Destination management organizations

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Setting Benchmarks through Destination Management Organizations (DMOs): A study on the Tourism Policy of Karnataka, India

Setting Benchmarks through Destination Management Organizations (DMOs): A study on the Tourism Policy of Karnataka, India

The eventual aim of Destination Management Organizations (DMOs) are to set a benchmark to the destination to allow the destination stand out and attract potentials tourists from all over the globe as Martin and Tomáš (2012) says that like every other industry even tourism faces constant competition and that it is the role of regional government and destination management institutions to utilize quality strategies and planning to achieve competitiveness in their respective destinations. The study focuses on the benchmarking process of the tourism sector so as to scrutinize the availability of suitable referencing partners. The selection of these referencing partners will help in ensuring quality of strategies implemented. Emphasis is stressed on strategic planning, as it is the key to work along changing trends, markets and competition as it is this which provides a competitive edge to a destination.
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A Strategic Evaluation on Competency of Karnataka Destinations through Destination Management Organizations

A Strategic Evaluation on Competency of Karnataka Destinations through Destination Management Organizations

On the contrary few papers do attempt on studying DMOs role in destination management, such as the study by Saftic, Rafajac, Trost (2010) [21] discussing on the successful destination management strategies, which “depends on the overall level of services quality, which represents the function of DMO and facilitates tourism firms to understand the rising significance of strategic management, of Istrian tourist destinations”. However, concerns are also on the role of DMO in managerial aspect, as, “to make decisions in accordance with a strategy, and to coordinate at the same time current activities and the development component of the destination” (Mor- gan, 2012) [22]. Questions the DMOs contribution towards social responsibility, stewardship and sustainability agenda by throwing the spotlight on the European destination and marketing organizations, and mainly enquires into those intricate aspects of whether they engage in it.
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The evolvement of brand identity of Langkawi Island, Malaysia

The evolvement of brand identity of Langkawi Island, Malaysia

The purpose of this paper is to investigate the brand identity development efforts of Langkawi Island as one of the most prominent and well-guarded tourism destinations in Malaysia. It will be viewed from the historical perspectives for the last 35 years since 1980s until the present time as to how this involvement influences the formation of its brand identity and later, existing destination image. Based on in depth interviews with 11 different levels of managers of separate divisions for destination management organizations (DMOs) in Langkawi Island, Malaysia, theoretically, the findings provide an opportunity to expand the knowledge of destination brand identity development and the involvement of DMOs in influencing image making over time. Practically, the findings indicate three key important antecedents of brand identity development efforts related to (1) the effects from multiple positioning themes and slogans, (2) lack of brand coordination, and (3) brand leadership issue. These empirical findings provide new insights into enhancing the theoretical aspect of managing a destination brand, including its close relationship with issues faced by destination marketing organizations in dealing with various stakeholders involved. Thus, using the case study of Langkawi Island, the context of multiple identities or image fragmentation is important to be understood due to the different perceived ideas on how the image should be projected according to stakeholders and market segmentation.
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Accounting and Management Controlling system of Indian companies

Accounting and Management Controlling system of Indian companies

control system measures what is actually happening, detennines significance of what has actually happened and alters behavior if needed. Management control involves planning, co-coordinating, communicating, evaluating, deciding and influencing the activities of the organization. Management control systems are tools to implement strategies. Management control in service organization is different from that in other organizations. Service organizations are labour intensive and output is the effectiveness of the services. It may be difficult to control quality in any service organization. Personal motivation gives very good results in such type of organizations. Service organizations must have perfect systems established for most of the activities and procedures to ensure best quality of work by the execution team. Management system is a way of carrying out an activity.
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Reviewing the mediating role of work/life balance and motivational drivers of employee engagement on the relationship between talent management and organization performance

Reviewing the mediating role of work/life balance and motivational drivers of employee engagement on the relationship between talent management and organization performance

Employees’ moral decline, lose their faith in the organization and low motivation, commitment, innovation and productivity all can arise when an organization fails to balance its employees work and personal life (Gołaszewska-Kaczan, 2015), or in the worst scenario employees whoare valuable and rare resource will quit the work (Au and Ahmed, 2014). Human resources department policies and procedures must be dedicated to work with the benefits of all the organization, employees and community (Mariappanadar, 2013). Work life balance program will affect human resource management efforts in recruiting and retaining employees. Researchers try to figure out what issues can make work life balance differ from one context to another through examining cultural differences and different career stages (Haar, et al., 2014). Within the different cultural context; collectivism, or individualism, high or low gender egalitarianism, work/life balance will be an instrument for different organizations to achieve employees’ job satisfaction, life satisfaction, lower mental pressure, lower physical pressure and lower depression levels, but work life balance effects will be more obvious in individualism and high gender egalitarianism societies (Haar, et al., 2014). Although Benito-Osorio and associates (2014) mentioned that work life balance policies and programs are significant issues for employees at all career stages, but organizations still have to avoid the adopting of one context approach of work life balance and apply to all employees, it has to adopt different approaches suited to different employees grouped with different interests (Yuile, et al., 2012).
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Training hospital managers for strategic planning and management: a prospective study

Training hospital managers for strategic planning and management: a prospective study

Strategic management comprises drafting, implementing, and evaluating cross-functional decisions that enable an organization to achieve its long-term strategic objectives [1]. Changes in the external environment (i.e., demo- graphic and epidemiological transitions, economic fluctua- tions, public and political expectations), and within the health care system (i.e., health market, demands, costs, new technologies, regulations) have put pressure on hos- pital managers to implement strategic management pro- grams to respond to environmental challenges [2-5]. Leadership development [6] implies that a Strategic Plan should be in place, with the organization’s mission, vision, strategic objectives, and action plans aimed at achieving these objectives [7]. A hospital develops strategies, which must be derived from a situational or strategic analysis, which most often is performed by a SWOT analysis (strengths, weaknesses, opportunities and threats).
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The role of destination personality fit in destination branding: antecedents and outcomes

The role of destination personality fit in destination branding: antecedents and outcomes

Drawing from fit research in strategic management, this study develops and investigates a model predicting destination attitude and (re)visit intention. The study introduces the concept of destination personality fit on the basis of how well consumer perceptions of a tourist destination ’s brand personality fits that of what the destination brand manager wishes to convey. A model incorporating destination advertising awareness as an antecedent of destination personality and consumer – manager destination personality fit is tested on international consumers with the destination personality of Switzerland as the study setting. Structural equation modelling results reveal that destination advertising awareness does indeed relate positively to both stronger perceived destination personality and destination personality fit in consumers ’ minds. Interestingly, the subsequent destination personality – destination attitude relationship is moderated by consumer – manager destination personality fit in such a way that the link grows stronger in cases where fit is high. The results have important implications for destination brand managers in that they reinforce the importance of strong and distinct destination personalities. The findings also show the importance of actively communicating the destination brand to consumers since the positive outcomes of a strong destination personality increase in magnitude when successfully communicated, and the vision of the destination brand manager has been adopted by the consumer.
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Optimization of High speed Railway Emergency Plan Based on Safety Big Data

Optimization of High speed Railway Emergency Plan Based on Safety Big Data

affiliated to the China Railway Corporation, the emergency plan of the grass-roots organizations and the post emergency disposal method. According to the content of the plan, the emergency plan of the China Railway Corporation and its affiliated units can be divided into general plan, special plan and department plan. Besides the emergency plan of grass-roots organizations can be divided into general plan, department plan and on-site plans. The number of plans in the 18 railway administrations under China Railway Corporation is different, and the number of plans of grass-roots organizations in each railway administration is even more different. By 2017, nearly 14,000 emergency plans at all levels have been prepared. Emergency plan management is the core content of emergency management. Considering that the railway emergency plan covers a large amount of information, and the types and quantities of plans are numerous, how to effectively manage the emergency plan is an important part of the current railway emergency management work. This paper will discuss the management of emergency plan from the perspective of the whole life cycle to improve the practicality and disposal efficiency of the plan.
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Knowledge Management Experience in Kosovo Organizations

Knowledge Management Experience in Kosovo Organizations

According to a study from the University of Harvard (Washington D.C. 1995), globalization processes and intensive knowledge development have rendered distances shorter, and economic links between countries and groups more in number, thereby shaping large economic blocks of the world, such as the Northern America, the European Union and Eastern Asia. Globalizing processes necessarily expand the need for knowledge management, like the knowledge management that fosters globalization. Furthermore, organizations keeping within local levels extensively risk stalling within developmental, cultural and knowledge margins.
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The Roles of Knowledge Management for the Development of Organizations

The Roles of Knowledge Management for the Development of Organizations

KM is a process of knowledge creation, validation, presentation, distribution and application (Bhatt 2001). It can be considered as a systematic process of identifying, creating, capturing, acquiring, storing, sharing, organizing, transferring, sustaining, retrieving, renewing, evaluating and utilizing both explicit and implicit forms of knowledge at individual, group, organizational and community level through harnessing of people, process and technology to enhance organizational performance and create value (American Productivity and Quality Center 2001, Alavi and Leidner 2001, Madhoushi et al. 2010, ICO 2011, Rašula et al. 2012, World Bank 2012). These information assets may include databases, documents, policies, procedures, as well as the uncaptured tacit expertise and experience stored in individual heads (Oracle Magazine 1998). KM is an integrated approach to discover, develop, utilize, deliver, and absorb knowledge inside and outside the organization through an appropriate management process to meet current and future needs (Ouintas et al. 1997).
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Strategic management of public interest organizations

Strategic management of public interest organizations

Virtually all PIOs are nonprofit and therefore require a different approach to strategic management. A similar problem has emerged in the realm of corporate governance and nonprofit organizations (Eldenburg et al., 2001; Saidel, 1998), as much of the theory on corporate governance presumes profit as a guiding principle. The reasons for existence of PIOs, of course, are the interests these organizations promote and protect. As a consequence, strategic management of this type of organization has to be directed toward handling these interests (Berry, 1977; Boardman and Vining, 2000). However, PIOs can experience a real crisis when they are confronted with changes to the interests they are supposed to protect (Selsky, 1998). Besides, both attention to strategy and organizational structure have been identified as being essential for the viability of a PIO (Grant, 1995; Young et al., 1999). In this paper the protection and promotion of interests on their own are seen as an insufficient base for the successful strategic management of PIOs. The proposition is to supplement strategy based on the handling of interests with strategy that deals with the internal workings of the organization. It will be demonstrated that ill treatment of the internal workings of a PIO directly affects its viability, and therefore this aspect is put forward as essential for PIO strategic management.
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Practice knowledge management in small organizations

Practice knowledge management in small organizations

L’installation peut se faire sur le serveur local de l’organisation comme sur chaque autre serveur externe au réseau de l’organisation, sachant que seuls les acteurs à qui l’on [r]

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Digital Culture versus Change

Digital Culture versus Change

The significance of organizational culture is that it provides a framework for organizing and directing organizational behavior, in the sense that the organizational culture affects employees and the behavior required of them within the organization (Zorn, Flanagin & Shoham, 2011). It is therefore concluded that organizational culture is characterized by a number of qualities which are shared among employees, can be learned, and can be passed on to new employees. It is important to recognize that no organization's culture is exactly like the culture of another, even if they are operating in the same sector. Every organization's culture develops along many different dimensions. For example, organizations differ with respect to the age of the organization; patterns of contacts; work systems and procedures; the process of the exercise of power; leadership style; and values and beliefs. If an organization wants to protect its culture, it constantly strives to attract employees who are compatible with its values, beliefs, and philosophy.
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The Benefits of Business Continuity Management in Czech Organizations

The Benefits of Business Continuity Management in Czech Organizations

Apart from fulfi lling statutory requirements, the requirements of regulators (Elliot et al., 2010) and customers, Sharp (2009) also states that the introduction of business continuity management may have real benefi ts. One of the signifi cant benefi ts according to Sharp (2009) lies in gaining a competitive advantage based on the organizations’ ability to demonstrate to potential customers that they have proven plans to ensure future supplies despite operation discontinuation. Applying BCM according to the standards may be a part of a marketing package that serves to attract new customers and to give the existing ones a good reason for renewing their contracts; furthermore, it protects the organization’s reputation and brand image. Financial benefi ts are not easy to detect (Sharp, 2009) since they are visible only a er eliminating weaknesses inside the organization. However, if business continuity management is well presented within the organization, it may ensure higher employee commitment and increased involvement in the successful performance of the organization in question. Therefore, the research question was formulated based on the above-mentioned observations: What benefi ts do organizations in the Czech Republic see in the application of BCM according to the standards?
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PP: Advancing Project Management in Learning Organizations

PP: Advancing Project Management in Learning Organizations

In most organizations, project managers are accountable for the successful delivery of complete projects. Increasingly, this success depends on project managers’ possessing and utilising skills and competencies that may initially appear contradictory. One of the central themes of this paper is that a successful project manager must demonstrate flexibility and competency in many areas – “hard” and “soft” skills, introverted and reflective, extroverted and social behaviours. Until recently, many of the initiatives for improving the practice and profession of project management have been focussed upon enhancing techniques and methods associated with skills that included effective management of time, cost, and scope. The Project Management Institute’s (PMI) Guide to the PM Body of Knowledge (PMBOK) tends to be primarily concerned with management competencies (craft) and the “hard” skills expected of practicing project management professionals with knowledge areas such as project human resource management and project communication management (the essential relationship- focussed areas) relegated to secondary (and less important) roles (PMI, 2000).
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Qualitative Research in Organizations and Management: ten years on

Qualitative Research in Organizations and Management: ten years on

sought to both cherish and encourage that diversity. QROM has championed new and emerging approaches in the organization and management field, as well as critiquing well- rehearsed approaches, for example the special issues on visual methods (Davison, McLean and Warren, 2012) and case studies (Lee, Collier and Cullen, 2007). The journal has also contributed to discussions of important and neglected topics, for example the special issues on knowing, learning and acting in healthcare (Bosio, Graffigna and Scaratti, 2012) and dirty work (Grandy, Mavin and Simpson, 2014). Silvia Gheradi argues that one of the things that has distinguished QROM from other journals is the attention given to the application of qualitative methods to unusual topics, and there are many more to explore as Natasha
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Renewal marketing management in public and business organizations

Renewal marketing management in public and business organizations

Abstract: The actual challenges for public and private organizations are the EU space and globalization. Romanian authorities – public administration institutions, are confronted with a profound process of transformation as a new EU member that has to come to the same expectations and performances as the others. At the same time the business organizations – companies, national and multinational, are concerned about the new markets, competition, customers and regulations. Both types of organizations have to renew their view about the role of marketing and to restructure their approach and behavior accordingly. We shall examine the most important issues they have to deal with and will propose a generally correlated action plan to be taken into consideration. As this period of time is under the economic and financial crises pressure we also take into account the effects of economic decline and re- launch.
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Talent Management in Organizations Using
          Mining Techniques

Talent Management in Organizations Using Mining Techniques

Despite the fact that such searches can be easily and efficiently performed, they suffer from some limitations. To cite an example, a search engine lacks understanding about domain concepts and relationships like “SPSS and R are both statistical analysis software packages”. Thus a search for SPSS analysts will not return resumes of R analysts. Also, search engines are unable to comprehend customized searches like “Doctorate with 5 years experience in the field of R&D Management out of which at least 2 years are in a research laboratory”. This information may not be explicitly stated in the resume but can be inferred by examining the employment record. Finally, information retrieval systems are also constrained by their limited understanding of natural languages and the semantics of entities. Hence, it will not know that “Software Quality Assurer” and “Software Tester” mean the same while searching for resumes of people having experience in “Quality Assurance”. As a result, the burden of designing complex search conditions is thrown on the ultimate users of the system. This urges the need for a universal solution to the search mechanism which is capable of interpreting the crux of the search requirement.
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A Review of the Criticisms and the Future of New Public Management

A Review of the Criticisms and the Future of New Public Management

International Monetary Fund. These countries first concentrated on macro-economic stabilization, which was termed as 'first generation reform' and then moved on to ensuring good governance known as 'second generation reform' (World Bank, 1997). Management gurus and consultants hired by the donor agencies and attached to the aid package to each recipient country, helped in transferring the NPM knowledge of developed countries to developing countries (Common, 1998b; Dolowitz & Marsh, 1998). The reform principles and practices applied by developed countries have now become a subject of great interest to many developing countries, including Nepal, as these principles have appeared in governments’ reports. Consequently, many developing countries are now experimenting with the concepts of NPM in shaping their governments (Larbi, 1998; Lienert & Modi, 1997; Tindigarukayo & Chadwick, 1999; Devas et al, 2001).
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Tourism Resort Destination Systems: Genetic Classification and Spatial Management

Tourism Resort Destination Systems: Genetic Classification and Spatial Management

Sichuan has a number of rivers and lakes with a long history, in addition to the beautiful environment, good ecological and pleasant climatic conditions, which lays an important foundation to develop the Riverside-type or Lakeside-type of tourism destination in Sichuan region. Sichuan is known as the "thousand water province", except White River and Black River in the region of Hongyuan, Nuoergai and Aba, which belong to the Yellow River water system, all the rest belong to the Yangtze River water system. The main rivers in Sichuan are Yalong River, Jinsha River (including Dadu River and Qingyi River), Min River, Jialing River (including Fu River and Qu River), Tuo River, Red Water River and other rivers, each of them has a length of over 500km; all the rivers have a collection by the edge of the mountains and converge at the bottom of the basin, then inject into the Yangtze river. There are more than a total of 1000 natural lakes in Sichuan. The more famous natural lakes among them are the Qionghai which is located in Xichang (has a water area of 31 square kilometers), the Lugu lake (has a water area of 72 square kilometers, about 27 square kilometers in Sichuan Province), the Horse Lake in Leibo County. In addition to natural lakes, there are some well-known reservoirs or artificial lakes, such as the Longquan Lake in Chengdu, Chaoyang Lake, Sancha Lake in Jianyang and so on. In the rivers and lakes system, the more famous lake-type destination including: Lugu Lake, Sancha Lake, Qionghai in Xichang, Black Dragon Pool, Shengzhong Lake, as well as the related tourism destination along Qingyi River and Jialing River which has been developed into a Lakeside-type or Riverside-type destination.
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