Corporate Governance Tourism

Question: Discuss about the Corporate Governance Tourism. Answer: Introduction Tourism industry plays an important role for managing the activities of tourist and providing effective destination and time management for the tourists (Komppula 2014). The report shows the analysis of the role of director and their selection criteria for the Tourism Australia. Position Description of Director in Tourism Australia According to Nickson (2013), the director plays an important role for performing all the activities of the business operations of the Tourism Australia. The director is bound to perform activities like, 1. Conduct Board Of Director meetings 2. Fix the targets and monitor the performance (financial as well) 3. Approve the strategies of Tourism Australia 4. Align the objectives according to the requisites 5. Consider the annual management budget 6. Identify the corporate risks and analyze the mitigation techniques 7. Determine the level of authority as per the delegations Figure 1: Context of Tourism Australias governance (Source: Dredge and Jamal 2013, pp- 579) Selection criteria for Director in Tourism Australia According to Houlihan et al. (2013), the criteria for being selected as the director of Tourism Australia are; Perquisites: The candidate must have tertiary level of qualifications within the tourism field for employment in Tourism Australia. Preference: The candidate having previous experiences in administration of tourism industry would be preferred for the job in Tourism Australia. Skills: According to Flaherty and Choi (2014), prone to use computer knowledge, good administrative skills, use of polite language for communication, neat and professional attire, caring disposition, and approach should be energetic for customer service. Conclusion The director of Tourism Australia has to provide effective leadership and management, and control and monitor all the activities of the business. The appointment of director in Tourism Australia would require application for governance tools and identification of the stakeholders for the business. References: Dredge, D. and Jamal, T., 2013. Mobilities on the Gold Coast, Australia: Implications for destination governance and sustainable tourism.Journal of Sustainable Tourism,21(4), pp.557-579. Flaherty, J. and Choi, H.S.C., 2014. Is writing important for graduate success? A preliminary investigation into the communication skills required of Hospitality and Tourism graduates.Teaching and Learning Innovations,16. Houlihan, S., Perez, L., Houlihan, D. and Kruger, A., 2013. Creation of a Selection Program for Indigenous Students at an Eco-tourism Focused High School in the Ecuadorian Amazon Region.Education Research Journal,3(4), p.83. Komppula, R., 2014. The role of individual entrepreneurs in the development of competitiveness for a rural tourism destinationA case study.Tourism Management,40, pp.361-371. Nickson, D., 2013.Human resource management for hospitality, tourism and events. Routledge.