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Most tourists are attracted to a destination because of its natural and/or cultural resources. Their experiences are based upon the natural and cultural beauty of a destination, in combination with the quality of service and hospitality that they encounter, and the quality of accommodation, transportation, man-made attractions, information and infrastructure. Those working in the industry carry the responsibility to protect the environment, the society, and individuals and communities being visited.

It is clear that natural and cultural resources are vulnerable. They require a certain degree of maintenance and protection from excessive development. Sustainability is seen increasingly as a primary condition for tourism development. Future tourism managers should be able to make use of the cultural and natural resources in a sustainable manner. The emphasis in this module is placed on finding a balance between sustainable tourism development and economic exploitation of natural and cultural resources within viable tourism product offerings.

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The module combines the development of theoretical perspectives of management and the building of knowledge about natural and cultural resources with practical skills development and an experience of tourism management issues in the professional branch. This is achieved through Case Based Learning, lectures, the fielder and through working in a project team in the Unesco Project. Every year changes are made in this module. The changes are based on the evaluations of the previous year and on the latest developments in the professional field.

Several experts from the Tourism Industry have been consulted to make the tasks fitting to what the professional branch is asking from future tourism professionals. Close contact with the work field is also stimulated by the Unesco Project and the fielder that is made to Unesco World Heritage sites in The Netherlands and Belgium. Prominent guest speakers as well as lecturers from ITEM are invited to share their knowledge. Module coordinator TRY 1.

The Curriculum Rationale of International Tourism Management Educating the future managers of the Tourism Industry “Tourism and the travel industry is essentially the renting out for short-term let’s of other people’s environments, whether that’s a coastline, a city, a mountain range or a rainforest’s. These products must be kept fresh and unsullied not just for the next day, but for every tomorrow’ (Lord Marshall at the British Airways Tourism for Tomorrow Awards, 1 994, in Lune, 2007). 1. 1 The future needs of the tourism industry.

Assumptions about the future needs of the industry have been determined at national level and have been set down in the new Competence Profile for the Tourism Manager (PC, 2014). This profile is the product of extensive discussions between the various THRO programmer in The Netherlands (Standee, .NET Bread, lowland and Saxon), representatives of the tourism industry (NAVA, WHISH, RECON, Horace Underlain), and with reference to he advice and approval of the various H TROT advisory boards who also confirm the international applicability and transferability of the profile, its industry relevance and its academic responsibilities.

Additionally, Standee Item’s interpretation of the Professional Competence Profile has identified the principal needs of future tourism managers as being the following: ; Greater consideration for balancing people, planet and profit. (Weaver 201 0; Exterior & Psychosis, 2010; Jam, Cameras, Sandals & Seagram, 201 0; Citizens & Sugar 2009; Roberts & Tribe 2008) ; An approach which focuses on developing self-confidence, a flexible attitude ND a flexible skills base: ‘ ‘Tourism forcefully expresses a demand for flexibility and mobility of personnel.

The demand for flexibility is apparent through the growing pressure on personnel to possess a greater degree of various skills… ” (Vice, Beech & Carnal, 2008). ; Highly skilled people who get things done. Item’s graduates should be doers as well as thinkers and must be service minded and entrepreneurial (based on comments from the ITEM Advisory Board). The future managers of the industry will need to seek opportune ties for themselves and the markets they serve. The ability to bring different stakeholders together in cooperative networks in order to measure, indicate and balance different interests in the long term (Brothers, Brent Ritchie, & Sheehan, 2010; Wilma & Jungle, 2008). ; Developing the individual as an effective and valued member of a team. Group decision making, negotiation and respectful dialogue are extremely important qualities to be developed in the future tourism manager, especially given the growing international and intercultural dimensions of the industry and, indeed, the growing need to take account of others’ interests. Vice, Beech & Carnal, 2008; 207). Competencies that fit the specific character of tourism, with particular attention for the drivers of change, being responsive to changes in the environment and acting as agents of change within organizations, has the capability to assess and employ modern communication technology at operational, tactical and strategic levels of business, has thorough knowledge and understanding of the market(s), and the changing role and behavior Of the consumer, and has the capability to function in an international context (NAVA, 2013).

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