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Qualification - Associate Diploma in Event Management

Course CodeVTR004
Fee CodeAS
Duration (approx)1500 hours
QualificationAssociate Diploma

BECOME AN EVENT MANAGER

Start an Event Management Business

This associate diploma in event management offers you the opportunity to study for a qualification to aid your career in event management. 

Many event managers start out by setting up and running their own business on a small scale; and growing from there. Before starting out though; you need to understand what is involved, develop networks, and have a level of small business management skills.

Other event managers start out by working for a larger company that is continuously organising and running events: perhaps a concert promoter, an exhibition company or even a reception centre

To get started:

  • Study an Event Management Course
  • Get some experience volunteering to help with community events
  • Join an Organisation (Anything from Church or Rotary club to a local Garden club) and offer to help with running a show or exhibition they operate.
  • Establish networks that may use your services
You are required to complete fifteen modules including 100 hours of work based experience (Industry Project).
 
 
 
 

Modules

Core ModulesThese modules provide foundation knowledge for the Qualification - Associate Diploma in Event Management.
 Industry Project BIP000
 Business Studies BBS101
 Food & Beverage Management (Catering) BTR102
 Marketing Foundations VBS109
 Research Project I BGN102
 Workplace Health & Safety VBS103
 Event Management BRE209
 Leisure Facility Management 1 BRE205
 Project Management BBS201
 
Elective ModulesIn addition to the core modules, students study any 6 of the following 16 modules.
 Bookkeeping Foundations BBS103
 Financial (Money) Management BBS104
 Industrial Psychology BPS103
 Leadership BBS110
 Motivation VBS111
 Personnel Management VBS107
 Sales Management BBS102
 Tourism 1 BTR103
 Wedding Planning BTR104
 Advertising and Promoting BBS202
 Bar Service VTR204
 Cleaning -Professional VTR207
 Entrepreneurship BBS204
 Adventure Tourism BTR302
 Business Planning BBS302
 Leisure Facility Management II BRE306
 

Note that each module in the Qualification - Associate Diploma in Event Management is a short course in its own right, and may be studied separately.


Delegation

Delegation involves assigning specific jobs to specific individuals or work teams. In most instances, delegation relates to assigning tasks to individuals rather than to teams. However, it is a very important element of successful team work. A good team leader is usually also a good delegator, willing and able to share the workload by using the skills, interests and goals of each member of the team to achieve the best possible results.
 
Importance of Delegation
If applied properly, delegation is an excellent motivational tool. However, when used inappropriately, delegation can overload employees, increase stress levels, reduce productivity and in time, cause serious damage to staff morale.
  • Delegation can be used for various purposes other than organising work
  • Delegation can improve motivation by increasing participation in projects and developing job variety
  • Delegation fosters personal development (It can overcome bad habits and develop improved attitude)
  • Delegation clarifies job definition (Employees understand more clearly who is responsible for what)
  • Delegation is time efficient (Time is not wasted on monitoring who is doing what. This leaves the supervisor free to do other important tasks such as work planning)
  • Delegation aids assessment of staff performance (because work tasks become more clearly identifiable, and you know who did what)
  • Job Satisfaction is improved (This can occur both when an individual is responsible for, and achieves an outcome, and receives credit for it, and when an individual takes pride in his or her part in a team’s success).

 

Examples of Delegation

If a work team has the responsibility of planting trees, the supervisor has a number of ways of approaching the job:
 
Alternative 1 - Stay on the job, watch everyone as they plant, and get everyone to work together without delegating specific tasks to anyone. This may include allowing the workers sort out who does what, then interjecting only when a problem is perceived.
 
Alternative 2 – Divide the area into the number of available workers, and assign each worker to plant one section. If someone finishes early, you might reward them by giving them a break.
 
Alternative 3 - Divide the task into sub tasks: perhaps digging holes; planting and fertilizing; staking and watering. Assign people to each task. However, if one or more groups of workers work more slowly than others, they might slow down the whole project. Or, this might put peer pressure on the other teams to perform faster.
   
These are just some of the ways of delegating. Can you think of others? Consider the outcomes that might result from applying any of these approaches.

 

Delegation Situations

Good delegation results from adapting the delegation style to the delegation situation on order to achieve particular goals. Delegation situations include:      
  • High Experience/Low Motivation;      
  • High Experience/High Motivation;  
  • Low Experience/Low Motivation;  
  • Low Experience/High Motivation.
  • High Experience/Low Motivation

Employees have a lot of ability, so they don’t need training. Because their motivation is low, it is necessary to watch them closely, communicate continually, set deadlines and ensure those deadlines are met. In this situation, it is important that workers understand very clearly what is expected of them.

High Experience/High Motivation

This is an ideal situation. The employee does not need much or any training, because their competence is already high, and due to their high motivation, they can perform with minimal supervision. Always remember though t hat motivation can diminish over time if the employee is not sufficiently stimulated. Therefore, the employer does need to maintain awareness and respond if motivation diminishes. Always remain open and approachable. Continually encourage and invite the employee to approach you if they have any concerns.

Low Experience/Low Motivation

It is very difficult to delegate work to someone in this category. There are still situations when such a worker must be used. For instance, you may be short of manpower or cannot afford to pay the rates demanded by people with higher skill levels. Training becomes very important in this situation. Well executed training may help increase not only skills but also motivation. A person with low motivation can also sometimes be motivated by feeling that he or she is trusted to do a task, and given the skills to do it. Beyond this it is important to challenge, support and encourage.

Low Experience/High Motivation

There is a danger that this employee may attempt tasks beyond their capabilities, which may result in stress, burnout or even in decreased service to customers. It can also result in valuable materials, equipment time or manpower being misused or even lost. It is very important to train such employees, and closely monitor their work until their competence has been confirmed.

Why Choose to study with ACS?

  • Service – We put the student first; tutors and administration
    can be contacted 5 days a week, 50 weeks of the year, by phone or email.
    We provide better Learning – we’ve been delivering distance
    education for over 3 decades, and we understand how people learn by home study.
  • Our methods are unique, developed through trial and error always with our focus
    squarely on helping you learn.
  • Up to Date – We are continually revising and updating
    courses. We listen to our students feedback and we always improve the course if
    a change is identified that will help significantly improve your learning.
  • More Choice – Graduates need a set of skills that will set
    them apart and give them an advantage over competition in the world after
    study. We have a wide variety of study choices, and give you lots of options to
    choose different paths throughout a course. Doing this has meant an ACS
    graduate is always different to other ACS graduates; and that difference has
    made our graduates very successful.
  • No Short Cuts – You can’t take short cuts in learning; and
    that is why our courses are often longer than what you find elsewhere. Sure,
    anyone can study a short course, quickly sit an exam (while the information is
    fresh) and pass; but if you want to really understand something and retain it,
    that takes time.
  • More than just Learning Facts – We understand that success in
    the workplace or business requires you to not only learn things, but also build
    networks, understand the commercial world, be able to solve problems, communicate
    with people, and have an attitude that will function in your chosen industry.
    Our courses are designed to develop all of these things.

 



Meet some of our academics

Christine ToddUniversity lecturer, businesswoman, photographer, consultant and sustainability expert; with over 40 years industry experience B.A., M.Plan.Prac., M.A.(Social). An expert in planning, with years of practical experience in permaculture.
Dr Karen CrippsPhD, MSc, BA Hons A highly respected expert on sustainability, former university lecturer, with a wealth of knowledge and experience in tourism and business.
John Mason John Mason is one of Australia's most prolific writers. He saw his first work published when at secondary school, where he worked on the school magazine. In 1973 he was writing a weekly column for his local newspaper and by 1975 he was a regular contributor to Australia's national magazine "Your Garden". John was engaged by Victoria's Dept of Youth, Sport and Recreation to write a book on Fun and Fitness Trails in 1978. In 1981 he saw two more books published (one in America, another in Australia), and commenced writing regularly for the Self Sufficiency Magazine, Grass Roots. John is a long term member of the Australian Society of Authors, the Garden Media Guild (UK) and the Horticultural Media Association (Australia). He has written or contributed to over 100 books, many published by international publishers and published more than 2,000 articles across a range of genres (Gardening, Education, Business, Farming, Fitness). In addition, John has contributed to and overseen the development of more than 600 distance education courses which encompass around 20 million words. He has been an avid photographer for 40 years, building a collection of over 100,000 images, which are used to illustrate his work. His marine animal photos are even used by Legoland in England, on their Atlantis ride! Writer, Manager, Teacher and Businessman with over 40 years interenational experience covering Education, Publishing, Leisure Management, Education, and Horticulture. He has extensive experience both as a public servant, and as a small business owner. John is a well respected member of many professional associations, and author of over seventy books and of over two thousand magazine articles.
Lyn QuirkM.Prof.Ed.; Adv.Dip.Compl.Med (Naturopathy); Adv.Dip.Sports Therapy Over 30 years as Health Club Manager, Fitness Professional, Teacher, Coach and Business manager in health, fitness and leisure industries. As business owner and former department head for TAFE, she brings a wealth of skills and experience to her role as a tutor for ACS.


Check out our eBooks

Event ManagementThe Event Management ebook is a complementary text for event management students or professionals working in the field. The ebook goes through the considerations and elements of an event and what needs to be organised when an event is in the planning stage.
Getting Work in a Modern WorldA realistic guide to getting a job or starting out in business. This is a must read; for students, parents, the unemployed, careers advisors or anyone interested in changing or forging a sustainable career.
ManagementManagement is the process of planning, organising, leading, and controlling an organisation’s human and other resources to achieve business goals. More importantly though, effective management needs to be a process of human interaction and compassion. Most bad managers don’t know they are bad. They may well admit that they are a bit erratic, or they are sometimes late to appointments, but it is rare that they will recognise that they are ineffective as managers. Never fear...read here. This book has something to offer even the best of managers.
Project ManagementLearn to manage any type of project, in any industry. Six chapters cover the nature and scope of project management, risk and uncertainty, maintaining control, interpersonal relationships, the end game, and golden rules. This is a very concise text - easy to follow, with much of the information presented in bulleted lists. 72 pages