Material de clase utilizado el sábado 17 de septiembre en el curso de tourism management in governmental organizations.

1. Facultad de Ciencias Administrativas
Escuela Profesional de Administración de Turismo
— TOURISM MANAGEMENT IN GOVERNMENTAL ORGANIZATIONS—
Course Presentation
Professor: Luciano C. Scattolon H.

2. Who is your English professor?
My name is Luciano Scattolon
I’m your English Professor.
I’m Peruvian. I’m single.
I’m 32 years old.
I’m studying a PhD. In Education
I have a Master’s degree in Education
I studied a postgraduate course in Tourism Marketing
I have a degree in Tourism Management.
I worked in American Airlines.
My e-mail address is lscattolonh@unmsm.edu.pe

3. Remote learning
On-line learning
environment
Virtual
Material
On-line
Discussions
and
participation
Recordings
available
after class

4. Forums
Comments
Upcoming
Weekly material
Stream Classwork People Grades
Subject’s name
Welcome messages and connection to
the session.
Always check and stay up to date!
Subject’s name

5. Syllabus information
The course belongs to the area of professional
training. It is practical-theoretical, provides a vision of
the role and mission of the state in the tourism
management. The following topics are developed:
state, government, and tourism policy; the
participation of citizens and local governments,
culminating with successful national and international
policy cases.
Summary
Analyze tourism policies in the country and identify
the main national and international government
agencies based on established regulations.
Learning
achievement
Informative data

6. Syllabus information
Competencies
and skills
Unit I:
State, government, and tourism policies
Unit II:
Participation of citizens and local governments
Unit III:
National and international government agencies
Unit IV:
Tourism management policies, cases and tools
Contents and
sequence
● Master class
● Dialogic teaching
● Project based learning PBL
● The case study method
● Collaborative learning
Didactic
strategies
At the end of this subject, the students develop the following
skills:
 Explain the role of the state and the importance of
public tourism policies in Peru according to the
regional and local reality.
 Identify and develop the participation of the state and
citizens in the process of tourism activity in local
governments
 Analyze the functions of government agencies at the
national and international level and their relationship
with Peruvian tourism activity.
 Analyze successful cases of national and international
tourism management policies and apply them to a
governmental reality.

7. Syllabus information
Learning
assessment
Continuous
assessment
Diagnostic test No grade
Mid-term exam (EXP) 20%
Continuous Assessment
(EVP)
60%
Final Exam (EXF) 20%
● Check rubrics on classroom
Rubrics
It is permanent from the beginning of classes.
Units (average)
Discussion forums
Case studies
Applied tasks
Final project
(U1 + U2 + U3 + U4 + FP) / 5

8. Who are you?
Introduce yourself to the class.
What's your name?
How old are you?
Where do you live?
How can this course
impact your professional
life?
Hello! My name is Nataly Perez.
I'm 24 years old. I live in San Miguel.
This course can [...]

9. ‘Today's society faces a tolerance deficit. Tourism unites
people, helps us open our minds and hearts ".
Dr. Taleb Rifai Former UNWTO Secretary

10. Entry test
https://forms.gle/dNM
egBdUK6sg9Xvm6
• Please complete the
following forms as
part of the learning
process.
• You have 30
minutes.
• It is not graded.

11. Delegate
• Would you like to be
my delegate?
• Delegate, please.
Send an excel
document to make
groups of 5.
Hurry! You cannot take
more than 10 minutes.
https://docs.google.com/spreadsheets/d/1dQL53Du-
5y72WthvVCkl2EVg17XpIqM9BVMdM3JG-zs/edit?usp=sharing

13. Facultad de Ciencias Administrativas
Escuela Profesional de Administración de Turismo
— TOURISM MANAGEMENT IN GOVERNMENTAL ORGANIZATIONS—
UNIT 1: State, government and tourism policy.
Professor: Luciano C. Scattolon H.

14. Content
01
02
03
04
Theoretical framework. Fundamentals
of public management:
Public management
New paradigm
Design criteria and structure of public administration
State organization system
Public function
Quality in public management
ISO 18091: 2014 Quality in local governments
New Public Management
Modernization of state management.
The strategic triangle - Public value proposition
Premises of the Public Value approach:
Power/Interest grid for stakeholders
Public value in the tourism sector
Tourism system structure
Tourism and relevance in public management
Public sector management and tourism:
framework for analysis
Parties involved in a tourism policy.
Accountability and evaluation:
Public sector management of tourism
A change in public management
Learning Outcome
At the end of the unit, students explain
the role of the state and the importance
of public tourism policies in Peru
according to the regional and local
reality.

15. Theoretical
framework.
Fundamentals of
public
management

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And rank your options!
Warm-up

17. Public management
• Set of actions.
• Entities: Achievement of ends and goals.
• Framed by government policies
(Executive Power).
• It is complex: It involves several issues.
• Subject to interests and judgments of citizens.
Responsible:
• Instrumentation of government
policies.
• Determination of efficiency,
effectiveness and quality of results
obtained.
• Knowledge management (essence)
• Overcome problems and facilitate actions of
citizens and organizations.
• It requires qualified human resources.
• Anticipate problems and solve difficult situations.
• Future projection. Design of ways to integrate /
society.
Even the best-designed policies cannot achieve
satisfactory results if the public administration
model that implements them does not have an
adequate system of incentives, control, and
evaluation.
Definition
Andía Valencia (2017)

18. New paradigm:
Principle of the citizen-
client, rights specified
and respected.
New profile of
administrator, executive
or public manager.
Search for results and
evaluated, subject to
accountability and
competition.
Establishment of
management contracts.
Explain the vision, mission
and objectives of the
executing entities.
Evaluation base, definition of
performance indicators
Andía Valencia (2017)

19. Design criteria and structure of
public administration:
Dependencies
Entities
Organisms
- Functions justified and
covered by its rules.
- They must not duplicate
functions or provide
services provided by
existing ones.
- The principle of specialty
prevails, having to
integrate the functions
and related competences.
Clearly assigned
competencies.
Determine the quality of
their performance.
(Plurality of criteria)
Andía Valencia (2017)

20. State organization system: State powers
• Executive power
• Legislative power
• Power of attorney
Autonomous organizations
• Constitutional Court
(Tribunal constitucional)
• Public ministry
(Ministerio Público)
• Comptroller General of the Republic
(Contraloría general de la República)
• Ombudsman's Office
(Defensoría del pueblo)
State levels:
• National
• Regional
• Local: (municipal)
• Provincial
• District
Activity sectors
For the development of activities of the state, legal
and natural persons of the private sector, who
develop activities in common, for example:
• Education sector
• Health sector
• Energy and mining sector
• Foreign relations sector
• Labor Sector
• Defense Sector
• Interior Sector
• Presidency of the Council of Ministers
State administrative systems
Created for internal
administration purposes.
Purpose: that the state achieves
an adequate level of efficiency
and effectiveness.
• Planning
• Budget
• Treasury
• Accounting
• Catering
• Personal
• Public investment
• Indebtedness
• Rationalization
• Computing
Organism categories
Congress, judiciary, constitutionally
autonomous bodies, presidency of
the republic, council of ministers,
ministries, decentralized public
bodies.
Decentralized public institutions
• State companies
• Special projects
• Regulatory bodies of public services
• Administrators of special projects
• Regional governments
• Provincial municipalities
• District municipalities
Andía Valencia (2017)

21. • Temporary or permanent activity.
• Paid or honorary.
• Carried out by a person on behalf of or
in the service of public administration
entities (any hierarchical level)
Purpose:
• Service to the nation.
• Obtaining higher levels of efficiency
in the state apparatus.
• Better attention to citizens
• Prioritizing and optimizing the use
of public resources.
Principles:
• Respect
• Probity
• Efficiency
• Suitability
• Veracity
• Loyalty and Obedience
• Justice and fairness
Duties and
Responsibilities:
• Neutrality
• Transparency
• Discretion
• Adequate exercise of
the position
• Proper use of state
assets.
• Responsibility
• Punctuality
Public server.
(servidor público)
• Employee, official or servant of the entities of
the public administration.
• Any hierarchical level.
• Appointed, hired, trusted designee or elector.
• Performs activities or functions on behalf of or
in the service of the state.
• It does not matter the legal regime, nor the
labor regime.
• Practicing citizen who provides service in
public administration entities with appointment
or contract, legal formalities, legal day, subject
and remuneration in regular periods.
Public services
Set of services provided by the state.
With / Without consideration.
Civil servant
(funcionario público)
• Citizen elected / appointed by
authority in accordance with legal
regulations.
• He holds positions of the highest
level in public powers and
autonomous bodies.
Public function
Andía Valencia (2017)

22. Considerations
• Transformative culture.
• Satisfy the needs of citizens with justice,
equity, objectivity and efficiency in the use
of public resources.
• In a timely and adequate manner,
according to the pre-established goals,
aligned with the aims and superior
purposes of the public administration.
• Quantifiable results that consider the
interest and need of society.
Main Points:
• Centralization in the citizen
• Based on results
Principles:
• Public service
• Democratic
legitimacy
• Transparency and
citizen participation
• Legality
• Coordination and
cooperation
• Public ethics
• Universal access
• Continuity in the
provision of services
• Impartiality
• Effectiveness
• Efficiency
• Economy
• Accountability
• Permanent evaluation
• Continuous
improvement|
Quality in public management
ISO 18091: 2014
Quality in local
governments
Andía Valencia (2017)

23. • The international organization of
standardization, approved the norm, like
international initiative; to seek the quality of
local governments through a standard to
measure their performance: monitoring,
evaluation, transparency and accountability.
ISO 18091: 2014 Quality in local governments
• It is divided into 39 points, in 4
sections. It indicates generic
and applicable rules to improve
the development and quality of
local governments.
Institutional development
Sustainable economic development
Inclusive social development
• Responsible with quality management.
• Associated and linked
• Competition and continuity of servers.
• Community participation in policies and programs.
• Fiscally responsible
• Promoter of civil protection. Emergency services.
• Systematic use of technology and the internet.
• Established and implemented legal framework.
• Prevalence of the rule of law in the territory.
• Transparent and socially responsible.
• Sound financial management.
• Safe and consistent security
• Innovator of economic alternatives
• Promoter of employment and productive potential
• Responsible for the supply of basic items
• Local job promoter
• Tourism promoter
• Development of an infrastructure system for
communications
• Promoter of the agricultural sector
• Promoter of industry, commerce and services.
• Public service provider
• Sports and leisure promoter
• Promoter of ethnic and social integration
• Promoter of gender equality
• Responsible for the vulnerable and at-risk
sectors of the population
• Promoter of public health
• Quality guarantor in basic education
• Promoter of an acceptable standard of living
• Promoter of culture and historical heritage
• Responsible for the fight against poverty
• Careful of air quality
• Responsible for garbage collection and disposal
• Careful of the image of the environment
• Protector of natural resources
• Effective land use planning system
• Responsible for water
• Careful and responsible for the soil
• Promoter of environmental education
Andía Valencia (2017)

24. Approaches:
• Reinvention of government (Osborne &
Gaebler, 1992)
• Post-bureaucratic paradigm (Barzelay,
1998)
• Creation of public value (Moore, 1995)
• Management by processes (Aguilar, 2006)
• Use of ICT and decentralization of activities:
Standardized processes, multifunctional
teams.
• Management by results (IDB-CLAD, 2007)
• Administrative philosophy
• Cultural changes
• Achievement of results
• Redefinition of the roles of public
administration actors: capacity,
mobility, flexibility and organizational
contribution.
New Public Management
Modernization of state management.
• Law 27658 (2002) Framework Law for the
modernization of state management and
regulations, DS 030-2002-PCM
• Modernization process: instances, agencies,
entities, organizations and procedures.
• Purpose: obtaining higher levels of efficiency of
the state apparatus. Better attention to citizens,
prioritizing and optimizing the use of public
resources.
It seeks to reach a state:
• At the service of citizens
• With effective channels for citizen participation
• Decentralized and deconcentrated
• Transparent in its management
• With qualified and adequately paid public servants
• Fiscally balanced
DS 090-2010-PCM
Consolidated progress in
the reform. 2007-2010.
State management
modernization strategy.
DS 109-2012-PCM
Modification of articles of
the strategy. It details that
the public management
secretariat will be in
charge of monitoring and
evaluating the strategy as
the governing body.
DS 004-2013-PCM
Approves the national
policy for the
modernization of public
management.
Andía Valencia (2017)

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Politics
• Executive branch, ministries, public
bodies.
• Regional governments
• Local governments
• Organisms with autonomy
• Municipal associations
Governing body
• PCM - Secretariat public
management
• coordinate with other entities
• Articulation, monitoring and
evaluation.
General objective:
Orient, articulate, promote public
entities -modernization towards public
management for results that impacts
the citizen and the development of the
country.
Policy Guiding Principles:
• Citizen orientation
• Intergovernmental and intersectoral
articulation
• Balance between flexibility and management
control
• Transparency, accountability and public ethics
• Innovation and use of technologies
• Principle of sustainability
Central pillars
• National public policies and planning
• Budget for results
• Management by processes and
institutional organization
• Meritocratic civil service
• Follow-up, monitoring, evaluation and
knowledge management
Main points
• Open government
• Electronic government
• Interinstitutional articulation
1. Formulation and approval of the
national policy for the modernization
of public management and the
implementation plan by 2021.
Alignment with the strategic and
operational institutional plans.
2. Adaptation of the regulatory framework that
regulates the structure, organization and
operation of the state. Matrices for the
delimitation of competences and assignment of
functions validated by the levels of government.
Guidelines for organization and function
regulations; staff allocation chart.
4. Open government: transparency, public
ethics and citizen participation. (Eg: Open
government plan, implemented,
transparency portals implemented,
standardized, open data portal, ranking of
good practices)
3. Improvement in the quality of
services: Administrative
simplification, process optimization
and improvement in customer
service. (Eg MAC, SUT, TUPA,
TRAMIFACIL)
Lines of action
Modernization of state management.
Andía Valencia (2017)

26. Open
government
Electronic
government
Institutional
Articulation
Public
policies,,
strategic and
operational
plans.
Results-based
budgeting
Management by
process,
administrative
simplification
and institutional
organization.
Meritocratic
civil service
Information
system, follow-
up, monitoring,
and evaluation
and knowledge
management.
Andía Valencia (2017)
A change in public management

27. Generation of public
value in the tourism
sector

28. Legitimacy and
politically
sustainable
Operationally
and
administratively
feasible
Creates public
value
Programs and services must address:
Moore (1995)
Service
Trust Outcomes
Public value
definition
(NOUN)
Political
management
(SUPPORT)
Operational
management
(CAPACITY)
Identification of valuable
purposes for citizens
What sources do we
rely on?
How can we increase
them in the future?
What dimensions do
we produce?
How can we produce
more in the future?
How well and how reliably
do our programs, policies
and procedures work to
create value?
How can they be more
efficient and effective in the
future?
The strategic triangle - Public value proposition

29. Public Value
definition
(NOUN)
What dimensions do
we produce?
How can we produce
more in the future?
It is an attitude of leadership of public officials within their
institutions in order to define valuable purposes for the
community and to create in this process an institutional
capital that lasts over time, but at the same time be able
to remain open to innovation in order to adapt to changes
in the environment and society. Moore (1998)
4. Innovation and adaptation to the environment.
Elements
1. Leadership attitude
2. Identification of valuable purposes for the group
3. Creation of institutional capital
(routinize PV generation
practices and processes)
Creates public
value

30. • Public goods or
services have intrinsic
value to society.
• The state competes with the
results produced by the private
sector (costs, benefits, freedom to
choose).
• Public services imply the exercise
of authority and coercion by the
State (they are paid with our taxes
and the authorities decide).
• Therefore, public
managers must be
strategists.
• They require legitimizing themselves before
citizens, earning their trust.
• Effectiveness and efficiency in the provision are
necessary: ​​but justice and equity do not work by
themselves.
• Justice and equity in the
provision of goods and
services can only be
achieved with a
consensual political vision.
• It is about generating value
through products and services
(short term), but also in the
process (creating institutional
capital or routines to generate
value).
• It is necessary to understand the
environment and adapt to change
through innovation.
Premises of the Public Value approach:

31. Political
management
(SUPPORT)
Support and legitimacy,
What sources do we
rely on?
How can we increase
them in the future?
Political management is the official's effort to
build a climate of active support, tolerance or
operational assistance for a strategy, proposal
or policy among those agents who are outside
their sphere of direct influence.
The authorizing environment are all
those actors who are outside their direct
sphere of influence and who must accept
and perceive the proposal as legitimate
for it to be successful.
Ethical dilemma:
• How to become the agent of
the purposes of others?
• What implications does this
have for democracy?
Moore (1998)
Techniques
Business promotion of the proposal.
The negotiation.
Public deliberation.
Public marketing / Strategic communication.
Legitimacy and
politically
sustainable

32. Power/Interest grid for stakeholders
Engage and consult.
Increase interest level Manage closely. Governance.
Engage regularly
Monitor.
Aim to move into the right.
Potential player and supporter.
Where to find legitimacy and support for policies?
Adapted from:
Eden and Ackermann (2007)

33. Operational
management
(CAPACITY)
How well and how reliably
do our programs, policies
and procedures work to
create value?
How can they be more
efficient and effective in the
future?
Operationally
and
administratively
feasible
It is about turning political legitimacy into legitimacy within
the organization to overcome resistances and motivate
internal collaborators:
1. Organizations must generate value not only in the short term
(products and services but in the long term: developing institutional
capital. Institutionalizing forms of operation that generate public value.
2. Within organizations, proposals for the generation of public value
must be understood as collective or public purposes and not as
elements of personal promotion.
3. For this, public directives must involve all personnel in the
generation of public value and must be able to make a diagnosis of
the institution. Moore (1998)

34. • Acceptance of external political responsibility: raising
external expectations to generate internal incentives
in the organization to cooperate.
• Establishment of internal
responsibility: plan and
prioritize.
• Modify the organizational and
personnel structure if necessary.
It is not only important what we
are going to do but how we are
going to do it.
• Obtaining supplementary
resources (strategic alliances,
convincing superiors, strategic
use of the media and available
information.
• Adoption of large
announced initiatives,
visible in the short and
medium term.
• Co-production, co-
responsibility of the citizen,
presence in the territory and
the ability to permeate
society.
Moore (1998)

35. Public value in the tourism sector
Value chain – Tourist destination
Tourism value co-creation
Perceived value in tourism

36. Tourism system.
Relevance in public
management.

37. Tourism system structure
Gržinić & Saftic (2012)

38. Tourism and relevance in public management
The framework
• Why are government so
important to tourism?
• Why do governments get
involved in tourism
management?
• Why does the tourism
sector have to be
managed?
• Who are the main participants in
the tourism policy system?
• Who are the significant policy
makers?
• Who are the public sector
managers?
• Who are the power holders in the
public sector and industry?
• How is management actually
carried out?
• How do participants operate
and behave?
• How does the system work in
practice?
• How is policy formulated,
implemented and managed?
• How are objectives achieved
and by what means?
• How is it managed the political
and power systems
(formal/informal levels)?
• Government
responsibilities
• Policy areas
• Principles and
objectives to follow
• Reasons: Economical,
political and moral.
• Conflict resolution.
• What are the impacts of tourism?
• What are the results of
management in practice and
performance?
• Has there been success or failure?
• What have been the most
significant issues?
• Have principles been followed?
• Have objectives been achieved?
• What are the lessons for tourism
public management?
Government and tourism:
large and complex areas to
study.
Elliot, J. (1997)

39. Public sector management and tourism:
framework for analysis
Who involved
Government and people
Those affected by policy
public system motivation.
Industry and interest
groups
Policy makers,
politicians, managers.
Power holders
Industry
Those affected
How involved
According to political
culture, public system
principles
Tourism norms
Partnership with industry
Formal process
Policy systems,
formulation and
implementation.
Power networks.
Management process.
Formal and informal
What results
Objectives, effectiveness.
Serve public interest and
people.
Protect environment and
community.
Efficienty
Success or failure.
Objectives achieved
Impact
Efficient, effective public
system motivation.
Why involved
Principles: public interest, public
service, effectiveness, efficiency,
accountability.
Responsibility of government
and public system motivation,
moral, legal, professional
principles.
Political culture, expectations,
power of government.
Public objectives.
Actual behavior
Economic objectives
Economic pressure
Political objectives (formal
and informal)
Tourism has to be managed
Need to respond to
problems and demand
Principles
What should be
done?
Ideal behavior,
theory, model.
Practice
What is done,
practice not
principles.
Elliot, J. (1997)

40. Congress/parliament,
elected representatives.
• National, state, regional government.
• Public sector management
• Ministries/departments: ministry of tourism
Executive branch
government
Legislative
branch
Local
government
• Elected assemblies
• Department
• Enterprises, elected councils.
• Nongovernmental
organizations,
economic, social and
environmental
groups
Interest/
pressure
groups
Industry
Hotels, travel
agents, airlines,
trade unions,
theme parks.
Political
parties, public
opinion, mass
media.
Judicial branch
Courts:
constitutional,
national, local.
• World tourism organizations,
United Nations Development
Program (UNDP), European
Union.
• Economic institutions, World
Bank, IMF, Asian
Development Bank
International
organizations:
Parties involved in a tourism policy.
• Statutory authorities, business
enterprises: national tourism
organization, development agency,
public regulatory bodies.
• Environmental protection agencies,
advisory and consultative bodies, joint
venture with private sector.
Elliot, J. (1997)

41. Accountability and evaluation:
Public sector management of tourism
Elliot, J. (1997)
1. Effective, efficient in managing within:
a. A democratic system and process
b. An administrative system and process
2. Allow freedom to the industry, stimulate participation of the
private sector and local people in the politics and management
of tourism.
3. Criteria:
a. Effectiveness in achieving objectives
b. Efficiency in achieving objectives (at lowest possible
cost)
i. Economic and public service objectives
4. Ability to meet the challenges and overcome the problems
facing tourism management.
5. Making te best use of national and natural resources
respecting the public interest.
6. Protecting the natural and cultural environment and local
communities.
7. Having a commitment to a sustainable environment, and
ecologically sustainable development.
1. Increase the number of overseas and domestic tourist.
2. Successful operation in a competitive market situation
3. Financial objectives:
a. Increase expenditure of foreign exchange
b. Increase expenditure of domestic tourists (at national,
state and local government levels)
4. Ensure reasonable return on marketing, infrastructure,
development and other public tourism expenditure.
5. Spread tourism receipts and expenditure benefits to the poorer
regions, giving better balance with the national capital and richer
regions.
6. Extend the tourism seasons to a longer period, preferably for the
whole year.
7. Employment:
a. Increase the number of people employed in tourism, and
not just the unskilled.
b. Ensure reasonable wages and conditions to workers, help
them to reach their full potential.
8. Add more depth and satisfaction to the tourism experience for
hosts and guests.

42. Evaluation

43. Answer the
following guiding
questions:
1. What is a public policy?
2. How is a public policy
developed/made?
3. Is there a tourism policy in
Peru? Why?
Debate

44. Open
government
Electronic
government
Institutional
Articulation
A change in public management
Public
policies,
strategic and
operational
plans.
Results-based
budgeting
Management by
process,
administrative
simplification
and institutional
organization.
Meritocratic
civil service
Information
system, follow-
up, monitoring,
and evaluation
and knowledge
management.
Andía Valencia (2017)

45. Case study:
Fostering a Whole-of
Government
Approach in Tourism In groups of 5, read the following
paper and determine:
1. The central problem or challenge
2. Relevant issues
3. Alternatives
4. Analysis
5. Recommendations
Evaluation
https://www.oecd.org/cfe/tourism/Tourism-meeting-Issues-Paper-
on-Fostering-a-Whole-of-Government-Approach-in-Tourism.pdf

46. Meta - Cognition

47. Meta-cognition
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