EPMS -Event Organization Structure

EPMS

Event Organization Structure

Creating the right organization is a necessary step in creating a successful event The organization structure can be of the different forms outlined on this page and these structures may need to change as the event project life cycle progresses. The organization may also need to change and adapt for repeat events. All these possibilities should be allowed for in the set up of the organization - in its genes.

An event can be organized as it goes along. The problem is that the event is rarely repeatable, it is impossible to assess or improve and it is not accountable. Organization provides a transparent authority and reporting mechanism. The organization needs to be able to respond to the fluid event environment.

The major function of organization is to reduce complexity. The global objects or the event project life cycle objective functions - such as making a profit for an entrepreneurial event - need to be broken down into objectives for each of the sub units. This is the basis of compartmentalization - or delegating.

The ebb and flow of activities with events means that an event manager needs to delegate. It is only when there is a problem beyond the powers of the teams to manage does the event manager step in to help. This is a management technique in large events i.e. management by exception

The traditional categories of organizational are not sufficient to encompass many modern companies. These categories suggested by Mintzberg are applicable to event organizations

This is the standard model of the military like organization structure - in fact some authors have suggested that its prevalence was a direct result of the military model being used by the ex-servicemen as they formed companies after the two world wars.

In a similar way an aspect of the event organization can be seen as a pyramid with the event staff organized along functional lines

These functions can be expanded into committees as the event organization grows.

However once the event nears the organization may be split along program lines - or venues - as has been done with SOCOG. This is also know as a product division.

For events that use the resources of an existing company ( a sponsor or client) a task force can be put together from the existing staff. For example a community festival may use the local Council's accounts and legal departments

This is an example of these structure all being used to organize an event for a large charity. The event had to work within the existing structure of the company. I (the author) was the event coordinator. I reported to the marketing manager.

Then it drew on the expert areas of the sponsor company and formed a task force.

Closer the the event, the event management was using a variety of subcontractors in a network arrangement. For this reason an event manager is often called a coordinator. Most of the time is spent coordinating the work of experts.

The above example illustrates that an organization does not remain the same throughout the event project life cycle. It will grow and shrink and take different forms.

The organization structure will also be a result of the founding of the event.

This example is to illustrate the corporate event. The event company is purely reporting to one client, perhaps one person. There are no committees. It is often cited as the reason for event companies preferring these kinds of events.

The successful New Horizons promotion in India is an excellent example of concurrent structures and delegation. Most of the participants were allowed the freedom to organize their events. It was a matrix of responsibilities and reporting.

There can be no discussion of organization structure without mentioning the legal constraints

Return to EPMS Schema

	An event can be organized as it goes along. The problem is that the event is rarely repeatable, it is impossible to assess or improve and it is not accountable. Organization provides a transparent authority and reporting mechanism. The organization needs to be able to respond to the fluid event environment.
	The major function of organization is to reduce complexity. The global objects or the event project life cycle objective functions - such as making a profit for an entrepreneurial event - need to be broken down into objectives for each of the sub units. This is the basis of compartmentalization - or delegating.
	The ebb and flow of activities with events means that an event manager needs to delegate. It is only when there is a problem beyond the powers of the teams to manage does the event manager step in to help. This is a management technique in large events i.e. management by exception
	The traditional categories of organizational are not sufficient to encompass many modern companies. These categories suggested by Mintzberg are applicable to event organizations

	This is the standard model of the military like organization structure - in fact some authors have suggested that its prevalence was a direct result of the military model being used by the ex-servicemen as they formed companies after the two world wars.
	In a similar way an aspect of the event organization can be seen as a pyramid with the event staff organized along functional lines
	These functions can be expanded into committees as the event organization grows.
	However once the event nears the organization may be split along program lines - or venues - as has been done with SOCOG. This is also know as a product division.
	For events that use the resources of an existing company ( a sponsor or client) a task force can be put together from the existing staff. For example a community festival may use the local Council's accounts and legal departments
	This is an example of these structure all being used to organize an event for a large charity. The event had to work within the existing structure of the company. I (the author) was the event coordinator. I reported to the marketing manager.
	Then it drew on the expert areas of the sponsor company and formed a task force.
	Closer the the event, the event management was using a variety of subcontractors in a network arrangement. For this reason an event manager is often called a coordinator. Most of the time is spent coordinating the work of experts.
	The above example illustrates that an organization does not remain the same throughout the event project life cycle. It will grow and shrink and take different forms.
	The organization structure will also be a result of the founding of the event.
	This example is to illustrate the corporate event. The event company is purely reporting to one client, perhaps one person. There are no committees. It is often cited as the reason for event companies preferring these kinds of events.
	The successful New Horizons promotion in India is an excellent example of concurrent structures and delegation. Most of the participants were allowed the freedom to organize their events. It was a matrix of responsibilities and reporting.
	There can be no discussion of organization structure without mentioning the legal constraints