Management issues facing small tourism enterprises (ste’s) A case of german concentration camps The WritePass Journal

Management issues facing small tourism enterprises (ste’s) A case of german concentration camps Abstract Management issues facing small tourism enterprises (ste’s) A case of german concentration camps ). Many governments have avidly supported STEs, although it is only in the recent years that emphasis has been placed on the importance of having right skill set for managing such enterprises (Stephen 2012). Nonetheless, STEs play a major role in most countries. As argued by Page et al (1999), STEs are the cornerstone of tourism development in local economies. Buhalis (2006) further explains that STEs contribute to a considerable proportion of economic production and provides employment to a large number of people especially those located in the peripheral and insular regions. However, a range of management problems and issues face small tourism enterprises. Some of these issues have been identified by Ken Mountinho (2000). The two authors suggested that small tourism enterprises are confronted with a number a number of issues including political changes, competition, environmental concerns, new consumer trends, globalization, fragmentation of markets and economic integration. Carter (1996) argues that irrespective of the relative size of the Small business sector, the management issues faced by STE in many countries are enormous. However, these may differ depending on the STE product. Also many of the tourism SMEs tend to have a limited knowledge of the business environment. Many of them tend to have little experience of the business environment. What is more interesting with SMEs is that their sources of venture capital are varied, with a significant proportion coming from families (Stephen 2012). STEs are undercapitalized, product led and family owned such that management function is only confined to a few key individuals (Stephen 2012). These small enterprises also tend to have a short-term planning horizon and their marketing functions are peripheral to the management task of running the business (Stephen 2012). Many of these characteristics are borne out in the studies by Thomas (2007) and Shaw Williams (2002). The challenges facing STE’s necessitate the need for more strategic management schemes. Without proper management, tourism development is bound to decline. To overcome these challenges, STEs need to harness managerial skills. Management of STEs must adjust to all sorts of changes to ensure sustainability of tourism activities and a continuing outward flow of services (Poitevin 2012). Management challenges relevant to German concentration camps One of the management challenges that is particularly relevant to German concentration camps is pressure to commercialize developments. Many decades after the end of the Second World War, concentration camps have transformed into tourist attraction sites and are facing demands from tourists for associated facilities and commercial development (Ritchie et al. 2003). This changing nature of concentration camps from being memorial sites to tourist attractions has presented management with a significant dilemma. Managers of concentration camps are faced with a dilemma between either preserving the site as a memorial site or developing it for commercial tourism (Ritchie et al. 2003). This management concern has further been made even more complicated by the reduction of government funding for many of the former German concentration camps (Ritchie et al. 2003). Dachau concentration camp is one such camp site which has been facing increasing pressure for commercial development of its facilities. This memorial site presents the history of Dachau concentration camp from 1933 to 1945, illustrating how it came into being during the Nazi era (Johannes 2004). The Dachau concentration camp was first developed as a training centre before it became a model camp for Hitlers Secret service and a training ground for the extermination camps of Treblinka, Majdanek, and Auschwitz (Johannes 2004). Since its opening as a memorial site in 1965, this former German camp site has not undergone any renovations or commercial development. There seems to be no retail or ancillary service such as restaurant or a cafà © (Ritchie et al. 2003). Cinema video technology and traditional static exhibits with poor orientation and layout are used (Ritchie et al. 2003). Such settings could lead to mindlessness as visitor connections and interest of the Holocaust may wane (Ritchie et al. 2003). However, half of the museum was closed for renovation as of late 2001 (Ritchie et al. 2003). The reconstruction of the museum is expected to provide a substantial improvement to the setting factors such as orientation, display and interaction. Such improvements are expected to provide more mindful experiences to the visitors. However, only time can tell whether the renovations of Dachau camp memorial will enhance tourist experience or whether such commercial developments will detract from the sites authenticity (Ritchie et al. 2003). In transforming the memorial sites into tourist attractions, managers of these sites have also faced conflicting political, religion and personal ideologies (Jangula 2004). The transformation of the site to a tourist attraction has generated controversy with ethical concerns arising over the commodification of such sites associated with death, war and tragedies. But this ethical concern is debateable.   These memorial sites would be meaningless if no one was to visit. We derive the significance of such sites from their explanatory inscriptions and knowledge that we learn through visiting such sites (Jangula 2004).   It is impossible to discern whether the Dachau camp site or the Auschwitz would retain their significance if no one was allowed to visit (Jangula 2004). Another major challenge facing management at these memorial sites has been the changing nature of relationship between commemorative agents, owing to political and socio-economic changes (Jangula 2004). It is important to note that numerous stakeholders are involved in the process of orientation of memorial sites with the most obvious group being the victims. The local and regional authorities are also involved in the orientation, often funding operations at memorials. Managing this complex relationship between the various stakeholders remains a major challenge in these former German Camp sites. Whilst the managers of these sites are granted the legal and legislative authority to manage the memorials and the ties between the locals and tourists, managing such relationship is often made more complex by changes in political, social and economic environments (Jangula 2004). Competition is yet another management challenge facing operators at these sites. In a world of information age where the Holocaust has become a well-known event, commemorative agencies are challenged by external groups that seek to transmit the legacy of these sites through different medias (Jangula 2004). For example, movies have re-enacted or have made attempts to re-enact history. Works of such popular culture compete with official agencies in Germany who have infinite mandates to commemorate such sites (Jangula 2004). Additionally, the managers of these sites face additional competition from other agents abroad who transmit the legacy of the Holocaust within religious, cultural and commercial realms (Jangula 2004). Recreation of commemorative aspects of such sites is made easier by the sites historic relevance. The significance of the Holocaust is comprehended by people and cultures across the globe (Ateljevic Stephen 2012). The site is more than just a domestic historical site as people from all over the globe tour the site. Extent to which tourist operators have addressed these concerns Given these challenges, we sought to investigate the extent to which tour operators at Dachau concentration camp have addressed these concerns. In addressing the ethical concern, we found that the management provided for guided tours (Ritchie et al. 2003). Guided tours are available in different languages including German, English, Spanish, and French. During the tour, visitors are reminded of the historical significance of the site as a place of memory and pilgrimage and the importance of behaving with respect while at these sites. However, despite such guided tours, there is still an ethical concern over the commodification of such tourist sites. Many of the victims and survivors of the Holocaust are still infuriated and deeply concerned that the death and horror of their brethrens is treated as a commodity and sold to tourists (Jangula 2004). Some commentators have in fact pointed out that some of the tours offer little educational component and that visitors often film, photograph and chat in these memorial sites as if they were in a zoological garden (Sharpley Stone 2012). Responding to the pressure of commercialization of developments, we found that operators of Dachau concentration camp had made renovations to the concentration camp. The reconstruction of the site had been made with the aim of improving the setting factors such as display, orientation and interaction; and ultimately improving the tourist experience. But whilst some challenges seem to have been addressed, majority of these concerns remain largely addressed. To address the issue of competition, management would need to explore on the visitor motivation to such sites associated with tragedies. Understanding the motivations behind such visitations can be useful in further promoting the site. For example, if education is found to be the key motivator, managers would need to focus on the teaching aspects in order to promote the site (Yuill 2003). This could be as simple as interpretive design or as complex as offering additional services such as workshops, seminars and lectures (Yuill 2003). Site interpretation can be better designed to cater to the visitors needs. Should commemoration be the key motivating factor, management would need to ensure a quiet environment for contemplation (Yuill 2003). However, where visitors are motivated by nostalgia, then highly sensory exhibits would be best suited to these visitors (Yuill 2003). Understanding visitor motivations would help management to tailor services to meet their needs thereby increasing visitation which in turn would generate higher revenues for the site. The revenues generated can then be used to preserve the site. To address the complexity of balancing the concerns of the locals, visitors, entrepreneurs, politicians and other stakeholders involved; there is need for managers to have a right skill set for managing such relationships. Operators of such concentration camps need to harness managerial skills. They must adjust to all sorts of changes to ensure sustainability of tourism activities and a continuing outward flow of services (Poitevin 2012). Conclusion It is clear that the operators managing these sites are confronted with a number of management issues including issues of commercialization, competition, interpretation, authenticity and ethical concerns over commodification of such sites. Managers are confronted with the challenge of providing an accepted interpretation as far as victims, survivors, friends and relatives of victims the Holocaust and historians are concerned. Balancing the concerns of the locals, visitors, entrepreneurs, politicians and other stakeholders involved pose another challenge to managers at these sites. Managers are also under pressure from tourists to commercialize developments in order to enhance tourist experience. They face a significant dilemma between either preserving the site as a memorial site or developing it for commercial tourism. The task of site managers is further challenged by additional external agencies that seek to transmit the legacy of these sites via different Medias. In overcoming these challenges, tour operators must harness managerial skills and adjust to all sorts of changes to ensure sustainability of tourism activities and a continuing outward flow of services. The challenges necessitate the need for more strategic management schemes. Reference Ateljevic, J. and Stephen, J.J.P., 2012. Tourism and entrepreneurship. London: Routledge publishers Buhalis, D., 2006. Progress in tourism management: twenty years on and 10 years after the internet: the state of eTourism research, Elsevier Jangula, C., 2004. The holocaust and dark tourism. The University of British Columbia Johannes, N., 2004. What was it like in the concentration camp at Dachau? Munich: Trustees for the Monument of Atonement in the Concentration Camp at Dachau. Ken, P. and Moutinho. L., 2000. The Marketing Environment for Travel and Tourism. In: Strategic Management in Tourism, edited by Luiz Moutinho. Wallingford: CABI Publishing, Pp17-38. Page, S.J., Forer, P. and Lawton, G.R., 1999. ‘Small business development and tourism: Terra incognita?’ Tourism Management, 20, 435-459. Poitevin, M., 2012. Following Antarctics tourism product: the general management challenges and issues facing Small Tourism Enterprises (STEs). [viewed on 2nd July 2013] available from http://interestmeonit.weebly.com/1/post/2012/7/following-antarctics-tourism-product-the-general-management-challenges-and-issues-facing-small-tourism-enterprises-stes.html Ritchie, B.W., Carr, N., Cooper, C.P., 2003. Managing educational tourism. Channel View Publications. Sharpley, R. and Stone, P., 2012. ‘Management issues in dark tourism attractions: The case of ghost tours in Edinburgh and Toledo’. Journal of Unconventional Parks, Tourism Recreation Research. Vol.4 (1) Shaw, G. and Williams, A., 2009. Knowledge transfer and management in tourism organisations: An emerging research agenda. Elsevier Tourism Management, Vol. 30 (3), pp. 325-335 Shaw, G., and Williams, A., 1998. ‘Entrepreneurship, small business culture and tourism development’. In: The Economic Geography of the Tourism Industry, London: Routledge, Stephen, P., 2012. Tourism management, London: Routledge Publishers Thomas, R., 2007. ‘Tourism partnerships and small firms: Power, participation and partition’. The International Journal of Entrepreneurship and Innovation, 8 (1), pp.37-43. Yuill, S.M., 2003. ‘Dark tourism: understanding visitor motivation at sites of death and disaster’. Texas AM University

Energy Definition and Examples

Energy Definition and Examples Energy is defined as the capacity of a physical system to perform work. However, its important to keep in mind that just because energy exists, that doesnt mean  its necessarily available to do work. Forms of Energy Energy exists in several forms such as heat, kinetic or mechanical energy, light, potential energy, and electrical energy. Heat s are energy released by fission and fusion. Other forms of energy may include geothermal energy and classification of energy as renewable or nonrenewable. There may be overlap between forms of energy and an object invariably possesses more than one type at a time. For example, a swinging pendulum has both kinetic and potential energy, thermal energy, and (depending on its composition) may have electrical and magnetic energy. Law of Conservation of Energy According to the law of conservation of energy, the total energy of a system remains constant, though energy may transform into another form. Two billiard balls colliding, for example, may come to rest, with the resulting energy becoming sound and perhaps a bit of heat at the point of collision. When the balls are in motion, they have kinetic energy. Whether they are in motion or stationary, they also have potential energy because they are on a table above the ground. Energy cannot be created, nor destroyed, but it can change forms and is also related to mass. The mass-energy equivalence theory states an object at rest in a frame of reference has a rest energy. If additional energy is supplied to the object, it actually increases that objects mass. For example, if you heat a steel bearing (adding thermal energy), you very slightly increase its mass. Units of Energy The SI unit of energy is the joule (J) or newton-meter (N * m). The joule is also the SI unit of work.

Importance of Classifying Period Cost and Product Cost Assignment

Importance of Classifying Period Cost and Product Cost - Assignment Example The period costs are normally reported in form of expenditures in the period of accounting in which they match the best with revenues, in the period of accounting and when they expire. In addition to general administrative and selling expenses, most of the interest expenses are categorized as a period expense. Mr Smith’s classification of these costs, therefore, would increase the reported earnings of the period. The classification of the period cost and product cost is hence important since the classification will ensure that the net income is properly measured during the time period in which the best match. Classifying period cost and product cost will also ensure that Mr Smith reports the proper inventory cost appearing on the balance sheet. It is also important to classify these costs since the two costs cling to the units of the manufactured or purchased products. This will increase the reported period earnings because if any unit of a product will not be sold, the produc t cost will appear as a current asset on the balance sheet since it will be reported as an inventory. The classification will also ensure that the product cost will be reported at the expense of the cost of sold goods on the income statement for the period in which the product units were sold. In addition, classifying period costs will ensure that the expenses incurred in sales and salaries of the general administration are only featured during the exact period in which those salaries were paid to the employees. This will increase the reported earnings of the company. The actions of Mr Smith to postpone expenditures to the new year such as cancelling or postponing supplier orders, delaying maintenance already planned, and cutting down on the travels and adverts of the end year is ethical enough since it was in the best interest of the company to report an increase in the end year earnings. By ordering reclassification of both the period and product costs, Mr Smith significantly increased the reported earnings since every particular period cost was to be reported in the financial year to which it relates to.  

Five Guys Case Study Example | Topics and Well Written Essays - 1250 words

Five Guys - Case Study Example Originally, the restaurants name was Jerry and the sons. After beginning the business, Janie and Jerry Murrell had a fifth son, with all sons involved in running the business as the Five Guys. Together, the brothers did away with ideas of broad menus; favoring a more honest and solid buggers (DATAMONITOR 2). They pride themselves in offering non-frozen buggers, which are hand-patted from ground beef, and 80% lean. The French fries preparation occurs daily including cutting the potatoes, along with in the house and fresh buggers. The restaurant created a cult following by word of mouth. Five Guys price their burgers at four dollars; yet manage to keep their clients coming back due to their appeal for high quality and fresh food. The pricing makes the restaurants enjoy increased success in areas with higher income that cater mainly to the male demographic. Rather than, depend on conventional advertising, the company relies on the customer’s word of mouth. The product’s im mediate appeal and the restaurant’s storefront ensure that they secure new franchisees and customers. One significant advantage that Five Guy’s business model holds is the simplicity of its menu. Instead of attempting to woo more customers using new products, they prefer to serve clients with well done chips and buggers. The company has shown a desire to keep expanding (Janowitz 4). The company has opened one hundred and sixty three branches in thirteen states. It intends to add at least seventy new restaurants. The company also looks for franchise candidates, whom they evaluate by their general experience in business, degree of personality fit with the restaurant, cash flow, and net worth. Their business involves approximately two thousand five hundred square foot urban or suburban spaces. The restaurant business has also acted as effective anchors for other restaurants, educational facilities, cinemas, and grocery stores. Industry

The Worn Path analysis Essay Example for Free

The Worn Path analysis Essay In the story â€Å"A Worn Path†, there is a repetitive comparison between the main character and a mythological creature. The author Eudora Welty chooses Phoenix Jackson to symbolize through color, her appearance, behavior and overall journey a Phoenix bird. The author gives description to focus on Phoenix Jackson’s age. She says that â€Å"her eyes were blue with age†, are hints of extreme age. Another description of her the author says â€Å"her skin had a pattern all of its own branching wrinkles. † This implies that an old tree has many branches as the old woman’s skin has many wrinkles. Later in the story when she encounters the hunter he asks of her age. She replies â€Å"there is no telling mister†, which tells you that phoenix is unaware of her age now that she has become so old like the phoenix bird. The phoenix has a life span of 500-1000 years before it reincarnates making it eternal. The color descriptions that are given to Phoenix Jackson are those of an actual Phoenix. Welty says that Phoenix has â€Å"a golden color that runs underneath and the two knobs of her cheeks were illuminated by a yellow burning†¦Ã¢â‚¬ . The phoenix bird is most recognizable by its colors, the fire bird. It’s beautiful colors of red orange and yellow give it its illuminated glow, the same colors given to phoenix Jackson. The animalistic characteristics of a bird are also given to Phoenix Jackson. She doesn’t see well, so in her journey through the woods she relies on her instinct to direct her on her path. She even closes her eyes when crossing a river. She is also protective of her grandson. Making a life threatening trek for his medicine because he cannot care for himself makes her his protector. A mother bird is very protective of her chicks, Phoenix even describes her grandson by saying â€Å"He wears a patch quilt and peep out holding his mouth wide open like a little bird.† There are numerous references that compare Phoenix to a bird. By her overall outlook on her journey she relies on instinct to carry her forward but she sees things differently than most. The view of a bird is a different one than any creature on land because they have a different perspective as does Phoenix Jackson.

Importance of Manners in Pride and Prejudice Essay -- Pride Prejudice

Importance of Manners in Pride and Prejudice Manners have survived throughout the many passing years of history and culture to influence the ways human beings interact even today in the way we relate to one another: what is acceptable and unacceptable social behavior. Proper manners in everything from conversation to eating have long been distinguishing mark of social status. Even now they are often important in business and social situations. But in the eighteenth century, manners were paramount. Jane Austen's Pride and Prejudice, set at the end of the eighteenth century, explores the many humorous eccentricities in a world of etiquette and proper conduct. When love, pride, clumsiness and transparency are all run through the gauntlet of delicate manners, a whimsical sort of satire is achieved. The context of propriety creates the cunning irony that brings this book to life. A perfect example of the irony in Pride and Prejudice is seen in the relationship of Mr. and Mrs. Bennet. While Mrs. Bennet is constantly theatrical and melodramatic, Mr. Bennet is very quiet and reserved. Mr. Bennet is always toying with his wife's tendencies to exaggeration. When Elizabeth Bennet refuses to marry the dim-witted and unattractive Mr. Collins, her mother is inconsolable. She bursts into a fit and tells Elizabeth that if she doesn't marry Mr. Collins, then she will disown her as a daughter. Mr. Bennet at this point steps in and provides the ironical relief: "An unhappy alternative is before you, Elizabeth. From this day you must be a stranger to one of your parents. --Your mother will never see you again if you do not marry Mr. Collins, and I will never see you again if you do." (p... ...he irony. From the bumbling Mr. Collins, who means less than he says, to the ironical parries of Ms. Elizabeth Bennet, Pride and Prejudice is certainly a comedy of manners. Each character, in their own way is either outside the traditional bounds of propriety, or bound within them so clumsily that even sincerity often comes across as humorous. In each situation shown, the characters began in a context of manners that set stage for the illuminating irony each character in some way sets forth. As shown through the situations and characters in the novel, Pride and Prejudice is a book brought to life by the context of propriety. Within this context are created the many ironical contradictions and pretenses exposed by its various colorful characters. Work Cited: Austen, Jane. Pride and Prejudice. New York: Airmont Books, 1992.

Organizational behavior Essay

1. Give examples of behaviors that provide evidence you possess at least two of these competencies. Does/will your possession of these competencies make you a better leader? Explain. An example of the evidence to the increasing reality that as a leader and someone entrusted to do persuasion in the kind of influence I do, I employ emotional competencies as well as insightful strategies. According to Kramer in Beyond Max Weber: Emotional Intelligence and public leadership, â€Å"relationships are the DNA of governance† which immediately brings to mind the full implication that it binds and runs public offices. I believe that I have what every leader would covet which is sufficient emotional intelligence. Kramer succinctly points to the American bureaucratic system and the failure to function effectively because the effects of individualism has tragically influenced and impacted people’s ability and interest to build and sustain relationships. The study by Kramer develops on the idea that the relationships mentioned hinge on the emotional competencies of people (Kramer website). 2. Identify at least one of these traits you would like to develop. Explain how a higher level of competency in this area could make you a better leader. I would like to develop this area further despite the fact that I somehow know that I have the natural ability to feel and understand people and get into their shoes. I need to know that leadership is also more than understanding people; it is also leading them to where they hardly are able to visualize to getting into. That is, helping them to transform their ideas into workable outputs towards individual and group attainments is a leadership trait that is still difficult to achieve by any manager and leader. 3. What is your overall opinion of this perspective? Should companies embrace this perspective? If so, what practical steps should they take to put it in practice? How can companies avoid any ethical issues associated with limitations? In Peter Northouse, author of Leadership: Theory and Practice observed the revival of an all-encompassing skills-based model of leadership distinguished by a map for how to reach efficient leadership in organizations (Northouse, 2004). He recommended that the classification of specific skills which can be improved by training has an intuitive appeal: â€Å"When leadership is framed as a set of skills, it becomes a process that people can study and practice to become better at their jobs† (Northouse, 2004). He also suggests that although the skills-based approach claims not to be a trait model, it includes individual attributes that look a great deal like traits. The act of leadership is also an exercise of moral reasoning. In their book Unmasking Administrative Evil, Guy Adams and Danny Balfour caution against elevating the scientific-analytical mindset higher than all other forms of rationality. Even as the rise of â€Å"technical rationality led inevitably to specialized, expert knowledge, the very life blood of the professional,† it also â€Å"spawned unintended consequences in the areas of morals and ethics as the science-based technical rationality undermined normative judgments and relegated ethical considerations to afterthoughts† (Adams & Balfour, 2004). Distinguished scholar Ronald Heifetz on the other hand, developed a definition of leadership that takes values into account. He maintains that we should look at leadership as more than a means to organizational effectiveness. Efficiency means getting achievable decisions that execute the goals of the organization. â€Å"This definition has the benefit of being generally applicable, but it provides no real guide to determine the nature or formation of those goals.† (Heifetz, 1994).   Heifetz went on to say that values such as â€Å"liberty, equality, human welfare, justice, and community† are inculcated with first-rate leaders (Heifetz, 1994). It is a necessity then, the infusion of these principles into the leader and from the leader into the organization.