Heritage and Cultural Tourism Management
Contents
Introduction
Task 1: Understand the growth and development of the heritage and cultural industry within travel and tourism.
1.1 Growth and development of heritage and cultural industry in UK.
1.2 Potential conflicts in the conservation of heritage and cultural resources.
Task 2: Understand the purpose of heritage and cultural attractions within the travel and tourism sector.
2.1 Main purpose of Science Museum and the Victoria and Albert Museum.
Task 3: Understand roles, responsibilities and ownership of Organisations in the heritage and cultural industry.
3.1 Impact of different types of ownership.
3.2 Roles and responsibilities of organisations.
Task 4: Understand the role of methods of interpretation within the heritage and culture industry.
4.1 Methods and Media used for interpretation.
Conclusions
Reference(s)
Heritage and Cultural Tourism Management
Contents
Introduction
Task 1: Understand the growth and development of the heritage and cultural industry within travel and tourism.
1.1 Growth and development of heritage and cultural industry in UK.
1.2 Potential conflicts in the conservation of heritage and cultural resources.
Task 2: Understand the purpose of heritage and cultural attractions within the travel and tourism sector.
2.1 Main purpose of Science Museum and the Victoria and Albert Museum.
Task 3: Understand roles, responsibilities and ownership of Organisations in the heritage and cultural industry.
3.1 Impact of different types of ownership.
3.2 Roles and responsibilities of organisations.
Task 4: Understand the role of methods of interpretation within the heritage and culture industry.
4.1 Methods and Media used for interpretation.
Conclusions
Reference(s)
Introduction
This assessment revels on heritage and cultural tourism management and its part within the travel and tourism sector. By this study we find out the organisations involved in the management of heritage and the different types of ownership based on UK. We gather information from two Museum and its different types of customer visitors & linked with travel and tourism sector. It gives the information of the growth and development of the heritage and cultural industry. It also gives the information of potential conflicts within the industry and the influence of technology. It helps to explore the role and scope of interpretation within this sector and its impact on participants and management.
Task 1: Understand the growth and development of the heritage and cultural industry within travel and tourism.
1.1 Growth and development of heritage and cultural industry in UK.
Heritage refers to something inherited from the earlier. The word has several different minds, including: Cultural heritage, Food heritage, Virtual Heritage, Heredity, Birthright, Natural heritage, Industrial heritage and Kinship. Cultural heritage tourism is a branch of tourism concerned with the cultural heritage of the location where tourism is happening. The National Trust for Historic Preservation in the United States defines heritage tourism as traveling to experience the dwellings, artifacts and activities that genuinely represent the stories and people of the past and heritage tourism can include cultural, historic and natural resources (Heritage Tourism, 2014).
The cultural heritage sector of the UK is the world famous. Along with the rest of the UK’s creative and cultural industries, cultural heritage theatres a vital role in influencing its national personality, supporting the growth and sustainability of national and local economies and providing a source of motivation and originality. Heritage tourism is focused in London, historical sites such as the York, Edinburgh, and Lincoln; the Stratford-upon-Avon, Shakespeare and Wordsworth Grasmere and other famous people; and famous sites e.g. Stonehenge (Davies, & Prentice, 1995). According to The Heritage Lottery Fund (HLF) report released in 2010 heritage tourism had contributed to a massive £20.6 billion in Gross Domestic Product (GDP) (The Heritage Lottery Fund report, 2009).
Cultural heritage may be noted as the legacy of customs, traditions, artifacts and practices of a group identity. These key forces and events that have triggered a solid interest in cultural heritage within the tourism industry include; The Outstanding Tour, The revolt of tourism in the 1960’s and 1970’s, Globalization and the nation states beneficial use of cultural heritage and finally tourists collecting of cultural capital and their search for genuineness. All these point forces and actions together, negotiate why there has been such a noticeable rise of interest in cultural heritage within the tourism industry (eCheat, 2015).
English Heritage is a non-departmental public body which manages the historic built environment of UK. Today it is an managerial agency of the Department for Culture, Media and Sport (DCMS) formed in 1997. Over the centuries, what is now called 'heritage' has been the responsibility of a series of State Departments. There was the 'Kings Works' after the Norman Conquest; the 'Office of Works' (1378–1832); The Office of Woods, Forests, Land Revenues and Works (1832–1851); and the Ministry of Works (1851–1962). Responsibility subsequently transferred to the Ministry of Public Building and Works (1962–1970) then to the Department of the Environment (UK) (1970–1997) and now the DCMS. The state's legal responsibility for the historic environment goes back to the Ancient Monuments Protection Act 1882.[5] Central government subsequently developed several systems of heritage protection for different types of 'assets', introducing listing for buildings after WW2 and conservation areas in the 1960s. In 1983 Secretary of State for the Environment Michael Heseltine gave national responsibility for the historic environment to a semi‑autonomous agency to operate under ministerial guidelines and to Govt Policy. The Historic Monuments and Buildings Commission was formed (English Heritage, 2015).
On the worldwide platform, the UK has long enjoyed a dominant location in international tourism and the cultural industries. However, the UK is losing market share in the global tourism market and facing growing competition in the sphere of cultural production and consumption. The UK tourism product is strongly associated with culture. For example, the heritage sector has been described as a major strength of the British market for overseas visitors (Markwell et al., 1997) and is estimated to generate around 28% of all UK tourism expenditure annually (Carr,1994). The heritage sector has also been vaunted as a major potential growth area for tourism in the UK. Furthermore, cultural tourism is used as a means of tackling seasonally in many local and national tourism policies. In addition, for many postindustrial cities across the UK, the role of culture has been central in developing a tourism destination and attracting a tourism market in the achievement of an experience economy. Examples of such cities in include Glasgow, Liverpool, Manchester, and Newcastle (Murphy and Boyle, 2006). The European Capital of Culture has also been at the forefront of UK innovations in the cultural tourism sector. Examples are the designation of Glasgow and Liverpool as the European Capital of Culture in 1990 and 2008 respectively. Whilst there are many recognizable elements of cultural tourism in the UK, it is difficult to locate specific policies or initiatives aimed at this phenomenon.
1.2 Potential conflicts in the conservation of heritage and cultural resources.
The case study discusses about Turath & Tarikh in Central Jordan and the Giant's Causeway in Ireland. Jordan depends greatly on revenue from its tourism industry and the Kingdom’s Ministry of Tourism and Department of Antiquities continue to work hard to transform the Kingdom’s ancient resources into revenue generators. Rugs, furniture, paintings, and jewelry are the relics of Turath & Tarikh. Collective action, Inter-group relations, Social exchange and collaboration structures & dynamics are the different perspectives highlight different aspects of potential conflict. Collective Action, Identification and Collaboration are the useful starting point to understand collaboration being to see it as a formal case of collective action (Hampton, et al., 2008). At the international level there is cooperation in the fields of culture, the Jordan signed several international cultural conventions with UNESCO, and ratified the agreement on the Protection of Cultural Property in the event of armed conflict on 2/10/1957, and ratified the agreement on the means of prohibiting and preventing the import and export and transfer of cultural property illegally on 15/3/1974, and the Protection of Cultural and Natural Heritage on 5/5/1975, and ratified the Convention on the conservation of ICH on 24/3/2006, and the agreement on the protection and promotion of the diversity of Cultural Expressions on 16/2/2007, and the agreement on the protection of underwater cultural heritage on 2/12/2009 (Bermamet, 2009).
The Giant's Causeway, one of Ireland's biggest natural attractions consists of a coastal unit which, in addition to its extreme harshness, displays many peculiar rock columns that almost look as though they've been fabricated by humans rather than nature. The Giant's Causeway is a National Trust property. Wheelchair entree used to be excellent, but right now things are rather indeterminate, because the award-winning, completely accessible Visitors Centre was destroyed by a fire in April 2000. As indicated in the overview, the World Heritage Site management plan for the Giant’s Causeway is currently in preparation. However, initial drafts that have gone out to consultation have taken notice of the comments emanating from UNESCO/IUCN and emphasized the importance of maintaining the dynamic nature of the site. This means the destruction of those very features that justified the site’s inscription. Managing a dynamic landscape, or indeed any form of change, is fraught with difficulties. Arguments deployed to placate geologists, such as the formation of new contacts, do not necessarily satisfy the biologist who is determined to preserve a specific habitat or specimen. Because of this, it can be predicted that the multiple designation of the Giant’s Causeway could very well lead to conflict between a landscape policy that permits ‘managed retreat’ of cliffs and habitat designations that demand detailed defense of the status quo (Geo Morphologie, 2015).
In other words, cultural heritage institutions should develop a strategy for the protection of cultural heritage in the event of an armed conflict. However, all too often we seek explanations for developing countries to address problems in developing countries. The supervisory principle in the development of risk management plans should undoubtedly be that local problems need local solutions. The Second Protocol of the Hague Convention gives heritage managers, legal holdup when conflict management strategies are created. In specific, cultural property of the greatest importance for humanity can be placed under enhanced protection provided it is adequately protected by domestic law and not used for military purposes or to shield military sites. However, many countries have yet to sanction this convention (Heritage for peace, 2015).
My opinion here is that the UNESCO, specialists, local and national agency have to come forward to solve the conflict between heritage and cultural resources. Above the case study the community members willing to exchange this unhindered access Compared to Madaba, a neighboring community with an expanding tourist economy, Dhiban is less affluent, with few economic opportunities besides seasonal agrarian labor. The Jordanian government has often taken the lead in developing archaeological sites for tourism, leaving the community to grow a service economy (e.g. Hotels, kiosks) with limited assistance that have to be prohibited or find the best alternative to solve the collision.
Task 2: Understand the purpose of heritage and cultural attractions within the travel and tourism sector.
2.1 Main purpose of Science Museum and the Victoria and Albert Museum.
Purpose of Science Museum: The Science Museum is a major museum on Exhibition Road in South Kensington, London founded in 1857 and today is one of the city's major tourist attractions, attracting 3.3 million visitors yearly. The Science Museum does not charge visitors for admission. Temporary exhibitions, however, may sustain an admission fee. It is part of the Science Museum Group, having compound with the Museum of Science and Industry in Manchester in 2012 (Science Museum, 2015).
The purpose of Science Museum is to explain scientific knowledge and concepts to the public through interactive exhibits, activities, workshops, and educational agendas. The Museum explores to stimulate a lifelong interest in science, reshape attitudes, spark curiosity and stir the fancy. Their goal is informal science education that encourages learning in ways not ordinarily found in the classroom, workplace or home. To achieve this purpose, the Museum will uphold the highest principles in providing quality exhibits, programs and services for scholars, citizens and visitors to Arkansas.
Purpose of V&A Museum: The Victoria and Albert (V&A) Museum in Brompton district of the Royal Borough of Kensington and Chelsea, London, is the world's biggest museum of decorative arts and design, covering a permanent collection of over 4.5 million objects. It was founded in 1852 and named after Queen Victoria and Prince Albert. It is known as Albertopolis because of its association with Prince Albert, the Albert Memorial and the chief cultural institutions with which he was associated. The Victoria and Albert Museum's collections span two thousand years of art in virtually every medium, from numerous parts of the world, and visitors to the museum encounter a treasure house of amazing and beautiful objects (Victoria and Albert Museum, 2015).
The story of the V&A's foundation helps to explain its astonishing richness and diversity. The purpose of the Victoria and Albert Museum is to make everyone to enjoy its collections and explore the cultures that created them; and to inspire those who shape modern design. All their exertions are concentrated upon a central purpose - the increased use of our displays, collections and expertise as properties for creativity, learning and enjoyment by audiences within and beyond the United Kingdom (POPART, 2015).
The department conserves all the collections held by the V&A and its branches (the Museum of Childhood). The conservators specify in particular areas of conservation, which replicate the collections held by the Museum. The essential of the conservator’s work is the care and considerate of the V&A’s collections. This is achieved through surveys, imposts and hands-on dealing of objects, but also through the provision of advice. A purpose built laboratory on the South Kensington site houses the team. Several fragments of specific apparatus suitable for the study of the collection are set in the laboratory so that objects have minimal distance to travel (POPART, 2015).
Comparison: There are quite different between Science Museum and Victoria and Albert Museum. The Science Museum arranged their object based on technology and science. On the other hand Victoria and Albert Museum arranged their object of ancient times. The Science Museum emphasis on present situation where Victoria and Albert Museum emphasis on past. Victoria and Albert Museum owns the world's largest collection of post-classical sculpture with specific or particular section but The Science Museum arrange things of first invention of Science like first jet engine, a renovation of Francis Crick and James Watson's model of DNA.
Visitors: There are also different types of visitor. Victoria and Albert Museum has various departments. Those are Education, Activities for children and Research & conservation. It provides information for the casual visitor as well as for school groups, including integrating learning in the museum with the National Curriculum. Activity backpacks are available for youngsters. These are free to borrow and include hands-on activities such as construction games, puzzles and stories related to themes of the museum. It is the large collection of Research so it offer a researcher to provide other studies contribute to systematic research, this progresses the public understanding of the art and artefacts of many of the great cultures of the world; visitor research and evaluation to discover the needs of visitors and their experiences of the museum. Since 1990 the museum has published research reports these focus on all areas of the collections (Victoria and Albert Museum, 2015).
On the other hand the Science Museum provides Science centers exhibit scientific phenomena and ideas as well as machines, instruments and objects. They show the activities of scientists, the significances of technological development, and the state of information of the universe and ourselves. They excel at giving examples of natural phenomena, human and animal behavior, and real-world submissions of science. They deliver multiple opportunities for the public to broaden and deepen its knowledge and understanding of science, technology and nature. So People come with other people: family, fellow students, friends. They interact with other visitors, both consciously and unconsciously. The social groupings often include people of mixed ages, experiences and backgrounds. An exhibit may serve as a prop for a discussion between two students or between a parent and a child. Exhibits offer a prospect for joint experimentation, in which the role of teacher and student can alternate back and forth between participants (Visit Britain, 2015).
Both two Museums build a link to Travel and Tourism sector. There are many museums and art gallery in the London area, the majority of which are allowed to enter. Many of them are popular places for tourism. The most popular are the British Museum, the Science Museum, the Natural History Museum and the Victoria and Albert Museum. Notable galleries include Tate Britain, Tate Modern, the National Gallery and the National Portrait Gallery. People of difference places and ages come to museum for gathering knowledge. That’s the way of fulfilling the term of create Travel and Tourism. The visitors are not only from local place but also attain from far away. Visitor comes from abroad and stay there which enrich Tourism sector. The number of visits in 2013 reached a record 32.8 million, after several years of growth since 2010. Average spend per visit continues to climb over the past nine year recording £640 in 2013, driven on by the relative weakness of sterling (Visit Britain, 2015).
Task 3: Understand roles, responsibilities and ownership of Organisations in the heritage and cultural industry.
3.1 Impact of different types of ownership.
Types of organizational structure in management can include flat structures as well as functional, product and geographical-structured organizations.
Flat Organizational Structure: Flat organizations work best when a company has less than 20 employees, especially if the company employs one or two employees every department. One advantage of using a smooth organizational structure for management is that decisions can be made comparatively quickly. The flat organizational lacks the typical bureaucracy of taller organizational structures-those with many levels of management (Chron, 2015).
Functional Organizational Structure: A functional organizational structure is centered on job functions, such as, research & improvement and finance. Small companies have to use a functional organization. For example, a small company may have a director, two managers and two analysts in the promoting department. The director would likely report to the Chief Executive Officer, or CEO, and both managers would report to the director (Chron, 2015).
Product Organizational Structure: A product organizational structure has managers reporting to the head of the company by product type. Product organizational structures are mainly used by retail companies that have stores in various cities. For example, a small department store company may have a vice president of sporting products, housewares and general merchandise at the corporate office (Chron, 2015).
Geographical Organizational Structure: The Small Business Administration is responsible for defining small businesses in different industries. For example, in manufacturing, the SBA usually considers a company with 500 or fewer employees a small business. Point is, small businesses are still large enough to use a geographical organizational structure. A topographical organizational structure is when companies decentralize the functional areas. For example, unlike the product organizational structure, there may be a native marketing, finance, accounting and research development person based in each region (Chron, 2015).
There are two types of ownership. Those are public and commercial ownership. More of the UK’s Heritage and cultural industry is in commercial ownership than in the ownership of English Heritage, National Trust and the Government. The most usual form of private management of cultural property is by the owners of that property. Such ownership may be private persons, trusts, associations and foundations and other NGOs. There are more than 1,500 privately owned historic houses, castles and gardens around the UK. Many are operated as commercial attractions, 4 out of 5 operate at a loss. Historic Houses Association is an independent membership organisation. Works closely with English Heritage and the National Trust. Funds the Heritage Conservation Programed. Some works are covered under a Government Indemnity Scheme (Cultural Property, 2015). The relevant legal regime of public or private ownership under domestic legislation may be, the protection of cultural property is clearly governed by the rules laid down in the aforesaid international agreements on the circulation of movables, i.e. works of art and objects of artistic, historic and archaeological interest. Such property can and indeed has been conceived as a sub-group within the notion of cultural heritage, the protection of cultural heritage being capable of encompassing this [within its] much broader range of possible essentials, including the intangibles. On the other hand, the equivalent of the term cultural property (e. g. beni culturali) certainly includes not only immovable but also intangibles and/or non-material elements, at least for the civil law countries (Cultural Property, 2015).
Within the organization there are three levels of objectives: strategic goals, tactical objectives, and operational objectives.
Strategic Goals: Comprehensive statements of where the organization wants to be in the future are called strategic goals.
Tactical objectives: The results that chief divisions and departments within the organization intend to achieve are defined as tactical objectives.
Operational objectives: The specific results expected from departments, work groups, and individuals are the operational objectives (Barnat, 2014).
They differ from one organization to another organization. For example, Functional Organization is the small portion of Geographical Organization. The heritage and cultural industry is applicable for Geographical Organization where ownership is the Functional Organization.
3.2 Roles and responsibilities of organisations.
Virgin Atlantic trains the profit company has been over 12 years in UK. Virgin Atlantic is a trains working in The United Kingdom, which delivers service from London Euston to the West Midlands, North West England, North Wales and Scotland, and from Birmingham New Street to North West England and Scotland. The social obligation of the company is to reduce negative sites of transport and carry out the positive sites and be more sustainable transportation. They also wanted recover from carbon productions in air quality and to have affordable security systems. Roles and responsibilities of Virgin Atlantic: community work at national and international, waste and recycling targets, approach to sustainable sourcing onboard food, sustainable stations attitude, safety and security targets, plans to reduce carbon footprint while increasing energy efficiency and come close to sustainable development in rail (Study mode, 2011).
The Virgin Atlantic Trains want to feel people more assured, more comfortable and harmless. It’s not all about the trains or journeys it is more about people and how they travel and why. For passengers they have other responsibilities such as: -Clean and safe trains\stations - A seat if reserved in advance. A reliable and punctual journey - A refreshment service on most trains - Very good customer service team member on board. The not for profit organisations, official tourist board is Enjoy England (Visit Britain, 2015). Access to and use of this site is provided by Visit Britain, a statutory body included under The Development of Tourism Act 1969 as the British Tourist Authority. Enjoy England has a public and private sector stakeholders of English Tourism.
Task 4: Understand the role of methods of interpretation within the heritage and culture industry.
4.1 Methods and Media used for interpretation.
In tourism, the aim of travelling for each participant is the realization of wanted and expected experience. Thus, travelling is a means, an “event“, attractive as such, since as opposed to daily life, it proposals a new, extraordinary, different, and therefore exciting situation. The experience is an inward state of an individual, triggered by phenomena person met, endured and experienced. Tourist experience is a state, caused during travelling, particularly during sightseeing or vacation. The core social and mental problem in researching tourist experience is its diverse quality as well as attitude towards everyday life (BRANISLAV, R. 2010).
Even where the practice of natural and cultural heritage interpretation has longer tradition, as in the USA, the term “interpreter” still raises confusion, having another meaning of “translator” in the English language. In academic literature, one can find different definitions of “interpretation”. Thus, for example, in the Encyclopedia of Tourism it has been stated that it is “any activity which seeks to explain to people the significance of an object, a culture or palace. Some authors argue that a form of educational activity is in question, whereas others speak of communication process whose aim is to present the audience with the significance of natural and cultural values that forges emotional and intellectual connections between the interests of the audience and the meanings inherent in the resource (BRANISLAV, R. 2010).
Interpretation is a means of tourism management aimed at explaining visitors and tourists the importance of various natural and cultural attractions at a destination so as to spur comprehension, affirmative impression, admiration, i.e. to raise consciousness on responsible behavior in the function of local heritage preservation. Interpretation serves to enhance enjoyment of tourists by transferring to them symbolic meanings and facilitating changes in their attitudes and behavior: this is why it represents the key for establishing intellectual and emotional connections between the visitor and particular destinations (BRANISLAV, R. 2010).
At one time, interpretation happened mostly on-site in our natural and cultural zones, and often via direct encounters with our visitors. Today, we can reach our audience on-site or off-site, wherever in the world through the use of new media such as: Slideshows, Video, Multimedia presentations, Timelines, Map-based stories and Broadcasts (Media for Interpretation, 2014).
Digital technologies are being used in museums worldwide for day to day activities and provide information on exhibitions, museum products, events, opening hours, ticket availability and prices etc. Some museums use social media tools such as blogs, portals, Twitter, Facebook, YouTube etc. to interact with their viewers. Social media tools help museum authorities to provide efficient service to their customers and at the same time attract more visitors. The museums that are maintaining websites interact more time with their audiences and with the whole world. They are networked not just within a geographical area or community but globally through international contacts, special interests, different culture communities, and social networks. In brief, museum websites deliver services to global connectivity. In this way visitors come to know world heritage sites and they can plan their physical visits. More tourists are drawn into the heritage sites as never before due to the rapid change in museums in this electronic era (Perera, 2010).
Heritage tourism is a solid factor in the tourism industry in developing countries and there is a significant growth of economy in this area. Research has exposed that heritage travelers. Spend longer time in heritage sites related to other tourists. In this context, museums facilitate a dynamic network of travel attractions and visitor services to the heritage tourism industry. Heritage tourism also facilitates other types of visitation such as travel to experience natural heritage, agro‐tourism, eco‐tourism, cultural tourism (BRANISLAV, R. 2010).
A good strategy for communicating more effectively is to help spectators listen more meritoriously. To make your message more "listenable," you have to be able to understand it from your listeners' perspective. With the combinations of the various mediums some truly remarkable effects can be achieved. A loose interpretative approach will be used to create unique artworks of depth and interest. Life drawing could be included into the course to enable us to apply the beautiful flowing lines of the body into our work. We’ll also create our own beautiful effects onto paper for collage. Be prepared to have fun and be excited by the amazing results these mediums create (Multi Media, 2011).
Conclusions
As noted within the Introduction, business depends heavily on cultural and natural attractions, several of that are World Heritage Sites. Conversely, business will build vital contributions to the protection and management of cultural and natural heritage it will facilitate keep traditions alive and finance the protection of heritage, further as increase traveler's appreciation of that heritage. On the opposite hand, the business will injury heritage once not well managed. Heritage or cultural tourism is considered to be a form of tourism where participants may learn about, witness and experience the cultural heritage of a destination. This type of tourism is said to provide a tangible motivation for conservation, but in order to be successful in tourism context, heritage and history require more than preservation: its significance conveyed to the visitor, leading to enriched understanding in the context of the present (Nuryanti, 1996). As Nuryanti point out the priceless value of cultural heritage should be conveyed to the tourists and it is our collective responsibility to protect our heritage for sustainable economy and for our present and future generations.
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