Final Paper Na Sana

CHALLENGES OF EVENT OWNER IN THE LOCALITY OF CABAGAN
ISABELA: AN ANALYSIS ON THE RESILIENCY

MECHANISM IN THE NEW NORMAL
Edron K. Mateo
Erica C. Abuela
Janette G. Corpuz
Lovely B. Lopez
Submitted to the Faculty of the Institute of Business Management

Isabela State University at Cabagan in Partial
Fulfillment of the Requirements
For the Degree
BACHELOR OF SCIENCE IN HOSPITALITY MANAGEMENT
AUGUST 2022
APPROVAL SHEET
In partial fulfilment of the requirements for the Degree of Bachelor of

Science in Hospitality Management, this thesis entitled, CHALLENGES
OF EVENT OWNER IN THE LOCALITY OF CABAGAN ISABELA; AN
ANALYSIS ON THE RESILIENCY MECHANISMS IN THE NEW
NORMAL, prepared and submitted by ERICA C. ABUELA, LOVELY B.
LOPEZ, JANETTE G. CORPUZ, and EDRON K. MATEO is hereby
recommended for approval.
MARI CHRIST B. FRANCISCO

Research Adviser
Date: _______________
Approved by the panel of Oral Examination with a grade of _________.
ANNA MAE R. ESPINOSA, MSHM KATHERINE B.

CAGUIAO, MSHM
Member Member
Date: _______________ Date_____________
AMIENEL C. PAYOYO, MSHM, MBA, LPT GERRY Z. LAGGUI, Ph.D.

Member Dean, IBM
Date: _______________ Date: _____________
Accepted and approved in partial fulfillment of the requirements for the

degree of Bachelor of Science in Hospitality Management.
Noted by:
JOHN MARK M. MAMAUAG, MSHM CLAIRE G. TUMALIUAN, DBM-HM

Research Coordinator Program Chair
Date: _____________ Date: _______________
GERRY Z. LAGGUI, Ph.D.

Dean, IBM
ii
BIOGRAPHICAL SKETCH
On April 6, 2000, the author was born and reared in Tumauini,
Isabela. Mr. Abner L. Abuela and Mrs. Lor C. Abuela are her parents. Aiza
C. Abuela is her older sister, and Abner C. Abuela Jr. is her younger
brother.
She completed her basic schooling at San Mateo and elementary
school at San Mateo Elementary School in 2012. She completed four
years of junior high school and two years of senior high school at Tumauini
National High School with theTechnical-Vocational-Livelihood Track
diploma.She received her diploma in 2018.
She is presently enrolled in the Hospitality Management program at
Isabela State University Cabagan Campus. She is determined to complete
her studies. Erica's interests were reading, viewing various types of
movies, and associating with her friends. "Trust the timing everything
happens for a reason," says the author.
ERICA CORPUZ ABUELA
iii
BIOGRAPHICAL SKETCH
The author was born in San Mateo, Tumauini, Isabela on August
23, 1999. Samuel R. Corpuz is her father, and Maygelyn G. Corpuz is her
mother. Marc G. Corpuz, and Mar G. Corpuz are her two siblings.
She finished her elementary school at San Mateo Elementary
school in 2012. She promptly continues her studies at Tumauini National
High School. She attended school for four years of junior high and two
years of senior high. She was assigned to the Technical-Vocational-
Livelihood Track.
She enrolled at Isabela State University -Cabagan Campus in 2019
to pursue a Bachelor of Science in Hospitality Management degree.
"Silence is the best answer for all questions, smiling is the best reaction in
every situation" says the author.
JANETTE GUIUO CORPUZ
iv
BIOGRAPHICAL SKETCH
The author was born on January 09, 1999. She’s from
Catabayungan, Cabagan, Isabela. Her father’s name is Ferdienand B.
Lopez and her Mother’s name is Lailanie B. Lopez. She was the older
among the five siblings. The names of her siblings are Juana Marie B.
Lopez, Santino B. Lopez, Lyka luddette B. Lopez and Ferdienand B.
Lopez.
She took her elementary education at Catabayungan, Elementary,
School and she graduated in year 2012. She finished her four years Junior
High School with academic track on Humanities and Social Sciencesin
year 2019.
She enrolled at Isabela State University- Cabagan Campus taking
up Bachelor of Science in Hospitality Management. Lovely loves Anime
and Comedy movies and she believes in saying that “Failure is a part of
life, if you don’t fail, you don’t learn, if you don’t learn, you will never learn”
LOVELY BACCAY LOPEZ
v
BIOGRAPHICAL SKETCH
The author was born in Labne, San Miguel, Bulacan on September 24,
1999. He is the first among two children of Ronaldo F. Mateo and Edna K.
Mateo. He finishedelementary education at San Miguel Central School in
2011-2012.
He completed his secondary education at Santo Tomas National
High School, in 2018. For his college degree, he enrolled at Isabela State
University Cabagan Campus taking up Bachelor of Science in Hospitality
Management.
The author has experienced challenges and problems, but he's
strong enough and has a determination to overcome all of it with the help
of his family, friends and Almighty God. Despite of being in a poor family,
he realized that education would help his family and change his life.
EDRON KATIPUNAN MATEO
vi
ACKNOWLEDGEMENT
The researchers would like to convey their deepest thanks and

gratitude to the following individuals who contributed significantly to the
completion of this paper.
To Prof Claire G. Tumaliuan, the researchers' adviser, for guiding

and inspiring them to complete the study as well as for her unfailing
support and patience in reviewing our articles and seeing them through to
completion.
Ms. Mari-Christ B. Francisco, the researchers' subject teacher, for

sharing, mentoring, and instructing them throughout online talks.
To Ms. Rhoda P. Macalalad, the researcher’s critic, for her patience

in handling and analyzing the data for this study.
They are grateful to their parents for their prayers, gracious aid,
loving care, and moral and financial support in completing this research.
To the study’s participants who gave their time in answering the

questionnaires who are vital participants for the completion of this
research.
Above all, thank you to God for your many blessings and wisdom in
weathering the adversities that have enabled this job to be completed.
The Researchers
Abuela Erica C.
Lopez Lovely B.
Corpuz Janette G.
Mateo Edron K.
vii
TABLE OF CONTENTS
Page
TITLE PAGE i
APPROVAL SHEET ii
BIOGRAPHICAL SKETCH iii
ACKNOWLEDGEMENT vii
TABLE OF CONTENTS
viii LIST OF FIGURES
ix LIST OF TABLES
x ABSTRACT
xi
CHAPTERS
I. INTRODUCTION
Background of the Study 1
Statement of the Problem 5
Significance of the Study 6
Scope and Limitations of the Study 7
Definition of Terms 7
II. REVIEW OF RELATED LITERATURE
Related Literatures and Studies 9
Synthesis of Related Literature 19
Gap/s Bridged by the Present Study 23
Theoretical/Conceptual Framework 24
III. METHODOLOGY
Research Design 26
Research Instrument 26
Sampling Procedure 26
Data Gathering Procedures 27
Procedures of Data Analysis 28
IV. RESULTS AND DISCUSSION 29
V. SUMMARY, CONCLUSION AND
RECOMMENDATIONS 36
BIBLIOGRAPHY 40
APPENDICES 45
viii
LIST OF FIGURES
Figure Number Title Page
1 Conceptual Framework 24
ix
LIST OF TABLES
Table Title Page

Number
1 Socio-demographic of the respondents according

to Age 29
to Gender 30
to Educational Attainment 30
to years of operation 31
to their position 31
6 Challenges encountered in Event Management
during pandemic 32
7 Resiliency Mechanisms in Event Management
during pandemic 34
x
ABSTRACT
The process of organizing various public and private events for
social or professional goals is known as event management. Event
managers/owners are responsible for overseeing all the artistic, technical,
and logistical aspects of the planning, organization, and hosting of an
event, which may be a very complicated process.
This study was conducted to evaluate the challenges of event
owners in the locality of Cabagan, Isabela as an analysis on the resiliency
mechanism in the new normal. A self-administered interview questionnaire
was used in order to gather vital information from a total of five (5) events
management owners as respondents of the study.
After the collection, tabulation and analysis of the data, the following
conclusions were drawn:
1. All of the respondents are event owners.
2. Majority of the respondents are Male.
3. Majority of the respondents belong to the age bracket of 20-30.
4. Majority of the respondents’ highest educational attainment was
college level.
xi
5. Majority of the respondents are operating for about 5-10 years in
the event
management business.
6. The respondents Agree to have encountered challenges in event
management during pandemic in terms of human resource
management, location and availability of raw materials
7. The respondents Strongly Agree to have used several resiliency
mechanisms in event management during the pandemic in terms of
human resource management, location and availability of raw
materials
8. Recommendations and suggestions of the respondents were
also taken into consideration. Respondents suggested that events
management industry need to be resilient in the face of obstacles if
they want to prosper in the new normal, event organizers should
use creative planning to advance their enterprise, and event
organizers should be the ones to model and instruct their staff in
resiliency techniques so that they may succeed in the events
management industry.
9. This study also proved that there is no significant difference on
the level of acceptance of the proposed resiliency mechanism.
xii
xiii
CHAPTER I
INTRODUCTION
Structure and Rationale of the Study
Numerous tasks are included in event management to carry out
large-scale events, such as conferences, conventions, concerts, trade
fairs, festivals, and ceremonies. It comprises managing the event's general
logistics, collaborating with workers, and managing the project as a whole
(Woodward, 2020).Managing the budget, the groups of individuals in
charge of each task, and ensuring that the event is carried out are possible
additional responsibilities. Additionally, event managers oversee all
outside contractors and specialists, including event planners.
Event management differs from event planning in that the former
focuses more on project management and works with organizing and
carrying out the event plans, while the latter is more concerned with
coming up with workable event ideas and the activities that will take place
during the events. Although the jobs frequently overlap, event managers
may also be involved in the events' imaginative planning (Indeed Editorial
Team, 2020).
Event managers are responsible for overseeing all the artistic,
technical, and logistical aspects of the planning, organization, and hosting
of an event, which may be a very complicated process. The tasks and
activities that must be completed for successful event management
1
include: developing a workable concept for the event, creating and
finalizing the event script, operating on the audio-visual production,
acquiring the required permits for hosting the event, securing insurance,
choosing and booking a venue, constructing the design layout for booths
and other facilities, adhering to health and safety standards, and
contacting and notifying the appropriate authorities (Indeed Editorial Team,
2022). Events management also entails selecting speakers and
performers, arranging lodging and transportation for attendees, placing
food and drink orders, hiring security for the event, developing emergency
and contingency plans, coordinating the event, controlling the event,
keeping an eye on its ending, and closing the event.
Global markets and numerous industries have been dramatically
disrupted by COVID-19, yet creative minds and industry leaders are
battling to survive and are coming up with new solutions. However, the
tourism and hospitality sectors continue to experience the most hardship.
People are more aware of the potential of disease, and certain countries'
policies regarding travel, entertainment, and event planning are causing a
significant setback and a recessionary edge for these interconnected
industries (Madray, 2020).
Events have had a profound impact on how the Coronavirus
pandemic has been felt and understood globally. However, little is known
about the influence of the pandemic on municipal (i.e., local) authorities as
essential partners in sponsoring, managing, and supervising events, nor
how events have played a role in the opening-up of places (Coles et al,
2022).
2
The world COVID-19 pandemic has had a severe effect on the
experience economy. According to the UN World Tourist Organization
(2021), 2020 was the "worst year in tourism history." The tourism industry
is collectively holding its breath and waiting for development prospects in
light of a 74% decline in international tourist arrivals, falling from 1.5 billion
in 2019 to 381 million in 2020, and a loss of 1 trillion EUR in tourism
exports.
The effects of the pandemic have been lessened by domestic
tourism and government actions to save employment and businesses
(OECD, 2020), but the event sector has been compelled to change its
organizational structure to comply with regional or (inter)national
regulations. This is especially egregious because events and the facilities
they support have taken on significant roles in urban and regional
development strategies, going beyond the event industry's traditional
functions of boosting visitor and resident spending to offer a wide range of
advantages (Kwiatkowski and Oklevik, 2017).
In order to deal with uncertainty and change, businesses need
consider their many business and policy options. This is where resilience
comes in. According to Chandler and Coaffee (2017), resilience is the
"ability to anticipate, respond to, or recover from issues or perturbations
and disruptions." Resilience can be defined in a business context as an
organization's (whether a firm, branch, or sector) capacity to modify its
surroundings and any new conditions in order to lessen the effects of an
incident (Supardi and Hadi, 2020).
3
This research was carried out to assess the challenges of event
management in Cabagan, Isabela. The primary goal of this research is to
examine the resiliency mechanism used by event management owners or
managers to reduce and mitigate the challenges they face.
Event managers face a variety of problems and challenges when it
comes to event management especially during the pandemic. Budget
planning for unforeseen expenses, time management, innovation and
creativity, equipment failure, fresh content, audience engagement and
leaving a lasting impression, back-up plans, and many more are few of the
examples of these. Furthermore, since all organizations are subject to a
diverse, ever-changing, and uncertain environment, the development of
effective resiliency mechanisms is a must.
Hence, the researchers intend to conduct this study geared towards
the aim of determining the challenges encountered in event management
and identify the resiliency mechanisms used by the event managers or
owners who are the respondents of this study.
4
Statement of the Problem
Generally, this study aims to analyze the resiliency mechanisms
adopted by even managers, planners and owners in Cabagan, Isalea to
mitigate the challenges encountered in event management during the new
normal.
Specifically, this study seeks to answer the following questions:
1. What is the socio-demographic profile of the respondents in terms of?
1.1. Age
1.2. Gender
1.3. Educational Attainment
1.4. Year of Operation (Business)
2. What are the challenges encountered of event owner during the
pandemic as perceived by the respondents?
2.1. Human Resources
2.2. Location Management
2.3. Availability of Raw Materials
3. What is the level of the resiliency mechanisms adopted in order to
mitigate the challenges?
5
Significance of the Study
Students – The study’s finding will provide students with knowledge about
the current state of event management, specifically the issues that even
managers face, as well as the resiliency strategies that may be used to
alleviate those challenges.
Teachers – They may acquire insights and ideas from this study which
may help them in imparting knowledge to their students regarding the
different resiliency mechanisms that are being used in pandemic.
School – The results of this study will help the school in improving the
curriculum and in incorporating in the learning process the resiliency
mechanisms that may improve event management during crisis/pandemic
thereby resulting to a more enhance curriculum for students.
School Administrators – The result of this study will enable the school
administrators to have a better perspective on the challenges encountered
by the even management as well as the resiliency mechanisms being
used.
Future Researchers – This study could serve as a basis for the
researchers who wish to tackle the same line of study in the future.
6
Scope and Limitation of the Study
The study will focus on analyzing the resiliency mechanisms used
in mitigating challenges encountered in event management during the new
normal in the municipality of Cabagan, Isabela.
The data of the study will be limited to the challenges encountered
in event management as perceived by the respondents (event managers,
owners and planners), as well as the level of acceptance of the resiliency
mechanisms used to mitigate the challenges.
Definition of Terms
1. Events – is something that happens or is regarded as happening;
an occurrence, especially one of some importance.
2. Events Management - is the creation, design, planning and
execution of social events, both large and small.
3. Event Manager - is responsible for the planning, organisation and
running of entire professional, business or social projects. They
manage every aspect of an event, from choosing the florist, caterer
and photographer, to working closely with clients to smoothly bring
their vision to life.
4. Event Owner - a person, group, or organization responsible for the
hosting or operation of a permitted event.
7
5. Resiliency - is the process and outcome of successfully adapting to
difficult or challenging life experiences, especially through mental,
emotional, and behavioural flexibility and adjustment to external and
internal demands.
6. Mitigation - is the reduction of something harmful or the reduction
of its harmful effects. It may refer to measures taken to reduce the
harmful effects of hazards that remain in potential, or to manage
harmful incidents that have already occurred.
7. Challenges–(the situation of being faced with) something that
needs great mental or physical effort in order to be done
successfully and therefore tests a person’s ability.
8. New Normal - current situation, social custom, etc., that is different
from what has been experienced or done before but is expected to
become usual or typical.
9. Covid-19- a corona virus-based acute respiratory infection that can
be fatal in rare cases and cause severe symptoms in humans,
especially in the elderly and those with underlying medical issues. It
was first discovered in China in 2019, then it spread to other
countries in 2020.
10. Suppliers - a person or organization that provides something
needed such as a product or service.
8
CHAPTER II
REVIEW OF RELATED LITERATURE
This part of the study will discuss and bring to mind the relevant
literature and studies connected with the challenges faced by even
managers and owners during this time of pandemic. Moreover, it will take
into account the resiliency mechanisms being used in order to mitigate the
problems faced.
The Literature
The process of organizing various public and private events for
social or professional goals is known as event management. They might
be big or small events, and they can include press conferences, business
conventions, training seminars, industry conferences, trade exhibitions,
ceremonies, parties, and parties. In order to complete them, event
managers must adhere to the clients' requests, stay below a given budget,
and follow a predetermined timetable. They must work with a variety of
providers to organize the events (Indeed Editorial Team, 2020).
Large-scale corporate meetings and special events are routinely
planned and carried out by event management companies under contract.
Even though sporting events, reunions, and sizable parties can all benefit
from event management, weddings and concerts are two popular
occasions for an event management professional (Woodward,
9
2020).Important events and meetings are coordinated by event
management businesses on behalf of government agencies, nonprofit
organizations, associations, and corporations. The company marketing,
public relations, or special events staffing divisions frequently house the
event management function.
One of the most important contributors to the national economy and
important economic sectors is the events industry. The Events Industry
Council (2018) , estimates that in 2016, the event industry supported 5.9
million employment, $446 billion in GDP, and $104 billion in federal, state,
and local taxes. Notably, the COVID-19 pandemic has had a significant
negative influence on the event business, which is centered on in-person
interactions and public gatherings (Madray, 2020). Given that the bulk of
events have been postponed, recent industry reports show that event
planners have voiced concerns about their financial stability and job
security (Meeting Professional International, 2020).
The Corona virus pandemic has received a great deal of interest
from academics studying arts and culture, as well as tourism, leisure, and
hospitality, including events, as it has been the most disruptive peace-time
occurrence since the Second World War. The nature and scope of the
pandemic's potential negative effects and its transformative potential for
good change were both clearly identified in the first contributions to the
body of knowledge including these crossing activities and industries (Hall
et al., 2019; Sigala, 2020).The pandemic would ban travel, tourism,
cultural activities, and leisure pursuits, including attending events in the
manners they were known in the "old normal" because it was a public
10
health emergency. It was questioned whether production and consumption
patterns would, or even should, return to their pre-pandemic levels after
the outbreak because new social norms and expectations could create a
"new normal" (Ateljevic, 2020; Higgins-Desbiolles, 2020)
The COVID-19 outbreak has put the event business in an unusual
situation. Because of the COVID-19 pandemic's brief length and the lack
of an apparent end in sight, Mohanty et al. (2020), underline to a good
point that the effects of the pandemic cannot yet be fully examined. Due to
the event industry's various linkages to other sectors like tourism,
transportation, lodging, and gastronomy, it is highly unlikely that specific
losses can be calculated (Kalawapudi et al., 2021).The global epidemic,
however, has prompted many businesses to designate resilience as a new
innovation goal (Sigala, 2020).
Resiliency Mechanism
Resilience is defined in the business world as the ability to manage
crises, maintain company operations, and respond to any hazards that an
organization may encounter, including natural catastrophes, cyber threats,
and other risks (IT Governance, 2022). Business resilience is also
correlated with an organization's capacity to change with the environment
and deal with new situations as a result of big disasters.
Resilience is by its very nature multifaceted. Understanding how
businesses and their units continue to produce desired results in the face
of adversity, strain, and major obstacles to adaptation or development can
be gained by addressing the resilience perspective of organizations.
11
Because crises are frequently regarded as unfavorable events that have
the potential to upset a stable system, the idea of organizational resilience
and crisis management are closely intertwined. In times of crisis, an
organization's capacity to recover is crucial (Prayag, 2018).
Thus, we concentrate more on the hospitality and tourism sectors'
resilience to disasters. According to Buultjens et al. (2017), "industry
resilience" in the context of the tourism sector is "the industry's capacity to
deal effectively with disasters and self-inflicted crises in order to maintain...
stability... while also ensuring the flexibility and diversity necessary for
innovation and further development." Numerous studies have documented
the "crippling consequences of crises on tourism," demonstrating a lack of
industry resilience to significant external shocks (Khalid et al., 2020;
Chowdhury et al., 2019).
The tourism and hospitality industries are very labor-intensive
(WTO, 2020), and projections indicate that technology may play a more
significant role in a post-pandemic tourism world, potentially resulting in
further job losses. As a result of associated furloughing and job losses,
there are additional social impacts (Gretzel et al., 2020). Baum et al.
(2020) disagree, arguing that the pandemic's effects on the resilience of
the tourism and hospitality sectors are merely an acceleration of standard
procedures (such as quick staff hiring and firing in response to demand),
made more rapid by the virus's speed and the (in)capability of government
programs to address the social vulnerabilities of the workforce and
communities where tourism is the primary industry.
12
Resource Management
There is truth to the notion that small businesses are among the
hardest hit by the pandemic. And behind these businesses are thousands
of employees and individuals that have been forced into either
underemployment or unemployment (Cailles, 2020).The crisis also
affected working conditions, salaries, and access to social protection in
addition to unemployment and underemployment, with particularly
negative repercussions on certain groups that are more sensitive to
unfavourable labour market results (ILO, 2020).
Staff reductions act as a first line of defense for many organizations
against financial ruin. But when considering layoffs or deciding when and
how to begin recalling workers, corporate executives must think through a
wide range of strategic issues and juggle a maze of federal and state laws
governing pay, benefits, and notice obligations. The choices they make
now will influence how well their firms perform when the economy picks up
(Zeidner, 2020).
Moreover, according to Zeidner (2020), typically, furloughs involve a
reduction in hours worked or a brief period of unpaid leave. However,
individuals who have been furloughed are still counted as employees and
frequently still receive benefits like health insurance. On the other hand,
when an employer announces layoffs, it is generally assumed that the
13
employees won't be returning. Due to the income lost due to the
pandemic, many firms are forced to reduce payroll. However, the choice of
how to do it will have financial and legal repercussions for the company
and its staff.
According to Knight (2020), even in normal circumstances, firing
employees can be challenging; but, in the Covid-19 global health crisis,
the effort is "emotionally and intellectually burdensome." "You're tugged in
many directions" as a manager who must fire a large number of workers:
"Your heart goes out to people, but you have a responsibility to the
organization."
Location Management
Since no single measure is totally successful, the use of a variety of
workplace controls and public health measures in a layered approach is a
must to give workers and attendees the maximum level of protection
possible. However, it is advised to take caution not to exacerbate existing
workplace safety issues or introduce new ones (CCOHS, 2021).
Hosting live events is one of the most difficult obstacles that
COVID-19 has presented to industry, among the many other challenges.
To keep people safe and healthy, many large events were postponed or
cancelled because of the virus's potential to spread (Peek, 2022).
Numerous business activities have undoubtedly been stopped in
their tracks by COVID-19. To reduce the spread of the virus, the
Philippines initially imposed tight quarantine regulations that restricted
14
people's movements and forbade large gatherings of people. In light of
this, COVID-19 will have an excessively negative impact on the events
industry alone. When it comes to coping with social estrangement and a
lot of new things with the new normal, the sector is anticipated to confront
even greater hurdles (Cailles, 2020).
Mass gatherings are occasions where a large number of people
congregate in one place for a predetermined amount of time with a
predetermined goal, potentially placing a strain on the host nation's or
community's planning and response capacities (WHO, 2022).Mass
gatherings can congregate at a single event or at a number of events held
at various locations. They can range in size and duration, be either public
or private, scheduled or unplanned, ongoing or one-time. Mass gatherings
can take many different forms, from big conferences and meetings to
sporting, musical, and entertainment events as well as commercial or
religious gatherings. Some health actions, including mass immunization
drives or medicine distributions, can also be categorized as large-scale
gatherings.
The difficulty for event planners is to organize an event that
accomplishes its objectives while ensuring the safety of its attendees.
While making sure that the event will be interesting and successful, venue
organizers and event planners must implement a set of health and safety
procedures used by the LGU through the venues. Additionally, there is a
chance of transmission, particularly in enclosed areas. Fortunately, a
uniformed approach to cooperation and engagement with all significant
event participants may make this achievable. The implementation of all
15
safety regulations necessary for the venue should strike a delicate balance
with ensuring that attendees gain from the event's inherent benefits
(Cailles, 2021).
According to an analysis of large-scale events held by the World
Health Organization (2022) around the world in 2020 and 2021, the
following are the most significant variables linked to an increased risk of
SARS-CoV-2 transmission: duration - risk grows with the duration of the
event, or with the duration of attendees' stay at the event, especially in the
case of multiple days; location - risk is higher in indoor venues than in
outdoor venues; and compliance with precautionary measures – risk
associated with increased risk of SARS-CoV-2 transmission in conjunction
with such number of people.
Indoor spaces should be properly ventilated; typically, the more
enclosed a place is, the more ventilation is required. Consult a heating,
ventilation, and air conditioning (HVAC) expert for guidance on how to
boost air exchanges per hour, decrease or eliminate recirculated air, learn
about available upgrades to air filtration and disinfection, and learn about
HVAC system maintenance and cleaning. Make sure that cooling or air-
circulation fans do not divert airflow from one person to another. Consider
using portable air filtration systems with high-efficiency particulate (HEPA)
filters if ventilation cannot be made better (CCOHS, 2021).
Physical distancing entails keeping a safe distance from others (at
least 2 meters in all directions), avoiding unnecessary face-to-face
16
interactions, and limiting interactions to the fewest, shortest interactions
feasible.
In addition to the prescribed proper distance that must be followed,
organizers must make sure that additional supplies are made available in
addition to what the site offers in general areas. Ample alcohol and other
disinfecting solutions must always be available at all times, according to
event managers and organizers. This will be helpful even if some
attendees forget to bring their own stuff (Cailles, 2021).
Availability of Raw Materials
The process of assuring the safe and prompt delivery of everything
from raw materials to finished consumer goods as they move from
producers and suppliers to wholesalers, retailers, and other distribution
locations is known as global supply chain management. Cost savings,
efficiency gains, and risk reduction are the three main objectives of supply
chain management (Maryville University, 2022).
The widespread corona virus epidemic has largely impacted the
worldwide manufacturing and supply chain system. The majority of
industrial managers and policymakers are looking for appropriate methods
and policies to overhaul production patterns and satisfy customer demand.
According to viewpoints on the global supply chain, the majority of raw
materials are imported from China and other developing Asian countries.
The majority of the distribution and transportation networks connecting
suppliers, manufacturing sites, and customers have been disrupted by the
COVID-19 epidemic (Kumar et al., 2020).
17
Businesses that import raw materials and finished items from China
encountered a lack of stock as a result of closures when the corona virus
was first discovered there. There are fewer materials available; hence
fewer things can be produced. Shipping times increased while people
waited for products to become available as many businesses battled to
keep up with demand (Fallon, 2022).
The pandemic has severely damaged the food and beverage
industry, reducing operational capacity "from farm field to consumer," as
processing, packaging, and distribution are more expensive due to new
rules mandated by COVID-19, and stay-at-home orders have driven
plummeting demand for food service at restaurants (Maryville University,
2022).
To stay in business and expand their consumer base, many
organizations changed the goods and services they offered as well as how
they distributed them. Restaurants that once served diners overnight
began serving takeout, manufacturers signed extensions to their contracts
with suppliers, and small businesses changed course by extending their
offerings in response to backorders. Even though the world's supply
chains have partially stabilized since the pandemic's start, it's crucial for
both small and large enterprises to have a backup supply chain strategy in
place to be ready for any unforeseen circumstances in the future (Fallon,
2022).
18
Synthesis of the Reviewed Literature
According to the several authors cited above, the process of
organizing various public and private events for social or professional
goals is known as event management. They might be big or small events,
and they can include press conferences, business conventions, training
seminars, industry conferences, trade exhibitions, ceremonies, parties,
and parties (Indeed Editorial Team, 2020).
It has also been cited by Madray (2020) that, one of the most
important contributors to the national economy and important economic
sectors is the events industry. Important events and meetings are
coordinated by event management businesses on behalf of government
agencies, nonprofit organizations, associations, and corporations. The
company marketing, public relations, or special events staffing divisions
frequently house the event management function (Woodward, 2020).
However, Mohanty et al. (2020) stated that, the COVID-19 outbreak
has put the event business in an unusual situation. Because of the
COVID-19 pandemic's brief length and the lack of an apparent end in
19
sight, Mohanty et al. (2020), underline to a good point that the effects of
the pandemic cannot yet be fully examined. Due to the event industry's
various linkages to other sectors like tourism, transportation, lodging, and
gastronomy, it is highly unlikely that specific losses can be calculated
(Kalawapudi et al., 2021).The global epidemic, however, has prompted
many businesses to designate resilience as a new innovation goal (Sigala,
2020).
In terms of resilience, it is defined in the business world as the
ability to manage crises, maintain company operations, and respond to
any hazards that an organization may encounter, including natural
catastrophes, cyberthreats, and other risks (IT Governance, 2022).
Business resilience is also correlated with an organization's capacity to
change with the environment and deal with new situations as a result of
big disasters.
In addition to this, according to Buultjens et al. (2017), "industry
resilience" in the context of the tourism sector is "the industry's capacity to
deal effectively with disasters and self-inflicted crises in order to maintain...
stability... while also ensuring the flexibility and diversity necessary for
innovation and further development."
There are also several authors cited above who focused on
resource management during pandemic. According to Cailles (2020), there
is truth to the notion that small businesses are among the hardest hit by
the pandemic. And behind these businesses are thousands of employees
20
and individuals that have been forced into either underemployment or
unemployment.
Zeidner (2020) stated that, staff reductions act as a first line of
defense for many organizations against financial ruin. Typically, furloughs
involve a reduction in hours worked or a brief period of unpaid leave.
However, individuals who have been furloughed are still counted as
employees and frequently still receive benefits like health insurance.On
the other hand, when an employer announces layoffs, it is generally
assumed that the employees won't be returning. Due to the income lost
due to the pandemic, many firms are forced to reduce payroll. However,
the choice of how to do it will have financial and legal repercussions for the
company and its staff.
In terms of location management, Peek (2022) stated that, hosting
live events is one of the most difficult obstacles that COVID-19 has
presented to industry, among the many other challenges. To keep people
safe and healthy, many large events were postponed or cancelled
because of the virus's potential to spread.
Moreover, according to Cailles (2021), the difficulty for event
planners is to organize an event that accomplishes its objectives while
ensuring the safety of its attendees. While making sure that the event will
be interesting and successful, venue organizers and event planners must
implement a set of health and safety procedures used by the LGU through
the venues.
21
According to CCHOS (2021), in terms of location management,
indoor spaces should be properly ventilated; typically, the more enclosed a
place is, the more ventilation is required and always make sure that
cooling or air-circulation fans do not divert airflow from one person to
another. In addition to this, it was also cited that physical distancing entails
keeping a safe distance from others (at least 2 meters in all directions),
avoiding unnecessary face-to-face interactions, and limiting interactions to
the fewest, shortest interactions feasible.
Moreover, Cailles (2021) added that, in addition to the prescribed
proper distance that must be followed, organizers must make sure that
additional supplies are made available in addition to what the site offers in
general areas. Ample alcohol and other disinfecting solutions must always
be available at all times, according to event managers and organizers.
This will be helpful even if some attendees forget to bring their own stuff.
In terms of the availability of raw materials, Kumar et al. (2022)
stated that, the widespread coronavirus epidemic has largely impacted the
worldwide manufacturing and supply chain system. The majority of
industrial managers and policymakers are looking for appropriate methods
and policies to overhaul production patterns and satisfy customer demand.
Fallon (2022) also added that, businesses that import raw materials
and finished items from China encountered a lack of stock as a result of
closures when the coronavirus was first discovered there. There are fewer
materials available; hence fewer things can be produced. Shipping times
22
increased while people waited for products to become available as many
businesses battled to keep up with demand.
Moreover, according to Fallon (2022), to stay in business and
expand their consumer base, many organizations changed the goods and
services they offered as well as how they distributed them. Restaurants
that once served diners overnight began serving takeout, manufacturers
signed extensions to their contracts with suppliers, and small businesses
changed course by extending their offerings in response to backorders.
Even though the world's supply chains have partially stabilized since the
pandemic's start, it's crucial for both small and large enterprises to have a
backup supply chain strategy in place to be ready for any unforeseen
circumstances in the future.
Gap/s Bridged by the Present Study
The previous studies cited in this study’s review of related literature
focused on the challenges and resiliency mechanisms that were utilized by
the authors in facing the event management industry in the new normal.
This study will be able to address the concerns and needs
regarding the management of events affected by the Covid-19 outbreak.
This study will also determine the resiliency mechanisms that the event
manager/s or owner/s utilized in overcoming the challenges they faced
during the pandemic.
23
Theoretical/Conceptual Framework
INPUT PROCESS OUTPUT

1. Demographic profile of
the participants in terms
of:
1.1. Age
1.2. Gender
1.3. Educational
Attainment
1.4. Year of Operation 1. Assessment of the Mitigated the challenges
(Business) variables through the encountered through the
conduct of survey. resiliency mechanisms
2. What are the challenges
encountered in event
that are being proposed
2. Analysis of data. by the researchers.
management during the
pandemic as perceived by
the respondents?
2.1. Human Resources
2.2. Location
Management
2.3. Availability of Raw
Materials
3. What is the level of 24
the resiliency
mechanisms adopted in
order to mitigate the
FEEDBACK
Figure 1. The Research Paradigm
The figure above depicts the study’s conceptual framework where
the inputs are the socio-demographic profile of the respondents such as
their age, gender, educational attainment and the year of operation of their
business. The input stage also includes the challenges encountered in
event management, the level of acceptance of the resiliency mechanisms
as well as the proposed resiliency mechanisms.
On the process stage is the assessment of the variables through
the conduct of survey and the analysis of data afterwards. Lastly, on the
output stage, the mitigated challenges encountered through the resiliency
mechanisms that are being proposed by the researchers.
25
Hypothesis of the Study
Ha: There is a significant difference on the level of acceptance of the
proposed resiliency mechanism.
H0: There is no significant difference on the level of acceptance of the
proposed resiliency mechanism.
CHAPTER III
RESEARCH METHODOLOGY
This chapter presents the research design, selection and the
description of the respondents, data gathering procedure and data
gathering instrument and statistical treatment of data.
RESEARCH DESIGN
In this study, descriptive survey method was used. Descriptive
research was used to characterize the features of a population or
phenomenon under investigation. It does not address how/when/why
the qualities developed.
THE RESEARCH INSTRUMENT
26
The instrument that was used was a survey consisting of
socio-demographic profiles of the respondents, the assessments of
the 5 participants in their perception regarding the challenges
encountered in event management as well as the mitigation through
resiliency mechanisms that will be adopted by them.
SAMPLING PROCEDURES
The research participants in this study were event managers, event
owners and their employees in the municipality of Cabagan, Isabela. The 5
respondents were selected using Simple Random Sampling Technique.
The researchers made use of a survey questionnaire which was handed
out to the respondents in a natural setting. Prior to this, the researchers
first explained the objectives of the study to the respondents and asked for
their permission to participate in the study.
DATA GATHERING PROCEDURES
A closed-ended questionnaire was used for data collection
through the construction of a standardized survey questionnaire.
Following the content analysis, a closed-ended questionnaire
was used, with a set of response possibilities from which a participant
will have to choose. For categorical characteristics such as age,
gender, and others, the categories were listed, and participants were
able to select the one to which they belong. A rating scale is
frequently offered for quantitative variables. A rating scale is an
ordered set of responses from which participants must select one. On
27
a standard rating scale, there are three to eleven response
possibilities. The researchers made use a four-point Likert scale in
this investigation.
PROCEDURES OF DATA ANALYSIS
A scientific presentation, data analysis, and interpretation were
conducted by the researcher by utilizing statistical measurements which
are as follows:
 The data collected on the respondents’ socio-demographic profile
were tabulated and presented in frequency counts and percentage.
 The significant difference on the level of acceptance of the
proposed resiliency mechanism were analysed statistically using
the z-test.
 The following scales were used to assign descriptive interpretations
using the Likert-scale:
28
Numerical Value Mean Range Description
4 3.25 - 4.00 Strongly Agree

3 2.50 - 3.24 Agree
2 1.75 - 2.49 Disagree
1 1.00-1.74 Strongly Disagree
CHAPTER IV
RESULTS AND DISCUSSION
This chapter presents the results and discussions of this study. This
study looked into the challenges of event owners in the locality of Cabagan
Isabela as an analysis on the resiliency mechanism in the new normal.
Part 1. Socio-demographic Profile of the Respondents
Table 1. Socio-demographic profile of the respondents according to Age
AGE BRACKET FREQUENCY PERCENTAGE
29
DISTRIBUTION
20-30 3 60%
31-41 0 0
42-52 2 40%
53-63 0 0
64-74 0 0
TOTAL 5 100%
Table 1 presents the distribution of the respondents’ age with an interval of 10
years. The highest percentage of respondents (3, 60%) came from the age
bracket of 20-30 and the other 2 (40%) respondents belong to the age bracket of
42-52. There are a total of 5 respondents who participated for this study.
Table 2. Socio-demographic profile of the respondents according to Gender
GENDER FREQUENCY PERCENTAGE

DISTRIBUTION
Male 4 80%
Female 1 20%
TOTAL 5 100%
Table 2 presents the distribution of the respondents according to their
gender. Results show that majority (4, 80%) of the respondents were Male and
the remaining (20%) respondent is Female.
30
Table 3. Socio-demographic profile of the respondents according to
Educational Attainment
Educational FREQUENCY PERCENTAGE

Attainment DISTRIBUTION
Grade School 0 0
High School Level 0 0
High School 0 0
Graduate
College Level 2 40%
Bachelor’s Degree 3 60%
Master’s Degree 0 0
TOTAL 5 100%
Table 3 present the highest educational attainment of the respondents of the
study. Results show that 3 (60%) of the respondents were Bachelor’s degree
holder and the other 2 (40%) were able to reach College Level.
Table 4. Socio-demographic profile of the respondents according to years
of operation
Years of operation FREQUENCY PERCENTAGE

DISTRIBUTION
5-10 Years 3 60%
11-15 Years 1 20%

16-20 Years 1 20%
TOTAL 5 100%
Table 4 presents the distribution of the respondents according to the years of
operation of their business. Results show that, 3 (60%) of the respondents are
31
operating for 5-10 years, one (20%) of the respondents are operating for 11-15
years and one (20%) of the respondents are operating for 16-20 years.
Table 5. Socio-demographic profile of the respondents according to their
position
Position FREQUENCY PERCENTAGE

DISTRIBUTION
Owner 5 100%
Employee 0 0
TOTAL 5 100%
Table 5 presents the distribution of the respondents according to their
position. Results shows that all (5, 100%) of the respondents are owners
of events management.
Part II
CHALLENGES ENCOUNTERED WEIGHTED MEAN &

DESCRIPTION
Human Resource Management

1. Layoff of workers 3 Agree
2. Retained few numbers of workers/ understaffed 2.8 Agree
3. Inadequate budget for salary & benefits 2.6 Agree
Location
4. Restrictions in conducting local events because 3 Agree
of lockdowns
5. Closed hotels and short-term rentals 3 Agree
6. Limited guests 3.4 Strongly
32
Agree
7. Limitation on event activities 3.6 Strongly

Agree
8. Restrictions of venues in regards to unvaccinated 3.4 Strongly

individuals Agree
9. Safety and security of attendees/participants 3.6 Strongly

Agree
10. Sudden cancellation of events due to lockdowns 3.4 Strongly

Agree

11. Availability of stocks and materials needed in 3.4 Strongly
the event Agree
OVERALL MEAN 3.2 Agree
Table 6. Challenges encountered in Event Management during
pandemic
Table 6 presents the challenges encountered by the events owners in
events management during pandemic. In terms of Human Resource
Management, respondents Agree that they have to lay off their workers.
Respondents also Agree that they did retained few numbers of workers/
understaffed and also Agree that they did have inadequate budget for
salary & benefits.
In terms of location, respondents both Agree that they encountered
challenges since there has been restrictions in conducting local events
because of lockdowns as well as challenges because of closed hotels and
short-term rentals. In addition to this, respondents Strongly Agree to have
faced challenges in terms of limited guests, limitation on event activities,
restrictions of venues in regards to unvaccinated individuals, safety and
33
security of attendees/participants, and sudden cancellation of events due
to lockdowns.
In terms of the availability of raw materials, respondents Strongly
Agree to have encountered challenges in the availability of stocks and
materials needed in the event.
Overall results show that the respondents do Agree that they did
encounter challenges in event management during pandemic.
Part III
Table 7. Resiliency Mechanisms in Event Management during the

Pandemic
RESILIENCY MECHANISMS WEIGHTED MEAN &

DESCRIPTION

1. Staggering working hours for employees if 2.6 Agree
possible
2. Build a team who will oversee the Planning, 2.4 Disagree
Operations, Organizing, Implementation and
controlling functions
34
3. Keep staff and teams organized and 3.4 Strongly
knowledgeable Agree
4. Identify client’s priority to make adjustments 3.8 Strongly

Agree
5. Knowledge on the platforms used on virtual 3.2 Agree

events
6. Confirm sponsors, exhibitors and speakers too 3 Agree
add value on events
Location
7. Continual sanitation of workplace and event 3.4 Strongly
location Agree
8. Alternative locations in case of sudden lockdowns 3 Agree

or cancellation of event’s location
9. Secure event location. 3.8 Strongly
Agree
10. Venues must communicate health and safety 3.8 Strongly

protocol. Agree

11. Have alternative supplier/s or order/s to avoid 4 Strongly
conflicts. Agree
12. Incorporate website in promoting and marketing 3.4 Strongly

the event Agree
OVERALL MEAN 3.32 Strongly

Agree
Table 7 presents the resiliency mechanisms used by the events owners in
event management during the pandem ic. In terms of human resource
management, respondents Agree in operating staggering working hours for
employees. On the other hand, respondents Disagree to build a team who
will oversee the Planning, Operations, Organizing, Implementation and
controlling functions. Meanwhile, respondents Strongly Agree in keeping
staff and teams organized and knowledgeable as well as identifying
client’s priority to make adjustments as resiliency mechanisms.
Respondents do Agree that it is a must to have knowledge on the
35
platforms used on virtual events and to confirm sponsors, exhibitors and
speakers too add value on events as part of their resiliency mechanisms.
In terms of location, respondents Agree that they need to have
alternative locations in case of sudden lockdowns or cancellation of
event’s location. In addition to this, respondent Strongly Agree to have
continual sanitation of workplace and event location, secure event
location, and for venues to communicate health and safety protocol as part
of their resiliency mechanism.
Lastly, in terms of the availability of raw materials, respondents
Strongly Agree to have alternative supplier/s or order/s to avoid conflicts
and to incorporate website in promoting and marketing the event.
Overall results show that the respondents Strongly Agree that they
did use several resiliency mechanisms in terms of human resource
management, location and availability of raw materials in event
management during the pandemic.
CHAPTER V
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary
This study was conducted in order to determine the challenges
encountered by the event owners in the locality of Cabagan Isabela as an
analysis on the resiliency mechanism in the new normal.
36
Socio-demographic Profile of the Respondents
There were a total of 5 respondents for this study in the locality of
Cabagan, Isabela. All of the respondents were events business owners.
Four (80%) out of five of the respondents were Male and only one (20%)
respondent is Female.
In terms of their age, three (60%) of the respondents belong to the
age bracket of 20-30 and the other two (40%) respondents belong to the
age bracket of 42-52.
As for the respondents’ highest educational attainment, three (60%)
respondents were able to reach college level while the other two (40%)
respondents were able to finish bachelor’s degree.
In terms of the respondents’ years of operation in the events
management business, three (60%) of the respondents are operating for
about 5-10 years, one (20%) of the respondents are operating for about
11-15 years and one (20%) of the respondents are operating for about 16-
20 years.
Challenges encountered in Event Management during pandemic
Overall results show that the respondents do Agree that they did
encounter challenges in event management during pandemic in terms of
human resource management, location and availability of raw materials
with an overall weighted mean of 3.2.
37
Resiliency Mechanisms in Event Management during the Pandemic
Overall results show that the respondents Strongly Agree that they
did use several resiliency mechanisms in event management during the
pandemic in terms of human resource management, location and
availability of raw materials with an overall weighted mean of 3.32.
Conclusions
After the collection, tabulation and analysis of data, the following
conclusions were drawn:
1. All of the respondents are event owners.
2. Majority of the respondents are Male.
3. Majority of the respondents belong to the age bracket of 20-30.
38
4. Majority of the respondents’ highest educational attainment was college
level.
5. Majority of the respondents are operating for about 5-10 years in the
events management business.
6. The respondents Agree to have encountered challenges in event
management during pandemic in terms of human resource management,
location and availability of raw materials
7. The respondents Strongly Agree to have used several resiliency
mechanisms in event management during the pandemic in terms of
human resource management, location and availability of raw materials
Recommendations
Based on the data gathered in this study, the following recommendations
were derived:
1. Businesses in the events management industry need to be resilient in
the face of obstacles if they want to prosper in the new normal.
39
2. The number of businesses, such as those managing events, has
decreased as a result of the pandemic, thus event organizers should use
creative planning to advance their enterprise.
3. To further advance this area of study, future researchers should delve
deeper into the difficulties that the event owners encountered during the
pandemic as well as the resiliency strategies that they employed.
4. There should be more research done in order to comprehend the
difficulties that events management faces in this shifting world of the "new
normal" because it plays such an important role in the entertainment
sector.
5. Since event organizers are those who will be most impacted by the
difficulties of the new normal, they should be the ones to model and
instruct their staff in resiliency techniques so that they may succeed in the
events management industry.
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45
APPENDICES
LIST OF APPENDICIES
APPENDIX A
46
Republic of the Philippines
ISABELA STATE UNIVERSITY
Cabagan, Isabela
INSTITUTE OF BUSINESS MANAGEMENT
June 23, 2022
CLAIRE G. TUMALIUAN, DBM-HM

Chair, HM Program
Institute of Business Mangement
Isabela State University – Cabagan campus
Dear Ma’am,
The undersigned would like to inform you of our progress in our Thesis Writing 2
subject with our thesis title tiled “CHALLENGES OF EVENT OWNER IN THE
LOCALTY OF CABAGAN, ISABELA : AN ANALYSIS OF RESILIENCY
MECHANISMS IN THE NEW NORMAL,” and we are at the phase of floating our
questionnaires to our intended participants , the Event Owner of Cabagan,
Isabela . On this note, we would like seek permission from your office to conduct
the said activity. Rest assured that all data collected was treated with utmost
sensitivity and care.
Hoping for kind approval. Thank you very much!
Yours Sincerely,
EDRON K. MATEO
ERICA C. ABUELA
LOVELY B. LOPEZ
JANETTE G.CORPUZ
Reviewed by:
KATHLEEN MAE G. LOPEZ
MARI CHRIST B. FRANCISCO MBA

Research adviser
Noted by:
Chair, HM Program
APPENDIX B
47
ISABELA STATE UNIVERSITY
Cabagan Campus 3328
INSTITUTE OF BUSINESS MANAGEMENT
July 19, 2022
HON. CHRISTOPHER A. MAMAUAG

Mayor
Municipality of Cabagan
Dear sir,
Greetings of Peace and Prosperity
The undersigned are the 4 th year students of the Hospitality Management

Program at Isabela State University, Cabagan Campus and currently
enrolled in our Hospitality Research 2 .
In this connection, we would like to seek permission in your good office to

please allow us to get the list of Event owners and profile of establishment
in your Municipality. As this will be use for conducting of our research with
the tittle “CHALLENGES OF EVENT MANAGEMENT IN THE LOCALITY
OF CABAGAN, ISABELA: AN ANALYSIS OF THE RESILIENCY
MECHANISMS IN THE NEW NORMAL”
Looking forward for affirmative response and support from your good
office.
Thank you in advance and more power in Municipality of Cabagan.
Respectfully yours,
EDRON K. MATEO
ERICA C. ABUELA
LOVELY B. LOPEZ
JANETTE G. CORPUZ
Researchers
Noted by:

Chair, HM Program
APPENDIX C
QUESTIONNAIRE
48
Challenges of Event Management in the Locality of Cabagan, Isabela:
An Analysis on the Resiliency Mechanisms in the New Normal
Part I. Socio-demographic Profile

Instruction: Please check the box which best describes your answer.
Name:
______________________________________________________
Age: _____ Year of Operation: ____________
Position:__________
Gender: ____ Male _____ Female
Highest Educational Attainment
Grade School
High School Level
High School Graduate
College Level
Bachelor’s Degree
Master’s Degree
Part II. Challenges encountered in Event Management during

pandemic
Instruction: Please put a check (√) mark on the box that best describes
your answer as an indication of agreement to the statements below in
terms of challenges encountered in even management during pandemic.
Scale description: 4 – Strongly Agree 3- Agree 2- Disagree 1-

Strongly Disagree
CHALLENGES ENCOUNTERED 4 3 2 1
1. Layoff of workers
2. Retained few numbers of workers/ understaffed
3. Inadequate budget for salary & benefits
Location
4. Restrictions in conducting local events because of
lockdowns
5. Closed hotels and short-term rentals
6. Limited guests
7. Limitation on event activities
8. Restrictions of venues in regards to unvaccinated
individuals
9. Safety and security of attendees/participants
49
10. Sudden cancellation of events due to lockdowns
11. Availability of stocks and materials needed in the event
Part II. Resiliency Mechanisms in Event Management during the

Pandemic
Instruction: Please put a check (√) mark on the box that best describes
your answer as an indication of agreement to the statements below in
terms of challenges encountered in even management during pandemic.
Scale description: 4 – Strongly Agree 3- Agree 2- Disagree 1-

Strongly Disagree
RESILIENCY MECHANISMS 4 3 2 1
1. Staggering working hours for employees if possible
2. Build a team who will oversee the Planning, Operations,
Organizing, Implementation and controlling functions
3. Keep staff and teams organized and knowledgeable
4. Identify client’s priority to make adjustments
5. Knowledge on the platforms used on virtual events
6. Confirm sponsors, exhibitors and speakers too add
value on events
Location
7. Continual sanitation of workplace and event location
8. Alternative locations in case of sudden lockdowns or
cancellation of event’s location
9. Secure event location.
10. Venues must communicate health and safety protocol.
11. Have alternative supplier/s or order/s to avoid conflicts.
12. Incorporate website in promoting and marketing the
event
50

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CHALLENGES OF EVENT OWNER IN THE LOCALITY OF CABAGAN

ISABELA: AN ANALYSIS ON THE RESILIENCY

Submitted to the Faculty of the Institute of Business Management

BACHELOR OF SCIENCE IN HOSPITALITY MANAGEMENT

In partial fulfilment of the requirements for the Degree of Bachelor of

MARI CHRIST B. FRANCISCO

Approved by the panel of Oral Examination with a grade of _________.

ANNA MAE R. ESPINOSA, MSHM KATHERINE B.

AMIENEL C. PAYOYO, MSHM, MBA, LPT GERRY Z. LAGGUI, Ph.D.

Accepted and approved in partial fulfillment of the requirements for the

JOHN MARK M. MAMAUAG, MSHM CLAIRE G. TUMALIUAN, DBM-HM

GERRY Z. LAGGUI, Ph.D.

On April 6, 2000, the author was born and reared in Tumauini,

She completed her basic schooling at San Mateo and elementary

school at San Mateo Elementary School in 2012. She completed four

National High School with theTechnical-Vocational-Livelihood Track

diploma.She received her diploma in 2018.

She is presently enrolled in the Hospitality Management program at

Isabela State University Cabagan Campus. She is determined to complete

her studies. Erica's interests were reading, viewing various types of

happens for a reason," says the author.

ERICA CORPUZ ABUELA

The author was born in San Mateo, Tumauini, Isabela on August

She finished her elementary school at San Mateo Elementary

school in 2012. She promptly continues her studies at Tumauini National

years of senior high. She was assigned to the Technical-Vocational-

She enrolled at Isabela State University -Cabagan Campus in 2019

to pursue a Bachelor of Science in Hospitality Management degree.

every situation" says the author.

JANETTE GUIUO CORPUZ

The author was born on January 09, 1999. She’s from

Catabayungan, Cabagan, Isabela. Her father’s name is Ferdienand B.

Lopez, Santino B. Lopez, Lyka luddette B. Lopez and Ferdienand B.

She took her elementary education at Catabayungan, Elementary,

High School with academic track on Humanities and Social Sciencesin

She enrolled at Isabela State University- Cabagan Campus taking

up Bachelor of Science in Hospitality Management. Lovely loves Anime

LOVELY BACCAY LOPEZ

Mateo. He finishedelementary education at San Miguel Central School in

He completed his secondary education at Santo Tomas National

University Cabagan Campus taking up Bachelor of Science in Hospitality

The author has experienced challenges and problems, but he's

EDRON KATIPUNAN MATEO

The researchers would like to convey their deepest thanks and

To Prof Claire G. Tumaliuan, the researchers' adviser, for guiding

Ms. Mari-Christ B. Francisco, the researchers' subject teacher, for

To Ms. Rhoda P. Macalalad, the researcher’s critic, for her patience

To the study’s participants who gave their time in answering the

Figure Number Title Page

Table Title Page

1 Socio-demographic of the respondents according

The process of organizing various public and private events for

social or professional goals is known as event management. Event

managers/owners are responsible for overseeing all the artistic, technical,

and logistical aspects of the planning, organization, and hosting of an

event, which may be a very complicated process.

This study was conducted to evaluate the challenges of event

owners in the locality of Cabagan, Isabela as an analysis on the resiliency

mechanism in the new normal. A self-administered interview questionnaire

management owners as respondents of the study.

conclusions were drawn:

1. All of the respondents are event owners.

2. Majority of the respondents are Male.

3. Majority of the respondents belong to the age bracket of 20-30.