M1 C My Cultural Affiliations
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Tony lists his personal cultural affiliations and subscriptions as: English, Western/Northern European, ex pat living in France, immigrant, small business owner, mid-life baby boomer, divorced parent who is recently remarried, supporter of fathers' rights, resident of Bruebach in Alsace who is proud of it, academic from a middle class background with working class roots, left of center politician who is also a guitarist, poet, and writer. He notes that cultural affiliations can be at odds, vary in strength over time, and are perceived differently inside and outside each culture.
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Students were divided into teams to develop management information systems proposals. Three teams were tasked with selecting a division and proposing a cost-effective structure and process for identifying, acquiring, processing, and disseminating critical information to support managing change within the division. A fourth team was tasked with developing their own personal management information systems to stay informed as future tourism managers with limited individual budgets.
Sim 4 Forecasting 2025 Vision
This document provides a scenario for the year 2025 looking back on changes from 2000-2025. Key drivers of change included technology, sustainability, and political unrest. Technology enabled widespread home working and online shopping, reducing the need for offices and retail space. Developing economies rapidly adopted technology. Environmental crises like climate change increased sustainability efforts but also political tensions between regions. Tourism remained important for escape but became more local due to rising costs of travel.
Trojan Horse Results Eg
The document summarizes discussions between developers and the government regarding a proposed all-inclusive resort development. Key points agreed upon include:
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.
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M1 C My Cultural Affiliations
- 1. Tony’s Personal Cultural Affiliations/Subscriptions My own cultural affiliations / subscriptions include: • English • Western / Northern European • Ex Pat ‘Anglais’ in France… • Immigrant • Small businessman / Sole Trader • A ‘50-something’ / Baby -boomer / Mid-lifer • Parent / chauffeur (!) • Divorced & recently re-married • ‘Families need Fathers’ supporter • Bruebach / Alsacian villager (and proud of it!) • Academic • ‘Middle class with working class roots’ • Creative (guitarist / poet / writer) • Left of Centre politics Yours might include: • French • Alsacian • Fashion-follower • Sporty • Hi-tech • Student • Party-culture • Ethnic / regional origin… • Challenging to the ‘old order’ (my generation) • Religion • Politics • Deviancy NBs. 1. Some of these can be at odds with each other! My neighbour considers himself Alsacian FIRST (and almost ONLY) ..... and then French. 2. Our allegiance to our various subscriptions to cultures varies in its strength and may change or even expire over time with events and with age. (Eg you may listen to Ramstein now and consider yourself a metal-head, heavy rocker, but at age 40 plus you (probably!) won’t find yourself feeling like that or playing much of that type of music) 3. Culture is perceived: it is what people believe it to be (whether it is so in fact or not). In subscribing to a particular culture you must appreciate that those external to this (sub) culture may not perceive it like you do: for those outside it can be perceived as potentially threatening or competitive. (What I believe ‘being English’ is after 40 odd years is not likely to be close to your perception of it!). As a member of a particular cultural group, those external will impute to you all the ‘good’ and ‘bad’ attributes of their perception of the group to which you belong: you are ‘tarred with their brush’! 4. One belongs to some cultures and sub cultures by birth and others by personal subscription. One can ‘resign’ from some, but not from others. You can move out of a cultural context (like moving from France to work in England), but a cultural ‘label’ may still be ‘stuck’ on you and you may find people reacting to it more or indeed less than you think. (Nationality, sexuality, religion, colour etc)