Risk has become an important part of managing events in the business as well
“The critical aspects of crowds in today’s world and the implications for event organizing”
Introduction
Risk is defined, by most of those who seek to measure it, as the product of the probability and utility of some future event. The future is uncertain and inescapably subjective; it does not exist except in the minds of people attempting to anticipate it. Risk management is big business; the formal sector of the authorities involves government, commerce, and industry; it employs actuaries, ambulance drivers, toxicologists, engineers, policemen, mathematicians, statisticians, economists, chaos theorists, computer programmers and driving instructors. The work of this sector is highly visible. It holds inquests and commissions research. It passes laws and formulates regulations. It runs safety training programs and posts warning signs. It puts up fences and locks gates. Its objective is to reduce risk (1995). But there is also the informal sector consisting of children and grown-up children, and it is much bigger business; it consists of billions of freelance risk managers that are either ordinary common-or-garden expert each with his or her own personal agenda. They go about the business of life, striving for health, wealth and happiness in a world they know to be uncertain. The objective of these risk managers is to balance risks and rewards. The formal and informal sectors co-exist uncomfortably.
For the freelance risk managers, the activities of the formal sector form a part of the context within which they take their decisions. Sometimes the efforts of the formal sector are appreciated: when, for example, it assumes responsibility for the safety of the water one drinks. Sometimes its efforts are thought to be inadequate: when it fails to slow down the traffic on your busy street. Sometimes its efforts are resented: when it sets speed limits too low or its safety regulations interfere with activities one might consider safe enough. But in all of these cases, behaviour in the informal sector is modified by the activities of the formal sector (1995). Risk has become an important part of managing events in the business as well as local and international events. Risk and its management are used to make sure that crowds in events will act within allowed boundaries. Crowds are used as a meter of how successful an event is the management of risk towards crowds will make sure that the crowd will serve a positive purpose for the firm. This paper will include health and safety management, the characteristics of crowds, crowd management and crowd control, positive and negative crowds and how a crowd behaves.
Main Body
Health and safety management
Risk management in practice typically involves some mixture of anticipation-looking forwards, and resilience-bouncing back. One key element of the risk management debate turns on where the emphasis should be laid between the two. All disasters are socio technical events in nature, with human, organizational and managerial features playing significant roles, often in complex relationships with the technical characteristics of the associated failure. Similarly, all manifestations of risk emerge as outputs from such systems associated with human activities ( 1996). Safety-related expenditure on the robustness and reliability of the technical infrastructure of any given enterprise is essential, in the form of maintenance, for example. However, technical factors tend to play a relatively minor role in disasters in comparison with managerial and human factors. It is important to stress that these factors cannot be considered in isolation. Technical, human, managerial and cultural dimensions interact in a contingent open-ended process that precludes deterministic analysis. The operational characteristics of the technology in question will pose varying degrees of challenge to the establishment of safe operating procedures. However, the most effective means by which such safety management can be implemented, combining organizational design, corporate cultures and managerial practices, is a matter of continuing debate ( & 1996). Accidents by their very nature are inherently unmanageable. Safety management has emerged as a major focus of the safety field. However, the imprecise meaning of safety leaves unclear what it is precisely that is being managed. Connotations of the term loss control may go beyond safety-related loss, and hazard control arguably represents an essential prerequisite for loss control. Recognition of safety as a legitimate management function and target for macro ergonomic analysis is relatively recent ( 2002).Risk management is increasingly identified as a priority in the contemporary world; events are particularly vulnerable to risk.
According to (1997: ), “risk management for events is becoming more and more crucial to the success and survival of any event”. As a consequence, crowds are also considered as one of the risk which now has become the potential risk facing the international event industry. Due to rapid development in the world today, events take on such an important role in human society. Events ranging anywhere from personal events to mega-events can relate to many all around the world as event are now central to the culture as perhaps never before. Also, increasing in leisure time and discretionary spending has led to a proliferation of public events, celebrations and entertainment (., 2006). Likewise, (2005) linked events with becoming a simple element of contemporary life, tourism and travel. This essay will describe how crowds affect the event and there are some features of crowds that organizer take careful consideration, as well as give a perception of how people when put in different situations can be managed safely without detracting from their level of enjoyment by using crowd management and crowd control. According to (2007: 219), safety and health management intend to ensure that event participants and those who affected by an event, are protected from threats to their health and safety. Therefore, it can be seen that crowd strongly interrelates with safety and security issues due to crowds are considered as a threat to safety and also the event cannot be safe if there are still overcrowding occurred in the event.
Characteristics of crowd
Crowds involve large numbers of people, present at the same time and in the same place. The formation of crowds involves many issues. First of all, movement and orientation are facilitated by the collective; there is no one single animal with a perfect sense of orientation and direction, a perfect representation of the goal and destination. But there are hundreds, thousands, tens of thousands of animals with an imperfect sense of orientation. This is another example where parallel distributed processing may lead to better results. At the same time the individuals are in a sense dragged along by the movement. Secondly, risks are minimized or distributed. Possible opponents and predators are sometimes intimidated by the seeming strength and power of the collective ( 2003). Even if this is not the case, the chance of being targeted individually at any one point is diluted and becomes much smaller. Similar principles are at work in human mass movements, ranging from the mass migrations of wandering nations to crowd phenomena. In that case, however, convergence is not limited to the physical level of mass formation and movement. It also has a psychosocial level. Because such movements do suddenly draw and recruit comparable groups, the composition is not merely a representative sample of the entire population, but a more homogenous selection. This holds for demographic factors such as age, gender, ethnicity, education, trade, class, and so forth. But it also holds for mental predispositions and states; this may concern personality, mentality, and arousal ( 2003).
So even in their preliminary stages, mass mobilizations are always characterized by a heightened level of convergence, synergy, and boosting. This finds further expression during the actual take off stage. Think of protest demonstrations or riots. Usually people know beforehand what types of behavior may be expected; expressive or active, supportive or hostile and what objects or people they might target. Usually, too, they receive further cues at the outset and as events begin to unfold. Some of these messages may be implicit, some more explicit. People also have elaborate scripts and scenarios as to what will or might happen ( 2003). Crowds have varying behavior and characteristics. Their characteristics are affected by the culture and situation in the local environment. A crowd becomes angry if they believe that what is happening in society doesn’t agree with their standards or culture. A crowd becomes peaceful once their beliefs are not violated and once they see any event that is offensive to them. In an event crowd management is a risk because; the organizers cannot identify what will be the exact reaction of the crowd to a certain scene.
Crowd Management and crowd control
As(1997) suggested that regardless of the event, all large crowds have basic characteristics which create risks, the identification of which should be the starting point in planning for the safety. (1996) has expressed a similar view that crowding occurs as a result of an excessively large number of people in specified area. Large numbers gather routinely in such places as shopping centre or train station. However, they also gather often in greater density, where particular events are taking place, especially sporting events and concerts. At such events there may be greater risks to their safety. As a result, crowds are considered as the major problems that happen in every kind of the events which need to be controlled the capacity for each event in order to make sure that all attendees will be safe. Due to event is part of a booming industry that continues to grow both domestically and internationally. Consequently, the increasing number of large scale sporting events, festivals and concerts with time, the issue of crowd safety is of growing important as well ( 2006). As mentioned by (1993), crowds or large concentrations of people occur frequently in modern society. For instance, a major sporting or entertainment event can attract 70000 avid fans, or more than one million spectators view the annual tournament of California. Although crowds are made up of independent individuals, each with their own objectives and behavior patterns, the behavior of crowds is widely understood to have collective characteristics which can be described in general terms. For example, descriptions such as ‘an angry crowd’ and ‘a peaceful crowd’ are well accepted (, 1995). However, it can be seen that balancing visitor demand and event capacity is also a very critical issue for special event planners. Event planners often seek to attract as many visitors as possible while trying to ensure that the large crowds do not inhibit visitor enjoyment of event activities and opportunities. Thus, the increasing in popularity has lead to larger and more diverse attendees, making crowd management and crowd control a necessary and integral part of the planning process for any events because issues with crowd movement are an obvious area of risk 2003). However, there are some arguments still occurred among the researchers whether crowding is perceived negatively or positively impacts on the festival experiences and personal’s experiences.
Positive and negative crowd
It is necessary to define what is meant by ‘density’ and ‘crowding’ as the meaning of the two terms tend to used conterminously or interchangeably. While there are some similarities and overlaps, there are significant differences. As (2007: defines “density as an objective measure of how many people there are in a given area, but crowding is how people feel about the situation”. Nevertheless, (2003) affirmed that crowding is not always a negative perception, depending on the type of setting and visitor expectation, large crowds and frequent encounters can actually increase visitor satisfaction. For example, event attendees may desire to interact with large crowds, believing that the number of people adds to their enjoyment. (1986) also supported in this point that the term of “functional density” can refer to good crowding or crowding that adds to a visitor’s quality of experience, and crowding can also provides people with a sense of excitement and stimulation. As a result, in most cases, visitors expect and desire large crowds at an event. In addition, (1997) has expressed a similar view that most of people who attend a concert or festival are more likely to enjoy or desire crowds. On the similar basis, (2000) stated that larger crowds are essential in creating a pleasurable experience, especially at a concert and restaurant as more people can add more excitement and enjoyment, most of people who participate in this kind of place or events will expect to see large amount of attendees. Research by (1998) also indicated that it is possible to positively influence individuals’ views of crowding at community-oriented event as they have strong sense of community attachment. For instance, hosting ethnic events focused on tradition music or dance which support for a group of people to hold a unity service and enhance people’s feeling with the community. Furthermore, a study in retail management by . (1983) indicated that some crowded situation are exciting and inviting such as a crowded marketplace may look more dynamic and more attractive.
Hence, it seems many people observe crowds as the positive outcome which could enhance the satisfaction and enjoyment to take part in the event or festival. On the other hand, several experts have found that a lot of people identify crowds in the negative impact as (1999 underlined that the “term ‘crowd’ often has negative connotation as ‘an unruly mob’ to those disapproving of its existence.” (2001) also defined crowd as a large number of persons gathered into a compact area without order. In addition, (1991) has observed elements of an event that have the greatest impacts on a festival experience and found crowding is one of the major factors negatively influencing a person’s experience which can reduce customer satisfaction. Likewise, (1998) suggested that many people strongly attached to their community feel that crowds could take away from their fulfillment from the event. On the similar basis, a study by . (2003) showed that the number and frequency of visitor encounters crowding, were related to decreased leisure satisfaction. (1997) also supported in this point that all events will require the arrival to the departure of the attendees, as they pass through the event, creating potential bottlenecks, overcrowding which can reduce customer satisfaction. Moreover, (2000) pointed out that some attendees perceived crowding as negatively impact because they have to queue up long lines for food, information and merchandise which can reduce the enjoyment of attendees to participate in the particular event. (2005:109) has also drawn attention to the fact that “people hate waiting in line, the perception of time is a tricky matter- a few minutes in a crowd can seem like forever. Waiting for an experience detracts from its enjoyment”.
In addition, as mentioned in retail management research by (2004), density can also make people go away because consumers have difficulties finding their own way or they might get nervous. Moreover, most of people obviously observe crowded as a negative outcome because overcrowding can quickly change most of events from leisurely fun to chaos and even death. Nevertheless, sometimes an orderly crowd can be transformed into an angry mob and riot. As mentioned by (2001), crowds can be furious and perform acts leading to possible destruction, hooliganism and murder. Also, (2001) have expressed a similar view that a large crowds do not always listen to those in authority. Anyone who has observed a riot at a rock concert or at sports event know that even the best efforts of the authorities, people still turn from individuals into a mob. Thus, the progression from peaceful crowd to a riotous mob can take place in every corner of the world and at any time of the year which is unpredictable. 2002) Crowds occur frequently, usually without serious problem. Occasionally, venue inadequacies and deficient crowd management which results in injuries and fatalities 1993). As shown from the past decade, there have been many incidents of crowd related disasters which killed many people and some of them were seriously injured, especially at sport event, concert and festival that most of the people are interested in and would like to participate. (2006: have claimed “every year there are numerous reported of events with large pedestrian crowds that have ended in tragedy, approximately taking 2,000 lives per year on average. For instance, the findings of Crowd Management Strategies’ eleventh annual Rock Concert Safety Survey reported that in 2002, Brighton, the concert by international star and local celebrity, which event organizers and local authorities naively anticipated 60,000 people would attend the free summer beach party. Instead, 250,000 music fans showed up. Consequently, one person died, at least 140 people were injured, Brighton’s famous beach suffered environmental damage and the city’s safety services were stretched beyond past their capacity. Moreover, the reported from 1992 through 2002, there were 232 deaths from crowd-safety failures at concerts and festival around the world, and more than 66,000 people were injured which resulting from many incident such as crowds attempting to enter and force their way to the event or concert, or a stampede as people rush to leave the ground. From this report, it can be seen obviously that high density movements maybe expected at mass arrival and departure time so that it should be carefully monitored to ensure pressure is not building to a point at which movement is constricted too much. As mentioned by (2008: , “the audience or attendees will arrive at a certain point in time through certain point in time through certain portals”. Consequently, people will also move through the event space in variety of ways, planned and perhaps unplanned. Moreover, (2006) suggest that the effectiveness of controlling the attendee’s actions relies upon supplying the attendee with sufficient information and method to access the event, participate in the event and exit the event in a safe and successful manner. It shows that in order to manage this human movement, the organizer must understand and anticipate this traffic flow, including arrival and departure modes, as well as human behavior patterns in both normal conditions and emergency conditions.
Communication and crowd management
Communication is one of the most dominant activities occurring in any work setting. The need to study, understand, and effectively use organizational communication has been, for many individuals, an after-the-fact enlightenment. As such, individuals in various occupations refer to the inability of others to communicate well, the lack of listening skills displayed by their colleagues, or the unwillingness of subordinates to follow instructions. At times people contend that other people fail to communicate, and they are almost mystified that others do not hear them in the manner they intended. Over the years, experts in management theory have preached the need for improved communication. Unfortunately, being aware of the need for improved communication does not always translate into better understanding or use 2002).Communication's role in the examination of organizational crisis roughly parallels the development of traditional approaches to crisis management and the relatively recent emergence of theoretically grounded views. Traditionally, communication largely public relations, issue management, community relations, and media relations is associated with post crisis management and response. This includes disseminating risk mitigation information, such as warnings, to limit harm; communicating with various agencies so that logistics are coordinated; providing clarification of cause, extent of harm, and blame; responding to accusations of wrongdoing; and generally managing the unified public response to the crisis (Seeger, Sell now & Ulmer 2003).In many organizations, communication practitioners, along with legal affairs and operations departments, are given the responsibility of creating, maintaining, and communicating the crisis-management plan. This includes media training for crisis spokespersons, establishing and maintaining both internal and external crisis-communication channels, and developing contingent responses and messages for anticipated crisis scenarios 2003). With proper communication strategies the organization can provide better services and they can create better products. Communication helps in providing different ideas and suggestions on how to improve service and how products can be made better. Communication also helps in determining the different concerns and flaws on the product and service. This will lead to corrections and improvements for the product and service.
(2000: identifies “good communication is essential feature of managing crowd safety”. Organizers, staff and other personnel all have a key role to play.(1984) also asserts that the availability and reliability of communications has greatly influenced on the crowd situation as immediate communication with attendees is a good way of quickly defusing a potentially dangerous crowd situation, but the form and wording of the message must be chosen carefully. Due to a misunderstand message or threat to personal safety can worsen the situation. Similarly, (1999) has drawn attention to the fact that poor communications between staff and delay in warning the public are also a recurring feature of crowd disasters. Due to panic stems from perceived or real threats, and can be contributed to communications problems or other management failures as well (1997). For instance, 96 deaths, with about 400 other fans being injured in Hillsborough football stadium disaster in 1989, because of delay in announcement of overcrowding as fans trying to get through the turnstiles. This result was that the influxes of thousands of fans through a narrow tunnel at the rear of the terrace, where people were being pressed up against the fencing by the weight of the huge crowd behind them. However, this incident was happened very quickly so those crowd members were slow to start move to safety from the threatened stand (, 1995). From this case, it would be seen obviously that if staff fail to provide the right information at an early enough stage, attendees may quickly become confused which could lead to overcrowding and crowd crush. Nevertheless, et al. (2004) revealed that the importance of sport and entertainment event in the global society has caused public and media attention to be focused on many diverse events around the world. Due to the arising of various issues pertain to proper crowd management used at sport event facilities. It might be possible that overcrowding is one of the key issues that certainly every country has encountered such as sporting events, concerts, etc. This plays a crucial key amongst society today.
It is likely that there are arguments of perception toward crowding which cannot be conclude whether crowd has more positive or negative effect to the attendees of the event as different people have different experiences, expectations and point of views. As (2004:558) asserted that “often, the best outcome of crowd events will pass off without violence. However, then that happens no one will notice, they will only notice when violence does happen”. As a consequence, crowding may not be a problem in every event area, but there are still be unforeseen risks with crowds. (2001) discovered that simple problems of overcrowding may be dealt with before they escalate into crisis situations. In fact, before looking at the overcrowding, it might be necessary to understand the term crowd behavior as well because the disaster will not be occurred if crowd behavior can be controlled. Otherwise, “dangerous crowd behavior can spread like a wildfire or rush like a raging river” 2008: ). Consequently, Allen et al. (2005) assert that the result of managing crowd behavior will be able to decrease in injuries and criminal activities which might be occurred during the event. In fact, as pointed out by (1993), there are two general of crowd behavioral which called ‘flight response’ and ‘craze’. Flight occurs where people experience either a real or perceived threat, usually shows that flight is a reasonable group reaction under the perceived circumstances. In contrast, a mass craze is a competitive rush to obtain some highly valued objective. Craze like group behavior has been created where participation in an event. For example, general admission events which is called ‘festival seating’ concerts because craze like competition for favorable seats or standing positions close to entertainment. Thus, it has been often suggested that dealing with overcrowding should be attempted when large masses have dissipated to a narrow point or when the overcrowding begins. Once a crowd crush begins, it is almost impossible to stop.
Crowd management and risks in it
There are two huge risks involving large types of crowds, crowd management and crowd control. Although crowd management and crowd control are synergistic rather than synonymous, when speaking about crowds, people often confused and believe that they tend to interchange the two terms as if they were the same. Therefore, to understand the boundaries of these two terms, it might be necessary to look at the meaning and how they can be a linkage. As (2005: has explained that “crowd management is aimed at the facilitation and movement of crowds, whereas crowd control applies to actions taken when a crowd behaves badly or gets into trouble”. Similarly, A (2001: 260) noted that “crowd management is concerned with effective organizing the movement of crowds – a crowd being defined as a large number of persons gathered into compact areas without order”. While crowd control represents the steps and procedures that should be taken once a crowd has lost control (, 2002). Likewise, (1995) has indicated that crowd management is the process to assure people that they will get what they paid for and go home safely otherwise when crowds begins to go in the wrong direction, then it is crucial to get into the area of crowd control. Hence, mostly all problems with crowds can be prevented or quickly resolved when all aspects of crowd management are well organized. In other word, “crowd management is proactive while crowd control is reactive” ( 2008: ). Furthermore, (2005) pointed out that there are many factors that impact on the smooth management of crowds at an event. For example, organizers need to control number of people who attend the event because too many people will lead to the disaster due to many crowd control issues arise from inadequate risk management by the event company.
Therefore, it could be inferred that organizers should never hesitate to turn away individuals if full capacity has been reached, due to the high risk involved when full capacity has been achieved. In trying to go beyond full capacity often times it will just cause more harm than good. However,(1984) has suggested metering, a strategy of crowd management which use to control the rate of arrivals and degree of crowding at a known pedestrian bottleneck. This technique can be used at stairs, door or entrance gates where uncontrolled crowding might cause problems. For instance, metering technique is used in Madison Square Garden at the end of performance to limit the number of attendee entering escalator landing. On the other hand, metering must be applied with caution since it also produces an accumulation of waiting pedestrians. Moreover, (2000) suggests that the monitoring of crowd behavior is also a key component of crowd management, which enables to detect crowding problems at an early stage. On the similar basis, (1995) state that using extensive closed-circuit television monitors of crowds will be able to identify potential problem area which will need to be closely monitored. Also, it is normal practice in the management of such crowds to control the arrival rate, stopping it completely when the crowd within a particular area has become too great for safety. However, “using real-time monitoring is tedious and tiring, but safety-critical” (
Hence, it can be seen that there are a number of techniques that organizers can apply to use as a tool to minimize the risk of overcrowding. In fact,(1995) has discussed about types and characteristics of crowds in order to help organizers and security identify crowd problems and security threats as he believes that in reality a special event crowd has various personalities. As a result, in multiple types of crowds will have different methods to handle it, there are smaller crowds within the whole that may need to be simultaneously managed. Thus, it might not be possible to give example for all types of crowds. However, it is quite interesting to select some of them as the example. “A cohesive or spectator crowd is a crowd watching the activities of an event, its primary character is the fact that people are interested in watching something specific that they came to see. On the contrary, a trampling crowd is one that attempting to escape from danger either of an actual or imagined threat to life” , 1995:242). From this framework, it would be seen obviously that a crowd is not just a crowd, while some might be closely related each is distinct from another as in fact most of events has a crowd with life of its own. Therefore, to provide crowd management and crowd control systems must be able to anticipate appropriate intervention and timely response to prevent something unfortunate. However, managing a crowd requires developing the hard and soft systems that will regulate and shape the movement and behavior of the individuals within the crowd in such a way that safety and order are maintained , 2008).
Factors that affected crowd management
A Study by (2001) asserted that crowd control measures will eliminate certain problems if crowds have lost control and must be restrained from unlawful or unsafe behavior. On the similar basis, (2004:) suggested that “the more effective approach depends upon a shift in the basic question from which one starts when deciding how to treat crowd members: not ‘how can we frustrate them?’, but ‘how can we facilitate them?’ Then, (1999) claimed that the safety and enjoyment of people attending the events will depend largely on the effective management of the crowd. Furthermore, the key to successful crowd management is not to panic, “a good manager faces crises and handles them calmly and effectively” ( 2001:To what extent, as pointed out the new way to approach the crowds by . (2004), it has become increasingly accepted that the outcome of crowd events cannot be explained solely in terms of what crowd member do, but must also deal with police actions, it is a function of developing interaction between the police and crowds that are present. This is because if the police treat all crowd member the same, they are likely to see themselves as all the same whereas where the police treat all crowd member as oppositional then they are likely to see themselves as a united opposition. Consequently, this is one of factors which should take into account as it has greatly affected to the movement of crowds. Also, the best way to handle with the crowd is placing a major emphasis on how to be supportive towards crowd member pursuing legal goals and activities. Obviously, Security is also significant feature of a crowd management and one facet of risk management plan. Due to the role of security is to protect the harmony of the event and the assets of the event organization using a variety of tactics. Therefore, “the term security encompasses the protection of property as well as the personnel used to maintain a safe and secure event environment” (Silvers, 2008: 115). There are several types of security personnel from volunteer event stewards up to law enforcement personnel. However, in all case security personnel should be trained and experienced in handling disputes, protecting from theft, implementing emergency services, and providing an overall safe and secure environment for the attendees 2008).
More importantly, (1999) noted that security personnel should move with the crowd because their placement in special areas will help manage the crowd’s behavior. On a similar basis, event organizers must understand the people who are attending the event, this will help keep everyone safe, and give them an enjoyable time at the event they are attending because of people act differently depending on the event. For example, football games might necessitate more rigorous security and detailed crowd management than tennis match ( 2007). As a consequence, (2006) claimed that if proper crowd management is not obtained, it can cause serious security issues that could have been prevented if there was adequate security to control the situation. In fact, in some situations cannot be prevented as they come unexpectedly so that event organizer must be aware of this unpredictability and must plan accordingly to reduce the possibility for control problems. One example was given by (2003), a thunderstorm may lead to a crowd’s scrambling for shelter, thereby undermining security and increasing the chance for injury. On the contrary, and (2004) argued that making security into a major issue can be counter-productive to people’s sense of feeling secure. When security is too obvious people will begin to wonder why is there so many security officers, which could lead fear into individuals attending the function or event.(2005) also support in this point that venue and security personnel should work together to conduct a security sweep of the venue but should not provide too many security in every places as attendee will assume that it might be something wrong happen which can lead to reduce their pleasure to join the event. Therefore, it could be inferred that the event organizers should be cognizant of the need to balance this aspect of participant enjoyment and security requirements as a crowd may become violent if it perceives security to be using excessive force in its response to a situation.
Conclusion
Events have become one of the world’s fastest growing industries and the most popular both in business and not-for-profit sectors. Event capacity has become a critical issue for event organizers because they often try to find the best way to attract as many attendees as possible by not detracting the level of people satisfaction. Due to all large crowds have basic features which can create risk, especially in the sport event and concert. However, there are arguments for and against the perception toward crowding in different situations. Some people have a good perception as they believe that the number of people adds to their enjoyment and excitement. Many people perceive crowds as the negative impact to society such as reduce customer satisfaction, wait for the long queue and take away their pleasure from the event. Overcrowding sometimes can change the events from their enjoyment to chaos and even death as there are many incidents has occurred all over the world. Therefore, attendees with negative crowding perceptions were more likely to support active crowd management and crowd control. As crowd management and crowd control are interrelated, the purpose is to prevent problem, facilitate good experience and also involves security and other measures that become necessary when problem arise and need to be handled.
A proper plan for crowd management also entails security personnel to monitor, report any accident and safety hazards but if security is too obvious, people will feel fearful instead of secure. Also, the training of crowd management personnel is of vital concern. As a result, organizers need to balance of the attendees’ satisfaction and security requirement in order to achieve outcome success as well as a safe event. What is more, good crowd planning and management improve the public’s enjoyment of events and encourage attendance. It also reduces crowd-related accidents, the possibilities of more serious and costly incidents. This might be a management skill which is critical to organizers, staff and other personnel. Nonetheless, it is impossible to foresee everything that might happen at an event. Even though organizer may have taken to every reasonable effort to manage crowd, they must always be watch out for something that might still unpredictable. It is the tendency of such small things to trigger a flow of events that can lead to disaster.
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