Management

Management is a process of managing people. Any manager has some functions. He performs planning, organizing, leading and controlling. Planning is choosing an organizational mission, and then determining the courses of actions (programs, projects, methods, systems, strategies) to achieve them. All other functions depend on this one, for they can't succeed without sound, thorough planning and decision making.

Organizing is determining what resources and activities are required and delegating the authorities to employees, who are to carry out managers instructions.

Plans and organization are useless without the function of leading. Leading is getting employees to do the things the manager wants them to do. Therefore, leader's qualities, style and power are very important. This function can be performed in the face-to-face manner or through written orders and job descriptions.

All the previous functions are ineffective without the last one - controlling. Controlling is ways of assuring that planned action is really performed. Forms of control commonly used by managers are inspections, progress reports and financial statements.

For effective control there must first be planning, organizing, and leading.

3.1. Read and translate the text “Management” in writing.

3.2. Answer the questions to the text.

1. What kind of process is management? 2. Any manager has no any functions, has he? 3. What are his duties? 4. What is planning here? 5. What do other functions depend on? 6. Why do they depend on planning? 7. What does organizing determine? 8. Whom does organizing delegate the authorities? 9. Without what are plans and organization useless? 10. What is leading? 11. What is very important here? 12. How can this function be performed? 13. Without what do all the previous functions look ineffective? 14. What is controlling? 15. Name the forms of control commonly used by managers.

3.3. Match the words and phrases.

	to achieve	A	при непосредственном контакте
	ways of assuring	B	делегировать полномочия
	previous	C	отчёты о развитии
	employee	D	достигать
	through written orders	E	разумный, правильный
	organizational mission	F	предыдущий
	delegating the authorities	G	финансовые отчёты
	sound	H	способ убедиться
	to succeed	J	организационная миссия
	in the face-to-face manner	I	служащий, работающий
	progress reports	K	добиться успеха, преуспеть
	financial statements	L	посредством письменных распоряжений
	useless	M	тщательный
	thorough	N	принятие решений
	decision making	O	бесполезный

3.4. Complete the sentences with logical endings.

1. Managing is a process of ….

2. Any manager performs such functions as ….

3. Planning is ….

4. All other functions depend on ….

5. Organizing is ….

6. Leading is ….

7. Leader's qualities, style and power are ….

8. Leading can be performed in the following way: ….

9. All the previous functions are ineffective without the last one - ….

10. Controlling is ….

11. Forms of control commonly used by managers are ….

Text IV.

SPECIAL EVENTS MANAGEMENT (I)

Event managers do not differ significantly from other types of managers. The same functions, skills, and levels of management expertise required for any other industry are required of event managers. Yet, although conceptual, diagnostic, and interpersonal skills are transferable from one job or position to another, technical skill is not. Technical skill is industry specific.

Some people have not recognized any difference between the job responsibilities of someone who is in the special events industry and someone who is in event management. These terms have often been used interchangeably and, to date, there has been no agreement regarding the distinction, if any, between these two titles. But this is changing.

The Special Events Manager is responsible for:

• determining the parameters, policies and procedures of the event

• planning and designing the event

• overseeing the coordination of the event

• developing and implementing the marketing plan for the event

• preparing financial and business reports related to the event

• developing risk management plan.

4.1. Read and translate the text “Special Event Management” in writing.

4.2. Answer the questions to the text.

1. Do event managers differ significantly from other types of managers? 2. What skills are transferable from one manager’s job or position to another? 3. Which skills are specific for event managers? 4. What is special event manager responsible for?

4.3. Complete the sentences with words from a box.

  maintains control; disadvantages, utilized; tickets; are available; the price; the ticket  

Distributing Tickets

1. Once a scale has been established, promoters/managers have to make a decision about how … will be sold. 2. Will they be sold strictly through the venue or will a computerized ticket operation be…? 3. There are advantages and … to each. 4. By controlling the sale of tickets through one central box office, the promoter/manager … … over tickets. 5. He/she knows exactly what seats… …, and if they want to distribute them in a certain manner to specific people, they can. 6. By controlling tickets, the promoter also controls… …. 7. There is no service charge attached to the … ….

Text V

SPECIAL EVENTS MANAGEMENT (II)

There is clearly a difference in the amount of expertise and experience required to succeed as a Special Events Coordinator as opposed to a Special Events Manager. These positions are different and it is interesting to note that while the TSC (Tourism Standard Consortium) mandate did not specify that two different levels had to emerge—they did.

The question of what distinguishes an event manager from a special events’ professional is an interesting one. The tendency is to put these two positions on opposite ends of a continuum. But, somewhere in the middle things get muddy, and we can no longer make a judgment regarding the function of the individual who is right in the middle of the scale. When do you cease being a special events coordinator and become an event manager? The continuum analogy is further complicated by the problem of positioning. Who goes on the low end of the continuum? Is the position of special events coordinator the starting point for sliding up the scale to the ultimate position of event manager? Many who believe in the continuum believe that is so. They reinforce this position by looking to the description of the levels of management discussed earlier in this chapter and equating the functions and skills of the first-line manager to those of the special events coordinator and the functions and skills of the top manager to those of the event manager.

5.1. Read and translate the text “Special Event Management” in writing.

5.2. Answer the questions.

1. Is there any difference in a Special Events Coordinator and a Special Events Manager? 2. What is the tendency here? 3. What is a weak point in the continuum analogy? 4. Is the position of special events coordinator the starting point for sliding up the scale to the ultimate position of event manager? 5. Howcan they reinforce this position?

5.3. Open the brackets and put the verbs into proper tense form.

1. Promoter control over the tickets (be) particularly advisable where there (be)

a multitude of events, such as was the case with the Olympics. 2. With sellouts and oversubscriptions to some venues and lack of sales on others, the promoter (have) better control – and (be) able to respond more quickly – if he (maintain) the sales through his own location(s). 3. Computerized ticket outlets (have) a definite role, however. 4. They (offer) a promoter mass distribution, but the price of the ticket (to the consumer) (be) going to be higher. 5. Organizations such as Ticketmaster generally (ask) the promoter how much they (want) to net from each ticket. 6. If a ticket (be) $7, and the promoter (want) the $7, then the ticket outlet (tack) a service fee on top of the face value of the ticket.

Text VI

SPECIAL EVENTS MANAGEMENT (III)

There is, of course, another option which states that neither of these positions are related nor are they part of any continuum — they are two distinct and separate fields. The rationale for this position comes from the belief that those in the special events industry are highly creative, oriented toward the arts and entertainment, knowledgeable concerning event design, and generalists in nature. In other words, they are the ultimate program planner. Event managers, on the other hand, do not have the flair, daring, and love of inventing, nurturing, and delivering individual programs. They are "big picture" people who truly fit the description of those who are top managers.

A third option is that, while at some point in time these two areas were the same, they are in the process of diverging. Rather than being one tree or two completely independent trees, they are really two divergent branches on the same tree.

Perhaps the most creative approach to answering the question of how we can distinguish a special events coordinator from a special events manager is the suggestion that the latter manage to draw major media interest for their events. But regardless of which, if any, of these scenarios is correct, it has become apparent that special events professionals and event managers are different and have different job descriptions.

While special events professionals design and deliver diverse events at different sites, event managers may be employed by a single facility or employer and are responsible for managing the events that take place at their site.

Examples of Sites Where Event Managers May Be Found

Concert halls Convention centers

Theme parks Fairs

Expositions Sport arenas and facilities

Destination resorts Environmental centers

Public recreation departments Museums

Zoos Corporations

Cultural centers Educational centers

Not-for-profit organizations Living history attractions

Arts centers Foundations

6.1. Read and translate the text “Special Event Management” in writing.

6.2. Answer the questions.

1. What does another option state? 2. Where does the rationale for this position come from? 3. Are they ultimate program planner? 4. Do events managers have individual programs or are they “big picture” people? 5. They are really two divergent branches on the same tree, aren’t they? 6. Which type of managers is able to draw major media interest for their events? 7. Which are the sites where event managers may be found?

6.3. Put questions to italic words.

1. Obviously, this increases the cost of the event to the consumer, which many promoters prefer not to do. 2. This is particularly true for an event that is a first-timer. 3. It is difficult to get consumers to buy into the inaugural of an event. 4. And adding a service charge to the price of admission does not enhance the appeal of the event themselves the first year and once it is proven they go to a ticket outlet in subsequent years.

Text VII

SPECIAL EVENTS MANAGEMENT (IV)

The use of several different titles to describe event managers further complicates identifying who is an event manager and who is not. Title alone does not tell us the function of an individual; however, event managers may use any of the following descriptive titles: president, vice president, general manager, director, executive director, chairperson, producer, and coordinator.

For our purposes, we will use the following definition of an event manager:

An event manager is an individual who is responsible for the total delivery of an event. While they participate in event planning, their primary purpose is to coordinate and manage the various parties involved in the event (both internal and external) so that the end result is the competent, safe delivery of the event.

It is important to understand that one of the primary functions of an event manager is facilitation. A facilitator is an individual who makes it easier for things to get done. They know how and where to find the resources needed to make tasks easier, as well as understanding the process for completing the assignment. They understand the unwritten rules of how to function in a system to get things done, as well as the written standard operating procedures (SOPs) of the organization.

Event managers see the big picture while keeping their finger on the pulse of what is happening in the remotest part of the operation. Much of what they know comes to them through the eyes and ears of the individuals they employ. These employees are highly competent, trusted, goal-oriented, and share the vision of the organization.

7.1. Read and translate the text “Special Event Management” in writing.

7.2. Answer the questions.

1. What complicates identifying who is an event manager and who is not? 2. What descriptive titles may event managers use? 3. Give a definition of an event manager. 4. What is one of the primary functions of an event manager? 5. What kind of an individual is a facilitator? 6. What do they know? 7. What do they understand? 8. Why should event managers keep their finger on the pulse?

7.3. Insert preposition if necessary.

Technology: Making Events Simpler

1. Technology has been utilized … accreditation, accounting, payroll, measurement and timing devices. 2. More than … any area, technology played a key role once the Games got underway. 3. It would have been impossible to run the Olympics …t it. 4. The most important role … technology is the ability it gives to promoters/managers to access people wherever they happen to be. 5. Security … a 100,000 seat stadium is difficult but, thanks to technology, a promoter/manager or supervisor … charge … security can be instantly notified … a problem and its exact location. 6. Additional security can be sent … delay. 7. Major and special events have become more complex. 8. But thanks … technology, their administration has become simpler. 9. Earlier we spoke … the near-disaster the Beatles found themselves … when they mistakenly stepped … a crowd of admiring fans … a press conference. 10. This could have been avoided if the guard inside the press conference had had the ability (and technology) to communicate … the driver … the armored car.

Text 8.

Дата добавления: 2015-08-27