ENG - Learning Unit 8 - AR by AKETH

EVENT PLANNING AND DESIGN CONTENTS ANALYSIS

EVENT PROTOCOL – LEARNING UNIT 8

Learning Contents SUBUNIT 1: Event Protocol SUBUNIT 2: Categorization of events SUBUNIT 3: Special events SUBUNIT 4: Potential Critical Points SUBUNIT 5: Event Communication Protocol

Learning hours:

Workload:

This project has been funded with support from the European Commission. This publication reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

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Unit Objectives Actions / Achievements Define a protocol for a specific event Organize and monitor the protocol implementation Knowledge

Comprehensive on national rules, regulations, standards related to different types of event protocols Comprehensive on etiquette and/or established communication styles in different professional communities, business sector, age group etc. Comprehensive on cultural differences between representatives of different target groups, including national specifics Fundamental to international protocol rules, regulations in event implementation

Skills

Match the protocol rules and procedures to the event’s specific characteristics, participants, and requirements of customer and/ or sponsors Define clear and understandable rules related to different aspects of event planning, organization, and conduction Discuss the rules with professionals involved in event planning, organization and conducting and modify requirements defined, if necessary Identify potential critical points and suggest preventive actions

Competencies Autonomously select protocol rules/ regulations/ procedures/ standards to be applied in a particular event Lead implementation monitoring of the agreed event protocol according to schedule, rules, and requirements Adapt the event protocol based on reflection, feedbacks, own achievements, difficulties and weaknesses Instruct responsible team members and customer’s representatives about the designed event protocol Solve problems that may arise in event preparation phase

SUBUNIT 1: EVENT PROTOCOL The word "protocol" is of Greek origin and in the Middle Ages it means rules for document filing and keeping archives. In Byzantium, the word also means the first part of a document composed of solemn expressions listing the participants accepting this document. Later this term applies to the rules of general conduct of the activity. The protocol is defined as a system of rules that explain the correct conduct and procedures to be followed in formal situations. On a larger scale, practices developed among nations in the course of their contacts with one another and they defined the essence of the protocol. The protocol is a framework which allows effective communications between various types of leaders and their representatives. Although over the years, some of the traditional pomp and picturesque ceremony has been discarded, behaving appropriately in formal situations is still very important to maintaining proper respect and preserving positive relationships with state and local leaders and other dignitaries. Etiquette, similarly, encompasses the body of manners prescribed by custom, usage, or authority. It is accepted as correct behaviour when people deal with one another and preserves respect for the rights and dignities of others. In short, etiquette represents good manners. Just as in bygone years, there are certain rules to be followed in order to reach the goal of presenting ourselves without embarrassment and achieving proper, polite treatment of others. By definition, “protocol” generally refers to customs and rules of politeness and courtesy between individuals and society. For government, nations, corporations, organizations protocol is a system of conventions, procedures, and symbols which express their identity and facilitate relationships among them. Following protocol makes interactions with others more predictable and provides a basic social framework within which to operate. (Manual, 2017) The Diplomatic Protocol is a special kind of protocol. It is a set of rules of conduct that are established in the practice of maintaining relationships with official representatives of different states. It is an outward expression of respect that they owe to each other in the face of their representatives. The Diplomatic Protocol covers 2 types of rules: 1) established within a particular country, which are respected by officials of the residence country in their relations with representatives of other countries and peoples; 2) established as norms of

civic authority, which are binding on the relations between representatives of different countries when they are in the territory of the country of residence, as well as relations between the officials of the country of the residence and foreign officials residing in the territory of the state of residence. (News, 2017) The power of Diplomatic Protocol is morally political, but on the other hand, some of the rules have legal force. Protocol of an event is those norms by which it is organized. On another hand, the protocol of an event has to be flexible and adapt to the various participants on the social or political stage. An official manual would quickly become the "Protocol Bible" and the result of this will be inflexibility. (Boswell, 2006) That is why the protocol rules and procedures have to be matched to the event’s specific characteristics, participants and requirements of the customer and/ or sponsors.

SUBUNIT 2: CATEGORIZATION OF EVENTS First of all, the protocol for an event depends on the kind of event. An event can be described as a public assembly for the purpose of celebration, education, marketing or reunion. Events can be classified on the basis of their size, type and context. It is very difficult to divide and categorize different types of events, campaigns, performances, parties, holidays and various forums because they are in constant symbiosis, overflowing in one another, the genres are numerous and have many styles, trends and varieties. Virtually any private, corporate, branch, or other event may become special, as long as it is different from the others, and is made by professionals who understand their work and do so with a lot of creativity and zeal, seeking and achieving its attractiveness and uniqueness. However, a general categorization of the different types of events can be made, with the provision that they can always "float" together, synthesize creatively, conceptually and aesthetically, in order to be remembered for a long time and achieve their maximum effect and purpose. (González, 2011) Categorization of events: ‐ World events ‐ Special events ‐ Business and industry events and forums ‐ Corporate and corporate holidays and events ‐ Political events ‐ Charity Events ‐ Holidays of cities, districts, municipalities, etc. ‐ Musical and artistic events ‐ Children's events ‐ Sports Events ‐ Personal, family and private events and holidays ‐ Official national, international and religious holidays and events ‐ Festivals of all kinds The reasons for organizing a particular event can hardly be described because of their diversity and multiplicity. Typically, the cause is not one, but a set of causes require and impose the organization of any particular event.

Generic classification of reasons: ‐Necessity of the event. The environment may not impose a specific and direct need to organize an event. It is required to carry out a certain activity and to solve a specific task that does not relate to the current situation and the environment, is not imperative and improves the processes by adding new elements and redesigning processes. Such special events are, for example, regular monthly or annual seminars, meetings that take place on a provisional schedule. Such are special events that are pre‐planned in time and not caused by environmental changes. Generally, these are periodic events and events that are part of the company's core policies. Here are, for example, personal events, as well as other events related to celebrations. ‐Changes in the environment. The appearance of changes in the internal and external environment, as well as threats that are noticeable or to a certain extent foreseeable, can wreak the institution unprepared. These changes can be both good recovery opportunities and negative trends and threats the company needs to respond adequately through a special event. Very often these changes are associated with the terms "failure" or "success", which are the lower and upper limits of the set of possible changes. In many cases, the company's registered successes, its good market position, leads to behaviour close to apathetic or non‐respecting the possibilities of multiplication and "synergy" of the successes achieved, by organizing special events in order to react equally intensively both in the case of failure and success and to successfully manage the risk and to exploit the best possible opportunities. (McCaffree, et al., 1977) ‐Misunderstandings (differences) in perceptions and attitudes. In fact, there are persistent discrepancies between objectively existing reality, subjective perceptions and ideas about it, that is, reality, what it is, what it is assumed and what it should be. The inconsistencies may be related to the rhythm or logic of a process from the internal or external environment, the discrepancies between the effort and the resources invested by the firm and the expectations and attitudes of the audience. The recording of real or projected changes in perceptions should be seriously analysed. In practice, these changes may not occur or, if they occur, be short‐term and not very significant in terms of parameters and influence. This imposes a reasonable wait and patience, a delay in time, or a precise selection of the moment for the event. It may be that for the period of preparation of the event new changes

in perceptions appear to make pointless and meaningless the implementation of the planned event. (Froideville & Verheul, 2016) Market dynamics and changes in perceptions and attitudes should not lead to hasty and unreasonable high‐risk decisions. ‐The emergence of new technology, knowledge, product or service. Most often these are events related to business and commerce, training and science, and last but not least culture and art: promotions and sales, new product and service lines, trade fairs and fairs, art auctions, congresses, conferences, symposiums, film festivals, music festivals, fashion shows, etc. ‐Demographic, energy, environmental, ethnic, social, cultural, health and other global issues. This group includes events such as "Earth Day", "Anti‐Spin Campaigns", "Day Without Smoke", "One Day Without a Car" and many others. (Goldblatt, 2010)

SUBUNIT 3: SPECIAL EVENTS Special events are specific events such as festivals, rewarding, interviews, press events etc. This group of events includes all sorts of festivals, concerts, show programs, mass events, road shows. In general, this is a set of events that have a beneficial effect on the image of the company or brand. The result of a series of professional PR actions is an extensive positive feedback of the target audience, expressed in increasing loyalty to the company and increasing the interest of potential clients. According to their scale and influence, special events can be classified as follows: 1.Intra‐institutional events. They concern the organization, its units and subdivisions and its "internal audiences". Such are the workshops, the team building related to the institution's policies, the re‐qualification of the staff to acquire new competencies, etc. These events and their results are indirectly related to external audiences and target audiences, users of products and services. (Goldblatt, 2010) 2.Local‐branch events. They are related to the relevant local entities and objects in the segment/sector and often have an operational, work and campaign character. For example, synchronizing the efforts of hoteliers, restaurateurs, tour operators, merchants, sports companies and cultural and historical institutions before the summer or winter tourist season. This category includes special events that present the product or services of local companies from one or more industries (light industry, soft drinks, food products, etc.). 3.Regional events. These are events that, irrespective of their specificity, generally affect the region concerned and more audiences. Participants from these events are predominantly representatives of companies from the region. These events have a significant impact on the economic and cultural‐historical development of the region and are reflected by the media. They may be one‐off events for some reason, but there is more often a reason for their periodical conduct and affirmation as a tradition. (Goldblatt, 2010) 4.National events. In these special events, the participants, objectives, and functions of the event are related to more than one region or sector of the country. Here, for example, all national and republican congresses, conferences, sporting events, festivals, fairs and much more are covered.

5.International events. These special events "go beyond" the borders of the state, the region, and the sector. They are predominantly the number of foreign participants, the objectives, the functions, and the results are supranational. 6.Remarkable (unique) events. These are special events that are usually traditional, have established their name, identified with the spirit of a region, city, state. They are wide‐ ranging, popular and have a broad interest and attention, prestigious, broadly reflected in the media, and are associated with high levels of tourism and economic impact and influence. 7.Intercontinental events. These are mega‐scale special events that affect the entire economy or large sectors of it, these events are reflected in the global media, enjoy great prestige, popularity and millions of audiences and audiences. Examples of such events are the World Trade Exhibitions, the Olympic Games, the World Championships and others. The conditional nature of this categorization is predetermined by the use of more than one criterion or attribute but is sufficiently clear in terms of the differentiation and grading of special events according to scale, influence, and participants. An event may fall into two or more categories simultaneously. (Goldblatt, 2010) The organization of a special event can take place in several different ways, and this is determined by the goals set. Additionally, the type or profile of the event, its scale, budget, and whether it is part of the organization‐specific activity is of utmost importance. What are the goals is important because in many cases the event does not necessarily lead to financial dividends but is related to the building of image, reputation, affirmation of brand name, etc? There are, of course, events such as trade fairs and fairs where the goals are also to generate profit. The number of participants in the event, audience, budget, and scale determines to a large extent what approach to be chosen for the event.

SUBUNIT 4: POTENTIAL CRITICAL POINTS The next step is to identify potential critical points and suggest preventive actions. Protocol applies whenever individuals or entities interact, but questions tend to arise only when there are differences in official rank or culture or function between them (i.e., when people are not sure of the rules). (Allen, 2000) Here are some questions to ask when you sense protocol issues may arise: ‐

What are the organizational or informal ranks of those involved?

‐

Is it advisable to engage other institutions or persons? Who should make contact?

‐

Is a formal invitation required? Who is the appropriate signatory? This does not imply that a hard copy invitation is necessary — email from the right person may be fine. Either way, it is helpful to include in an invitation a logistical or program contact, especially if the signatory is a senior leader.

‐

What is the proper form of address?

‐

Who will send a thank you after the event?

‐

Who is the appropriate choice to greet and escort a visitor and to perform introductions? These people may or may not be the same. Where does the greeting take place?

‐

If there is a speaking program at your event, who will open the program / introduce your honouree(s) / sit with your guest(s) in the audience?

‐

Are there other reserved or assigned seating issues to consider?

‐

What are the needs of a delegation or accompanying staff — separate program and accommodation or do they stay with the principal?

‐

Will any follow‐up be required, other than a thank‐you? Who will be responsible and who should be included in the conversation?

SUBUNIT 5: EVENT COMMUNICATION PROTOCOL Sometimes, at events, it is necessary to disseminate official information; in particular changes in the agenda, changes to the venues in use, changes in the order of speakers, adjusted timings or other rules etc. Communication protocol requires adhering to the hierarchy structure which enables smooth and on‐time dissemination of the information. (Radde, 2009) Below are described some of the official methods of communication that all participants should make sure to have access to during events. In advance of events, most information (i.e. closing dates, confirmed participants list etc.) can be sent via emails. (Radde, 2009)

Main Channels of Communication For announcements about ongoing events the protocol is to use main channels of communication for example Twitter, Facebook, Email etc. The participants of an event have to be informed about the official channels for announcements relating to the ongoing event. You should ensure that multiple people on your team are able to access the channels at an

event. We will of course also use other methods of communication to get urgent news to participants, but the official communication will be through the main channels. Larger Announcement Should more space be necessary to explain something in detail, the information will be added to the website, with a link posted on Twitter, or Facebook etc. The organizers will also have a copy. Face to Face Organizers endeavor to personally contact all participants, usually by walking around the venue. There volunteers will be given the specific wording of our announcement, but anything discussed beyond that wording is not necessarily the official line – reference to the main channels of communication is preferable Telephone Participants may be contacted by text or telephone, on the numbers included on the entry form. However, experience shows that frequently the number given is for someone who is not necessarily present at the event, or the particular individual’s phone has sometimes died; hence this is not the official method of communication but rather another way to notify some participants that they should look at the mail channels of information: Twitter account, Facebook, Email etc. Certain things may be posted out via other channels if there’s time – however, these will either echo the mail channels of information (or website) or will direct participants to look at the relevant account or to contact organizers. In short it is recommended to try to ensure that several members of a participant team follow the main channels of communication. Protocol of International Meeting Arrival Protocol Some details to consider: •Are your principals or guests arriving from out of town? •Are they high level enough to be greeted at the airport and at the hotel before the event? Or should they just find their way to the venue? •Will you have a snack or a bottle of wine delivered to their room?

•Will you or someone from your organization host them at dinner the night before the event? Flag Protocol •The place of honour is to the audience’s left (over the speaker’s right shoulder). •The national flag, as the home country, holds the place of honour, followed by state, city, university, organization, etc. (Radde, 2009) Seating Protocol There are different kinds of seating protocol: ‐Classroom ‐ ideal for groups that have a need to take notes ‐Conference ‐ ideal for groups under 20 who discuss and need to take notes or refer to materials ‐U shape – ideal for groups under 30 with a designated speaker, heavy discussion and a need to write or refer to materials ‐Hollow square – ideal for groups under 40 with heavy discussion and a need to write or refer to materials ‐Meeting squares – ideal for any size group that needs to break into smaller groups ‐Theatre – ideal for any size group that does not have much discussion or does not need to refer to materials (Radde, 2009)

The simplest approach to follow: •Host and co‐host – OPPOSITE each other. •Guest of honour – to the host’s RIGHT. •Second highest‐ranking guest – to the co‐host’s RIGHT. •From there, seat in ranking order, alternating on either side of the host and co‐host. •Be mindful of balancing men/women, language ability, overlapping interest, or expertise. •On occasion, the best seating plan may necessitate breaking protocol. For example: informal events; seating guests based on what they have in common, rather than rank; speakers’ time constraints; principal’s preference. Gifts •Remember to include tokens for speakers, as well as higher‐level gifts for your principals/guests. •Think about what fits the theme of the event, the tastes and interests of the principals, and the institution or location; it's ideal to have a gift reflect the spirit or values of the institution, or a cause that’s important to the host. •Local artists and local food products are always appropriate gift items to consider. •Don't forget that presentation is as important as the gift.

Communication •Brief your principals on cultural norms (e.g. the custom of exchanging business cards, the appropriate use of jokes, etc.) •Use conversations about the venue and food as discussion stimulators. •When communicating with guests who may not use English as their primary language, speak clearly and slowly, but do not yell. •Above all else, communication is key to creating a positive experience for your guests, audience, and your volunteers. Protocol of a meeting or event with attendees representing multiple cultures is a challenge. It is important to remember in a highly diverse international environment that meeting participants have their own cultural etiquettes, mannerisms, and gestures. Some may begin the meeting sharply at 8 a.m., others may chit‐chat, and some may have difficulty getting going at all. Prior to the meeting, it is important to communicate the goal of the meeting. What is the meeting’s purpose? Why are you participating? If possible, send an agenda prior to the meeting. Once a framework is in place, attendees can better understand where they fit in. With planning a multicultural event, attendees will have various communications styles as well. Some cultures resonate with reactive listening before speaking while others are impulsive and emotional. Rather than grouping like cultures together, trying to mix up the meeting. This allows cross‐ cultural relationships and interpersonal communication skills to build. After the meeting, ensure that all the participants are on the same page by summarizing the main topics during the meeting. Simplify meanings to ensure that nothing is lost in translation. Use follow‐up documents to minimize any confusion for participants. A key role of meeting and event planners is to make everyone feel comfortable and to create a safe environment. When meeting participants represent a wide variety of cultures and ethnicities, this may be a challenge. Business Etiquette and Protocol

The business etiquette and protocol are important for creating successful business communication. However, when you have to work with foreign companies, you should keep in mind the fact that what is accepted in your country may be unacceptable elsewhere in the world. In general, stick to the maxim: "When you are in Rome, do like the Romans do." Here is some useful guidance in this regard. (PTPN, 2017) Do a study It is extremely important and even mandatory to study the specifics of business relations in the country concerned. This will surely save you awkward situations that could affect the success of your business. (Chron, 2017) Handle the fatigue Do not let the fatigue of the journey affect you. If you have the chance, try to arrive in the country a few days earlier to have time to rest and adapt to different times. Drink plenty of water and limit your coffee and alcohol consumption as dehydration will increase the feeling of fatigue. Be careful not to overwhelm before the trip, which will make you exhausted. Another trick that you can use is to set your clock to the new time of day a few days before departure. Merge with the crowd When you arrive, make sure you do not get in the way. Dress like the people in the alien country and try to behave like them. Learn key words and phrases: they will surely come into your hands, and you will also get a good impression. Be respectful Even if you do not have a good opinion of the country you are visiting, do not show it in any way. Be respectful and do not condescend. Observe the hierarchy Check out whether the country's hierarchy is based on age, gender, etc. to help you avoid awkward situations. Here is the time to note that we need to be careful how we turn to a person. Be cautious with the use of small names. Some like to break the formal atmosphere, but it is far safer to bet on Mr. / Mrs and a last name. Stick to this form of circulation until you are explicitly asked to go to a small name, which in some cultures may or may not happen at

all. As for the titles, they can have an extraordinary weight, so do not underestimate them. Germany, for example, is one of the countries where you should include a "professor", "engineer" and others in the address. Listen to how someone presents you and look at the business cards. People in Australia are judging the job done and are not particularly impressed by the titles. Pay attention to the role of gender Be careful if you are traveling to a country where religion has a crucial role to play in gender relations. For example, in Arab countries you must squeeze the hand of your business partners, but touching a woman, be it a European, is considered a taboo. In Argentina, the woman first has to reach out to the man. (Post, 1999) Master the business card exchange policy Keep in mind some important rules that the business card exchange etiquette requires: the business card must be in an excellent condition and you are expected to hand it personally to your interlocutor. In the Arab countries, never give it with your left hand, and if you are in Singapore, Japan or China, give and take business cards with both hands. Do not forget to give yours only out of a business cardholder. Wait to be presented to someone and only then give him your business card. When you are taking business cards, it is a good idea to say how good they are and then put them in the business cardholder. Do not leave them casually, because it is a sign of disrespect. Do not enter the privacy of others Personal space is a stretched concept: for example, some will feel awkward if you are too close to them, but shortening the distance may be quite normal in other parts of the world. Try not to enter the personal space of the people you communicate with, for this purpose, check what is typical of a country. If someone enters your personal space, do not step back even if you feel uncomfortable because you will send a wrong message to your interlocutor. Plan the time Undoubtedly time is money, but if you communicate with representatives of a nation that is more relaxed in busy situations, do not take it personally if the business meeting or lunch is longer than in your home country or if you are waiting for it. Try to be exact, but also to understand the habits of foreigners.

Do not overlook the handshake Keep in mind that the handshake etiquette across the globe varies. For example, Latin America is characterized by a slight and long‐lasting handshake, for Russia ‐ a strong handshake. Remember that the handshake can be accompanied by a hug, kiss or bow, depending on where you are in the world. Watch out for gifts Be careful when you give gifts with your business logo. Do it if the logo is discreet, and in countries like Portugal, Spain and Greece forget about such gifts. Note that in some places (for example, in Africa) the gift is accepted as soon as you receive it, but in other countries like China, for example, it is rude to open the gift in the presence of the person who gave it to you. The traditions in different countries inevitably affect the business etiquette in relationships, so always keep in mind where is the person from, who you need to communicate with. EXERCISE PROFESSIONAL PROTOCOL PROFILE Choose the number that best describes you: 0 – Not at all 1 – Hardly ever 3 – Often

2 – Neutral

4 – Always

Networking Protocol I

easily

establish

important

contacts

and

through

business

opportunities.…………………………………………………... 0 1 2 3 4 I’m at ease walking into a room full of strangers and introducing others and myself……………………………………………………… 0 1 2 3 4

know

all

the

elements

making

favourable

first

keep

impression………………………………………………………….. .0 1 2 3 4 I

can

initiate

conversation

and

going………………………………………………………………… 0 1 2 3 4 I follow the rules of space, eye contact, hand positioning, grip and pump for a proper handshake…………………......................................0 1 2 3 4 Dining Protocol I can navigate a place setting that has four forks and knives, 2 spoons, and 5 glasses………………………………………………….. 0 1 2 3 4 I know how to correctly hold and use a knife and fork, and know the “silent service signals.”………………………………………. 0 1 2 3 4 I know the rules for when to begin a meal, napkin usage, and passing the salt and pepper……………………………………………. 0 1 2 3 4 I’m confident finessing the business meal from extending the invitation to paying the bill…………………………………………………. 0 1 2 3 4 I follow buffet line etiquette and know tips to use the time in line wisely…………………………………………………………… 0 1 2 3 4 Digital Age Protocol I

know

and

appropriate

phones………………………………………………….

usage

speakerphones

and

cell

0 1 2 3 4

I know how to use the telephone as my #1 business communication tool…………………………………………………

0 1 2 3 4

know

how

send

clear,

concise

answered……………………………………………. I

know

how

organize

and

respectful

e‐mails

that

are

0 1 2 3 4 voice

message

returned………………………………………………………

message

0 1 2 3 4

I know how to create a voice greeting that is inviting and encourages callers to leave a message…………………………………. 0 1 2 3 4 International Protocol I’m

ease

dining

with

anyone

American

Continental

Style……………………………………………………………. 0 1 2 3 4 I

know

the

cultural

differences

what,

when,

and

how

give

gifts………………………………………………………. 0 1 2 3 4 I know the differences of gender roles, gestures, and other business protocol before going abroad………………………………... 0 1 2 3 4 I know how to host an international visitor so they feel welcome in my country…………………………………………………………. 0 1 2 3 4 I seek expertise and develop pre‐meeting strategies before going to my target country.

………………………………………………… 0 1 2 3 4

Customer Service Protocol I know how to meet and greet my customers so they want to do business with me……………………………………………… 0 1 2 3 4 I know the right words and phrases that communicate effectively and keep my customers happy…………………………………… 0 1 2 3 4

I know how to be a team player and recognize that everything I do affects the bottom line………………………………. ………. 0 1 2 3 4 I know how to run a meeting effectively and how to be a contributing participant………………………………… 0 1 2 3 4 I

know

how

satisfy

difficult,

demanding

customers……………………………………………………… 0 1 2 3 4 Professional Protocol Profile Total………………………… ________ 90 – 100 Outstanding: Your project a professional image. Polishing will make you even better. 70 – 89 Above Average: A little polish will help distinguish you from your competition. 50 – 69 Fair: You have a start, but need to upgrade your upgrade your professional image to compete. Below 50 Poor: A professional makeover will raise your image for a competitive advantage.

FURTHER READING AND BIBLIOGRAPHY Allen, J., 2000. Event Planning: The Ultimate Guide To Successful Meetings, Corporate Events, Fundraising Galas, Conferences, Conventions, Incentives and Other Special Events. 2 ed. s.l.:Kindle Edition Wiley. Boswell, S., 2006. Protocol Matters, s.l.: Canon Press. Chron, 2017. Chron. [Online] Available at: http://smallbusiness.chron.com/importance‐business‐etiquette‐ 2900.html [Accessed 1 12 2017]. Froideville, G. M. D. & Verheul, M., 2016. An Expert's Guide to International Protocol: Best Practices in Diplomatic and Corporate Relations. 2 ed. Amsterdam: Amsterdam University Press. Goldblatt, J. J., 2010. Special Events: A New Generation and the Next Frontier. 6 ed. s.l.:John Wiley & Sons. González, F., 2011. Values and Ethics for the 21st Century, s.l.: BBVA. Manual, T., 2017. SNAC 2017. [Online] Available at: http://www.cogic.org/adjutancy/files/2017/07/SNAC‐2017‐Training‐

Manual‐.pdf [Accessed 1 12 2017]. McCaffree, M. J., Innis, P. & Sand, R. M., 1977. Protocol: The Complete Handbook of Diplomatic, Official and Social Usage. s.l.:Durban House Publishing Company. News, D., 2017. Daily News. [Online] Available at: http://dailynews.lk/2016/03/28/features/77580 [Accessed 1 12 2017]. Post, E., 1999. Etiquette in Society, in Business, in Politics and at Home. Bartleby.com ed. New York: s.n. PTPN, 2017. PTPN. [Online] Available at: http://www.ptpn.poznan.pl/Wydawnictwo/czasopisma/our/Our‐ Europe‐2‐2013.pdf [Accessed 1 12 2017]. Radde, P. O., 2009. Seating Matters : State of the Art Seating Arrangements. s.l.:Thriving Publications.