Event Management, Strategy, and Organizational Structure

Posted on Nov 17, 2025 in Business Administration and Management (BAM)

Types of Organized Acts and Events

1. Private Acts

Organized for a particular group, these acts do not transmit information to the general society. They are categorized into two types:

  • Private Corporate Acts: Organized by companies.
  • Family Private Acts: Related to the private life of the organizing entity.

2. Official Acts

Depending on the organizers, acts are classified as:

  • Unofficial Acts: Organized by a private person or entity.
  • Official Acts: Organized by the Crown, government, or commissions.

Subcategories of Official Acts

Official acts are further divided into:

  • General Nature: Commemoration, provincial, autonomous, or local acts.
  • Special Nature: Specific to a particular institution.

The Event Organizer Profile

A successful event organizer requires an interdisciplinary background and a multifunctional profile, demonstrating versatility and adaptation to change.

Key Responsibilities and Tasks

  1. Reception of the client.
  2. Elaboration of the budget.
  3. Execution of the event.
  4. Evaluation and follow-up.

Essential Qualities

  • Ability to handle pressure.
  • Proficiency in languages.
  • Openness to different cultures.
  • Effective time management.
  • Patience and polyvalence (versatility).
  • Perfectionism and innovation.
  • Strong communication skills.

Post-Event Verifications

After the event concludes, ensure these steps are completed:

  • Close the accounts.
  • Thank sponsors and partners.
  • Publish photos and media.
  • Start planning the next edition.

Common Mistakes to Avoid in Event Organization

To ensure a professional event, avoid these pitfalls:

  • Do not charge for Wi-Fi access.
  • Do not excessively talk about yourself or your organization.
  • Avoid trying to “do more with less” if it compromises quality.
  • Inform participants of sustainable initiatives.
  • Ask for specific dietary or food needs.
  • Do not overly depend on volunteers for critical tasks.
  • Avoid choosing a trendy space that is excessively noisy.
  • Do not improvise key elements of the event.
  • Do not burden people with excessive printed materials.
  • Ensure thorough follow-up after the event.

Core Concepts of Management and Strategy

Approaches in Administrative Thinking

Administrative thinking is generally categorized into three main approaches:

  1. Classical Approach.
  2. Behavioral Approach.
  3. Modern Approaches (Management Systems and Contingency).

Management within a company is formed by those who possess the authority to set goals and make decisions. The type of decisions made varies significantly depending on the manager’s position.

Managerial Levels and Responsibilities

  • Top Management: Focuses on defining objectives and overall strategy.
  • Middle Managers: Act as the contact point between high and low authority. They transmit information and transform major strategic lines into concrete plans and programs.
  • Front-Line Managers: Maintain direct contact with workers, handling daily routine decisions and repetitive actions.

Types of Managerial Decisions

  • Strategic Decisions: Made by senior top management. These have great transcendence, consequences that are difficult to reverse, and require a large amount of resources.
  • Tactical Decisions: Made at the intermediate hierarchical level. These are medium-range decisions, relatively frequent, and repeated with variations.
  • Operational Decisions: Daily, short-term decisions focused on specific plots and problems.

The Four Classic Functions of Management

  1. Planning: The selection of means to achieve goals. Deciding what is to be done and how, shaping the future life of the company.
  2. Organization: The design and development of a formal organizational structure for the achievement of objectives.
  3. Human Resource Management (HRM): The process of recruitment, selection, training, and assignment of tasks.
  4. Control: Ensuring compliance with objectives, correcting deviations, and analyzing and measuring performance.

Components of Strategy Formulation

Strategy defines the boundaries and components of the organization’s direction. Key elements include:

  • Field of Activity: The different types of business the company engages in.
  • Distinctive Capabilities: The unique resources and skills the company possesses.
  • Competitive Advantage: Differentiating characteristics that set the company apart.
  • Synergetic Effect: The beneficial interrelation of activities and resources.

Levels of Strategy Formulation

  • Corporate Level: Determining which businesses the organization should dedicate itself to.
  • Competitive Level: Defining how to compete better within each specific business unit.
  • Functional Level: Ensuring the efficient way of using resources within departments.

Directions of Business Development

Business development is typically analyzed across three key dimensions:

  1. Analysis of diversification versus specialization.
  2. Decision on activities related to the vertical chain (integration).
  3. Geographical scope of operations.