Events – Professional Academic Corporate etc

EVENTS 

CONFERENCE CONVENTION SEMINAR WORKSHOP UNCONFERENCE etc
ACADEMIC EVENT MANAGEMENT

A Primer

By

VIKRAM KARVE

We may classify events can in a few broad categories based on their purpose and objective: 

1.  Leisure Events  [leisure, sport, music, recreation] 
2.  Cultural Events [ceremonial, religious, art, heritage, and folklore]
3.  Personal Events [weddings, birthdays, anniversaries]
4.  Organisational Events [commercial, political, charitable, sales, product launch, trade fairs, shows, road shows etc]
5.  Academic Events [conferences, workshops, seminars, symposium, unconference]

In this article – let me focus on Academic Events – since that is what I am most conversant with – having been an HR/Training Manager and Professor for many years in my long career – and having participated in and actively presenting papers (and also passively attended as delegate). 

As a part of my work – both in the Navy and in Academia – I have organised many Conferences, Seminars, Workshops, Symposia etc.

Of course – I have organized and participated in many other types of events as well – and may write about it subsequently.

The two main stakeholders in an academic event are the organisers – and the participants – or – delegates.

From the academic point of view – the Organisers view the event as one-way communication – a gathering where they impart information to the attendees. 

Of course – there may be other commercial motives and career ambitions as well.

The Delegates may look at the event from different points of view. 

There are a number of reasons why persons attend academic events like conferences – learning experience, enjoyment, professional networking, seeking peer group approval and prestige [by presenting their research papers] – or as a perk or reward for good performance etc.

Conference: A meeting of individuals or representatives of various bodies for the purpose of discussing and/or acting on topics of common interest or theme. 

A conference is a large event, lasting several days and attracting a large number of delegates. 

Typically a conference may attract more than a thousand delegates (1000+ delegates)

A session is an unbroken period within a conference.

The plenary session is a session at which all delegates are present. 

The “Graveyard Shift” is the session immediately after lunch – when most delegates are likely to feel drowsy, have a siesta and nap off. 

A poster session affords opportunity for authors of papers which are not actually presented in the conference to display posters, summaries and abstracts of their papers to delegates and stand by to discuss and answer questions. This is held during conference session breaks outside the main conference hall in the foyers and adjacent lobbies.

Convention: A convention, or congress, is a gathering of greater importance than a conference, much larger in size, with a few thousand participants, with a formal agenda and programme, with the aim of formulating policy.

Seminar: A seminar is a small to medium sized event with the number of delegates ranging from 20/30 to around 100/200. 

Seminars are compact one or two day events designed to educate and inform delegates of the subject(s) of interest and discuss issues of common concern.

Symposium: A symposium is a Seminar where only a single topic or subject is discussed in an informal way encouraging inter-delegate-speaker communication and debate.

Colloquium: In a colloquium one or more experts or eminent academicians deliver lectures on a subject followed by a question and answer session. 

A colloquium is purely academic in nature.

Workshop: A workshop is a small gathering of delegates to discuss and exchange ideas on specific topics or to solve particular problems. 

It is like a symposium but more formal in nature.

Meeting: A meeting is a much smaller event – maybe involving a few executives or invitees – discussing business or a precise agenda.

Information Flow: In a symposium and workshop the flow of information is between all the participants, delegates and speakers; whereas in a seminar and colloquium the flow of information is primarily one-way from the speakers to the audience. 

Of course – in a meeting – there is more of presentation, deliberation and discussion with the aim of collective consensus and decision-making.

Clinic: A clinic is a meeting of a select group of persons with common interests, confronting and discussing real-life situations and problems, organised for the purpose of diagnosing, analysing and seeking solutions to specific problems.

Unconference: An “unconference” is a facilitated, participant-driven face-to-face conference centred on a theme or purpose.

Even at traditional conferences – the most productive moments often occur during informal networking – tête-à-tête – and discussions between the formal sessions – in tea and lunch breaks – and in the evenings over cocktails/dinner/get-togethers etc

That is what an “unconference” aims to achieve.

The cardinal premise of an “unconference” is that there are no spectators – in an “unconference” – everyone is a participant.

This sets the stage for everyone to actively contribute and is another factor in making this event so unique.

The idea of “unconference” probably emanated from the Fundamental Law of Conventional Conferences: 

“The sum of the expertise of the people in the audience is greater than the sum of expertise of the people on stage...”

The aim of an unconference is to break the barrier between the audience and the speakers on the podium. 

Members of the audience and participants write topics they are interested in on boards, consolidate the topics, and then break into discussion groups.

With the advent of the internet and increasing virtual interaction – meetings, conferencing, networking and modern forms of “formal” and “informal” web-based communication and learning technologies – the concept of “unconferencing” is more attractive than traditional conferences of the “old mould” type.

So how does one plan and organise such academic events...?

There are so many aspects and factors to be considered – topic, venue, dates, programme, speakers, papers, delegates, technology, communication, budget, accommodation, food, entertainment, PR, promotion, publication, sponsorship, commercial aspects, check-off lists… 

I will end now. 

But – more on this topic – and about other types of events – later on my blog. 

VIKRAM KARVE

Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved.

Copyright Notice:

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (all rights reserved)

This blog post is a revised repost of my article written 25 years ago in the 1990s and posted online earlier at url: http://karvediat.blogspot.in/2010/09/event-management-conference-seminar.html  and  http://karvediat.blogspot.com/2017/05/event-management-academic-events.html  etc 

Values – Instrumental Values and Terminal Values

Values are beliefs about what is good or bad. 

Your values determine what is desirable or undesirable. 

Values have an ethical and moral dimension. 

Your values provide you an internal reference for what is good, beneficial, important, useful, beautiful, desirable and constructive. 

Values generate behaviour and influence the choices made by an individual. 

Values have a major influence on your behaviour and attitude in various situations. 

Examples of Values include HONESTY, LOYALTY, AMBITION, ALTRUISM, CLEANLINESS, CONFIDENCE, CONFORMITY, CREATIVITY, CURIOSITY, DARING, DECISIVENESS, DEPENDABILITY, DISCIPLINE, INDEPENDENCE, INDIVIDUALITY, OBEDIENCE, PATRIOTISM, PUNCTUALITY, SENSE OF HUMOR, SIMPLICITY, WEALTH etc 

(The list of values is endless – you can surf the internet to see lists of values – and – you may discover your own personal values by introspection) 

Values can be categorised into two types: 

1. INSTRUMENTAL VALUES 

and 

2. TERMINAL VALUES 

My article below elaborates on these two types of values... 

INSTRUMENTAL VALUES and TERMINAL VALUES

THE TWO TYPES OF VALUES 

Musings on Management Ethics 

By

VIKRAM KARVE

Values are of two types – in both the personal and organizational domains. 

The two types of values are:

1. INSTRUMENTAL VALUES

and 

2. TERMINAL VALUES

INSTRUMENTAL VALUES

Instrumental Values are core values.

Instrumental Values are permanent in nature.

Instrumental Values comprise personal characteristics and character traits.

Instrumental Values refer to preferable modes of behaviour and include values like honesty, sincerity, ambition, independence, obedience, imaginativeness, courageousness, competitiveness – and also some negative traits too. 

Organisations also have Instrumental Values (which can be ascertained from the organizational culture).

Whether at personal level or organizational level – instrumental values are permanent in nature – and so – instrumental values are difficult to change. 

For example – the instrumental values of a Public Sector Unit (PSU) will differ from that of an Multi-National Corporation (MNC) – though both may be in the same business.

Since they are permanent in nature – Instrumental Values are difficult to change.

TERMINAL VALUES

In our personal lives – Terminal Values are those things that we work towards – or those things we think are most important – or things that we feel are most desirable. 

Terminal Values are desirable states of existence. 

Terminal Values include things like happiness, self respect, family security, recognition, freedom, inner harmony, comfortable life, professional excellence, etc

In a nutshell – Terminal Values signify the objectives of the life of a person – the ultimate things the person wants to achieve through his or her behaviour – the destination the person wants to reach in life. 

In contrast – Instrumental Values indicate the methods an individual would like to adopt for achieving his life’s aim – the path he would like to take to reach his destination.

This applies to organisations as well – and – organizations too exhibit Terminal Values. 

However – Terminal Values can be changed – and this change in Terminal Values can sometimes be seen – when there is a change of Top Management or CEO. 

Read this Before you Apply for a Job or Select a Career

(or Before Recruiting a Candidate for a Job)

ORGANIZATIONAL VALUES AND ORGANIZATION BEHAVIOUR

Organisational Values are the key to organisational behaviour. 

So – before you join an organization – you must ensure that there is no conflict in your personal Instrumental Values and the organization’s Instrumental Values 

Yes – there must be no conflict between the Employee’s and Employer’s Instrumental Values – since – Instrumental Values are difficult to change. 

Conversely – the organisation must consider this aspect while interviewing a prospective candidate for recruitment to avoid conflict of Instrumental Values.

However – any mismatch in Terminal Values can be corrected by suitable Induction Training – since Terminal Values can be inculcated or realigned or changed. 

VIKRAM KARVE

Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved.

Disclaimer:

1. These are my personal views based on my personal experience. Please do your own due diligence while selecting a training philosophy.

2. All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (all rights reserved)

This is an abridged, upgraded and revised version of my lecture on VALUES written be me Vikram Karve more than 25 years ago in the early 1990s and posted online earlier a number of times in my various blogs including in my Academic and Creative Writing Journal Blog in 2011 at url: http://karvediat.blogspot.in/2011/12/instrumental-values-and-terminal-values.html and https://karve.wordpress.com/2012/11/22/instrumental-values-and-terminal-values-the-two-types-of-personal-and-organizational-values/ and http://karvediat.blogspot.in/2017/06/types-of-values-instrumental-values-and.html etc

Why Do You Work – for Money – or – for Job Satisfaction...?

WHY DO YOU WORK...?

MONEY OR JOB SATISFACTION...?

Monday Morning Musings

By  

VIKRAM KARVE 

WHY DO YOU WORK...?

In today’s world – it is naive to assume that people work primarily to achieve professional fulfillment and job satisfaction. 

As a matter of fact – they seem to work because – what they get “on the job” enables them to achieve whatever they want to accomplish “off the job”. 

 

At the lower levels in an organisation people work for survival – but at middle levels – many persons work for their leisure. 

Yes – most people work so that they can enjoy their leisure. 

Think about it.

Don’t we all work so that we can enjoy our leisure? 

You slog 5 days a week – so that you can enjoy the 2 days of weekend that you get off.

Do you work because you enjoy doing the job...? 

Not at all.

You work for the money they pay you – so that – whatever the money that you earn from working – you can use that money to enjoy your leisure – once your basic needs are met. 

I have observed this factor especially in many youngsters working in IT, ITES, BPO and many other industries – who wait for the weekend – to enjoy what they have earned by “toiling” in the “sweatshops” for the entire week. 

Then – they blow up what they have earned during the week having a ball in the weekend.

Some call it “unwinding”

You “wind” yourself up during the week – slogging away doing something you do not enjoy doing.

And then – you “unwind” yourself during the weekend – doing something that you enjoy doing. 

You wind. 

And then – you unwind.

It is like clockwork – as if you are a clock to wind and unwind...!!!

Of course – there a very few lucky persons who seem to have found their metier in their jobs and genuinely enjoy their work.

    

In most cases – on the job – employees have to “produce” – and there is no time for any enjoyment. 

Both Competition and Compensation levels are higher than ever before – and – the chief casualties of this competitive work environment are those traditional so-called motivators like “job satisfaction”.

 

Today – a typical professional may no longer have an undivided loyalty and commitment towards his job. 

Therefore – it is incorrect to believe that an employee’s work life is spent entirely in the pursuit of “job satisfaction”. 

Perhaps – an employee is not actively seeking job satisfaction as much as aspiring towards other important needs and considerations like own career progression, standard of living, quality of life, material gain and personal gratification.

 

For most people their job is a means to achieving their desired ends.

DOES JOB SATISFACTION IMPROVE JOB PERFORMANCE...?

 

One of the typical propositions held by most people connected with Human Resource (HR) Management is that job satisfaction is positively associated with job performance. 

But in actual fact – does Job Satisfaction lead to improved Job Performance...?

Does a “satisfied” employee always “produce” more...?

It may be wrong to presume and take for granted a fictitious linkage between job satisfaction and employee productivity in all cases. 

 

In some cases – you may be shocked to find that while the so-called “job satisfaction” was increasing – the productivity of the individual was declining.

The reason behind this apparent paradox is the mistaken concept that a satisfied employee will devote his dedicated attention to his work.

 

A “satisfied” or “happy” employee may begin to develop an attitude of self-complacency – and – an overall sense of well-being – and – consequently – his temperament may become one of ignorant submission and passivity – rather than one of positive action and active involvement. 

I have observed this behaviour among employees in many organisations – particularly in government and public sector organisations – where employment is secure – and – where seniority is more important than performance in career progression.

As a result – it is not too uncommon to see that the productivity of the employee does not always closely follow his upward satisfaction curve.

 

Another important aspect of this situation is the rate of Constructive Conflict.

If properly used and suggestively applied in the organizational context – the managerial implantation of a limited degree of constructive conflict does indeed shake these smug people and “satisfied” employees out of their lethargy – and enables them to achieve a certain individuality of action. 

Viewed from the perspective of the organization – the key issue is not having satisfied, happy employees – but maximizing productivity – the bottom line being increasing profit and achieving organisational goals. 

 

Yes – that is what the organization has to decide and prioritize – what is more important:

Does the organisation want to pamper  employees or maximize productivity...?

Does the organisation want to help employees in achieving their personal goals or is it more important to achieve organisational goals...? 

Is there a congruence between “Job Satisfaction” and “Job Performance”...? 

Do “satisfied” employees always “produce” more...? 

THE MYTH OF JOB SATISFACTION

An individual’s NEED consists of two components:

1. APPETITE 

2. DESIRE

 

With changing value systems – it may be wrong to believe that increased satisfaction means increased motivation as propounded by various conventional theories of motivation (Maslow’s Need Hierarchy, for example). 

Here it is vital to understand that “need” comprises two components: “Appetite” and “Desire”. 

Appetite corresponds to that part of each hierarchical level of need – the non-satisfaction of which can be expected to normally inhibit or deter progress up the hierarchy of needs. 

 

Desire corresponds with the greedy, relatively unjustified part of each hierarchical level of need – the satisfaction of which should not be viewed as necessary prerequisite.

 

With changing values – and – by habit and custom – yesterday’s desires become today’s appetite. 

The effect of extrinsic “motivational techniques” like job satisfaction will eventually be to increase need satisfaction threshold limits and draw more energies towards the satisfaction of desires. 

 
The myth of job satisfaction exerts severe pressures upon both the employer and the employee. 

The employer convinces himself that he must provide satisfaction on the job – and the employee rationalizes his behaviour and anticipates satisfaction.

In this two-faceted pressure approach – the entire organization and all stakeholders suffer from unwanted conflicts, unfulfilled expectations, and unkept promises.

VIKRAM KARVE

Copyright © Vikram Karve 
1. If you share this post, please give due credit to the author Vikram Karve
2. Please DO NOT PLAGIARIZE. Please DO NOT Cut/Copy/Paste this post
© vikram karve., all rights reserved.

Disclaimer:

All Stories in this Blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve (all rights reserved)

This is an abridged and revised version of one of my early writings on Human Resource (HR) Management. I wrote this article more than 25 years ago, in the year 1992, and I have posted this article online a number of times including at urls: http://creative.sulekha.com/human-resource-management-the-myth-of-job-satisfaction_354574_blog  and  http://karvediat.blogspot.in/2011/07/job-satisfaction-and-motivation-myth.html  and http://karvediat.blogspot.in/2014/07/clockwork-careers-job-satisfaction-myth.html  and http://karvediat.blogspot.in/2016/06/job-satisfaction-paradox.html etc