Today's management seems to be heavily inclined to event management. This may be due to stiff competition between companies to increase client base. However, it may give temporary success if routine activity is not managed properly and effectively. Many a times, it is observed that there is a long gap of inaction between two successive events. The enthusiasm and services offered at the time of new enrollment soon become dry, after the work order by customer.
I came across words event and activity in project planning network diagrams. PERT and CPM networks recognize events as start or end of activity, the activity being of supreme importance. Activity consumes time, money and other resources, whereas event is only a junction point between two activities.
Today nobody talks about activity but celebrates events with huge expenditure and publicity. Sustainable management requires other way round. Many successful companies are running smoothly and progressing well without publicity stunts and advertisements.
In the initial stages, it may be beneficial to have exposure through events, but it should not be forgotten that real work lies in planning and executing regular business.
We notice that young engineers are interested in production R. & D. or development work, but not in maintenance as it does not carry any glamor. But the maintenance department has stability and bears the load of additional financial burden of development activities.
Any failure in maintenance of functioning, service or quality assurance leads to collapse of the empire created by event promises.
