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Event Management in Sport, Recreation and Tourism

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Efnisyfirlit

  • Cover
  • Title
  • Copyright
  • CONTENTS
  • List of contributors
  • Preface to the third edition
  • Acknowledgements
  • 1 TRADITIONAL AND NICHE EVENTS IN SPORT, RECREATION AND TOURISM
  • CHERYL MALLEN AND LORNE J. ADAMS
    • Traditional events
      • Traditional event characteristic: a governing body
      • Traditional event characteristic: a recognizable and time-honoured activity
    • Niche events
      • Niche event characteristic: event is created or adapted for a particular audience
      • Niche event characteristic: no traditional governing body
      • Niche event characteristic: an unconventional form
      • Niche events can evolve into traditional events
    • Design a niche event
    • Why are contemporary niche events arising?
    • A need for skilled traditional and niche event managers
    • Conclusion
    • Chapter questions
  • 2 THE CONCEPT OF KNOWLEDGE IN EVENT MANAGEMENT
  • CHERYL MALLEN
    • The concept of knowledge
    • Defining knowledge
    • Common knowledge
      • Common knowledge means acquiring systemic knowledge in event management
      • Common knowledge means understanding of what one does in event management
      • Common knowledge means “know how,” including knowing theories and their application to practice, processes and procedures in event management
      • Common knowledge involves understanding the basics of culture, politics and personalities in event management
      • Common knowledge includes basic conceptual understandings in event management
      • Common knowledge means having common sense for the event management industry
    • Advancement knowledge
      • Advancement knowledge involves an in-depth understanding of event management routines gained through practice
      • Advancement knowledge includes “enbrained” knowledge gained through practice in event management
      • Advancement knowledge involves “encultured” knowledge gained through practice in event management
      • Advancement knowledge is foundational for the generation of your new knowledge
    • The value of being able to define knowledge is that it can guide you in seeking and acquiring the knowledge you need for successful event management
    • A unique definition of knowledge to guide you in the context of event management
    • The advantage of your “flexibility effect” or personalized knowledge
    • You need to continuously develop knowledge
    • You need a knowledge development and a knowledge transfer strategy: a plan to guide you to acquire the common and advancement knowledge for a successful career in event management
    • Social networks support the knowledge transfer strategy
    • Conclusion
    • Chapter questions
  • 3 THE ROLE OF THE EVENT MANAGER: TO BE A FACILITATOR
  • AMY CUNNINGHAM AND JOANNE MACLEAN
    • Facilitation
      • What is facilitation?
      • Role of an event facilitator
    • Facilitating the communication requirements
      • Facilitating knowledge transfer
    • Facilitating event structures for governance
      • Event structures
      • Theoretical dimensions of event structures
      • Principles in event structures
      • Application of theory and principles in event structures
    • Conclusion
    • Chapter questions
  • 4 THE EVENT PLANNING MODEL: THE DEVELOPMENT PHASE
  • MAUREEN CONNOLLY, LORNE J. ADAMS AND CHERI BRADISH
    • Facilitating the elements in the development phase
    • Facilitating the development of event goals and objectives
    • Facilitating event policy development
      • Facilitating policy congruence
      • Example: policy becomes praxis
    • Facilitating event volunteer management
      • A volunteer management program
    • Facilitating event social responsibility
    • Chapter questions
  • 5 THE EVENT PLANNING MODEL: THE EVENT OPERATIONAL PLANNING PHASE
  • CHERYL MALLEN
    • Mechanism 1: the cultivation of the operational planning network
      • Application of contingency theory and dissipative structures
      • Application of complexity theory
      • Application of agency theory
    • Mechanism 2: generating written operational plans
      • The written event operational plan: establishing a design format
      • Logical operational planning
      • Sequential operational planning
      • Detailed operational planning
      • Integrated operational planning
    • Mechanism 3: establishing meeting agendas
    • Mechanism 4: the inclusion of contingency plans
    • Mechanism 5: event emergency planning
    • Mechanism 6: planning for event politics or the “game-within-the-game”
    • Mechanism 7: the activation of production meetings to refine and communicate the planned activities
    • Practice to advance your operational skill development
      • Practise operational planning
    • Conclusion
    • Chapter questions
  • 6 THE EVENT PLANNING MODEL: THE EVENT IMPLEMENTATION, MONITORING AND MANAGEMENT PHASE
  • LORNE J. ADAMS
    • Implementation: executing the plan
    • Disseminating implementation requirements and holding production meetings
    • Monitoring the dynamic and fluid operational environment
    • Managing operational plan implementation
      • Overcome foreseeable failure when managing deviations from the plan
      • Predetermine the decision-making team and process
      • Programmed and non-programmed decisions
    • Inherent implementation, monitoring and management issues in operational network practice
      • Issue: operational plan detail and implementation performance
      • Issue: implementation knowledge and performance
      • Issue: deviations from the plan
      • Issue: implementation conflict
      • Issue: implementation communication
    • Conclusion
    • Chapter questions
  • 7 EVENT OPERATIONAL PLANNING ISSUES AND STRATEGIES
  • NICOLE GRECO AND CHERYL MALLEN
    • Issues management
      • Best practices
      • Events as legacies
      • Event issues and management strategies
    • Chapter summary
    • Chapter questions
  • 8 THE EVENT PLANNING MODEL: THE EVENT EVALUATION AND RENEWAL PHASE
  • SCOTT FORRESTER AND LORNE J. ADAMS
    • Background knowledge for the event manager
    • Evaluation considerations
      • Why is evaluation necessary?
      • Key evaluation questions
    • Facilitating the process of evaluating the event
      • Key questions to ask
    • Decisions required by the event manager before evaluating
    • Role of theory in evaluating events
    • What to evaluate?
    • Approaches to event evaluation
      • Goal-based approach
      • Goal-free approach
      • Responsive approach
      • Empowerment evaluation
      • The content, input, process and product (CIPP) model: a systems approach to evaluation
      • Professional judgment approach
      • Which approach to use
    • Event renewal: the three horizons
    • Chapter summary
    • Chapter questions
  • 9 SAFEGUARDING THE NATURAL ENVIRONMENT IN EVENT MANAGEMENT
  • CHRIS CHARD, MATT DOLF AND GREG DINGLE
    • What is environmental sustainability?
    • Environmental change, vulnerability, and the need for resilience and adaptation for sport, recreation and tourism events
    • The triple top line and the triple bottom line
    • Why is environmental sustainability important in event management?
    • Roles and responsibilities for environmental sustainability in event management
    • Measuring to manage: integrating environmental impact assessment of events
      • Life cycle assessment
      • Carbon footprint
      • Ecological footprint
    • Chapter summary
    • Chapter questions
  • 10 FACILITATING QUALITY IN EVENT MANAGEMENT
  • CRAIG HYATT AND CHRIS CHARD
    • Can an event manager meet all of the requirements for quality?
    • What is quality?
      • Quality is defined as ruggedness and longevity in the manufacturing industry
      • Definitions for quality in the service industry
    • Expanded meanings of quality
      • Quality is conformance to specifications
      • Quality is excellence
      • Quality is value
      • Quality is meeting and/or exceeding customers’ expectations
      • Aesthetic quality
      • Functional quality
      • Technical quality
    • A lack of guidance for quality in event management
    • Issues in creating quality statements and defining quality in event management
      • Conflicting stakeholder expectations influence quality perceptions
      • Limited control over inputs influences quality
      • Financial constraints influence quality
      • Contingency plans influence quality
    • Generate your quality statement in event management
    • A sample quality statement
    • Chapter summary
    • Chapter questions
  • 11 EVENT BIDDING
  • CHERYL MALLEN
    • What is a feasibility study?
    • What is a candidature document?
    • What is a bid questionnaire?
    • What is a bid dossier?
    • What is a bid tour?
    • What are the critical factors in a successful bid?
    • What is the one critical factor for bid success?
    • Conclusion
    • Chapter questions
  • 12 POLITICS IN EVENT BIDDING AND HOSTING
  • TRISH CHANT-SEHL
    • What is meant by the “politics of events”?
    • Politics in the decision to bid or not to bid
    • Politics in the event bid phase: the committee
    • Politics in the event bid phase: the proposal
    • Politics in the event bid phase: the decision makers
    • Politics in the event bid transition and review phase
    • Politics in the event hosting phase
    • Overcoming politics in event bidding
      • A key factor in managing event politics: consistent communication messaging
      • A key factor in managing event politics: establishing core values
    • Chapter summary
    • Chapter questions
  • 13 ETHICAL DECISION MAKING IN EVENT MANAGEMENT
  • CHERYL MALLEN
    • Framework for ethical event issue/problem decision making
    • The utilitarian ethical approach
    • An adaptation of the International Association of Facilitators’ Statement of Values and Code of Ethics for event management
    • A compendium of ethical issues/problems in event management
      • Ethical issue/problem 1: ensuring that event staff/volunteers’ behaviour meets the standard of conduct
      • Ethical issue/problem 2: inclusiveness in event management operational planning networks
      • Ethical issue/problem 3: transparency in event management
      • Ethical issue/problem 4: safety of the participants in niche events
      • Ethical issue/problem 5: balancing television and sponsor needs with the event participants’ needs
    • Chapter conclusions
    • Chapter questions
  • 14 CONCLUSIONS
  • LORNE J. ADAMS
  • Appendices
    • APPENDIX A: EXAMPLES OF EVENT GOALS AND ASSOCIATED OBJECTIVES, POLICY AND CONTRACT TOPICS
    • APPENDIX B: SEGMENTS OF EVENT VOLUNTEER MANAGEMENT OPERATIONAL PLAN
    • APPENDIX C: SEGMENTS OF VIP MANAGEMENT OPERATIONAL PLAN
    • APPENDIX D: SEGMENTS OF OPERATIONAL PLAN FOR EVENT GUEST INFORMATION BOOKLETS
    • APPENDIX E: SEGMENTS OF OPERATIONAL PLAN FOR EVENT SUPPORT FOR TELEVISION PRODUCTION
    • APPENDIX F: SEGMENTS OF OPERATIONAL PLAN FOR EVENT TRANSPORTATION OPERATIONAL
    • APPENDIX G: SECTIONS OF EVENT OPERATIONAL PLAN FOR EVENT FOOD AND BEVERAGE
    • APPENDIX H: SECTIONS OF OPERATIONAL PLAN FOR THE NATIONAL COLLEGIATE ATHLETIC ASSOCIATION (NCAA) MEN’S BASKETBALL CHAMPIONSHIP, ROUND 2, SAN JOSE, CALIFORNIA: THE HOSPITALITY COMPONENT
  • References
  • Index

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Eiginleikar
Vörumerki: Taylor and Francis
Vörunúmer: 9781315306131
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Event Management in Sport, Recreation and Tourism

Vörumerki: Taylor and Francis
Vörunúmer: 9781315306131
Rafræn bók. Uppl. sendar á netfangið þitt eftir kaup
6.990 kr.
Fá vöru senda með tölvupósti
6.990 kr.