TABLE OF CONTENTS 
We have now moved into the third stage of the event operations management model. This is where the detailed operational planning and the execution of planning take place. This follows the analysis and detailed planning covered in stages one and two. Section 3 comprises Chapters 12 14, and considers the four key operational issues of managing people, forecasting, capacity management and scheduling. Chapter 14 concludes with some advice on personal time management.
Chapter 12 considers the importance of people to all events, and how the manager can make best use of this resource. Within the event industry this resource may be one of the most costly. We have already considered in previous chapters, particularly Chapter 9, how to manage resources, locate the optimum source and use the most appropriate and relevant type for each individual event. All of these concepts are valid when we consider the management of people. An event manager has to manage this valuable and expensive resource just as carefully as all other resources.
However, people are not inanimate; they can make choices, be motivated and have different reactions in different circumstances. This chapter covers the basic theories of motivation, and explains how to get the best from all those working towards and within an event, and the importance of a strong organizational culture. The chapter recognizes that some staff may be unpaid volunteers.
