M1 C Cult Comm Flow Chart
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This document outlines the process of cultural communication, transfer, and acquisition through 5 key stages: 1) cultural stimuli, 2) agents, 3) application of communication processes, 4) reception by individuals, and 5) individual responses that contribute back to culture. It notes that the stages can overlap and the system is open to external influences, making cultural change complex with many interconnected elements.
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![Cultural Communication, Transfer and Acquisition.
The Big Picture
Cultural stimuli [Norms. Accepted Behaviour. Societal Expectations etc]
Agents [Parents. Peers. ‘Persuaders’]
Application [Communication Processes: Nurture; Teaching; Play; Media etc]
Reception [Perception. Personal Processing]
Response [Subscription. Ambivalence. Rejection. Incomprehension]
Contribution [Individual input to / influence upon culture]
NBs.
1. These stages / levels can overlap [eg. I can be an agent (parent) and part of the
application process (teacher)]
2. This is NOT a closed system – it is therefore not ‘fixed’…. Anything that
changes / influences the individual, relationships with the collective, the
communication system etc can impact upon culture. (domino / ripple-in-pond
effect)
3. The system is not as simple as it looks: each stage has many component elements
and sub processes.
4. Change in culture is the group’s perception of and response to the sum total of
individual contributions.
5. Anything that changes one link in the chain has a theoretical and practical impact
upon the system as a whole.](https://image.slidesharecdn.com/m1ccultcommflowchart-091008015223-phpapp02/85/M1-C-Cult-Comm-Flow-Chart-1-320.jpg)
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1) The government will provide a 30-year lease to developers and allow licensed access to beach and water. Developers will offer compensation to those displaced by the project in the form of new housing or cash.
2) Developers must submit to local planning regulations. Access to the resort will be managed through a licensing system that allows some access for local cultural events.
3) The government and developers will seek funding from organizations like the World Bank to cover infrastructure costs, with developers contributing to "to-site" infrastructure in exchange for a reduced land lease fee.
4)
Sim 3 Site Neg Agenda
This document contains an agenda for a meeting to discuss a proposed all-inclusive leisure resort, including discussions around site availability and ownership, land assembly, development density and design, access to the site, project infrastructure, employment and training opportunities, local supplier conditions, taxation, and an overall discussion. The agenda outlines discussing the developer and government positions on these issues as well as any potential sticking points and resolutions.
Col Sim 3 Devmt Site Neg
ResortoCol is negotiating with the government of an undeveloped nation to acquire a 1.25km coastal site for an exclusive resort development. The government is seeking economic regeneration but has limited resources, while ResortoCol uses a short-term approach to maximize profits. The scenic beach site is currently home to small farms and fishing communities with minimal infrastructure. Both sides will prepare negotiating positions on issues like development scope, ownership, and community impacts to arrive at a mutually agreeable agreement.
Sim 2 Hrm
ColmarCo has realized that its profits depend on the quality of decisions made by its staff. However, staff turnover is rising, especially early in employment, and replacing staff is costly. ColmarCo commissions a team to investigate the causes of turnover and recommend solutions. The team is asked to determine the real costs of turnover, develop effective recruitment materials, design an improved selection process for management positions, and identify motivators for strong performance other than just salary. The team will present its findings and later submit a joint written report with recommendations to reduce turnover through better recruitment, selection, and motivation.
Sim 2 Hrm
ColmarCo has realized that its profits depend on the quality of decisions made by its staff. However, staff turnover is rising, especially early in employment, and replacing staff is costly. ColmarCo commissions a team to investigate the causes of turnover and recommend solutions. The team is asked to determine the real costs of turnover, develop effective recruitment materials, design an improved selection process for management positions, and identify motivators for strong performance other than just salary. The team will present its findings and later submit a joint written report with recommendations to reduce turnover through better recruitment, selection, and motivation.
Col Sim Hrm
ColmarCo has commissioned a team to investigate rising staff turnover and make recommendations based on industry best practices. The team is split into groups to address specific issues: the costs of labor turnover, improving recruitment materials, developing an effective selection process, and identifying real motivators to enhance manager performance and career development at ColmarCo. Each group will present their findings and later combine them into a joint written report providing an HRM template for ColmarCo to improve practices and reduce turnover.
Col Bus Sim Ol
This document provides information about the Tourism Business Simulation Game course. The course aims to immerse students in realistic tourism business scenarios to apply knowledge from other courses. It will involve scenarios like tourism product development and international market profiling. The course is taught in English and aims to develop students' understanding of managing tourism businesses strategically and operationally. Students will be assessed through written work like reports and presentations where they take on business roles. Recommended prerequisite reading includes tourism, marketing and human resources texts.
Simulation Scenario Context
ColmarCo is a tourism company with three main divisions: TransCol (transport), AccommoCol (accommodation), and CaterCol (catering). It has had mixed financial performance across its subdivisions. TransCol's FlyCol has grown but other areas are slowing, while AccommoCol's HoteloCol is struggling but RoadoCol is succeeding. CaterCol contains both traditional and new, higher-risk brands. ColmarCo also owns 30% of SustainoPack, a startup with a biodegradable packaging material that projections indicate could have meteoric growth if its sustainable product can break into supermarket packaging markets. ColmarCo is considering purchasing the remaining equity in Sustain
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M1 C Cult Comm Flow Chart
- 1. Cultural Communication, Transfer and Acquisition. The Big Picture Cultural stimuli [Norms. Accepted Behaviour. Societal Expectations etc] Agents [Parents. Peers. ‘Persuaders’] Application [Communication Processes: Nurture; Teaching; Play; Media etc] Reception [Perception. Personal Processing] Response [Subscription. Ambivalence. Rejection. Incomprehension] Contribution [Individual input to / influence upon culture] NBs. 1. These stages / levels can overlap [eg. I can be an agent (parent) and part of the application process (teacher)] 2. This is NOT a closed system – it is therefore not ‘fixed’…. Anything that changes / influences the individual, relationships with the collective, the communication system etc can impact upon culture. (domino / ripple-in-pond effect) 3. The system is not as simple as it looks: each stage has many component elements and sub processes. 4. Change in culture is the group’s perception of and response to the sum total of individual contributions. 5. Anything that changes one link in the chain has a theoretical and practical impact upon the system as a whole.