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Valley vibes. So you want to run a festival?. WHY?. The first step in deciding to start your own festival or event is to ask the most basic of questions, ‘Why am I doing this?’.
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WHY? • The first step in deciding to start your own festival or event is to ask the most basic of questions, • ‘Why am I doing this?’
“I think it’s really important to feel like you’re creating the event for the right reasons because there’ll be times when you ask yourself why you’re doing it.” • Angus Cameron, • Pyramid Rock
“The vision was to unite the alternative scene by removing the musical boundaries. It didn’t hurt having Nirvana on your side. We were a small team, we worked our arses off.” – Ken West, Big Day Out
“We were celebrating the bar, St Jerome’s, having made it through to its first birthday and we just thought it would be amazing to throw a party in the laneway where the bar was hidden. You know, we just wanted to have bands that we really loved, bands that seemed to only ever have a shot at playing on Meredith or they would never get to Australia. There was no grand plan with Laneway, but we knew we loved a good party and it just seemed like a fun thing to do.” – Danny Rogers - Laneway
It’s more than just having the right reason • So you’ve now got the right reason you need to run your own festival. • How do you go about making it a success? • What elements are necessary for a successful festival? • Is it just a matter of having the right bands? • Is it just a matter of having enough money? • Is online viral promotion all I need?
“It’s important to get established in the right area with local support. Be prepared to do the hard yards with planning and make sure every aspect of the event has been covered before you take the plunge. Don’t consider it unless you have a really good team with years of experience in major events. Keep it real. You can’t please everyone but you can try.” – Angus Cameron, Pyramid Rock
“The first thing would be to not, really! I mean have a dream but don’t start off by thinking that it’s going to be the biggest thing around because guess what: there are so many people wanting to do festivals these days and you’re in a competitive space. You’ve gotta be selling tickets into audiences that are already on the verge of being saturated – so be careful.” Viv Lees, Big Day Out
But what if things go wrong? BAM!: A Blueprint for Disaster? An unintended Blueprint for a festival fiasco. Flooded festival market claims victim. Lost Weekend Cancelled at 11th Hour.
Strategic planning • Operations managers have to make or at least be involved in decisions at a strategic level as well as at the operational level. • For the RATM event the strategic decisions will include: • Timing of the event • Facility choice • Name of the event • Line-up • Number of stages • Other products services on the day • Site layout • How the quality of the event will be achieved and maintained within budget
OPERATIONAL PLANNING • Operational planning for RATM will include: • Capacity of venue and how many tickets are available for sale. • How will the performances be scheduled on the day and on which stages. • How do we maintain safety and enjoyment for the audience, staff and performers • Rosters for staff • Scheduling of the duties required prior, during and after the event.
What will we call this thing? • RAGE AGAINST THE MAINSTREAM? • Other suggestions?
BANDS & other stuff • How do we split the budget? • Who should play? • What else should we include on the day? • How many stages? • Possible partners/sponsors? • Grants? • What roles do we need covered?
HR PLANNING • HR managers need to plan, attract and maintain their workforce • Good HR managers will be able to efficiently implement change and manage the knowledge base of the organisation. • HR managers must conduct job analysis before the recruitment & selection process can take place.
Job analysis • Determining HR needs is an ongoing process for HR managers in large organisations. Staff retire, resign or are promoted, and new positions are created as business needs change. • Job analysis results in the production of job descriptions. The qualities necessary for doing each job have to be identified. • These make up the job specifications.
Brainstorm/discuss • In pairs/threes brainstorm and list the jobs that need to be filled for the Valley Vibes event. • It may help to start with a list of departments/areas of responsibility. • Once you have a list work through the list of jobs and identify the skills, knowledge and experience needed to fulfill the role.
Task/homework • Now choose just one job and develop a job description for that particular job. The following details are usually included: • job title • the working environment • tasks involved • Hours of work • skills required • work practices • performance criteria
JOB DESIGN • Job design is the process of identifying the exact tasks to be completed in a job, it is an integral part of the strategic planning undertaken by the HR department. • Motivation and building in job satisfaction are also very important when planning and designing tasks. Workers must feel that there is a purpose to what they are doing.
Attraction & development • Trying to find the right person for the job is a long process requiring recruitment, selection & induction. • Once the right person is found, further training and development must take place.
RECRUITMENT • The recruitment process has two parts. • Communicating the existence of vacant positions to potential applicants. • Making initial contact with applicants. • TASK • How will you communicate with potential applicants? • Write a job advertisement for each position in your selected area of responsibility.
outsourcing • Outsourcing is obtaining goods or services from an outside supplier especially when these goods & services cannot be produced internally. • Brainstorm in pairs/threes a list of goods/service we will need to outsource for the Valley Vibes event.
Selection • Selection is choosing the most suitable applicant from the pool of applicants that have applied. • The selection process requires: • A panel to undertake the task • A selection criteria developed from the job specifications
4 step selection process • Screening/shortlisting applicants • Interviewing applicants • Checking the background of applicants • Advising applicants of the outcome
Training & development • Training is a planned effort to facilitate employee learning with an aim of improving workplace performance. • Training may occur on or off-the-job and begins with induction. • Induction is the familiarisation of new staff with their working environment.
Good training principles • Attention to the level of employee motivation for the training; • Allowing for individual differences among staff in the type of training offered. • Linking the training to evaluation of the current job performance of staff • Giving feedback on progress of trainees • Reinforcing advances made by employees • Providing opportunities for follow-up & the practice of new skills • Evaluating the training program
Employee expectations • Typically centre on: • fair treatment by the employer • steady employment • good conditions • a positive work environment • a safe workplace
Job satisfaction • can be affected by the expectations the individual brings to the job, and also by: • the nature of the work • remuneration (pay) for the work • the way the work is supervised • the quality of relationships with fellow workers • the existence of paths for career development and advancement • a balance between work & non-work life
How people tick • There are many theories to help managers understand what motivates people to perform well at work. • Read and summarise the theories of Abraham Maslow; Clayton Aldefer;Frederick Herzberg; and David McClelland.
Motivation, satisfaction & performance • Motivation is what drives the individual member of staff to put effort into the job. • Motivation can be affected by a number of factors that are external to the individual and are under the control of management. • Staff are motivated by: • financial incentives • opportunities for achievement • recognition for what is achieved • opportunities to hold responsible positions • opportunities for advancements in the organisations • the work itself
Teamwork • An effective organisation performs like a good team. • Teamwork should be encouraged & supported at all levels of the organisation. • Teamwork is the highest form of cooperation between members of an organisation. • Teamwork produces synergy, which is the result being greater than the sum of the parts. In simpler terms; ‘Together we achieve more!’
Effective teams • Effective teams are characterised by: • prior consideration of the formation & composition of the team, especially the mix of skills and personalities • a high level of commitment by team members to achieving outcomes • a clear understanding of the team’s work • a clearly set-out role for each member of the team • open communication & trust among members • sharing of information, resources & ideas • minimal conflict • the ability to generate new ideas • seeking consensus on team decisions • provision of constructive feedback • motivation & the ability to continue its work in the absence of a team leader
Performance appraisal • Performance management refers to a strategic and integrated approach to organisational success by improving the performance of employees. • Performance management converts the objectives of the business into targets fro departments, teams and individuals. Management makes use of performance reviews; performance appraisal; and performance indicators to evaluate performance and to find ways to improve performance over time.
Performance review system • The following is a list of the reasons a company uses performance reviews: • Feedback • Remuneration • Promotion • Training needs • Improvement • Goal review • Necessary records
Operations manuals • An Operations Manual is designed to be a reference for the rules, policies and procedures specific to a business or its operations. • The operations manual will not answer all of the questions within an organisation which may arise from the day-to-day operations, however the rules, policies and procedures in an operations manual should be used in formulating answers to the questions.
Role of Ops manager • The role of the operations manager is to ensure the smooth operation of production of the goods and services of the organisation. • Ops mgmt typically undertake the planning, organising, leading and controlling (POLC) needed for the efficient running of a production process. • Ops managers may also be known by one of the following titles – factory manager, materials manager, production manager, quality manager or supply manager.
Production systems • The production system is the part of the organisation that produces its goods and services by transforming inputs into desired outputs.
Productivity • Whether an organisation produces a good, a service or both, the main concern of the operations manager is productivity. • The efficiency of the production system is measured by its productivity. • In service industries advances in information & communication technology are generating increases in productivity.
Goods vs Services Mix of goods & services
Managing Service Operations • Due to increases in technology particularly in the area of ICT access to your customers is better than it ever has been. • Business-to-consumer (B2C) e-commerce has advantages for management including: • improved customer service (24/7) • the ability to provide greater product info • stronger relationships with customers • reduced transaction/selling costs • the ability to make global sales
Ethics & Social Responsibility • Operations managers make decisions that involve elements of ethics or social responsibility – decisions that involve fair treatment of employees or the use of environmentally friendly materials.
Product choice • Product choice is an important strategic decision for top management to make. • The organisation must be able to produce a product of quality and at a cost that allows it to be marketed at a competitive price. • How did the management (Year 12) choose the product that we will be developing for Valley Vibes?
Product Selection • There are five stages (in order) to new product development: • Exploring & generating ideas • Rough screening • Business analysis or thorough screening • Prototype development • Testing
Product definition • Product definition is the selecting and documenting of all the features of a good or service to be produced and all the inputs needed for its production. This includes the specifications for the size, shape, colours and the function of the product. • The requirements for the manufacture of the products also need to be defined such as the type of machinery, equipment needed for production and the process involved.
