|In a world of increasingly complex and distributed computer systems an effective Event Management Service (XEMS) is a key part of the necessary system management and administration infrastructure. The EMS must provide timely warning of impending problems, notify failing processes, identify problem areas in a system and possibly automatically fix them before service availability falls below acceptable levels. To achieve what is required, interoperability between systems in a distributed network is only one part of the solution; inter-comprehension of the key event data is also necessary. This Event Management Service (XEMS) specification satisfies all these requirements. It defines a programming interface which receives notifications in the form of events, and transports them reliably to applications. The Specification is in three parts: Part 1 describes the API including the model, architecture, data formats and interface definitions; Part 2 describes reference implementations for DCE and CORBA; Part 3 describes event structures for the basic event set.|
|This unique text offers a comprehensive study of the special events field, which is burgeoning over into many management sub–fields. Widely varied types of events are spawning a demand for new and innovative thinking and definitive management styles, and Goldblatt paints a clear perspective on how the industry has developed and keeps an ear to the ground as to the future picture. Real–life case studies ("war stories"), carefully interwoven into the text to strengthen and expand concepts, are followed by a concise author’s comment called "lesson learned." The progression of each chapter is guided by highlighted boxes, clearly illustrated figures, and color photographs (lending clarity and inspiration in a field where presentation is key). A summary section at the end of each chapter reemphasizes critical points and provides the reader with an invaluable "big picture" perspective. This enlightening text is organized into four broad sections, which address: 1) The stages intrinsic in every successful event, and the linkage between competencies that form each event’s core. At the heart of these issues is the assurance of a satisfied guest in each unique environment, existing hand–in–hand with the proper management of financial matters. Synchronicity of these factors is bolstered by team building and leadership skills. 2) Scheduling and organizational elements of events: how best to select and implement effective catering, technology, music, entertainment, etc. 3) Marketing tools, from the "invitation," to promotion, to sponsorship opportunities and implications. 4) Legal aspects and risk management, as methods of cost control and ensuring a safe celebratory environment. A professional code of ethics is also discussed in this section.|
|The escape-seeking dichotomy and the push-pull factors conceptual frameworks were used to identify motives which stimulated visitors to go to events at a festival. These two frameworks were used to guide development of an instrument to measure motives. The sample participated in events that were classified into one of five categories. The extent to which the perceived relevance of motives changed across different types of events was assessed. Six motive domains emerged: cultural exploration, novelty/regression, recover equilibrium, known group socialization, external interaction/socialization and gregariousness. These were broadly consistent with the guiding push factors framework and confirmed the utility of the escape-seeking dichotomy.|
|This unique text offers a comprehensive study of the special events field, which is burgeoning over into many management sub–fields. Widely varied types of events are spawning a demand for new and innovative thinking and definitive management styles, and|
In this paper some of the results of a Contingent Valuation (CV)-Study of the Royal Theatre in Copenhagen, Denmark, are presented. The estimated aggregated willingness-to-pay (WTP) for the Royal Theatre through taxes shows that the Danish population wants to pay at least as much as the theatre receives in public subsidies. The visitors comprise only about 7 per cent of the total population, but the non-users' WTP is quite substantial which is the interesting point. It means that the non-users are willing to pay an option price and that the Royal Theatre has non-use value.
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