Page 186 - Tourism The International Business

9. The management of tourism

Resistance

Every leader has faced resistance, whether a leader of a small informal group, or a community-wide leader with
an interest in tourism development. The consideration of planning or of strategies for enlisting participation or
legitimization will bring resistance—someone is sure to dispute the idea or the timing.
It is necessary to understand the source of the resistance if it is to be overcome to any degree. Strong resistance
may mean discontinuing the project.
Apathy is the greatest problem to be overcome by those involved in leadership situations. Nevertheless, effective

leadership must not develop a tendency to give up when a lack of interest is encountered.
To reduce resistance and enhance participation, the leader must meet others halfway; avoid taking total control
of the circumstances and work out ways to get others to participate.
Citizen involvement

A successful tourism development has the support of the citizens in that community. Many people, however, feel
that citizen participation complicates the planning and implementing process. This is a short-sighted philosophy.
While it may be a problem, in the end it will pay off in support and other types of dividends, such as development of
new supporting facilities and attractions.
Citizen participation does not substitute for having experienced, trained, specialized professionals involved. The
leadership must enlist the support and blessing of those who seem untouched by the tourism development process.

Representation
Another basic tool of the good leader is to achieve adequate representation. There is usually considerable
pressure to establish a representative arrangement rather quickly when plans begin to move. This is one reason why
those who are to be represented in the system may not be consulted about how this is to be done. Adequate
representation and shared leadership will improve the quality of decisions.

Division of labor
This is the cornerstone on which good leadership is based. For any substantial task within communities there

are many things to be done, ranging from minor housekeeping to sensitive and demanding negotiations. Tourism
development work takes time and the duties required to adequately support it continue, adjusting to meet new
situations and stages. In any sizable effort, the work-load has to be shared. No one person or group has the time,
energy, or the range of skills to do it all. A system for dividing the labor is essential.
The key to division of labor is in cooperation. Cooperation is doing different things together. The leader, then,
must find practical and equitable ways to divide up the work among those willing to take part. It may seem
impossible to do fairly and efficiently. Certainly it is a thankless responsibility to carry the task of assigning specific
work to particular people and organizations and then following up to see if it is done when promised.
In tourism development, seldom is there any clear or formal basis on which to direct authority over others. Most

of those involved are working on their own volition, voluntarily, and are not subject to commands. This even applies
when a director of tourism is in place. Most of the work has to be done by persuasion and influence. If someone is
assigned a job he does not like, has not the time, or feels ill-equipped to perform, he probably will not do it.
Rather than attempting to put the burden on one person or organization to separate and assign the specific jobs,
it should be a group responsibility. A small group of active and concerned people should decide what needs to be

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