventory, equipment and machines will lead to predictable results, whereas people are not predictable. Sometimes in a given 166 Management of Event Operations set of circumstances people will react one way, and sometimes in similar circum- stances, for no apparent reason, they will react differently. Understanding this chapter is crucial for every event manager.
People are one of the resources that the manager will have to direct and employ. They are possibly the most important resource and thus, as Lashley and Lee-Ross (2003) state, managers must be able to align an individual’s needs with the objectives of the organization for the benefit of their employer, for themselves, for the client and for the outcomes of the event. Basic requirements leading to self-motivation As Bowdin et al. (2001) say, the ability to motivate other staff members is a fundamen- tal component of the event manager’s skills.
Without this motivation, paid employees and volunteers can lack enthusiasm for achieving the organization’s goals and deliver- ing quality customer service. Without motivation, they may also show a lack of con- cern for their co-workers and customers (Bowdin et al. Getting the best out of people will be achieved by a combination of: ● Making sure that the people of the organization have all the necessary materials and equipment to do the job ● Making sure that staff know what to do and how to do it (this is often set out and explained in a job description) ● Encouraging self motivation and development. These points are supported by Griffin (2000), who proposes that individual perform- ance is generally determined by three factors: 1.
Motivation to do the job 2. Ability to do the job 3. The resources to do the job. If an employee lacks the ability we can train that person, if other resources are a prob- lem we can supply them as necessary; however, if motivation is missing then the task for the event manager is much more challenging.
In Chapter 10 we looked at the physical aspects of working conditions with a view to increasing efficiency. These physical aspects included location and layout, health and safety issues, and methods of simplifying work. If the physical aspects are not right, if the layout does not make it easy to be efficient, if conditions are uncomfortable and if the work includes unnecessary steps, then it is not likely that staff will be moti- vated to extend themselves. Indeed, much of their energy will be absorbed in comba- ting or adapting to the difficult conditions in which they are expected to work.
In this chapter it is assumed that the physical aspects are appropriate, and the non- physical (or intangible) aspects that will encourage self-motivation of people will be considered. People power Event organizations utilize volunteers to fill some jobs that might otherwise be staffed with temporary employees. It might well be more economic to hire temporary staff to cover certain menial tasks (e. litter picking) and to use volunteer resources for more People power – the most valuable resource? 167 meaningful tasks.
Motivated people will provide high levels of service for the cus- tomer at no extra cost to the organization, and at the same time they will constantly be looking for the most efficient way of using other resources. Much has been written about motivation, and many theories have been developed, and still many organiza- tions do not have high-performing, self-motivated people. The importance of motivated people The importance of motivated staff can perhaps best be shown by example. In Chapter 2 we discussed what customers expect from a courtesy bus shuttle serv- ice at an outdoor sculpture event, taking passengers to different parts of the park.
We said that achieving specification, cost and timing would meet customers’ basic needs – that is, a safe journey from ‘A’ to ‘B’ at the right time and at a reasonable price. We also said that meeting basic expectations would not in itself be considered to be a ‘quality’ service, but that on top of basic requirements customers would appreciate punctuality, a clean bus, a friendly well-presented driver, and consistency of service. We agreed that cleaning the bus, issuing the driver with a smart uniform and training the driver to be courteous and well groomed would incur some minimal costs, but that the overall perception to the customer would be an improved, or perhaps even a ‘qual- ity’ service achieved. If drivers can be sufficiently motivated to think of the bus as being ‘their’ bus, then it is possible that much of what management would like – a clean bus, adherence to the timetable, friendly and helpful service to customers and so on – can be gained at no extra ongoing cost to the organization.
The only cost will be the investment in the time to change the culture of the organization. Once the culture is right, the drivers will not think of their job as just a means to get a weekly pay packet; instead they will be proud of what they are doing, believe that their actions can make a difference, and constantly surprise management with helpful suggestions. For instance, at Disneyland staff are regarded as actors. They are not sweeping the grounds and picking up rubbish; they are members of the cast, acting a part.
Motivated event staff Many staff in the event industry enjoy customer contact, and generally prefer to be cheerful and helpful. They do their best to give good service. This attitude may exist even if they receive poor pay, indifferent working conditions and bad management. They have a desire to serve and offer good service despite, in some cases, poor organ- ization and the lack of resources.
The reason for this is that they are gaining personal satisfaction from meeting the needs of the customer. Restaurant workers might provide good service irrespective of poor pay and condi- tions, in the expectation that the customer will leave a tip – the expectation of a reward may encourage the serving staff to provide a higher level of service. However, in some countries (such as Australia and New Zealand) tipping is not common, and it is notice- able that restaurant service is every bit as good, if slightly less formal than in countries where tipping is expected. This suggests that people who are drawn to being close to the customer genuinely like working with people and, given the opportunity or encouragement, prefer to give good friendly service, even without an extra reward to motivate.