Meeting and Event Management
|Course Number:||MEDIA 5800|
|Course Name:||Meeting and Event Management (Online)|
|Course Description:||This course explores the meetings industry, including association, corporation, and government meetings. Students also examine conventions, trade shows, incentive travel and special events.|
|Program:||Master of Science in Project Management|
NOTE: The information below is representative of the course and is subject to change. The specific details of the course will be available in the Desire2Learn course instance for the course in which a student registers.
Upon completion of this course, you should be able to
- Identify and describe the basic components of the meetings industry.
- Define the key competencies and responsibilities of meeting planners and managers.
- Identify and define the key roles of meeting suppliers.
- Construct a thorough event specifications guide (aka “meeting résumé”) following the APEX guidelines through the Convention Industry Council.
- Identify and investigate ten associations that are key players in the meetings industry.
This unit sets the stage for understanding meetings and events by exploring the role of meeting managers and independent meeting planners. The function of DMOs (some organizations call themselves CVBs) is explored. Differences and similarities between conference centers and convention centers are explained in this section, as an overview of the premiere meeting venues.
This unit examines the tasks and goals of initial meeting/event planning, where the organization will set a purpose, objectives, and budget. Since many meetings are held for the purpose of education, you will also examine adult learning theory and practice, as well as program design, and productive room environments, based on the meeting’s purpose and objectives (and considering the meeting’s budget).
This unit examines the process of selecting sites, based on the meeting/event design. If the meeting will include exhibits, special events, or guest programming, the location must be able to accommodate those plans, so the program design is important when selecting a site. Additionally, contract provisions are important when comparing potential sites. Generally, the process of selecting a site begins with the RFP; the Convention Industry Council provides a sample RFP through the APEX initiative.
This unit examines the process of selecting other suppliers (besides the site), such as speakers, caterers, audio/visual providers, and transportation. Many other suppliers are possible for large, complex meetings or events. Supplier contracts are discussed in this unit, as well.
This unit examines the process of registering attendees, coordinating housing, preparing signage, setting the stage, and maintaining control of arrangements during the meeting/event. This is the most exciting and demanding part of meeting/event planning.
This unit examines the process of “closing down” the meeting/event. In addition to conducting evaluations with attendees, meeting/event planners must also get evaluation feedback from other stakeholders, including staff, volunteers, sponsors, suppliers, and others as appropriate. Final bills must be paid. If the meeting/event utilized signage, printed materials, host-owned technologies (such as computers), and other resources, those resources must be packaged and returned to the host organization. Thank you letters must be sent to valuable stakeholders and other activities will be necessary to finish the meeting/event. Generally, if this is an annual event, these steps pave the way to a successful event next year.
This unit examines additional considerations for meetings/events. The ADA is a U.S. law, but many other countries are implementing similar requirements. Hosting meetings/events that have a low carbon footprint is becoming increasingly popular; in fact, many meeting/event planners now use green criteria for site selection. The meeting/event industry is permeated by opportunities for ethical dilemmas, from incentives (some may call these bribes) to charges that are not fully disclosed. This unit looks briefly at some of these considerations.
The following scale will be applied to all assignments:
• A = 90% - 100%; this assignment exhibits great effort and critical thinking; construction is impeccable, with appropriate word usage, spelling, punctuation and creativity; no more than three writing style errors are noted on any page; all assignment requirements have been met and at least one element is beyond expectations. This assignment is excellent.
• B = 80% - 89%; this assignment contains no more than six writing style errors on any one page, but still communicates effectively; all assignment requirements have been met in full. This assignment is above normal.
• C = 70% - 79%; this assignment has up to nine writing style errors on any one page; all assignment requirements have been met. This assignment is average.
• D = 60% - 69%; this assignment has so many writing style errors that communication effectiveness has been reduced to below average; or, at least one assignment requirement has not been met.
• F = 59% or less (may receive zero points); this assignment fails to meet minimum criteria for the assignment; any assignment that fails to provide adequate citations for sources; this assignment has so many writing style errors that communication effectiveness is in serious doubt; any assignment that is submitted late.
Final course grade:
The number of points earned determines the final course grade. Points will be posted online.
|A||90% - 100%|
|B||80% - 89%|
|C||70% - 79%|
|D||60% - 69%|
|F||0% - 59%|
Course work overview: As a student in this course, you will be required to complete the following course work (for a total of 950 possible points):
|Exams (3 @ 100 pts. each)||300 points|
|Discussions (7 @ 50 pts. each)||350 points|
|Service Learning Project||150 points|
|Case Study||150 points|