Event Management in Sport, Recreation and Tourism : Theoretical and Practical Dimensions

Now in a fully revised and updated second edition, __Event Management in Sport, Recreation and Tourism__ provides a comprehensive theoretical and practical framework for planning and managing events. Focusing on the role of the event manager and their diverse responsibilities through each phase of the event planning process, this is still the only textbook to define the concept of knowledge in the context of events management, placing it at the centre of professional practice. The book is designed to encourage critical thinking on the part of the student, to develop the skills that they will need to become effective, and reflective, practitioners in the events industry, and every chapter contains a rich array of real world case studies, data and practical examples from sport, recreation and tourism contexts. This second edition has been significantly strengthened with the inclusion of two completely new chapters on environmental sustainability and on the politics of events management. It is essential reading for any student or practitioner working in events management, sport management, leisure management, outdoor recreation or tourism. Cover 1 EVENT MANAGEMENT IN SPORT, RECREATION AND TOURISM: THEORETICAL AND PRACTICAL DIMENSIONS 4 Copyright 5 CONTENTS 6 CONTRIBUTORS 14 PREFACE TO THE SECOND EDITION 16 ACKNOWLEDGEMENTS 20 CHAPTER 1 TRADITIONAL AND NICHE EVENTS IN SPORT, RECREATION AND TOURISM 22 CHARACTERISTICS OF TRADITIONAL EVENTS 22 A traditional event has a governing body 22 A traditional event is a recognizable and time-honoured sporting activity 23 CHARACTERISTICS OF NICHE EVENTS 24 A niche event is created or adapted for a particular audience 25 A niche event has no traditional governing body 25 A niche event can take an unconventional form 25 Niche events can evolve into traditional events 26 DESIGN A NICHE EVENT 27 WHY ARE CONTEMPORARY NICHE EVENTS ARISING? 27 THE NEED FOR SKILLED TRADITIONAL AND NICHE EVENT MANAGERS 29 CONCLUSION 29 CHAPTER 2 THE CONCEPT OF KNOWLEDGE IN EVENT MANAGEMENT 31 THE CONCEPT OF KNOWLEDGE 31 DEFINING KNOWLEDGE 32 COMMON KNOWLEDGE IN EVENT MANAGEMENT 33 Common knowledge means acquiring systemic knowledge 33 Common knowledge means understanding of what one does 34 Common knowledge means “know-how” 34 Common knowledge involves understanding the basics of culture, politics and personalities 35 Common knowledge includes basic conceptual understandings 35 Common knowledge means having common sense for the event management industry 35 ADVANCEMENT KNOWLEDGE IN EVENT MANAGEMENT 35 Advancement knowledge involves an in-depth understanding of event management routines gained through practice 36 Advancement knowledge includes “enbrained” knowledge in event management gained through practice 37 Advancement knowledge involves “encultured” knowledge in event management gained through practice 37 Advancement knowledge is foundational for the generation of your new knowledge 37 THE VALUE OF BEING ABLE TO DEFINE KNOWLEDGE 38 A UNIQUE DEFINITION OF KNOWLEDGE TO GUIDE YOU IN THE CONTEXT OF EVENT MANAGEMENT 38 THE ADVANTAGE OF YOUR “FLEXIBILITY EFFECT” OR PERSONALIZED KNOWLEDGE 39 YOU ARE IN A KNOWLEDGE TRANSFER RACE 40 YOU NEED A KNOWLEDGE TRANSFER RACE STRATEGY 41 SOCIAL NETWORKS SUPPORT THE KNOWLEDGE TRANSFER STRATEGY 44 CONCLUSION 46 CHAPTER 3 THE EVENT PLANNING MODEL: THE EVENT DEVELOPMENT PHASE, PART I 47 THE EVENT MANAGER AS A FACILITATOR 47 What is facilitation? 48 The role of an event facilitator 49 Facilitating the communication requirements 50 Facilitating knowledge transfer 54 FACILITATING EVENT STRUCTURES FOR GOVERNANCE 55 Event structures 58 Theoretical dimensions of event structures 59 Principles in event structures 61 Application of theory and principles in event structures 62 CONCLUSION 64 CHAPTER 4 THE EVENT PLANNING MODEL: THE EVENT DEVELOPMENT PHASE, PART II 65 FACILITATING EVENT POLICY DEVELOPMENT 65 Complementary concepts in policy development 70 Application: policy becomes praxis 72 FACILITATING EVENT VOLUNTEER MANAGEMENT 75 A volunteer management program 77 FACILITATING CORPORATE SOCIAL RESPONSIBILITY 85 CHAPTER 5 THE EVENT PLANNING MODEL: THE EVENT OPERATIONAL PLANNING PHASE 90 MECHANISM 1: THE CULTIVATION OF THE OPERATIONAL PLANNING NETWORK 90 Application of contingency theory 92 Application of complexity theory 92 Application of agency theory 93 MECHANISM 2: GENERATING WRITTEN OPERATIONAL PLANS 94 The written event operational plan: establishing a design format 94 Logical operational planning 95 Sequential operational planning 96 Detailed operational planning 96 Integrated operational planning 98 MECHANISM 3: THE INCLUSION OF CONTINGENCY PLANS 99 MECHANISM 4: THE ACTIVATION OF A PLAN-REFINING PROCESS WITH PRODUCTION MEETINGS 100 CONTEMPORARY ISSUES IN THE EVENT OPERATIONAL PHASE 100 PRACTICE TO ADVANCE YOUR OPERATIONAL SKILL DEVELOPMENT 101 Practice operational planning 101 CONCLUSION 102 CHAPTER 6 THE EVENT PLANNING MODEL: THE EVENT IMPLEMENTATION, MONITORING AND MANAGEMENT PHASE 148 IMPLEMENTATION: EXECUTING THE PLAN 148 DISSEMINATING IMPLEMENTATION REQUIREMENTS AND PRODUCTION MEETINGS 149 MONITORING THE DYNAMIC AND FLUID OPERATIONAL ENVIRONMENT 151 MANAGING OPERATIONAL PLAN IMPLEMENTATION 152 Overcome foreseeable failure when managing deviations from the plan 153 Predetermine the decision-making team and process 154 Programmed and non-programmed decisions 155 INHERENT IMPLEMENTATION, MONITORING AND MANAGEMENT ISSUES IN OPERATIONAL NETWORK PRACTICE 156 Issue: operational plan detail and implementation performance 157 Issue: implementation knowledge and performance 157 Issue: deviations from the plan 158 Issue: implementation conflict 159 Issue: implementation communication 161 CONCLUSION 161 CHAPTER 7 THE EVENT PLANNING MODEL: THE EVENT EVALUATION AND RENEWAL PHASE 166 BACKGROUND KNOWLEDGE FOR THE EVENT MANAGER 166 EVALUATION CONSIDERATIONS 168 Why is evaluation necessary? 170 Differentiating between evaluation, research and assessment 172 Key questions that evaluations can answer 173 FACILITATING THE PROCESS OF EVALUATING THE EVENT 173 Key questions to ask 174 GENERAL STEPS IN EVALUATING THE EVENT 176 DECISIONS REQUIRED BY THE EVENT MANAGER BEFORE EVALUATING 177 THE ROLE OF THEORY IN EVALUATING EVENTS 177 WHAT TO EVALUATE? 178 APPROACHES TO EVENT EVALUATION 179 Goal-based approach 179 Goal-free approach 180 Responsive approach 180 Empowerment evaluation 181 The content, input, process and product (CIPP) model: a systems approach to evaluation 181 The professional judgment approach 183 POLITICAL, ETHICAL AND MORAL DECISIONS IN EVENT EVALUATION 184 CONCLUSION 186 CHAPTER 8 SAFEGUARDING THE NATURAL ENVIRONMENT IN EVENT MANAGEMENT 187 WHAT IS ENVIRONMENTAL SUSTAINABILITY? 187 THE TRIPLE TOP LINE AND THE TRIPLE BOTTOM LINE 190 WHY IS ENVIRONMENTAL SUSTAINABILITY IMPORTANT IN EVENT MANAGEMENT? 191 ROLES AND RESPONSIBILITIES FOR ENVIRONMENTAL SUSTAINABILITY IN EVENT MANAGEMENT 192 MEASURING TO MANAGE: INTEGRATING ENVIRONMENTAL IMPACT ASSESSMENT OF EVENTS 194 Life cycle assessment 195 Carbon footprint 197 Ecological footprint 198 CONCLUSION 200 CHAPTER 9 FACILITATING QUALITY IN EVENT MANAGEMENT 202 CAN AN EVENT MANAGER MEET ALL OF THE REQUIREMENTS FOR QUALITY? 202 WHAT IS QUALITY? 203 Quality is defined as ruggedness and longevity in the manufacturing industry 203 Definitions of quality in the service industry 203 EXPANDED MEANINGS OF QUALITY 204 Quality is conformance to specifications 204 Quality is excellence 205 Quality is value 206 Quality is meeting and/or exceeding customers’ expectations 206 Aesthetic quality 207 Functional quality 207 Technical quality 207 A LACK OF GUIDANCE FOR QUALITY IN EVENT MANAGEMENT 208 ISSUES IN CREATING QUALITY STATEMENTS AND DEFINING QUALITY IN EVENT MANAGEMENT 210 Conflicting stakeholder expectations influence quality perceptions 210 Limited control over inputs influences quality 211 Financial constraints influence quality 211 Contingency plans influence quality 212 GENERATE YOUR QUALITY STATEMENT IN EVENT MANAGEMENT 214 A SAMPLE QUALITY STATEMENT 215 CONCLUSION 217 CHAPTER 10 EVENT BIDDING 219 WHAT IS A FEASIBILITY STUDY? 219 WHAT IS A CANDIDATURE DOCUMENT? 220 WHAT IS A BID QUESTIONNAIRE? 220 WHAT IS A BID DOSSIER? 221 WHAT IS A BID TOUR? 223 WHAT ARE THE CRITICAL FACTORS IN A SUCCESSFUL BID? 224 WHAT IS THE ONE CRITICAL FACTOR FOR BID SUCCESS? 229 CONCLUSION 232 CHAPTER 11 POLITICS IN EVENT BIDDING AND HOSTING 233 WHAT IS MEANT BY “THE POLITICS OF EVENTS”? 233 POLITICS IN THE DECISION TO BID OR NOT TO BID 234 POLITICS IN THE EVENT BID PHASE: THE COMMITTEE 235 POLITICS IN THE EVENT BID PHASE: THE PROPOSAL 237 POLITICS IN THE EVENT BID PHASE: THE DECISION MAKERS 239 POLITICS IN THE EVENT BID TRANSITION AND REVIEW PHASE 240 POLITICS IN THE EVENT HOSTING PHASE 242 OVERCOMING POLITICS IN EVENT BIDDING 243 A key factor in managing event politics: consistent communication messaging 244 A key factor in managing event politics: establishing core values 244 CONCLUSIONS 245 CHAPTER 12 CONCLUSIONS 248 REFERENCES 252 INDEX 262