OUTLINE OF ENVIRONMENT PERSPECTIVES IN EVENT MANAGEMENT © Kedarnath Jonnalagadda, OCTOBER 2011 This work is result of idea mooted by Prof

.Vineet Gera, Chairman and Founder of Gurucool Institute of Event Management, Hyderabad. http://www.gurucooledutech.com He invited me to contribute a chapter in his forthcoming book and also deliver guest lectures at his Institute.

FUNDAMENTALS 1. ENVIRONMENT is the sum totality of the dynamic milieu we live in. 1.1.The milieu consists of living and non living elements. 1.2.Energy is the component that pervades our environment and enables life. 1.3.Food is energy and energy is food – coexistence of animal and plant life. 1.4.Atmosphere is the life sustaining gaseous component that envelops our planet. 1.5.Water is the life sustaining component that is present in varying quantities in different places. 1.6.Ecological niches are pockets of the dynamic milieu that has relatively stable environments. 1.7.Life exists in ecological niches 1.8.Life forms have varying biological properties of Homoeostasis. Homeostasis is Adaptation to environment and Adaptability to changes in the environment. 1.9.Human life has highly advanced biological homeostasis and intelligence.

1.10. INTELLIGENCE ENABLES HUMANS TO LIVE IN ENVIRONMENTS AND CREATE ENVIRONMENTS TO LIVE IN.
1.11. EFFICIENT MANAGEMENT OF KNOWLEDGE IS CALLED INTELLIGENCE.

2. HUMAN LIFE IS A DYNAMIC FLUX OF

2.1.Activity 2.2.Management of Activity 2.3.Environmental Interactions

3. CHARACTERISTICS OF HUMAN ACTIVITY

3.1.TYPES OF ACTIVITIES

3.1.1. Individual 3.1.2. Group 3.1.3. Static 3.1.4. Dynamic 3.1.5. Continuous 3.1.6. Continual 3.1.7. Sporadic

3.2.ACTIVITY FUNDAMENTALS 3.2.1. Physical 3.2.2. Mental 3.2.3. COMMUNICATION

3.3.UNDERSTANDING PROCESSES IN ACTIVITY

3.3.1. SPEECH IS A FORM OF COMMUNICATION

3.3.2. Processes involved in SPEECH are best understood by a look at ancient Indian view point in Sanskrit. 3.3.3. The sounds in SPEECH, [vAk] (See Harvard-Kyoto Sanskrit Transliteration Scheme and Pronunciation Guide) are result of the following.

3.3.3.1.

[para] – The seed of thought.

3.3.3.2. [pashyanti] – Fructification/Consolidation of thought. This can also be called a “unit of cognition”. 3.3.3.3. 3.3.3.4. [mAdhyama] – The medium for expression of thought. [vAk] – Understandable/coherent sounds or speech units

3.3.4. WELL ARTICULATED AND COHERENT SOUNDS CAN EXPRESS THOUGHTS 3.3.5. SPEECH IS A REPRESENTATION OF THOUGHTS

3.4.COMMUNICATION TYPES 3.4.1. AUDIO - VERBAL INVOL VING SOUNDS OF SPEECH 3.4.2. WRITING AND READING ARE ACTUALLY A TYPE OF DEPICTION OF AUDIO. What is intended to be said is depicted / written in a script AND can be read aloud at a later point in time and different point in space. 3.4.3. VISUAL - NON VERBAL EXPRESSIONS – Involving Facial expressions and Gestures. 3.4.4. TOUCH – Involving pleasing physical contact such as hand shake, a hug, a pat on the back AND DISPLEASING AND THREATENING ONES too. 3.4.5. SMELL – Involving pleasing scents, perfumes, pheromones, AND DISPLEASING AND THREATENING ODOURS too. 3.4.6. TASTE – Involving pleasing palatable healthy and unpleasant and unhealthy too. 3.4.7. The above are derivable from ancient Indian thoughts and concepts of the five organs of knowledge, the [pa~jca j~jAnendriya].

4. MANAGEMENT OF ACTIVITIES

4.1.PLANNING

4.1.1. DEFINING OBJECTIVES 4.1.2. DECIDING SETS OF ACTIVITIES THAT WILL RESULT IN ACHIEVING OBJECTIVES 4.1.3. DECIDING COURSES OF ACTION TO COUNTER AND NEGATE FACTORS THAT MAY PREVENT ACHIEVING OF OBJECTIVES 4.1.4. DEVISE SYSTEMS THAT PROVIDES FEEDBACK ON STATUS OF EXECUTION OF PLANNED ACTIVITIES

4.2.EXECUTING PLANNED ACTIVITIES AND MAINTAINING FEEDBACK SYSTEMS

4.3.DIRECTION & CONTROL

4.3.1. NEED FOR DIRECTION & CONTROL IS BEST UNDERSTOOD BY ANALOGY NEED FOR A DRIVER FOR A VEHICLE ON A PUBLIC ROAD 4.3.1.1. THIS IS STEERING THE COURSE OF EXECUTION OF ACTIVITIES IN THE DESIRED DIRECTION 4.3.1.2. COMPENSATING FOR INEVITABLE DIFFERENCES THERE WILL BE BETWEEN TIME CALCULATED FO R COMPLETION OF ACTIVITIES AND TIME ELAPSED FOR ACTUAL EXECUTION IN SUCH A MANNER OBJECTIVES ARE STILL MET.

5. ORGANIZATION AND ORGANIZATIONAL HIERARCHY

5.1.STRATEGIC LAYER

5.1.1. ACTIVITIES AT THE STRATEGIC LAYER

5.1.1.1.

PLANNING

5.1.1.1.1.

DEFINING STRATEGIC OBJECTIVES

5.1.1.1.2. DECIDING SETS OF ACTIVITIES THAT WILL RESULT IN ACHIEVING STRATEGIC OBJECTIVES IN DECIDED TIME FRAMES 5.1.1.1.3. DECIDING COURSES OF ACTION TO COUNTER AND NEGATE FACTORS THAT MAY PREVENT ACHIEVING OF STRATEGIC OBJECTIVES IN DECIDED TIME FRAMES 5.1.1.1.4. DEVISE SYSTEMS THAT PROVIDES CONCISE FEEDBACK ON STATUS OF EXECUTION OF PLANNED ACTIVITIES – USING DECISION SUPPORT BENCHMARKS , INDICATORS OF PROGRESS OR OTHERWISE AND CRITICAL ISSUE WARNINGS

5.1.2. DIRECTION & CONTROL THROUGH MONITORING – REVIEWS EVALUATION.

5.2.TACTICAL LAYER

5.2.1. ACTIVITIES AT THE TACTICAL LAYER

5.2.1.1.

PLANNING

5.2.1.1.1. DEFINING TACTICAL OR DESIGN OBJECTIVES. This is translation and parsing of stated STRATEGIC OBJECTIVES into practical, measurable and monitor-able objectives - targets IN DECIDED TIME FRAMES 5.2.1.1.2. DECIDING SETS OF ACTIVITIES THAT WILL RESULT IN ACHIEVING DESIGN OBJECTIVES IN DECIDED TIME FRAMES

5.2.1.1.3. DECIDING COURSES OF ACTION TO COUNTER AND NEGATE FACTORS THAT MAY PREVENT ACHIEVING OF DESIGN OBJECTIVES IN DECIDED TIME FRAMES 5.2.1.1.4. DEVISE SYSTEMS THAT PROVIDES FEEDBACK ON STATUS OF EXECUTION OF PLANNED ACTIVITIES by the OPERATIONAL LAYER 5.2.1.1.5. MAINTAINING FEEDBACK SYSTEMS FOR THE STRATEGIC LAYER- THIS IS CONSOLIDATIONS OF 5.2.1.1.5.1. FEEDBACK ON ACHIEVING TARGETS FROM THE OPERATIONAL LAYER 5.2.1.1.5.2. DEVIATIONS OF ACHIEVEMENTS FROM TARGETS OF THE OPERATIONAL LAYER 5.2.1.1.5.3. REASONS FOR DEVIATIONS

5.2.1.1.5.4. DECISIONS TAKEN TO PREVENT DEVIATIONS AND PROPOSED DECISIONS FOR COMPENSATION BY MANAGER/S OF OPERATIONAL LAYER 5.2.1.1.5.5. DECISIONS TAKEN TO ASSIST OPERATIONAL MANAGERS 5.2.1.1.5.6. RELOOK AND REVIEW OF DESIGN PLANS. EVALUATE TECHNOLOGY UPGRADES AND COST-BENEFITS AND UPGRADE FEEDBACK TO STRATEGIC LAYER. 5.2.1.2. DIRECTION & CONTROL THROUGH MONITORING - MONITORING – REVIEWS - EVALUATION OF LAYER BELOW IT – THE OPERATIONAL LAYER AND ITS OWN SELF AND ENABLE EXCELLENT FEEDBACK ON STATUS TO STRATEGIC LAYER.

5.3.OPERATIONAL LAYER

5.3.1. ACTIVITIES AT THE OPERATIONAL LAYER

5.3.1.1.

PLANNING

5.3.1.1.1. DEFINING OPERATIONAL OBJECTIVES. At this layer, OBJECTIVES are TARGETS. THESE ARE MEASURABLE AND MONITORABLE QUANTITIES OF UNITS OF WORK / ACTIVITY WITH THE SPECIFIED QUALITY. 5.3.1.1.2. DECIDING SETS OF ACTIVITIES THAT WILL RESULT IN ACHIEVING OPERATIONAL OBJECTIVES/TARGETS 5.3.1.1.3. DECIDING COURSES OF ACTION TO COUNTER AND NEGATE FACTORS THAT MAY PREVENT ACHIEVING OF OPERATIONAL OBJECTIVES/TARGETS 5.3.1.1.4. MAINTAINING FEEDBACK SYSTEMS FOR THE TACTICAL LAYER - THIS IS CONSOLIDATIONS OF 5.3.1.1.4.1. TARGETS, ACHIEVEMENTS AND DEVIATIONS IN INSTRUCTED TIME FRAMES. 5.3.1.1.4.2. REASONS FOR DEVIATIONS IN DECIDED TIME FRAMES 5.3.1.1.4.3. DECISIONS TAKEN TO PREVENT DEVIATIONS AND PROPOSED DECISIONS FOR COMPENSATION BY MANAGER/S OF OPERATIONAL LAYER IN NEXT PHASE OF IN DECIDED TIME FRAMES 5.3.1.1.4.4. DECISIONS TAKEN TO ASSIST OPERATIONAL WORKERS 5.3.1.1.4.5. LEARN AND FAMILIARISE SELF WITH TECHNOLOGY UPGRADES AND PROVIDE FEEDBACK ON OPERATIONAL ASPECTS TO TACTICAL LAYER. 5.3.1.2. DIRECTION & CONTROL THROUGH MONITORING - MONITORING – REVIEWS – EVALUATION 5.3.1.2.1. MAINTAIN FEEDBACK SYSTEMS EFFICIENTLY AND PROVIDE EXCELLENT FEEDBACK ON STATUS TO TACTICAL LAYER.

6. OBJECTIVES, AIMS, GOALS, PERFORMANCE INDICATORS AND TARGETS

6.1.OBJECTIVES, AIMS AND GOALS ARE STATEMENTS OF PURPOSE OF PROPOSED ACTIVITIES AT THE STRATEGIC LAYER ONLY.

6.2.ALTHOUGH THESE HAVE TECHNICALLY DIFFERENT MEANINGS IT IS IN THE DOMAIN OF THE TOP MOST LAYER AND THEY MAY OFTEN USE IT TO MEAN THE SAME THING. 6.3.OBJECTIVE IS A BROAD STATEMENT OF DESIRED AND EXPECTED OUTCOME OF THE ACTIVITIES OF THE ORGANIZATION. IT IS GENERALLY INDICATIVE OF THE DIRECTION IN WHICH THERE IS GROWTH IN VALUE OF QUANTIFIABLE PERFORMANCE INDICATORS. 6.4.GOAL IS OFTEN USED SYNONYMOUSLY SAME BUT TECHNICALLY DIFFERENT IN THAT GOALS ARE EITHER ACHIEVED OR NOT AND IS SAME AS A SOCCER GOAL. THIS HAS PERFORMANCE INDICATORS THAT CAN BE CLEARLY DEFINED AND QUANTIFIED. 6.5.AIM IS SIMILAR TO OBJECTIVE AND IS GENERALLY INDICATIVE OF FOCUSSED DIRECTION. 6.6.IT IS THE DUTY OF THE LOWER DOWN IN STRATEGY HIERARCHY TO MOOT PERFORMANCE INDICATORS THAT WILL SHOW WHETHER OBJECTIVES, AIMS AND GOALS ARE BEING MET OR NOT IN GIVEN FRAMEWORKS OF TIME AND ALSO HELP HIGHER UPS TO DECIDE ON WHAT NEXT TO DO.

7. EVENTS ARE TYPES OF ACTIVITIES THAT ARE TIME BASED CONTINUAL OR SPORADIC BUT SELDOM ON CONTINUOUS BASIS 8. HUMAN ACTIVITIES IN EVENTS HAVE SIMILAR CHARACTERISTICS AS DESCRIBED IN SECTION 3.

8.1.1. Individual 8.1.2. Group 8.1.3. Static 8.1.4. Dynamic 8.1.5. Continuous 8.1.6. Continual 8.1.7. Sporadic

9. ENVIRONMENT ISSUES ARE AS RELEVANT TO EVENTS AS THEY ARE TO OTHER ACTIVITIES

10.IN FACT ENVIRONMENT CONCERNS ARE MORE ACCENTUATED BECAUSE OF

10.1. GATHERING OF LARGE NUMBER OF PEOPLE USING LARGE AMOUNT OF RESOURCES IN A SHORT DURATION OF TIME. THIS ENHANCES NEED FOR GREATER FOCUS

10.2. ON HYGIENE, CONTROL OF POSSIBLE CONTAMINATION AND HEALTH HAZARDS FOR GUESTS, HOSTS AND THE NEIGHBOURHOOD

10.3.

INCREASED POLLUTION IN A SHORT DURATION OF TIME

10.3.1. 10.3.2. 10.3.3. 10.3.4. 10.3.5.

SOUND VISUAL TOUCH SMELL TASTE

10.4. INCREASED WASTE GENERATION IN SHORT TIME AND NEEDING QUICK AND EFIICIENT DISPOSAL 10.5. ALL THE ABOVE NEEDS FOCUSSED SPECIFIC MANAGEMENT OF EVENTS AND THEIR INTERACTIONS WITH THE ENVIRONMENT.