The modern social and business world demands that meetings take place regularly. The role of such meetings can never be underestimated when it comes to measuring the scope of the objectives to be achieved. Therefore, as the demand for meetings in various aspects of life increases, a career in which people are employed as meeting architects has arisen. Meeting architects ensure that meetings and events run as efficiently as expected by those who wish to organize such meetings. Before venturing further into the role of a meeting architect, it is important to first ensure that the main reasons why a meeting or event needs to take place should be understood in the first place. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an Original Essay Meetings and events are an important part of social and professional life. In most cases, meetings and events are organized in order to determine past achievements, make and organize future projections, celebrate certain milestones or strategize on how to overcome crises and challenges. challenges in whatever context of social and commercial life. exercised. After a thorough analysis of these and other functions of meetings, it is clear that meetings are important undertakings in social and professional life. Given their importance, there is no doubt that meetings and events require careful planning that will reflect the importance of the meetings and events they will be attending. This is where the role of the meeting architect comes into play. Before we begin on the roles of a meeting architect, it is imperative to give them a proper definition that will highlight their role in facilitating the success of meetings. The most basic definition of a meeting architect is: a person or entity responsible for ensuring that business and/or social events and gatherings are effectively coordinated and executed to facilitate the achievement of the goals and aspirations that those meetings aim to reach through such gatherings (Vanneste, 2009). ). As one can understand, this definition is so broad when thinking about the complexity of a meeting architect's role in attempting to effectively plan and organize meetings and events with various objectives. The following section describes some of the roles of the meeting architect and the basic skills that individuals or entities working as a meeting architect should possess. There are several reasons for organizing events or meetings. A meeting architect must first and foremost understand these reasons and ensure that they plan effectively to achieve the objectives with which such meetings and events can be linked (Allen, 2002). There are three main reasons for organizing events and meetings. First, meetings are organized based on business demands. Business participants often hold various strategic meetings. Second, meetings may be held for social reasons. Weddings, graduation ceremonies, and funeral ceremonies all provide some examples of social events and meetings. Third, meetings can be organized for recreational purposes. Sporting events and entertainment concerts are some of the best examples that define meetings and recreational events. Their primary role is to ensure that the location and locationof the meeting correspond well to the content of the meeting. However, meeting architects play no role when it comes to the content of the meeting or event. They can only rely on their creativity and use it to ensure that the location and location of the meeting complements the meetings' goals and aspirations. The goals and objectives of meetings and events vary widely and it is the role of the meeting architect to ensure that all of these goals and objectives are included in the planning of the event and meeting (Toh, 2005). In this regard, it must be understood that meeting and event participants have various requirements that must be fulfilled by the meeting architect charged with the responsibility of planning an event or meeting. Usually, the success of events and meetings largely depends on how effectively the requirements of the participants are reflected in the planning and execution of the meeting or event. A meeting architect must understand that meetings and events often include various requirements. For example, for a meeting or event to be successful, it must meet security, logistical, and hospitality requirements for all anticipated participants (Doyle, 2011). It is the role of a meeting architect to ensure that all of these requirements are fully met in order to improve the experience of those attending meetings or events. Responding to all of these requests can be complex, requiring the meeting architect to coordinate with service providers in these areas. A meeting planner is like a prime contractor who will subcontract identified requests to service providers in those areas. However, it is the responsibility of the meeting architect to ensure that all of these outsourced service providers meet established standards of practice that will enhance the experience of attendees at a meeting or event. A meeting architect must play a role during the execution of the meeting or event that they have organized on behalf of the event/meeting owner. However, their role is usually played in the background of the main activities of the event and meeting. The main goal of working in the background of the main activity is to ensure that no problems arise in the way the event and meeting is executed as planned. Problems are always costly and meeting and event architects are required to find ways to avoid them completely during the execution of the meeting/event. Meeting architects must plan for worst-case scenarios and must have other contingency plans that will ensure that no meeting or event blockages occur during the execution of the meeting and event that they have the responsibility to plan. A meeting architect is responsible for coordinating the entire meeting. It is the meeting architect who makes the connection between the meeting owners and the activities that need to be undertaken during the meeting (Allen et al., 2005). Meeting architects protect meeting owners from any issues that might hinder the smooth running of their meetings. Likewise, a meeting architect must ensure that he puts in place the best mechanism that will ensure that all failures of the activities planned to be undertaken in a meeting are fully avoided. Ultimately, it is the architect of the meeting who is responsible for any success or doubt arising from the meeting. Therefore, it is very clear that meeting architects must adhere to a strict code of practice aimed at protecting meeting ownersand to ensure that meeting failures are completely eliminated during meeting and event execution. The meeting architect is required to do assessments and reports once the meeting or event they have organized is over. Evaluations and reports should aim to ensure that all positives and negatives arising from the organized meeting are taken into account. It is accountability that ultimately determines whether the event or meeting was a success or a failure. Therefore, as part of their duty, meeting architects should organize follow-up exercises aimed at resolving any issues that may concern the event owner or any other stakeholders who may have been involved in facilitating the meeting/ of the event they organized (Allen et al., 2005). In order to improve the overall success of the event/meeting they organized, meeting architects should be able to include in the reports the actual events that took place during the meeting, conveniently describing the strengths and the weaknesses of the event. It is through such assessment reports that event owners and meeting architects themselves can effectively learn how to manage their future events and meetings in case they plan to organize any. From the above discussion, it is clear that the roles of a meeting architect are very complex and challenging. As such, they need a set of skills to be able to perform these roles effectively. So, the current section will outline some of the skills that every meeting architect should be equipped with if they want to meet the roles and requirements of meeting and event planning. The current paper is of the view that such skills can be acquired through learning and experience. Given the growing importance and popularity of meetings and events in the modern world, some educational institutions have developed courses aimed at training the skills of competent meeting architects. Additionally, experience organizing meetings and events allows individuals to develop the skills that will ensure mastery in meeting planning, design and execution. A competent meeting architect must be a team player. As can be inferred from the above discussion, planning of meetings and events mandates maximum cooperation between different factions of stakeholders whose full participation is required in order to ensure the success of a meeting or event (Allen, 2002). The factions range from meeting owners, meeting participants, and other stakeholders with whom the meeting architect can cooperate in his quest to ensure the success of the meeting. Meet requirements that range from logistics, hospitality and security. Unless the meeting architect is a competent team player, there is no doubt that efforts to implement a successful event or meeting can remain perpetually unachievable. Team play requires the architect of the meeting to be an effective communicator who delivers messages to others decisively and receives messages from other players in an easy-to-understand manner. A meeting architect must be equipped with appropriate resource management skills. As part of their role, meeting architects will be required to manage a wide variety of resources. At the forefront of these resources are human resources. Human resource management is one of the priority areas that meeting architects must manage effectively to ensure the achievementcompletes the objectives and aspirations of the meetings and events whose execution they must plan and coordinate (Robin and Lynn, 2006). Another area that requires attention from meeting architects is financial management. In most cases, meeting architects will be working with tight budgets. In such cases, success depends on the effectiveness of the financial management strategies that meeting architects will put into practice. The bottom line is that meeting architects must effectively manage all resources in a way that avoids waste and maintains efficiency in achieving meeting and event objectives. In most cases, meetings are often subject to constraints that must be taken into account in order to ensure an effective meeting in terms of achieving objectives and improving the participant experience. The first of these constraints is time. Time as a constraint in meeting planning means that meeting architects must work within short and strict deadlines and ensure that the meetings they plan meet all the objectives and hoped-for outcomes (Toh, 2005). Another constraint is quality and it is required that the success of a meeting is often measured based on how its quality ratings reflect on participants and other stakeholders. The most important constraint in meeting planning and for meeting architects is the design of the meeting itself. Meeting design usually involves the location, participants, meeting content, format, and its effects on various meeting issues. In this regard, the current paper argues that meeting design largely influences the catering operations that take place during the course of a meeting. The practical aspects of meeting and event design involve the various factors that determine how a meeting or event should be organized. These practical aspects include the content and format of the meeting, the participants in the meeting, the location of the meeting, and the time at which the meeting is held (Goldblatt, 2013). The content and format of the meeting refers to the main message and theme of the meeting. Regarding the participants, it is worth considering the number, type and rank of participants who will grace the meeting. The location of the meeting refers to the place and venue where the meeting is to be held. The time of the meeting involves the time/season of the year when the meeting is being held and the time that will be allocated for different times of the meeting. Therefore, as can be seen, all these factors of the meeting design will automatically dictate the food and beverage operations that such a meeting will take. Meeting design involves the general flow of events that characterize the requirements of the meeting being executed. In this context, the design of the meeting must above all highlight its content and format. The content of the meeting refers to the themes and various points are intended to be discussed by the meeting participants. In most cases, meeting organizers are the organizers of the meetings and can usually participate in explaining the content of the meeting to the participants (Vanneste, 2009). However, meeting architects have little or nothing to do with the content of the meeting they plan. But they need to understand this content so they can effectively plan how to launch restoration operations. Participants also dictate the design of the meeting. Food and beverage operations tend to be dictated by the number of attendees at the.