Assessment Task No 3 Case Scenario (Individual) Task description:
A case study will be provided with questions that focus on the management of key global challenges and destination insights relevant to the tourism and hospitality sector. This includes how destination managers (council/city/Regional Tourism Organisations - RTOs) can manage operations, resources and brand image. Students will show real-life operational responses to challenges faced by the hospitality...
Assessment Task No 3 Case Scenario (Individual) Task description:
A case study will be provided with questions that focus on the management of key global challenges and destination insights relevant to the tourism and hospitality sector. This includes how destination managers (council/city/Regional Tourism Organisations - RTOs) can manage operations, resources and brand image. Students will show real-life operational responses to challenges faced by the hospitality and tourism industry and/or a destination. Students will evaluate and recommend scenarios/alternatives – taking into consideration sustainable reporting, practice and relationships with key stakeholders and context to the triple bottom line approach. Task Length: 2000 words Learning Outcomes Assessed: 2, 3 & 4. Date Due: Weeks 11 Task Weight: 30% Submission: Turnitin Criteria used to grade this task: The criteria for the assessment task are: Subject Guide THT2114 Sustainable Operations and Destinations THT2114 Sustainable Operations and Destinations (v3) Page 17 of 27 This Subject Guide complies with the Subject Outline authorised by the Course Committee
1. Evaluate and recommend scenarios / alternatives, taking into consideration sustainable reporting, practice and relationships with key stakeholders and context to the triple bottom line approach
2. Demonstrate an ability to develop a theoretical argument based on sustainability literature
3. Differentiate between businesses espousing sustainability and practicing sustainability
4. Develop a strong, credible argument.
Estimated Student Workload: 14-16 hours See Separate Marking Rubric for the detailed marking allocation Links to Subject Learning Outcomes: Learning Outcomes 2, 3 and 4 are assessed in this task. Submission Details Submissions of assessment task files must be online via Turnitin in the LMS. Reports should be typed on A4 pages, double-spaced, in Microsoft Word format and submitted online via Turnitin. Feedback and Return of Work Feedback and marks will be provided via Turnitin within two weeks of submission.
This research will be focusing on the various aspects of Uluru-Kata Tjuta National Park decision making process. The study will focus on the development and management of sustainable destinations. Two questions will cover the whole research which shall be answered by taking suitable examples from the case study.
Uluru–Kata Tjuta National Park is one of the extensive aboriginal parks which contain several aboriginal cultures that stretch across the Australian continent. The landscape is being managed by the traditional owners of the land and governed by Tjukurpa law. The management of the park is facing certain problems which shall be discussed below. These are:
The main problem related to the operation is due to the decision making procedure of the management who are managing the rich heritage of the park (Hunt and Campbell, 2018). They are not taking into account any interest of the traditional owners who used to preserve the land in earlier days. Further, they are not taking into account any indigenous person interests who know traditional ways for preserving the rich heritage of the park. For instance, it can be observed from the case study that Uluru-Kata Tjuta Board management is not consulting with the Anangu to seek comments on issues which is related to the management of the park. They were unable to organize any meeting where the issues related to management, natural and cultural resources could be covered so that issues could be eradicated.
Dennison et al., (2015) states about the issues that are arising due to joint management partnership team. The management was unable to make and discuss any Mutitjulu community issues that Uluru–Kata Tjuta National Park was facing. For instance, they wanted to make shared decision making process through which the day to day management operation issues could be discussed easily. Further, the management of Uluru–Kata Tjuta National Park has failed to follow the guidelines which are developed by the collaborations with the central land council. Tan, (2017) states about the issues that are arising due to a breach of EPBC act. This is related with the development of the careers of the young talents who are working at Uluru–Kata Tjuta National Park management. The management has failed to provide and develop the skills of the employees. This is increasing the problems related to administration, controlling the management of the park and the administration. Thus, the above said problem is increasing the operational problems that Uluru–Kata Tjuta National Park is facing.
Uluru–Kata Tjuta National Park is facing several issues related to gathering resources so that decisions could be taken easily. This lack of resources is leading to matters that hamper the daily life of the aboriginals who are regarded as the guardian of Uluru–Kata Tjuta National Park. The aboriginals are being deprived off from the community development through which Uluru–Kata Tjuta National Park could gather essential resources in the form of highly educated employees. This is happening due to the fact that a Northern territory government agency is not providing them with the resources that could help in the community development of the aboriginals. They have failed to recognize how important these issues are which could have helped the management of Uluru–Kata Tjuta National Park to take necessary decisions through proper allocation of resources. McDonald and Clayton, (2016) states that the training agency is responsible to make joint management with the management of the Uluru–Kata Tjuta National Park and appreciate the community and cultural values that an aboriginal community provides. Hunt and Campbell, (2018) states about the problems that Ngurraitja is facing due to lack of skill development. The agency wanted to utilize and maintain the skills of the young people. This aroused several problems when the traditional skills are not valued properly by keeping the cultural aspects in a stronger position. Thus, the above said issues lead to several challenges for Uluru–Kata Tjuta National Park in order to maintain and allocate resources in a more efficient manner. Further, Dennison et al., (2015) states about the resource problem which is raising concerns about the lack of support and maintenance in terms of aboriginal training and education facility. They are not properly trained or educated to make decisions in order to safeguard the rich heritage of the park.
It is evident in the research work of Hunt and Campbell, (2018) that Uluru–Kata Tjuta National Park provides a beautiful cultural landscape through the incorporation of cultural and natural values. So it becomes essential for the management of the Uluru–Kata Tjuta National Park to safeguard the brand image. By doing so, it becomes essential to protect and safeguard the land through proper management. This is evident from the case study that the aboriginals’ ancestors are maintaining the Uluru–Kata Tjuta National Park generations after generations through the help of Tjukurpa law. Clayton et al., (2015)argues about the issues that the management is facing in order to safeguard the brand image of the park. The management has failed to establish links with relevant training providers who could help in maintaining the brand image. For instance, Mutitjulu community is being deprived of the training facilities. The main concern that is arising is due to the fact that the aboriginals only knew traditional ways and similarly the management has failed to provide the training facilities which are a mixture of modern and traditional training facilities that are being used the various other tourist management companies. From this Uluru–Kata Tjuta National Park could establish a sustainable tourist destination that could lead them to help in increasing the brand image of the park. Further, Clarke and Waterton, (2015) identified that literacy level among the aboriginals is so low that they have no idea about the modern ways of taking management decisions. Thus, the above issues are posing some serious problems in terms of saving the brand image of Uluru–Kata Tjuta National Park.
Chase, (2018) opines that the principles of sustainable development will make it easy for the Uluru–Kata Tjuta National Park management in harmonizing sectoral and development strategies. This would help in determining the strategy priorities in a harmonizing way which would help management of Uluru–Kata Tjuta National Park to take several manager decisions through which the issues related to management decisions could be eradicated. It is pointed out by Australia, (2017) that management should be able to coordinate with the employees so as to gain a clear picture of bringing sustainable development within the administration. This could be done through several principles which are being discussed below:
Altman and Allen, (2018) discusses the holistic approach. This explains the fact that the development aspects should be viewed as a system of interrelated elements where it will interact with one another. However, Baird, (2017) explained that any intervention could easily trigger and ripple away effects in the remote system. This is quite evident in the case study where preserving the Uluru–Kata Tjuta National Park has become a national strategy for Australia's Biological Diversity and National strategy for ecological development. The management of the park is contributing to the objectives of the strategy by having a comprehensive, adequate and representative system of protected areas. The management has started following the national strategy through conservation of the biological diversity and natural resource management program. The management of the park now has taken the right decision as the holistic principle is providing them the much-needed community knowledge to bring in sustainable development.
Altman and Allen, (2018) opines about the intra-generational and inter-generational solidarity where it focuses on the sustainable development of the people. It goes on to explain that the environmental needs of the present generation must be addressed properly without any compromise. This would certainly help in meeting the future needs in an effective manner. For instance from the case study, it was found that aboriginals were preserving the Uluru–Kata Tjuta National Park generations after generations. This principle now helps to get insight into the need of providing training facilities to these aboriginals where the training would be a mixture of traditional and modern ways of conserving parks. This would certainly bring the much needed sustainable development when the aboriginals are being properly trained. They would be able to maintain and establish the heritage level of the park in the most effective manner.
Lastly, Tan, (2017) speaks about the need of resources through which sustainable development could be brought in. For instance, the management of Uluru–Kata Tjuta National Park has undergone several contracts in order to educate and help in community development of the aboriginals who are referred to as the guardian of this area. The management is trying to provide the much-needed resources so that park could develop in a sustainable manner. They are trying to bring in biodiversity by preserving the natural resources that Uluru–Kata Tjuta National Park is offering.
The research concludes on the various issues that Uluru–Kata Tjuta National Park is facing in terms of making managerial decisions. It is providing the much-needed details which are hampering the development process. Lastly, the principles of sustainable development are being used so that the management could effectively manage the relationship between profit, people and planet.