The modern social and working world requires meetings to be held regularly. The role of such meetings can never be underestimated when measuring the scope of the objectives that are intended to be achieved. Therefore, as the demand for dating from various aspects of life increases, a career has arisen where people are employed as dating architects. Meeting architects work to ensure that meetings and events go as effectively as intended by those who intend to conduct such meetings. Before venturing further into meeting architect roles, it is important to first ensure that the main reasons why you need to organize a meeting or event are first understood. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Meetings and events are an important part of social and work life. In most cases, meetings and events are held to determine past achievements, to make and curate future projections, to celebrate certain landmarks or to develop strategies on how to overcome crises and challenges in any context of social and business life that is happening. practiced. From an in-depth analysis of these and other functions of meetings, it is clear that meetings are important initiatives in social and work life. Given their importance, there is no doubt that meetings and events require thorough planning that reflects the importance of the meetings and events you attend. This is where the role of the meeting architect emerges. Before getting started with the roles of a meeting architect, it is imperative that they are given a proper definition that highlights their role in facilitating meeting success. The most basic definition of a meeting architect is; an individual or entity entrusted with the responsibility of ensuring that professional and/or social events and meetings are effectively coordinated and executed to facilitate the achievement of the objectives and aspirations that such meetings aim to achieve through such meetings (Vanneste, 2009 ). As you can understand, this definition is so broad when you reflect on how complex the role of a meeting architect is in trying to effectively plan and organize meetings and events with different objectives. The next section outlines some of the meeting architect roles and the basic skills that people or entities working as meeting architects must possess. There are various reasons that require the organization of events or meetings. A meeting architect is primarily required to understand such reasons and ensure that they actually plan to achieve the objectives with which such meetings and events may be intertwined (Allen, 2002). There are three main reasons that drive the organization of events and conferences. First, meetings are organized based on business needs. Corporate participants often organize various strategic meetings. Secondly, meetings can be organized for social reasons. Weddings, graduation ceremonies and funeral ceremonies outline some examples of social events and gatherings. Third, meetings can be organized for recreational purposes. Sporting events and entertainment shows are some of the best examples that define recreational gatherings and events. The first of their roles is to ensure that the location and venue of the meeting are in tune with 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 and use their own creativity to ensure that the location and location of the meetingare aligned with the objectives and aspirations of the meetings. The goals and objectives of meetings and events vary greatly and it is the meeting architect's job to ensure that all these goals and objectives are included in the event and meeting planning (Toh, 2005). In this regard, it should be clear that meeting and event participants have different requirements that must be met by the meeting architect in charge of planning an event or meeting. Usually, the success of events and meetings depends largely on how effectively the needs of the participants are reflected in the planning and execution of the meeting or event. A meeting architect should understand that meetings and events are often inclusive of various demands. For example, for a meeting or event to be successful, it must meet security, logistical, and hospitality needs for all intended attendees (Doyle, 2011). It is the meeting architect's job to ensure that all these needs are fully met in order to improve the experience of those attending meetings or events. Meeting all these needs can be complex and requires the meeting architect to coordinate with service providers in those fields. A meeting planner is like the main contractor who will subcontract identified requests to service providers in those areas. However, it is the meeting architect's responsibility to ensure that all subcontracted service providers meet established standards of practice that will enhance attendee experiences at a meeting or event. A meeting architect must play a role during the execution of the meeting or event organized on behalf of the event/meeting owner. However, their role is usually played against the background of the main activities of the event and meeting. The main purpose of the background work of the main task is to ensure that there are no hiccups in the way of executing the event and meeting as planned. Hiccups are always costly and it is necessary for meeting and event architects to devise ways to avoid them completely during the running of the meeting/event. Meeting architects must plan for worst-case scenarios and must have other contingency plans that ensure no meeting or event slowdown occurs during the execution of the meeting and event they are responsible for planning. A meeting architect is responsible for coordinating the entire meeting. He is the architect of the meeting who serves as a link between the meeting owners and the activities that will be undertaken during the meeting (Allen et al., 2005). Meeting architects protect meeting owners from any issues that could hinder the smooth running of their meetings. Similarly, a meeting architect is required to ensure that the best mechanism is in place to ensure that all errors of activities scheduled to be undertaken in a meeting are completely avoided. Ultimately, it is the architect of the meeting who is responsible for any successes or concerns that emerge from the meeting. Therefore, it is very clear that meeting architects must adhere to a strict code of conduct aimed at protecting meeting owners and ensuring that meeting errors are completely eliminated during the conduct of the meeting and event. The meeting architect is required to carry out evaluations and reports once after the meeting or event they have organized has been completed. Evaluations and reports should aim to ensure that all positive and negative aspects resulting from the organized meeting aretaken into consideration. It is accountability that ultimately determines whether the event or meeting was a success or failure. Therefore, as their duty, meeting architects should develop follow-up exercises aimed at addressing any issues that may concern the event owner or any other stakeholders who may have taken part in the facilitation of the meeting/event they organized ( Allen et al., 2005). To improve the overall success of the event/meeting they have organised, meeting architects should be able to include in the reports real events that happened during the meeting that practically describe the strengths and weaknesses of the event. It is through such evaluation reports that event owners and architects themselves can effectively learn how to manage their future events and meetings in case they intend to organize any of them. From the above discussion, it is clear that the roles of a meeting architect are very complex and challenging. Therefore, they require a range of skills to perform such roles effectively. Therefore, the current section will outline some of the skills that every meeting architect should be equipped with if they want to fulfill the roles and needs of meeting and event planning. This article argues 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 created courses aimed at training the skills of skilled meeting architects. Additionally, experience organizing meetings and events allows individuals to develop skills that will ensure proficiency in planning, designing and executing meetings. A skilled meeting architect must be a team player. As can be deduced from the previous discussion, planning of meetings and events requires maximum cooperation between the various factions of players whose full participation is required to ensure a successful meeting/event (Allen, 2002). Factions range from meeting owners, meeting participants, and other stakeholders with whom the meeting architect can collaborate in an effort to ensure the meeting is successful. The meeting has needs ranging from logistics, hospitality and security. Unless the meeting architect is a skilled team player, there is no doubt that efforts to implement a successful event or meeting may remain perpetually out of reach. Teamwork involves the architect of the meeting being an effective communicator who decisively conveys messages to others and receives messages from other players in a way that is easy to understand. A meeting architect must be equipped with adequate resource management skills. In their tasks, participating architects will have to manage a wide variety of resources. In first place among these resources are human resources. Human resource management is one of the priority areas that meeting architects must manage effectively to ensure the complete achievement of the objectives and aspirations of the meetings and events they must plan and coordinate their execution (Robin and Lynn, 2006). Another area that requires the attention of the architects encountered is financial management. In most cases, the architects you meet will work with limited budgets. In these cases, success depends on the effectiveness of the financial management strategies that the architects of the meeting will put into practice. The final point is that meeting architects must effectively manage all resources so as to avoid waste and maintain efficiency in achieving goals andthe objectives of meetings and events. In most cases, meetings often have constraints that need to be addressed 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 to short and strict deadlines and ensure that planned meetings meet all objectives and expected outcomes (Toh, 2005). Another constraint is quality, and the success of a meeting is often measured by 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, the participants, the content of the meeting, its format, and its effects on various issues related to the meeting. In this regard, this paper argues that meeting design largely influences the food and beverage operations that take place during the running of a meeting. The practical aspects of meeting and event planning involve various factors that determine how a meeting or event should be held. These practical aspects include the content and format of the meeting, the participants in the meeting, the location of the meeting, and the time the meeting will be held (Goldblatt, 2013). The content and format of the meeting refers to the main message and theme of the meeting. As regards the participants, it is appropriate to consider the number, type and rank of the participants who will cheer up the meeting. Meeting location means the place and location where the meeting should take place. The meeting time involves the time/season of the year that the meeting will be held and the amount of time that will be allocated to different meeting programs. So, as you might guess, all of these meeting design factors will automatically determine the food and beverage operations that meeting will require. Meeting design involves the overall flow of events that characterize the needs of the meeting at hand. In this context, the planning of the meeting must first of all put its content and format in the foreground. 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 owners are the conveners of the meetings and can usually take part in explaining the content of the meeting to the participants (Vanneste, 2009). However, meeting architects have little to nothing to do with the content of the meeting they are planning. But they need to understand that content so they can effectively plan how to launch their restaurant operations. Participants also dictate the design of the meeting. Food and beverage operations tend to be dictated by the number of meeting attendees. Likewise, the classification of participants and the context of the meeting also impact the overall design of the meeting, consequently the food and beverage operations to be used in such meetings. Meeting design tends to follow the type of meeting being implemented. From a previous section of this document three main types of meetings have been identified; business meetings, social gatherings and recreational gatherings. Each of these types has a unique design that results in unique food and beverage operations. Basically, corporate meetings and events will take on a design.