Answered: 11.1 Is the use of events to…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...

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Transcribed Image Text:ابجد هوز ايجد هوز . هور ابجل أيجد هوز أبجد هوز 会青 *年,ヨ,ヨ Calibri (ly olgic العنوان Tulgic ) olgic ahe blail bs 2.1.1- 1:1:2:1-3.1.4.15.16.1.71.819 10 12 131 14 1 15 17-40 11 Crowd management One measure of event success is the number of visitors it attrocts. However, an event may also attract the attenfion of visitors opposed to it or seeking to use it for their own ends. Meetings of the World Economic Forum (involving influential participants from many countries) have become the focus of violent anti- globalisation protests. Opponents of the Melboume Grand Prix annexation of Albert Park continue to demonstrate at the event, and some Australian indigenous groups threatened to pursue their political ogenda by disrupting the Sydney Olympic Games in 2000. Army and police exercises in combating terrorist activity were held before the Games. At a less extreme level, the presence of large numbers of visitors in a confined space raises concerms about safety and control. Large crowds hove the potential to impact negatively on visitor satisfoction, to arouse resentment in the local community and, according to Abbott and Abbolt (2000), to render those responsible for the event liable to legal oction. These authors conducted an investigation into event incidents that led to legal ation, and recommend that such problems be avoided by the adopfion of sound strategies for crowd mon- agement and crowd control. Crowd management involves measures to organise the movement of large numbers of people in close proximity to each other. At spectator events such as sporting contests, the capocity, location and arangement of seating must be corefully planned to optimise accessibility to and from exit and entrance points. There should be no danger of accidental injury to spectotors from on-field activities. For events such as football matches, separation of rival team sup- porters may be appropriate, and pre-assigned seating may help avoid dashes as people struggle to secure the best viewpoints. Át events such as shows and exhibitions, the layout of rides and other attrac- tions should be designed to avoid overcrowding, and it may be necessary to limit the number of visitors admitted. At longer-running events, separation of entrances and exits can reduce congestion. Resroom and toilet focilities ihould be generously provided and clearly identified. Aisles and barricades may be used to control the flows of people and to contain queues (for whom entertain- ment can be provided as a means of combating impatience). Signage is an essentiol aid to crowd management. In addition to giving directions, appropriately located ond designed signs can also provide warnings - for example, where vehicular traffic may present a hazard to pedestrians, or where there is o threat of pickpocket octivity. Maintaining a happy crowd atmosphere is important. Ventilation, air- conditioning and lighting are necessary provisions in enclosed indoor" sites, which may have to be spocious enough to contain large numbers of people in wet, cold or hot weather condifions. A policy on the sole of alcoholic beveroges - directed to avoiding the problems often associated with excessive consumption- should focus on the number, size and location of outlets, a ban on drinking by event workers, enforcement of age and purchase limits, and the tactful removal of intoxicated individuals. Where crowd problems may be anticipated, the sole of alcohol should be preduded. Event managers should consider employing troined and experienced ushers and security personnel. The former can facilitate smooth and efficient movement of patrons to viewing and attraction areas, monitor crowd behaviour and respond quickly if accidents occur. Security personnel, dearly identifiable by uniform, should be able to provide assistance and protection, implement emerg- ency procedures (including evacuation if necessary), exercise control over dis- rupfive acfivities and defuse polentially troublesome disputes. In most instances, security personnel should work in conjunction with members of the police force. Ushers and security personnel should be equipped to communicate rapidly with each other and with central management as required. Plans should anticipate a variety of crowd control contingencies, especially those pertaining to emergency situations such as fire or storm. Also, although it is unlikely to be an issue for smaler events, high-profile international events may become the target of terrorist organisations seeking worldwide publicity for their causes. In such circumstances, panic among event visitors may cause more damage than the terrorists. Less dramatic problems may occur if opponents of a controversial event attend with the intention of causing disruptions. Although destination managers may not be involved directly in the organ- isation of events, they will frequently be called on for advice, and may on occasion be deemed responsible for a failure to provide effective supervision. Abbott and Abbott mount a persuasive argument for the involvement of one or more individuals with the expertise required to minimise the likelihood of injury to patrons and subsequent litigation based on event organiser negligence. Questions 11.1 Is the use of events to demonstrate for a particular cause an abuse of democracy? nd icha highlu vicihle presence of

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