Management
Management is coordinating activities and resources to achieve efficiency and effectiveness.
Efficiency refers to getting the most output from the least amount of inputs, or simply put, “doing
things right.”
Because managers deal with scarce inputs—including resources such as people, money, and
equipment—they are concerned with the efficient use of those resources by getting things done at
the least cost.
Effectiveness is often described as “doing the right things”—that is, those work activities that will
help the organization reach its goals.
Management functions include;
• Planning,
• Organizing,
• Leading,
• Controlling
Planning
Managers performing the planning function define goals, establish an overall strategy for
achieving those goals, and develop plans to integrate and coordinate activities.
Organizing
When managers organize, they determine what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom (that is, they define authority relationships), and
where decisions are to be made.
Leading
When managers motivate subordinates, direct the work of individuals or teams, select the most
effective communication channel, or resolve behaviour issues, they are leading. Knowing how to
manage and lead effectively is an important, and sometimes difficult, skill because it requires the
ability to successfully communicate.
Controlling
To ensure that work is proceeding as it should, managers need to monitor and evaluate resource
performance. Actual performance must be compared with previously set goals. If the performance
of individuals or units does not match the goals set, the manager’s job is to get performance back
on track. This process of monitoring, comparing, and correcting is what we mean by the controlling
function.
,PLANNING
Planning involves defining goals, establishing an overall strategy for achieving those goals, and
developing a comprehensive set of plans to integrate and coordinate the work needed to achieve
the goals. It is concerned both with ends (what is to be done) and means (how it is to be done). For
example, you and your classmates may want to organize a large graduation dinner dance. To do
so, you would set goals, establish a strategy, develop plans, and assign committees to get the work
done.
When we use the term planning in this book, we mean formal planning. In formal planning,
specific goals covering a period of years are defined. These goals are written and shared with
organization members. Then a specific action program for the achievement of these goals is
developed: managers clearly define the path they want to take to get the organization and the
various work units from where they are to where they want them to be.
Purposes of Planning
We can identify at least four reasons for planning:
i. Planning provides direction to managers and non-managers alike. When it becomes clear
where the work unit is going and what must be contributed to reach set goals, activities can
be coordinated and there will be more cooperation to achieve these goals. Without
planning, departments and individuals might work at cross purposes, preventing the work
unit from moving efficiently toward its goals.
ii. Planning reduces uncertainty by forcing managers to look ahead, anticipate change,
consider the impact of change, and develop appropriate responses. Even though planning
cannot eliminate change or uncertainty, managers plan in order to anticipate change and
develop the most effective response to it. This increased preparation for change helps
develop managers’ skills and provides flexibility to the organization.
iii. Planning reduces overlapping and wasteful activities. When work activities are coordinated
around established plans, redundancy can be minimized and time management is enhanced.
Furthermore, when means and ends are made clear through planning, inefficiencies become
obvious and can be corrected or eliminated.
iv. Planning establishes the goals or standards that are used in controlling. If we are unsure of
what we are trying to accomplish, how can we determine whether we have actually
achieved it? In planning, we develop the goals and the plans. Then, through controlling,
we compare actual performance against the goals, identify any significant deviations, and
take any necessary corrective action. Without planning, there would be no way to control
outcomes.
, Tour Circuit
A tourist Circuit is defined as a route on which at least three major tourist destinations are
located such that none of these are in the same town, village or city
At the same time they are not separated by a long distance
It should have well defined entry and exit points
A tourist who enters at the entry point should get motivated to visit all the places identified on
the circuit
The objective of having a tourist circuit is to increase the total number of visits to all
the destinations on the circuit on the one hand and to provide to the tourist the attractions
of all the destinations located on the circuit.
Destination and its importance
Destination is a place of tourist interest. For being eligible under this scheme the destination
must be among the most visited sites in the State, or a recognized Heritage monument. A group
of tourist attractions located in the same village, town or city would also qualify.
Davidson and Maitland (1997) present a model that describes the interplay between a:
• “generating region,” the place that the tourist will come from, and
• “destination regions,” the places tourists will go to, linked by a
• “transit region,” the place where the tourist spends time before arriving at the destination.
In this version of a tourist system, potential tourists within a generating region are subject to a
variety of “push” factors, such as:
• disposable income,
• leisure time,
• motivation,
• ambition, and the
• presence of demographic change.
Information is channelled back to the generating region from the destination region, developing
“local” perceptions and stimulating further visits.
Management is coordinating activities and resources to achieve efficiency and effectiveness.
Efficiency refers to getting the most output from the least amount of inputs, or simply put, “doing
things right.”
Because managers deal with scarce inputs—including resources such as people, money, and
equipment—they are concerned with the efficient use of those resources by getting things done at
the least cost.
Effectiveness is often described as “doing the right things”—that is, those work activities that will
help the organization reach its goals.
Management functions include;
• Planning,
• Organizing,
• Leading,
• Controlling
Planning
Managers performing the planning function define goals, establish an overall strategy for
achieving those goals, and develop plans to integrate and coordinate activities.
Organizing
When managers organize, they determine what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom (that is, they define authority relationships), and
where decisions are to be made.
Leading
When managers motivate subordinates, direct the work of individuals or teams, select the most
effective communication channel, or resolve behaviour issues, they are leading. Knowing how to
manage and lead effectively is an important, and sometimes difficult, skill because it requires the
ability to successfully communicate.
Controlling
To ensure that work is proceeding as it should, managers need to monitor and evaluate resource
performance. Actual performance must be compared with previously set goals. If the performance
of individuals or units does not match the goals set, the manager’s job is to get performance back
on track. This process of monitoring, comparing, and correcting is what we mean by the controlling
function.
,PLANNING
Planning involves defining goals, establishing an overall strategy for achieving those goals, and
developing a comprehensive set of plans to integrate and coordinate the work needed to achieve
the goals. It is concerned both with ends (what is to be done) and means (how it is to be done). For
example, you and your classmates may want to organize a large graduation dinner dance. To do
so, you would set goals, establish a strategy, develop plans, and assign committees to get the work
done.
When we use the term planning in this book, we mean formal planning. In formal planning,
specific goals covering a period of years are defined. These goals are written and shared with
organization members. Then a specific action program for the achievement of these goals is
developed: managers clearly define the path they want to take to get the organization and the
various work units from where they are to where they want them to be.
Purposes of Planning
We can identify at least four reasons for planning:
i. Planning provides direction to managers and non-managers alike. When it becomes clear
where the work unit is going and what must be contributed to reach set goals, activities can
be coordinated and there will be more cooperation to achieve these goals. Without
planning, departments and individuals might work at cross purposes, preventing the work
unit from moving efficiently toward its goals.
ii. Planning reduces uncertainty by forcing managers to look ahead, anticipate change,
consider the impact of change, and develop appropriate responses. Even though planning
cannot eliminate change or uncertainty, managers plan in order to anticipate change and
develop the most effective response to it. This increased preparation for change helps
develop managers’ skills and provides flexibility to the organization.
iii. Planning reduces overlapping and wasteful activities. When work activities are coordinated
around established plans, redundancy can be minimized and time management is enhanced.
Furthermore, when means and ends are made clear through planning, inefficiencies become
obvious and can be corrected or eliminated.
iv. Planning establishes the goals or standards that are used in controlling. If we are unsure of
what we are trying to accomplish, how can we determine whether we have actually
achieved it? In planning, we develop the goals and the plans. Then, through controlling,
we compare actual performance against the goals, identify any significant deviations, and
take any necessary corrective action. Without planning, there would be no way to control
outcomes.
, Tour Circuit
A tourist Circuit is defined as a route on which at least three major tourist destinations are
located such that none of these are in the same town, village or city
At the same time they are not separated by a long distance
It should have well defined entry and exit points
A tourist who enters at the entry point should get motivated to visit all the places identified on
the circuit
The objective of having a tourist circuit is to increase the total number of visits to all
the destinations on the circuit on the one hand and to provide to the tourist the attractions
of all the destinations located on the circuit.
Destination and its importance
Destination is a place of tourist interest. For being eligible under this scheme the destination
must be among the most visited sites in the State, or a recognized Heritage monument. A group
of tourist attractions located in the same village, town or city would also qualify.
Davidson and Maitland (1997) present a model that describes the interplay between a:
• “generating region,” the place that the tourist will come from, and
• “destination regions,” the places tourists will go to, linked by a
• “transit region,” the place where the tourist spends time before arriving at the destination.
In this version of a tourist system, potential tourists within a generating region are subject to a
variety of “push” factors, such as:
• disposable income,
• leisure time,
• motivation,
• ambition, and the
• presence of demographic change.
Information is channelled back to the generating region from the destination region, developing
“local” perceptions and stimulating further visits.
