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Environmental Impacts of Events

Table of Contents

Introduction
Selection of Venue
Catering and Local Food
Reducing Waste
Reducing Traffic and Emission
Conclusions
References

Introduction

The definition of each environmental variation is paramount to the schedules and plans devised to create a successful and sustainable, as well as an all-inclusive event. Essentially, event managers control and identify the shortcomings of such events and pave a way through determining the possible resolutions that can solve such issues. When deliberating on the most pertinent environmental factors affecting the outcomes of an event, it must be considered that event managers provide significant counsel on the elimination and reduction of these features.

The development of these strategies facilitate the determination of such core aspects of an event as a venue, date, estimated attendance, schedules, aimed achievements, targets, identification of the key stakeholders, and a plan for monitoring and reporting the proceedings of the occasion. Furthermore, other aspects like the assumptions made in regard to the possibility of success and mitigation of risk are evaluated in order to create a way of handling or improving the outcomes.

In fact, it becomes the mandate of the event manager to control and assess such reasonable efforts as cost-effectiveness and legacy of the management. Therefore, the plan must be beyond reproach and presumably unquestionable with strict timelines, schedules, reliable supplies, standards services, and adequate resources required during the event. These suppose that development and income associated with these events or any other form of benefit that may arise are maximized and attributed to the good management (Shone & Parry 2010).

Primarily, events are great sources of economic prowess, especially when considering those events that attract people from other nations to another country (Pine & Gilmore 1999). Such events as the World Cup and Olympics bring foreign income that any nation aspires for improving the economic quo (Masterman 2004). This strategic critical analysis has a mandate to evaluate the role of an event manager in curbing or reducing the environmental impacts on such occasions.

Selection of Venue

Essentially, the development of ideas and criticism of various possible regions to hold an event is determined apparently through the availability of various environmental factors. For instance, the international events may be subject to seasonal and timeline modifications where occasions may be suitable during summer. In such an evaluation, the management must resilient in order to fix an occasion in countries that experience summer and winter (Getz 2008).

On the other hand, countries within the tropics might not need these restrictions since they have no such seasonal variations (Getz 2012). The seasonal variations that the management might evaluate in such cases involve rain and sun. The rainy season may prove too much demanding for Olympics events, whereas the sunny one is suited in this case. These development evaluated through the event management are entirely critical (Van-Der-Wagen 2005). Some events might fail if the factors are not reviewed properly.

In another dimension, some environmental factors may demand a lot of funding in order to retain a surrounding suitable during the event. This requirement may be enacted through sponsorship to provide long-term solutions to such problems. However, the absences of the funding may demand the change of the venue. For instance, an event should boost economic and environmental gains to the people around the area (Masterman & Wood 2005). They can find jobs during the occasion, create awareness programs to allow benefits from it, and market national features that people can visit when the occasion is on pause.

Catering and Local Food

There are many resources that an event may demand. These may range from the basic requirement such as clothes, accommodation, and food to the secondary ones that include leisure, and honeymoon, among others (Long & Robinson 2004). Under this topic, catering and use of local foods will be the centre of evaluation. In making this evaluation, a wedding event is a reliable example (Prosser & Rutledge 2003).

The catering relies on the availability of food supplies, especially from the local people. Definitely, the environment is a core factor in primary food products ranging from the weather, soil quality, agricultural practises and supply plans. An event manager can recommend or hire hotels to make these arrangements since the hotels have professional management and specializations. When it comes to foodservice training, there are various pertinent concepts conjoined to this factor. First, the factor is based on food service as a component of hotel businesses and waiters tasks. In this regard, foodservice refers to attending the customers by presenting them with what they need in accordance with their order (Tomkies 2010).

Importantly, the actual task is based on the professionalism of the waiters when presenting the food or drinks. In essence, presenting food is an important factor since it is at the heart of determining whether the customers are satisfied or not (Andrews 2009). For example, delaying food during service is one aspect that could impact on customers satisfaction negatively. On the other hand, fast service leads to a positive attitude towards the hotel as a business entity (Toirnblom & Kazemi 2012). The other concept that arises in relation to informal foodservice training is an aspect of teaching the waiters on how to attend to customers.

In this case, waiters are trained to maintain some predefined standard when relating to the customers. Importantly, they are trained on how to handle the customers holistically rather than focusing on food presentation alone. For example, the manner in which the waiters greet the customer is a pertinent factor to consider during service. In essence, the holistic consideration is based on the premises that people, including customers, are social beings, and they should relate with others harmoniously when carrying out their daily tasks.

It, therefore, implies that waiters must be trained on how to adopt politeness and diligence in their work. The last concept is related to the informality of training. Informal training is based on the fact that the waiters are not trained with certain learning objectives in mind. In addition, it is based on the premises that t such learners are trained unintentionally from their standpoint. In essence, the learners get sufficient skills to handle the tasks, but most of them incur problems with professionalism.

Skills are not the only determinants of satisfaction, especially when considering the inner conviction of employees at an individual level. In essence, the aptitude and attitude of the employee towards the tasks that have been allocated are essentially crucial with respect to the level of satisfaction (Burtnett 2010). For example, a waiter who is passionate about cooking can have high job satisfaction when he is charged with the responsibility to cook food in the kitchen.

Whereas the effective effectiveness is very high in the kitchen, the case can be very different when it comes to serving the food to the customers, especially if they do not have a passion for the task. It, therefore, implies that, whereas the person has the needed skills to tackle the task, passion is the main determinant. However, the two factors must exist to attain a desirable level of job satisfaction. When job satisfaction is attained, the diagram shows that the employees perform as expected to attain the organizational goals and objectives (Suryanarayana 2011). The achievements of these goals can be followed by awards that are granted to reinforce the satisfaction and strengthen commitment. When these eventualities happen in coordination, they result to the overall job satisfaction of the organization.

Food service has been discussed broadly by various authors, theorists, and researchers where they consider different ideologies and contexts in light of their description. First, food service is considered widely as an aspect that refers to entities, including companies, businesses, and institutions that provide people with food outside their households. In essence, this is essentially extensive since the scope of the definition describes the overall idea of providing meals. It implies that the food service incorporates all logistics involved in the preparation and presentation of food to the customers (Chesser & Cullen 2009).

On the other hand, food service takes a narrowed scope where it is seen as the act of presenting food to the customers according to their respective orders. It is evidently suggested that the food service mostly focuses on the waiters since they are charged with the responsibility to provide food, serve drinks, and attend to the customers holistically. Evidently, the concept of food service revolves around the actual act of serving food rather than the broad ideology of providing food services in general terms. Whereas the term is used in fairly controversial terms, the basic idea is drawn from the fact that the two refers to the same process at differing levels of procession.

Reducing Waste

Events may lead to disposition of a lot of waste products that can make a place of an occasion dirty and messy. However, an event manager can develop ways to avoid the occurrence of such outcomes where people are unsatisfied by the venue (Bowdin 2010). The most problematic waste involves the nylon papers which have not been disposed of properly (Schmitt 1999). A manager must devise a way to encourage the participators on proper disposal of waste products. For instance, dustbins can be distributed through the event area to facilitate proper disposal.

According to Kawai and Yamada (2009), improper disposal of waste materials is attributed to lack of resources to facilitate the right disposal and presence of an existing poor/dirty environment that does not give a person the reason to dispose materials elsewhere. In an argument, these researchers indicated that the proper disposal is apparent in a clean place. The authors did not expect a person to avoid dropping a paper on the ground that is dirty. On the other hand, it is hard for a rational person to drop the paper on a clean environment. In this regard, an event manager must ensure that the venue is clean and fitted with adequate dustbins or other resources that can be used for disposal purposes (Goldblatt 2010).

Furthermore, there should be a maintenance program devised to ensure that the environment remains clean. People can be hired to collect papers that are disposes improper on the field. For instance, in an ongoing Nairobi International Fair Trade in Kenya, the event management have ensured that posts are located throughout the Jamhuri Park venue to direct the participants towards maintaining a clean environment. Also, a company was hired in conjunction to the ministry of environment to provide strategic maintenance of the environment.

Reducing Traffic and Emission

Some events demand the establishment of an effective development of a traffic system. Drawing from various authors, events that have national and international influence may have effects on the transport system where people are not able to reach their target due to traffic jam. An event manager must consider such an influence when planning an occasion. For instance, the manager can establish alternative routes leading to the venue or change the location of the event in order to create easy and efficient transport system. The transport can be facilitated by a well-managed system involving trains and vehicles directed by adequate traffic police towards the venue. A small deviation from the standards transport system may delay services and restrict the attainment of some objectives (Berridge 2007).

There are numbers of significant impacts caused by the emission of carbon and other materials that may bring health issues to the participators in an event. The mitigation measures that can be undertaken to minimize these impacts are as follows:

Carbon emitted as a result of transportation- This scan is reduced by the use of the transportation means that may not make many trips to the construction sites (Getz 2005).
During the event, the manager should put mechanisms that curb the emission of the carbon into the environment such as burning of the construction materials (Pachauri et al. 2013).
Loss of carbon due to drainage- The manager should initiate reinforcement such as the stabilization of the hillside through insertion of the elements for the reinforcement in the ground, and the mechanical treatment (Pachauri et al. 2013).
Decrease in the level of carbon in the soil- This can be prevented by the construction of the floating track. Floating tracks will ensure that the supporting subsoil and the vegetation in the area remain intact. This measurement may result in the production of less amount of carbon into the environment as compared to when the land was excavated during the construction of roads (Pachauri et al. 2013).

The Environmental Impact Assessment (EIS) would be presented to the ministry to help them in determining whether the event is practical or not. They can use this EIS to countercheck the developers statements based on the expected emissions and savings (Jackson 2013). After the ministers have considered the merits and the demerits of this project, they will be in a position to say whether the project developers should continue with the project or stop its implementation. The provided impacts on the carbon emissions will guide the managers to evaluate whether the developers have set all the mitigation measures to curb the problems that would arise from the impacts. Otherwise, the government would not be in a position to give any directions concerning the state of the project. Therefore, the concerned authorities should comprehensively examine the EIS.

Conclusions

It is apparent that event management is an attribute must be evaluated through various critical approaches to facilitate economic prowess. Event manager enhance the maximizations of gains from these events.

References

Andrews, S 2009, Food and beverage service: a training manual, Tata McGraw Hill Education, New Delhi

Berridge, G 2007, Events design and experience, Elsevier Butterworth-Heinemann, Oxford.

Bowdin, G, Allen, J, OToole, W, Harris, R & McDonnell, I 2010, Events management. Butterworth-Heinemann, Oxford.

Burtnett, F 2010, Bound-for-career guidebook: a student guide to career exploration, decision making, and the job search, Rowman & Littlefield Education, Lanham.

Chesser, J & Cullen, N 2009, The world of culinary supervision, training, and management, Pearson/Prentice Hall, Upper Saddle River, N.J.

Getz, D 2005, Event management & event tourism, Cognizant Communication, New York.

Getz, D 2008, Event studies: theory, research and policy for planned events. Butterworth-Heinemann, Burlington, MA.

Getz, D 2012, Event studies: theory, research and policy for planned events, Elsevier, Great Britain.

Goldblatt, J 2010, Special Events: a new generation and the next frontier, Wiley, New York.

Jackson, N 2013, Promoting and Marketing Events: Theory and Practice, Routledge, London.

Kawai, K & Yamada, M 2009, Current Status and Tasks of CDM Project Activities in the Field of Waste Handling and Disposal, Material Cycles and Waste Management Research, vol. 20 no. 4, pp. 165-170.

Long, P & Robinson, M 2004, Festivals and Tourism: Marketing, Management and Evaluation, Business Education, Sunderland.

Masterman, G & Wood, E 2005, Innovative marketing communications: strategies for the events industry, Butterworth-Heinemann, Oxford.

Masterman, G 2004, Strategic Sports Event Management: an international approach, Elsevier Butterworth-Heinemann, Oxford.

Pachauri, T, Singla, V, Satsangi, A, Lakhani, A, & Kumari, K 2013, Characterization of major pollution events (dust, haze, and two festival events) at Agra, Environmental Science and Pollution Research, vol. 20 no. 8, pp. 5737-5752.

Pine, B & Gilmore, J 1999, The Experience Economy: work is theatre and every business a stage, Harvard Business School, Boston, Mass.

Prosser, A & Rutledge, A 2003, Special Events and Festivals: how to plan, organize and implement, Venture, State College, PA.

Schmitt, B 1999, Experiential marketing: how to get customers to sense, feel, think, act, and relate to your company and brands, Free Press, New York.

Shone, A, & Parry, B 2010, Successful Event Management: a practical handbook, Thomson, London.

Suryanarayana, N 2011, Teachers and job satisfaction, APH Pub. Corp., New Delhi.

Toirnblom, K & Kazemi, A 2012, Handbook of Social Resource Theory Theoretical Extensions, Empirical Insights, and Social Applications, Springer, New York.

Tomkies, K 2010, Food services, Ferguson Pub., New York.

Van-Der-Wagen, L 2005, Event Management: for Tourism, Cultural, Business and Sporting Events, Prentice Hall, Upper Saddle River, N.J.

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