So you want to run a festival?

Transcription

1 Valley vibes

2 So you want to run a festival?

3 WHY? The first step in deciding to start your own fes5val or event is to ask the most basic of ques5ons, Why am I doing this?

4 I think it s really important to feel like you re crea5ng the event for the right reasons because there ll be 5mes when you ask yourself why you re doing it. - Angus Cameron, Pyramid Rock

5 The vision was to unite the alterna5ve 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

6 We were celebra5ng 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

7 It s more than just having the right reason So you ve now got the right reason you need to run your own fes5val. How do you go about making it a success? What elements are necessary for a successful fes5val? Is it just a mayer of having the right bands? Is it just a mayer of having enough money? Is online viral promo5on all I need?

8 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

9 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 wan5ng to do fes5vals these days and you re in a compe55ve space. You ve goya be selling 5ckets into audiences that are already on the verge of being saturated so be careful. Viv Lees, Big Day Out

10 But what if things go wrong? BAM!: A Blueprint for Disaster? An unintended Blueprint for a fes5val fiasco. Flooded fes5val market claims vic5m. Lost Weekend Cancelled at 11 th Hour.

11 Even the Big Day Out?

12 Strategic planning Opera5ons managers have to make or at least be involved in decisions at a strategic level as well as at the opera5onal 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

13 OPERATIONAL PLANNING Opera5onal planning for RATM will include: Capacity of venue and how many 5ckets 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 du5es required prior, during and a`er the event.

14 What will we call this thing? RAGE AGAINST THE MAINSTREAM? Other sugges5ons?

15 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?

16 HR PLANNING HR managers need to plan, ayract and maintain their workforce Good HR managers will be able to efficiently implement change and manage the knowledge base of the organisa5on. HR managers must conduct job analysis before the recruitment & selec5on process can take place.

17 Job analysis Determining HR needs is an ongoing process for HR managers in large organisa5ons. Staff re5re, resign or are promoted, and new posi5ons are created as business needs change. Job analysis results in the produc5on of job descrip5ons. The quali5es necessary for doing each job have to be iden5fied. These make up the job specifica5ons.

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19 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 iden5fy the skills, knowledge and experience needed to fulfill the role.

20 Task/homework Now choose just one job and develop a job descrip5on for that par5cular job. The following details are usually included: job 5tle the working environment tasks involved Hours of work skills required work prac5ces performance criteria

21 JOB DESIGN Job design is the process of iden5fying the exact tasks to be completed in a job, it is an integral part of the strategic planning undertaken by the HR department. Mo5va5on and building in job sa5sfac5on are also very important when planning and designing tasks. Workers must feel that there is a purpose to what they are doing.

22 Attraction & development Trying to find the right person for the job is a long process requiring recruitment, selec5on & induc5on. Once the right person is found, further training and development must take place.

23 RECRUITMENT The recruitment process has two parts. Communica5ng the existence of vacant posi5ons to poten5al applicants. Making ini5al contact with applicants. TASK How will you communicate with poten5al applicants? Write a job adver5sement for each posi5on in your selected area of responsibility.

24 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.

25 Selection Selec5on is choosing the most suitable applicant from the pool of applicants that have applied. The selec5on process requires: A panel to undertake the task A selec5on criteria developed from the job specifica5ons

26 4 step selection process 1 Screening/shortlis5ng applicants 2 Interviewing applicants 3 Checking the background of applicants 4 Advising applicants of the outcome

27 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 induc5on. Induc5on is the familiarisa5on of new staff with their working environment.

28 Good training principles AYen5on to the level of employee mo5va5on for the training; Allowing for individual differences among staff in the type of training offered. Linking the training to evalua5on of the current job performance of staff Giving feedback on progress of trainees Reinforcing advances made by employees Providing opportuni5es for follow- up & the prac5ce of new skills Evalua5ng the training program

29 EMPLOYEE EXPECTATIONS Typically centre on: fair treatment by the employer steady employment good condi5ons a posi5ve work environment a safe workplace

30 JOB SATISFACTION can be affected by the expecta5ons the individual brings to the job, and also by: the nature of the work remunera5on (pay) for the work the way the work is supervised the quality of rela5onships with fellow workers the existence of paths for career development and advancement a balance between work & non- work life

31 HOW PEOPLE TICK There are many theories to help managers understand what mo5vates people to perform well at work. Read and summarise the theories of Abraham Maslow; Clayton Aldefer;Frederick Herzberg; and David McClelland.

32 Motivation, satisfaction & performance Mo5va5on is what drives the individual member of staff to put effort into the job. Mo5va5on can be affected by a number of factors that are external to the individual and are under the control of management. Staff are mo5vated by: financial incen5ves opportuni5es for achievement recogni5on for what is achieved opportuni5es to hold responsible posi5ons opportuni5es for advancements in the organisa5ons the work itself

33 Teamwork An effec5ve organisa5on performs like a good team. Teamwork should be encouraged & supported at all levels of the organisa5on. Teamwork is the highest form of coopera5on between members of an organisa5on. Teamwork produces synergy, which is the result being greater than the sum of the parts. In simpler terms; Together we achieve more!

34 EFFECTIVE TEAMS Effec5ve teams are characterised by: prior considera5on of the forma5on & composi5on of the team, especially the mix of skills and personali5es 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 communica5on & trust among members sharing of informa5on, resources & ideas minimal conflict the ability to generate new ideas seeking consensus on team decisions provision of construc5ve feedback mo5va5on & the ability to con5nue its work in the absence of a team leader

35 Performance appraisal Performance management refers to a strategic and integrated approach to organisa5onal success by improving the performance of employees. Performance management converts the objec5ves 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 5me.

36 Performance review system The following is a list of the reasons a company uses performance reviews: 1 Feedback 2 Remunera:on 3 Promo:on 4 Training needs 5 Improvement 6 Goal review 7 Necessary records

37 Operations manuals An Opera5ons Manual is designed to be a reference for the rules, policies and procedures specific to a business or its opera5ons. The opera5ons manual will not answer all of the ques5ons within an organisa5on which may arise from the day- to- day opera5ons, however the rules, policies and procedures in an opera5ons manual should be used in formula5ng answers to the ques5ons.

38 Role of Ops manager The role of the opera5ons manager is to ensure the smooth opera5on of produc5on of the goods and services of the organisa5on. Ops mgmt typically undertake the planning, organising, leading and controlling (POLC) needed for the efficient running of a produc5on process. Ops managers may also be known by one of the following 5tles factory manager, materials manager, produc5on manager, quality manager or supply manager.

39 PRODUCTION SYSTEMS The produc5on system is the part of the organisa5on that produces its goods and services by transforming inputs into desired outputs. Inputs Transforma5on Process Output

40 PRODUCTIVITY Whether an organisa5on produces a good, a service or both, the main concern of the opera5ons manager is produc5vity. The efficiency of the produc5on system is measured by its produc5vity. In service industries advances in informa5on & communica5on technology are genera5ng increases in produc5vity.

41 STRATEGIC VS PLANNING DECISIONS Strategic Planning Long- term view Aligned with vision Integrated with other departments Day- to- day Maintenance of stock levels Schedules Layout of facility Maintenance of equipment

42 GOODS VS SERVICES Services Mix of goods & services Goods

43 MANAGING SERVICE OPERATIONS Due to increases in technology par5cularly in the area of ICT access to your customers is beyer 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 rela5onships with customers reduced transac5on/selling costs the ability to make global sales

44 ETHICS & SOCIAL RESPONSIBILITY Opera5ons 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.

45 PRODUCT CHOICE Product choice is an important strategic decision for top management to make. The organisa5on must be able to produce a product of quality and at a cost that allows it to be marketed at a compe55ve price. How did the management (Year 12) choose the product that we will be developing for Valley Vibes?

46 PRODUCT SELECTION There are five stages (in order) to new product development: 1 Exploring & genera5ng ideas 2 Rough screening 3 Business analysis or thorough screening 4 Prototype development 5 Tes5ng

47 PRODUCT DEFINITION Product defini5on is the selec5ng and documen5ng of all the features of a good or service to be produced and all the inputs needed for its produc5on. This includes the specifica5ons for the size, shape, colours and the func5on 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 produc5on and the process involved.

48 PROCESS CHOICE

49 FACILITIES CHOICE

50 QUALITY CHOICE

51 PLANNING & CONTROL

52 INVENTORY MANAGEMENT

53 PRODUCTION CONTROL

54 QUALITY CONTROL