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Assess Internal Staff Events in an Organization’s Strategy and Evaluate It in Recession

In: Business and Management

Submitted By keira0372
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There has been much discussion of about what types of internal staff events are used in an organization’s strategy and whether those events are still valuable in an economic downturn. Events have played long-time role in the daily life which brings new things into the tedium human society. Events also called “MICE” are an internationally used terms for the events industry which stands for meeting, incentive, conventions and exhibitions (Wilson, 2010). The definition of events is the phenomenon which can separate the non-occasions, such as leisure, cultural, personal or organizational objectives, from the normal daily life; and the purpose is to enlighten, celebrate, entertain or challenge the experience of a group of people (Shone & Parry, 2004). Meeting is an event where can bring an assembly of individuals gathered to discuss items of mutual interest or engage in professional development through learning activities (Goldblatt & Nelson, 2001). Then the definition of incentives is meeting event as part of programmers which is offered reward to a previous performance such as the incentive trips to its participants (Mckenzie, 1998). Moreover, conference is an assembly of a large number of individuals to discuss items of mutual interest or engage in professional development through learning (Goldblatt & Nelson, 2001). Exhibition focus primarily on business-to-business (B2B) relationships event at which products, services or promotional materials are show to attendees visiting exhibits on the show floor (APEX Industry Glossary, 2011). There are two types of corporate events which are internal and external events. The meeting, incentive travel and conference are a part of internal staff events and exhibition is part of external events.

This essay will focus on how internal staff events achieve the organization’s strategy and evaluate whether those events are still available in an economic crisis. The first discussion is to identify the different types of internal staff events. And the second discussion will show the benefits that these events achieve to an organization strategy and how it fit into the organization strategy. Then the next one will focus on the role those events have in fostering motivation. And the last one will discuss how these events have changed in the economic downturn.

There are some different types of internal staff events which can achieve an organization’s strategy. The first type of event which will be discussed is conference and meeting. As Shone and Parry (2010) states conference and meeting bring together groups of people who have similar interest and let them exchange ideas. According to the ICCA (International Congress and Convention Association), a conference is a participatory meeting with a specific objective in mind which designed for discussion, fact-finding, problem solving and consultation (ICCA 2010). A conference often focus on one particular topic; and it varies in content, length and size. Conferences are discussed during a plenary session of keynote presentations and panel accompanied by breakout sessions and workshops (Rogers, 2008). They are holden by professional organizations and mainly charging fees with published programme of speakers and activities. There often can be divided into two types of conferences, one-off events or held periodically; either of them will be supported by sponsors (Bladen, 2012). Meetings are less formal gatherings but they are still an important part of the corporate events industry. They are usually focused on a very specific issue that is held off-site with a chairperson and a specific agenda. Meeting involves various attendees who share similar business interests from different organizations; and it gives each attendee a greater opportunity to contribute to the agenda, debate or discussion (Bladen, 2012).

The second types of internal staff events is incentive travel which is defined by Davidson (2003) that employees receive from their employer as awards for winning a competition related to their jobs. The purpose of incentive trip is to encourage staff to meet certain business objectives. However, other incentive events are event-based activities that are focused on staff development. In order to achieve specific organizational goals or to increase performance levels training events, away-days and team-building activities all have as their primary focus motivational experiences for participants (Bladen, 2012). The example of incentive travel likes mini-Olympics where colleagues can co-operate and complete games.

The last type of internal staff events is networking events. Association networking events such as small-scale lunches and dinner receptions are organized by trade bodies and professional associations to communicate with their members (Bladen, 2012). The typically example of networking events is awards ceremonies which can bring an face-to-face opportunities to colleagues, associates, consumers and potential clients to have stronger connect (Bladen, 2012).

A strategy is a long-term plan of action, containing all divisions and departments of the organization and designed to achieve organization goals (O’Toole, 2011). Once an organization, such as a company or government department, reaches a certain level of complexity, is necessary to have a common method and direction understood by all the divisions or departments (O’Toole, 2011). The strategy provides the common direction for all the divisions; the strategy enables the various departments to work in their area of specialty and know they are helping the organization as a whole. Generally large organizations have strategic plans with long cycles. The old strategic plan is evaluated and the new strategic plan is developed when close to the end of each cycle. Despite insightful criticism of strategic planning by analysts such as Henry Mintzberg, organizations invariably use it (O’Toole, 2011). There are some benefits of incentive travel. It can provide employee recognition, builds motivation, provides networking opportunities, improves retention, positive organizational culture and drive desired behaviors (Severt & Breiter, 2007).

Incentive travel drives a diverse and unique programme to achieve the spirited intentions and business goals. In order to achieving organizational strategy, organization is encouraging safety, fostering teamwork, and attracting talent to build morale, loyalty, trust and sales (Incentivemarketing.org, 2012). As exceptional travel trips that employee receive from their employer as prizes for winning a competition related to their job (Davidson, 2003). Exploration and familiarisation trip are a typical example of incentive travel, and it can provide a special experience to staff and can connect staff’s emotion; it also can build brand loyalty for the organization. From the trip colleagues will improve their teamwork skill and become more solidarity than the past (Silvers, 2004).

According to Davidson (2006) states that a business visitor who leaves with an impression conference will becomes an unpaid ambassador for that place. This can bring some benefits to a conference sponsor and help organization achieve their strategy. In addition, Maple (2006), as president of the International Association of Congress Centres (AIPC), contends that conference can bring the top person of an industry together in an environment to exchange information (Rogers, 2008). Medical conferences are a great example. When the best researchers and practitioners get together, they are looking at the latest result in their respective fields. They can decide which area will be more useful in the future and what advance are more important. Therefore, conference and meetings can bring some benefits to achieve the organizational goals.

The networking events provide opportunities for organizations to meet potential clients; for large brands to improve awareness among a particular audience; for companies to share ideas and innovations of industry developments. In recent years, plenty of organizations design to use new technology at their networking events, such as 5 Minute Networking software. This fit in the context organization strategy Rogers, 2008 .

The definition of motivation commits people to a course of action, enthuses and energises them to achieve goals (Bowdin etal, 2011). The purpose to motivate is to improve business performance. Motivation can either intrinsically or extrinsically motivate staff. Motivation as external rewards such as pay, bonuses, promotion, incentives, fringe benefits or rewards that are provided by the organization has option value to employees. The rewards as an intrinsically motivation are a part of the job itself and the personal satisfaction of complete something worthwhile, for example responsibility, challenge, autonomy, purpose and feedback; or rewards that are self administered. Motivation that comes from inside an individual is more effectives than from any external or outside rewards, such as money or grades (Jeffrey, 2007). Incentive travel, motivational meetings and business events can improve business performance. The primary benefit of non-cash as an incentive is that travel provides a unique experience to employees receiving the award Jeffrey (2007). Jeffrey (2007) also believed that travel was best at building loyalty in employees and channel partners. However, there are a number of reasons why something is purchased by the employee with funds from the firm which would not carry the same motivational properties of the tangible incentive itself. There has been little research into what motivates audiences, or delegates, to attend conferences, because, as Getz (2007) suggests, it is widely assumed that people attend primarily to fulfill part of their business or job description. Whilst this assumption is partially correct, the major motivation for attending conferences could be divided into the information attendees are given and the information and people they meet. The primary property of tangible rewards is justifiable. The meaning of justifiability means that the incentive carries additional value because it does not have to be purchased by the employee. In conclude it will lead to conclude that an employee would purchase a more luxury item. In fact, even though the marginal propensity to consume windfall gains such as an unexpected bonus is higher than that of expected income such as salary, research has shown that people are more likely to spend windfall money on functional rather than more frivolous items (Jeffrey & Shaffer, 2007). This shows that an employee would not purchase the award that they most want, lowering the value of the cash incentive provided by the firm. Even if the employee were to purchase the incentive the firm offered, it would not carry the same social reinforcement as if it were awarded by the firm (Jeffrey & Shaffer, 2007). Networking events can motivate other attendees to the gussets of the corporate events (Bladen, 2012). Hence, incentive travel, networking events, and conference and meeting can provide employee recognition, builds motivation, provides networking opportunities, improves retention, positive organizational culture and drive desired behaviors.

Moreover, distinguishing between intrinsic and extrinsic motivation and rewards will be mentioned in this paragraph. Intrinsic motivation remains an important construct, reflecting the natural human propensity to learn and assimilate. However, extrinsic motivation is argued to vary considerably in its relative autonomy and thus can either reflect external control or true self-regulation. The relations of both classes of motives to basic human needs for autonomy, competence and relatedness are discussed (Ryan & Deci, 2000).The last part of this assessment will discuss how the events change in the economic downturn. As the economy grows and contracts, the incentive market usually follows suit. However in boom times the expenditure of traveling more distant and exotic locations tends to increase. Therefore, during recessions, tight beget often leads to organization to choose short term and cheaper destination as an incentive trip, or they may cutting some tripe plan to saving expenditure (Davidson, 2006). The EIBTM's Trends and Market Report (Davidson, 2006) indicates that the economic downturn affected incentive travel more than any other sectors of the corporate events industry. It predicts that, during economic downturn, incentive groups will be smaller and that incentive trips will visit less epideictic destinations in order to reduce cost. Supporting this theory, Conference and Incentive Travel magazine reported that it has scaled down its incentive travel programme for the next two years in response to the fallout from the financial crisis. The insurance giant's UK division is cutting back on overseas trips, but will continue to run prize programmes and small rewards (Formica & Goldblatte, 2005). As the assessment mentioned above that to hold a conference needs venue, keynote speakers and many other detail facilities. As conferences are fee-generating, they often deem that to hold a successful conference or meeting only is in terms of their return on investment (ROI). The definition of return on investment (ROI) is that it can evaluate the financial consequences of business investments, decisions, or actions (Schmidt, 2004). In the economic crisis, in is hard to find the sponsors and the generate fees will be increase (Bladen, 2012). Whereas, networking events helps to tackle recession. Numerous organizations see networking events as low cost events to develop sales opportunities and contracts. In the economic downturn, networking events can substitute for face-to-face conference and incentive travel. Networking saving the expenditure of venues and keynote speakers; it also can save times (McKinney, 2009). In conclusion, the assignment assesses how internal staff events are used in an organization’s strategy and evaluate whether they are still valuable in an economic downturn. Firstly the essay describes the different types of “MICE” event as internal staff events and refer to the typically examples of internal staff events. The second part has discussed are what benefits these events brings to an organization and how these events achieving an organization strategy. Then the assessment focused on the application of how the internal staff events are used, and distinguish between intrinsic and extrinsic motivation and rewards of events. Finally be covered is how internal staff events change in the economic crisis. In generally, the internal staff events have influence on organizational strategy; the role of internal staff events has in fostering motivation. Furthermore, the economic crisis affected internal staff events. |

Reference:
APEX Industry Glossary, (2011). Definition of “MICE”. Online available on [http://www.conventionindustry.org/StandardsPractices/APEX/glossary.aspx].

Bladen Charles (2012). Corporate Events. Routledge, London.

Bowdin et al (2011). Events Management. Second Edition. Elsevier.

Davidson,B. and Beulah,C. (2003). Business Travel- Conferences, Incentive Travel, Exhibitions, Corporate Hospitality and Corporate Travel. Person Education Limited.

Davidson, R. EIBTM (2006). Industry Trends & Market Share Report. Reed Travel Exhibitions.

Formica, S. and Goldblatte, J. (2005). Survey of Incentive Travel Program Business Strategies. The Incentive Research Foundation.

Getz, D. (2007). Event Studies: Theory, Research and Policy for Planned Events. UK: Elsevier.

Goldblatt Joe and Nelson Kathleen (2001). The International Dictionary of Event Management, second edition. John Wiley & Sons Inc.

ICCA (2010). Definition of “MICE”. Online available on <http://www.iccaworld.com/aeps/aeitem.cfm?aeid=29> [Accessed on 13rd November 2012].

Incentivemarketing.org (2012). Incentive Travel: The Participant’s Viewpoint
Part IV: An Integrated Viewpoint on Incentive Travel Value. Online available at
<http://www.incentivemarketing.org/displaycommon.cfm?an=1&subarticlenbr=513> [Accessed on 13rd November 2012].

Jeffrey and Shaffer (2007). The Motivational Properties of Tangible Rewards - Employers who spend considerable sums on noncash tangible incentives need to document their effectiveness and investigate the best means of delivery.

Maple, B (2007). Green Meeting does anyone really care? January article in Coneference + Meetings World magazine.

McKinney, M (2009). Professional networking events help tackle recession. Online available at: <http://www.today.colostate.edu/story.aspx?id=1781>. [Accessed on 13rd November 2012].

O’Toole,W. (2011) Events Feasibility and Development from Strategy to Operations. Elsevier.

Rogers, T. (2008). Conference and Conventions- A global industry. Second Edition. Elsevier.

Ryan Richard M. and Deci Edward L. (2000). Intrinsic and Extrinsic Motivations: Classic Definition and New Directions. Academinc Press.

Schmidt, M. (2004). Return on Investment (ROI): Definition, Meaning and Use. Online available on <http://www.business-case-analysis.com/return-on-investment.html> [Accessed on 13rd November 2012].

Severt, D & Breiter, D. (2007). Examing the Motivation, perceived performance, and behavioural interntions of convention attendees: evidence from a regional conference. Tourism Management, 28(2), 399-408.

Shone, A and Parry, B. (2010).Successful Event Management. 3rd edition. London, Cengage Learning.

Silvers, J. R. (2004) Professional Event Coordination, John Wiley & Sons, Inc: New York, New York.

Wilson, L. (2010). The MICE Definition. [Online Image]. Available from: < http://www.onecaribbean.org/content/files/mice.pdf> [Accessed 13rd November 2012]

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...dominant positions. Appraisal See Performance planning. Attrition A term used to describe voluntary and involuntary terminations, deaths, and employee retirements that result in a reduction to the employer's physical workforce. Autocratic leadership Leader determines policy of the organization, instructs members what to do/make, subjective in approach, aloof and impersonal. Balanced Scorecard A popular strategic management concept developed in the early 1990's by Drs. Robert Kaplan and David Norton, the balanced scorecard is a management and measurement system which enables organizations to clarify their vision and strategy and translate them into action. The goal of the balanced scorecard is to tie business performance to organizational strategy by measuring results in four areas: financial performance, customer knowledge, internal business processes, and learning and growth. Behaviorally anchored rating scale (BARS) An appraisal that requires raters list important dimensions of a particular job and collect information regarding the critical behaviors that distinguish between successful and unsuccessful performance. These critical behaviors are then categorized and appointed a numerical value which is used as the basis for rating performance. Behavioral based interview An interview technique which focuses on a candidates past experiences, behaviors, knowledge, skills and abilities by asking the candidate to provide specific examples of when they have......

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Balance Score Card

...5 Performance measurement Nonprofit organizations need to view revenue as a resource needed to achieve their missions. Obviously, revenues must exceed expenses over the long-term or an NPO will not survive. —Glenn Rowe Key Topics: balanced score card, customer feedback, competitive comparison, strategic objectives, blue ocean strategy W hat makes an organization “good” at what it does? Or, as Jim Collins (2001) would ask, “What makes an organization great?” Most would acknowledge that accountability, effectiveness, and achievement of desired performance outcomes are minimal requirements for any organization’s success. These requirements demand a measurement system relative to an organization’s mission, vision, values, and strategic plan. This chapter discusses methods for establishing such systems. In doing so, we echo Worth’s (2012) concern that “nonprofit managers must be committed to performance measurement but should not become overly focused on it to the detriment of delivering their mission’s programs” (p. 157). Performance measurement Process Before engaging in performance measurement, it is vital to understand the level and scope of the process. Measurement can be conducted for effectiveness or performance at the program/project or organizational level. Effectiveness relates to achieving the mission, while performance is a broader concept that considers financial results and other variables related to the overall organization. Once the scope and level......

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