Assessment plan To demonstrate competence in this unit, you must successfully complete the following assessment event: Event 1, 2, 3 There are three (3) Assessment events for this unit. All must be...

Assignment 1
Q1. How does the Events environment differ from the traditional business environment and what implications?
Ans1. Traditional business is largely based on fixed transactions keeping underlying targets same and the notion that organisation is a growing concern that would continue forever. While business in an event environment is quite time-bound and much more demanding. Traditional business is more dynamic while business done in an event environment has defined scope and targets. Implications in an event environment are very realistic and fixed with end objectives extremely clear. It is more driven to meet the time constraints and successful culmination of the complete event.
Q2. How can you ensure that your staff are clear of their roles and duties?
Ans2. There should be frequent interactions amongst the team members such that they make a very strong communication. This set a clear expectation of what needs to performed and how to achieve the desired objective. Employees would provide their best if there is a positive workplace that develops healthy relationships. Moreover, there is proper mechanism to recognise talent and exceptional work performed.
Q3. What sort of performance targets can be set to motivate people in leadership roles?
Ans3. Taking reference from “Leadership: Theory and Practice”, (Northouse, P., 2013) goals that can establish passion and boost actions to achieve the required. Employees who are high performer gets demotivated with random and restrictive goals. Annual performance cycle needs to be designed in a such a way that employees consider it as empowering and endearing to upskill oneself. Goals should be realistic and quantifiable taking into the consideration process of setting the ultimate objective. There should be involvement of employees from beginning till the completion of the task.
Q4. How can feedback, informal and formal, help to motivate staff?
Ans4. Feedbacks plays very crucial role not only to perform better but also to motivate and inspire the employees. Feedbacks ensures that employees know where are the areas of improvement and opportunities to focus encouraging them to move forward. In this process employees are more actively engaged thereby enabling them to make necessary changes as needed to keep growing personally and professionally.
Q5. What leadership skills would an Events Manager need to have?
· Strong communication skills
· Command on interpersonal and intrapersonal skills
· Adaptability and open to modifications as and when required
· Full of energy and creative in the approach
· Attention to the details
· Forward looking and visionary
Q6 How do you manage a team of people who may be located in different countries?
· Recognize and respect the differences that erupts due to diverse culture
· Providing clear division of work and constructing
· Establishing identity of the team and clearly communicate the roles and responsibilities
· Taking initiatives that can leverage diversity of culture
Q7. How does the idea of leading by example apply to an Events environment?
Ans7. Taking reference from “Effective leadership (1st ed.). London: Pan.”, (Adair, J., 2009) great pioneers and effective leaders are those who are able to show others how it’s done. By strolling your discussion, you turn into a man others need to pursue. At the point when pioneers say a certain something, yet do another, they disintegrate trust- - a basic component of gainful initiative. Rousing and persuading your group prompts achievement. Today, most directors focus on supporting and building their group so that they can have full assume that the group will take care of business.
Q8. Explain how you can represent your team and organisation to build a connection in the wider Events business
Ans8. In the present digital engaged world, advertisers need to grab each chance to assemble connections, create altruism, and win the trust of planned purchasers and clients. The advanced customer needs in excess of a pitch while assessing arrangements or settling on obtaining choices. Occasions offer an extraordinary open door for them to communicate with brands to get a personal feeling of an organization's centre, point of view, and identity. Occasion showcasing should be a fundamental piece of the interest age blend, and a key mix of disconnected and online occasions are basic to any organization's primary concern.
Q9. How would you keep your team up to date with current trends and information from the wider business?
· Exploit industry research and patterns reports
· Frequently pursue productions and influencers in your industry
· Utilize diverse devices and investigation frameworks to distinguish the course slants are heading
· Make it a point to encircle yourself with brilliant individuals
· Construct and keep up a nearby gathering of counsels
· Ask the correct inquiries, and tune in to your clients
· Figure out how to acknowledge - and even grasp – change
Q10. Think of and describe five (5) ways to build enthusiasm so that your team will ‘perform’ rather than just “serve” in their role.
1. Interactions with the leaders such that employees feel that their work makes contribution to the overall objective of the organisation. Essentially communicating the broader vision and mission of the organisation to the employees.
2. Effective and efficient mechanism of performance management system such that employees feels more empowered to become better version of oneself
3. Conducting strategic reward and recognition, such that identifying the talent and recognizing them timely
4. Empowering the team manager to resolve the conflicts in much more effective ways
5. Conducting offsite activities for inducing experiential learning and stronger team bonding
Q11. Why is delegation a critical aspect of a manager’s role?
Ans11. Delegation by the virtue of which manager, leaders or superior could assign work to the subordinates. It is a procedure in which the expert and forces are partitioned and shared among the juniors. At the point when crafted by a director gets past his ability, there ought to be some arrangement of sharing the work. This is the manner by which appointment of power turns into an imperative instrument in association work. Through designation, a supervisor can isolate the work and assign it to the subordinates. This supports and helps in lessening his outstanding task at hand with the goal that he can take a shot at vital zones, for example, - arranging, business examination etc. With the decrease of load on unrivalled, he can focus his vitality on essential and basic issues of concern. Along these lines he can acquire adequacy his work also in the work unit. This effectivity encourages a chief to demonstrate his capacity and aptitudes in the best way. Therefore, delegation helps in bringing efficiency in the team and developing several aspects of team.
Q12. Communication, providing and seeking feedback is one of the biggest challenges for a manager. How can a Tourism / Event / Hospitality manager communicate with staff in an innovative way?
Ans12. With reference to “Armstrong's handbook of reward management practice”, (Armstrong, M., 2012) Designing and implementing a platform to connect with the employees 24 cross 7 such that employees at large are connected to share their opinions, thoughts, resolutions to the problem. Regular interactions regarding weekly updates to all the employees in the organisations. Establishing the comfort level regarding the task that doesn’t work and what works. Creating atmosphere of healthy competition and learning such that employees reflects on their actions and make it such that it enhances their routine tremendously.
Q13. Describe three (3) methods for mentoring and coaching your team.
Ans13. Similarly, as games mentors rouse their groups to progress, so should corporate administrators. Instructing starts by setting desires. Tell your group precisely what you need them to achieve, and express these objectives as obviously as could be allowed. When desires are set, give criticism as often as possible as it's required. In his book "The One Minute Manager," Ken Blanchard calls input "the breakfast of...