This module is not currently running in 2024 to 2025.
This module develops on material studied in CR300 & CR308 and looks in detail at company structures, project management, critical path analysis, budgeting, employment and contract responsibilities, and the business context (public sector and/or private) in which events operate. This module will provide the necessary business skills to enable students to operate in the events profession, while also equipping them with a deeper knowledge of the way the business operates to assist in the critical evaluation of events projects.
A 3 hour class each week will cover the main topics through student and teacher led discussion, based on set reading and weekly exercises (individual and small group). Learning will often take place through small projects that simulate real-world situations, and may often involve field research and case study. Total contact hours for the module are 30 and total study hours are 300.
Limited to 24 places
• –Two 20 minute illustrated presentations on assigned themes 20% each - 40% overall. (Learning outcomes 11.1-4, 11.7-9, 12.1-2 and 12.4-5).
• A paper based ‘simulation’ project consisting of two 1500 word essays 20% each - 40% overall. (Learning outcomes 11.1-9 and 12.1-5).
• Process, Participation and Development in classes and group work - 20%. (Learning outcomes 11.1-9 and 12.1-5).
Conway, D. (2004), The Event Manager's Bible: The Complete Guide to Planning and Organising a Voluntary or Public Event. Oxford: How To Books.Allen, J. (2002), The Business of Event Planning: behind-the-scenes Secrets of Successful Special Events. New York: John Wiley & Sons.
Bowdin, G., Allen J., O'Toole W., Harris R., and McDonnell I. (2006), Events Management. Second Edition. Oxford: Butterworth-Heinemann.
Hoyle, L.H. (2002), Event Marketing: How to Successfully Promote Events, Festivals, Conventions, and Expositions. New York: John Wiley & Sons.
Tarlow, P.E. (2002), Event Risk Management and Safety. New York: John Wiley & Sons.
Tiffin, R. (2007), The Finance and Accounting Desktop Guide: Accounting literacy for the non-financial manager. London: Thorogood Publishers Ltd.
See the library reading list for this module (Medway)
The intended subject specific learning outcomes
After successfully completing this module students will:
1) Have an understanding and knowledge of the management and production procedures as well as the processes germane to an events company.
2) Understand the basic forms of governance and incorporation that are used within the events and celebratory performance sectors.
3) Have gained a general understanding of the key aspects of the legislation that impact on performances, including employment and contract law, using independent research.
4) Understand the procedures, processes and disciplines of finance, budgeting for working in an events company.
5) Be able to evaluate and understand the component parts of a production and their interrelation, how to create a time line and critical path analysis and how to evaluate and monitor progress of a project.
6) Have developed and demonstrated budgeting and costing of a proposed production/event within project management boundaries.
7) Understand insurance needs and how to negotiate underwriting, both employer and public performance/liability.
8) Have a general understanding of possible sources of public funding for events projects, and the structure and aims of the main organisations distributing public funds.
9) Know how to access information pertinent to company and project management.
The intended generic learning outcomes
After successful completion of this module students will:
1) Have solved logistical and managerial problems, testing (and demonstrating the testing of) a range of solutions, using a variety of problem solving strategies.
2) Have used information technology to assist in the research and presentation of your subject.
3) Have evidenced the use of numbers by ensuring the accuracy and relevance of numerical information including budget calculations.
4) Have illustrated an understanding of team structures and working methods, and the formal processes of maintaining these structures.
5) Have communicated orally and in writing, using modes appropriate to the topic and context, including the use of professionally specific reports and other documents.
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