Event Administration

Event Management Company

Management is a term that we hear very often these days. Simply stated, management can be interpreted as an act or the art of managing. More completely, management can also be interpreted as an art to manage or direct others to achieve the main goals of the organization or company, through the process of planning (planning), organizing (organizing), implementing (actuating) and managing (controlling) resources that exist effectively and efficiently.

In this case, efficient is defined as getting the expected results with the least input needs, while effective is interpreted as the easiest and fastest way to achieve goals.

Management function

The management function includes several things, namely:

Planning (Planning)

Planning (planning) is a management function which includes determining the direction of the company's goals, designing the strategies needed to achieve the specified goals and developing plans to coordinate the activities needed to carry out these strategies. Planning is very important because without planning, all the required management functions will not work.

In planning, there are several things that must be considered, namely:

• Specific: a plan must have clear goals and objectives, including the limits of the scope of the objectives to be achieved
• Measurable: planning must have a measurable level of success in order to know its performance both periodically and at the end of the implementation period
• Achievable: planning must include plans that can be achieved, not just fictitious
• Realistic: planning must consider the capabilities and resources possessed, balance between the current situation and the intended expectations in the future
• Time: planning must have a clear deadline for completion, so that at the end of the time an assessment and evaluation can be carried out to determine whether the implementation of the plan has been carried out according to expectations or not.

Organizing (Organizing)

Organizing (organizing) is a management function when a manager arranges the structure of the work for each person, such as determining the tasks that must be done, the right work process, and determine who will do the task. In companies, organizing is usually arranged in the form of organizational bodies or organizational structures, which are then broken down into individual positions.

Actuating

Implementation (actuating) is a function in management in the form of an action to ensure that the planning that has been done can be carried out in accordance with the expected goals,

In the implementation function, efforts to mobilize all people at all levels of the organization are needed so that cooperation between all levels of the organization can be created. All members of the organization must be aware of their respective duties, responsibilities and roles and carry them out as well as possible so that the expected goals can be achieved.

Controlling

Supervision (controlling) is a management function that aims to make observations, assess performance in implementation, and take corrective actions needed to improve organizational performance to achieve goals. Supervision has several main functions, including: preventing deviations from planning, correcting mistakes in implementation, and cracking down on the abuse of power in the organization.

Management Level

Managers can be interpreted as members of an organization that carries out management functions, by coordinating and supervising the work of other workers so as to achieve the expected organizational goals. Traditionally, the level of management or manager can be divided into three classifications, namely:

1. First-line Manager

Is the lowest level in the classification of management? At this management level, managers have a duty to manage the work of workers outside the managerial level, which includes people who do work in the field of production and service to customers. In addition, first-line managers must also account for the work of the employees they lead to middle-line managers.

2. Middle-line Managers

Is a level in the classification of management that bridges between the first-line managers level with top manager? In addition, middle-line managers are tasked with managing the work of first-line managers and holding them accountable to top managers.

3. Top Manager

Is the highest level of management in the organizational structure, and has the responsibility in making organizational decisions and preparing plans and goals to be achieved by the company.

Management Expertise

The higher the level of managers, the expected outputs or results of their roles are more in the form of ideas, concepts and planning, while increasingly downward, the expected outputs are generally more in the form of actions or technical matters needed to ensure the operation of the organization's operations or company. More fully, the expertise needed is divided into three, namely:

• Technical skills, is knowledge of the techniques and skills needed to carry out the work.
• Human skills, is the knowledge and ability to work well with everyone, and foster relationships with all levels of the organization.
• Conceptual skills, is the ability to express ideas and concepts about abstract and complex situations that must be faced by organizations as a whole.

Management Role

The role of management can basically be interpreted as actions or activities that must be carried out by managers in carrying out their duties to ensure that the objectives of the company or organization can be achieved. In general the role of management can be divided into three namely:

1. Interpersonal role

The interpersonal role includes the relationship between the manager and the people around him in order to supervise and direct the task. This role is further divided into three namely:

• Leader symbol / figure head: the manager's role as a symbol in events related to the company or organization
• Leader / leader: the role of managers as leaders who can provide examples and motivation to those around them, especially when a problem occurs that requires immediate resolution.
• Liaison / liaison: the manager's role as a liaison between the internal parties of the company or organization with external parties concerned.

2. The role of information

The role of information includes the ability and availability of access for managers to obtain information from both inside and outside the organization or company, to then be processed and distributed to people around him to support each other's performance. This role can be divided into three namely:

Monitor / monitor: the manager has a role in supervising, monitoring, and collecting events or information that occurs, both directly and indirectly

Disseminator: the manager has a role in spreading the right information to the people in the organization who need the information for their work

Spokesperson / spokesperson: the manager acts as a spokesperson who specifically represents the section or division he leads and generally represents the organization or company where he works

3. The role of decision makers

The role of decision makers includes the ability of managers in making decisions, both individually and based on joint decisions, taking into account the goals of the organization or company, strategies and resources owned. This role can be divided into four, namely:

• Entrepreneurship: the role of managers in finding opportunities in organizations and the environment and taking the initiative to initiate projects needed to create change for the better
• Problem solving: the manager's role to be responsible for the corrective actions needed by the organization or company when important and unexpected disruptions or errors occur that affect the performance of the company or the organization as a whole
• Resource allocation: the role of managers in making or approving organizational or company decisions regarding the allocation of resources in order to achieve the expected objectives optimally, taking into account the principle of allocating effectively and efficiently
• Negotiator: the manager's role in conducting the negotiations needed to ensure the plans and strategies specified in the planning process can be carried out by considering the interests of the parties concerned.

 

 Courtesy: Event Management Company