...Unit 18 Managing a Business event P1 Role of the event organiser The role of event organiser is different depending on the organisation and the kind of event involved. Activities normally include: ▪ Investigating into markets to identify opportunities for events; ▪ speaking with clients to understand their precise event requirements; ▪ producing detailed ideas for events (e.g. venues, suppliers, legal obligations, timelines, staffing and budgets) ▪ Organising a budget with the client ▪ Booking the location for the event ▪ Making sure insurance, legal, health and safety obligations are seen to. ▪ Getting in contact with venue management, cooking, designers, contractors and equipment that needs hiring. ▪ Organising facilities for car parking, traffic control, security, first aid, hospitality and the media; ▪ Inviting speakers or special guests to the event ▪ Planning the layout of the room and entertainment for the event. ▪ Talking to staff and making sure that they are all on the same wave length about the event. ▪ Trying to find sponsorship for the event to receive funding. ▪ Finding promotional material to get more people to attend the event. ▪ coordinating suppliers, handling client queries and troubleshooting on the day of the event to ensure that all runs smoothly; ▪ looking at the dismantling and removal of the event and clearing the venue efficiently ▪ looking at the event afterwards and evaluating how it went. The following headings...
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...BTEC National Certificate in Business Management Unit 18 – Managing a Business Event Assignment 1 (P1 & M1): - Role of an event organiser / Organisational and legal requirements You are part of the ASFC student council. The council wants to organise an event for the students and you have been asked to research how events are run by other organisations. You must present your findings in a report format, which needs to be addressed to the Principle. You should structure your report as outlined below in tasks 1 and 2. This assignment assesses: P1 Describe the role and skills required of an event organiser. M1 Assess the importance of meeting organisational and legal requirements when planning a business event Signed (IV) ___________________________________________ Print name ___________________________________________ |P1 | | | |Based on the visit to JD Williams in Manchester and the presentation by their Event Organiser, you need to describe the| | |role of an Event Organiser. | | | | | |Task 1 - In your report include the following: ...
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...------------------------------------------------- Level 3 Sub Dip/Extended Diploma in Business - Academic Year 2013-14 Candidate | | | Unit No. | Unit 5 ; Unit 2 ; Unit 18 | | Unit Name | Business accounting, Business resources and managing a business event | * | Qualification | Btec Level 3 | | Start Date | September 2013 | | Deadline | November 2013 | | Assessor | Maria Pillay | | Unit 5 – Business accounting | | | Criteria | To achieve the criteria the evidence must show that the student is able to: | Page No. | Achieved? | P1 | Describe the purpose of accounting for an organisation | | | P2 | Explain the difference between capital and revenue items of expenditure and income | | | P3 | Prepare a 12 month cash flow forecast to enable an organisation to manage its cash | | | P4 | Prepare a profit and loss account and balance sheet for a given organisation | | | P5 | Perform ration analysis to measure the profitability and liquidity and efficacy of a given organisation | | | M1 | Analyse the cash flow problems a business might experience | | | M2 | Analyse the performance of a business using suitable ratios | | | D1 | Justify actions a business might take when experiencing cash flow problems | | | D2 | Evaluate the financial performance ad position of a business using ratio analysis | | | Unit 2 – Business resources | | | Criteria | To achieve the criteria...
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...Learn how to successfully plan and manage a wedding! Run your own wedding planning business, or plan your own wedding Learn about the tasks involved in managing a wedding event - hiring the band, liaising with the photographer, organising catering, finding the best deal for hiring venues and equipment, and much more! Learn procedures that will enable you to be VERY well organised Learn about all the different options open to a bride and groom when planning what kind of wedding they would like to have. The wedding planner needs to be able to stay calm when everyone around is not... and this course will show you how! Lesson Structure There are 9 lessons in this course: Introduction: Covers the nature, scope, opportunities and options available when planning a wedding. Looks at different types of weddings, understanding ceremonies (different religions, celebrants etc), receptions and working with wedding photographers, reception centres, churches etc. Planning: Choosing locations, services, products to use from reception centres, rings, the church or venue, catering and flowers. Also covers themed weddings, destination weddings and off-beat weddings. Managing People: Handling different personalities and the role of different members of the party. Managing Locations: Reception, Church, Photo Shoot Location, Pre Wedding Hen/Stag Parties etc. Managing the Programme: Arrivals, Departures, Ceremonies, Speeches, Entertainment, Eating, Drinking, Dancing etc. Other Issues:...
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...HR managers, unlike in the past, are becoming strategic business partners. They possess significant leadership qualities and are capable of managing organizational change. They are actively involved in redefining culture of the organization. At the same time, they are facing increasing challenges in their search of high HR performance to retain talents and build engagement in the workplace. This Conclave intended to bring eminent and senior professionals from the industry who has significant achievements to their credit. It acted as a rendezvous for the participants to listen to views and experiences pertaining to the emerging challenges in HR. The conclave also extended an opportunity for individuals associated with the field of HRM, namely the corporate managers, faculty members and students, to learn and interact with each other. This enriched the audience and lead to an awakening among them. The panelists shared their experiences and created learning on the HR related best practices which they have been experiencing in their organizations. The event saw active participation both from industry and academia. Senior executives from IBM, ACC, Deloitte, Ericsson, Eveready, Chandra Group, Voith, Bandhan Bank, SAIL graced the occasion. The primary theme for this meet was “Getting smart about your workforce: Why agile HR Matters?” which was discussed through a series of following topics: * How HR can behave as a business partner? * How can it manage diversity with the increasing...
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...Every business faces risks that could present threats to its success. Risk is defined as the probability of an event and its consequences. Risk management is the practice of using processes, methods and tools for managing these risks. Risk management focuses on identifying what could go wrong, evaluating which risks should be dealt with and implementing strategies to deal with those risks. Businesses that have identified the risks will be better prepared and have a more cost-effective way of dealing with them. This guide sets out how to identify the risks your business may face. It also looks at how to implement an effective risk management policy and program which can increase your business' chances of success and reduce the possibility of failure. * The risk management process * The types of risk your business faces * Strategic and compliance risks * Financial and operational risks * How to evaluate risks * Use preventative measures for business continuity * How to manage risks * Choose the right insurance to protect against losses The risk management process Businesses face many risks, therefore risk management should be a central part of any business' strategic management. Risk management helps you to identify and address the risks facing your business and in doing so increase the likelihood of successfully achieving your businesses objectives. A risk management process involves: * methodically identifying the risks surrounding your business activities...
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...Managing Weather Risk in Seed Business Weather Risks of a Seed Company Weather risk for a seed company is the risk of drop in sales volume on account of adverse weather conditions like excess / deficit in rainfall, extreme temperature and humidity conditions etc. Indian agriculture is predominantly dependent upon monsoon rains, with more than 60% of cultivated area in Kharif being rainfed. This rainfed nature of Indian agriculture makes the business of agri-input company completely dependent upon weather. Very often seed companies find themselves holding large unsold stock because of adverse weather conditions like insufficient or untimely rainfall. Seed companies also find it difficult to move stock from one location to the other because of very short time-period available for selling seeds. Environmental changes happening across the world have made weather more unpredictable. Seed companies are becoming increasingly vulnerable to weather vagaries because of frequent occurrence of extreme weather conditions. Out of last 5 years, India has faced extreme weather conditions in 3 years – drought in 2002, delayed monsoon in 2005 and excess and abnormal rainfall in Western Rajasthan, Gujarat, Maharashtra and MP in 2006. Financial Impact of Weather Risks Extreme weather conditions would throw awry any sales budgeting and planning exercise, and would seriously impact sales and profitability targets of the company. Weather risk increases vulnerability in income statement of the company...
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...How to Make a Successful Grand Opening Event by Shelley Frost, Demand Media Your company's grand opening ceremony allows you to throw open the doors and welcome potential customers inside. The event gives you a chance to showcase your products or services as part of the marketing component of your business plan. Throwing together a quick grand opening at the last minute is likely to waste your time and money. Begin planning the details of your grand opening long before you are ready to open for business to ensure you have a large turnout. Ads by Google Fat Boys Event We cater to a wide range of events. Big or small - call us now! www.fatboys.com.my Step 1 A grand opening draws in potential customers with special events. Related Articles Grand Opening Planning Guide How to Market a Grand Opening Through Social Media Top Ten Promotional Strategies Budget for a Grand Opening The Difference Between CEO, President & Managing Director How to Connect a PC to a Samsung Smart Hub Identify the target group you want to attend your grand opening event. Consider the typical customers you expect to frequent your business, such as parents of young children if you open a kids' clothing store or busy adults for your errand business. Step 2 Schedule the grand opening ceremony during the week and at a time of year that isn't busy with holidays or other activities. Choose a time that works best for the schedules of your target audience. For example,...
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...What is management? How can it be useful in any context? Introduction to Management PRASUK JAIN 14PGIM24 Term 0 22 July, 2014 MANAGEMENT Human are a social being and has various needs and desires. But since no one can satisfy all our wants we live together and work along with other people. As a result there are several types of groups, for instance, family, school, workplaces, a business firm, a cricket team and so on. However such groups can achieve their goals effectively only when the efforts of the group members are properly coordinated and controlled. This task of getting results through others by coordinating their efforts is basically known as management. Just as our mind helps us coordinate all of our activities, management helps to coordinates and regulates the activities of various members of any group. Basically management is both art and science. It is the art of making people more effective than they would have been without management and the science of how you do that. The definitions by some of the leading management thinkers and practitioners are given below: (1) Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way. —F.W. Taylor (2) To manage is to forecast and to plan, to organise to command, to coordinate and to control. - Henry Fayol So to manage any task any manager has to go through these four stages. Management Monitor Plan Direct Organise 1. PLANNING Management starts with planning...
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...failed internal processes, people, systems and external events. This definition includes legal risk but excludes reputational risk and strategic risk. Therefore, in line with the Basel II risk management framework and best practices, operational risk in the Bank is composed of the following risk types: operations risk, legal risk, regulatory compliance risk, financial crime risk, people risk, property, technology, vendor, financial, and environmental risk. KIRU HAS A SMALL PART (TYPES OF OPERATIONAL RISK) HERE.WE WILL SEND YOU TODAY ITSELF.IF NOT IGNORES THAT PART. Operational risk management at NDB Operational Risk Management at NDB Operational risk is recognized as a distinct risk category which the Bank strives to manage within acceptable levels through sound operational risk management practices. The Bank's approach to managing operational risk is to adopt practices that are most appropriate and relevant considering the organizational maturity and business environment. Operational risk exposure is managed through comprehensive set of internal controls and management processors that cover risk assessment (Identification, description and estimation), risk evaluation, reporting, mitigation, residual risk reporting and monitoring and control associated with our business operations as an ongoing activity. Further, the Bank recognizes the significance of operational risk, which is inherent in all areas of our business. Operational Risk Policy Committee (ORPC) and Audit Committee...
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...precedent development is to reconnect the Swan River with the business and retail core of the Perth city by creating a vibrant and contemporary development on the riverfront land between Barrack and William Streets. The State has established the Metropolitan Redevelopment Authority (MRA) and tasked it with the authority and responsibility for procuring and delivering the Project on behalf of the State. The Project is restricted to the construction of an artificial 2.7 hectare inlet on the current Esplanade Reserve Site and modifications to the surrounding environment including Barrack Square. The MRA proposes to engage other contractors to construct civic, commercial, residential, retail and cultural attractions around the realm and inlet. In excess of sixty per cent of the Project will be publicly accessible, including the inlet, with connection points being promenades and boardwalks. The Project site covers approximately 10 hectares, framed by William Street to the west, The Esplanade to the north, Barrack Street and Barrack Square to the east and includes parts of the Swan River to the south (Site). The Project is to be delivered pursuant to a two stage Managing Contractor Contract. During Stage One the Managing Contractor is required to undertake time critical packages of early work as well as design work, planning, procurement and management services. The key deliverable of Stage One is the Managing Contractor’s offer to...
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...Risk Management: Frequently Asked Questions Page No. Introduction The Fundamentals 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. What is Enterprise Risk Management (ERM)? Why implement ERM? How does the scope of ERM compare to existing risk management approaches? What is the value proposition for implementing ERM? Which companies are implementing ERM? If companies are not implementing ERM, then what are they doing? Who is responsible for ERM? What are the steps companies can take immediately to implement ERM? Is ERM applicable to smaller and less complex organizations? Why have companies that have tried to implement ERM failed in their efforts? Does implementation of ERM ensure the success of a business? What is the difference between ERM and management? What does it mean to “implement ERM”? Generally, how long does it take to implement ERM? Is there any way to benchmark the level of investment required to implement ERM? Don’t successfully run companies already apply ERM? How long has ERM been around and why is there a renewed focus on it? What percentage of public companies currently have an ERM process or system? Is there an example of effective ERM as it is applied in practice? How does the application of ERM vary by industry? Are there any organizations that need not implement ERM? What are the regulatory mandates for implementing ERM? Are standards for implementing ERM different for private and public companies? Must companies have...
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..."Sometimes it is the things you don't see that really matter." Starting with this kind of vision, the notion of risk management has been taken as one of business keys success. Any possible source of uncertainty is now treated as a risk that might need managing. However, risk management isn't that new, there were always Uncertainty, Priorities and even Practicalities. More than that, it's evolving. In fact, there are ones that defines risk management as "a process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting across the enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives", others find it as "the process of understanding and managing the risks that the organization is inevitably subject to in attempting to achieve its corporate objectives. Both definitions have a major point in common, that the achievement of corporate objectives is ensured by risk management. Risk management has focused more on operational issues than strategic ones; therefore strategic risks have been managed reactively rather than proactively. Managers should be aware of the inter-linked risks relatively to inter-linked operations activities by developing an UP thinking which facilitates the comprehension of an inter-relationship. In the other hand, we shouldn't neglect the importance...
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...Black Swann events are rare events, highly impactful and unpredictable but can be prepared for. A true Black Swan event have three features, first it must surprise the viewer, second must have an extreme impact and lastly the nature of the event is predictable after it has already happened. Black Swan events implicate a major loss or damage to an asset, they progress rapidly and for a period of time, the astonishing fact is that after the event has occurred then the antecedent evidence is noted to have been in existence all along (Taleb, 2007). Nicholas Taleb, a Lebanise American is a scholar and statistician. According to him a black swan event is an event that will cause a great impact, is unpredictable and inspires the viewer to have willed to take precautions if only he had seen the event coming. He condemned the methods of risk management applied by industries, saying that they can easily predict an event but due to ignorance occurrence of black swan events presides. Yes, it is possible for managers to proactively forecast Black Swan events, by taking advantage of positive events and withstanding challenging events is a key way to starting its management, it also involves realization of their knowledge culmination and appreciating their ignorance. Below is a discussion on how managers can plan for Black swan event; First pointing most probable effects of business disruptions, developing a strategic plan and actions to prevent or reduce risk occurrence (Taleb, 2007). This...
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...IBM Global Business Services Executive Report Financial Management IBM Institute for Business Value Clearing the clouds Shining a light on successful Enterprise Risk Management IBM Institute for Business Value IBM Global Business Services, through the IBM Institute for Business Value, develops fact-based strategic insights for senior executives around critical public and private sector issues. This executive report is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Global Business Services to provide analysis and viewpoints that help companies realize business value. You may contact the author or send an e-mail to iibv@us.ibm.com for more information. Additional studies from the IBM Institute for Business Value can be found at ibm.com/iibv Introduction By Robert Torok, Carl Nordman and Spencer Lin multitude of existing challenges of operating in today’s global business climate. The threat of catastrophic loss – from terrorism, natural disasters, financial mismanagement, IT security breaches, supply chain disruptions and more – demands preparedness to assure financial and business continuity. Yet recent studies suggest few companies fully understand or are properly prepared for the breadth of risks they encounter. Historically viewed as the domain of the CFO, less than 20 percent of enterprise risks are financial, legal or compliance in scope, yet all risks can ultimately have a financial consequence...
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