Heritage Management : Case study Glamis Castle - Essay Example

?Introduction Tourism is a key industry that has significant effects on the global economy as asserted by Nicolette de Sausmarez (2007). For many individuals it is about having fun while for governments it is necessary for job creation and foreign exchange. Countries with a stable international image draw increasing numbers of tourists as individuals are concerned with the ambience of the location as expressed by Baum (2006). Political regimes are indirectly reinforced by tourism, therefore, tourism aids in international support of government policies according to Baum (2006). Tourism is well established in the UK owing to its rich heritage (Chris 2006). British governments use tourism as an instrument of social and political leverage. Over the years, leisure and recreational policies have been employed to alleviate the problem of large scale unemployment. Kriyaki (2004) states that there needs to be cooperation amongst the stakeholders to improve the tourism sector. This paper analyzes the concept of heritage management in relation the case study of the Glamis Castle. The importance of ethics in heritage management The need for applied ethics in the tourism industry has grown immensely in the recent times due to increasing consumer awareness and empowerment as stated by Fennel (2006). Businesses in the tourism industry have responded to the heightened awareness in ethics by developing codes of ethics. Tourism is viewed as a profit- making service industry and as a tool to foster ecological awareness (Chris 2006). This explains why it has keen interest in ethical business policies and educational practices. Consequently, the application and implementation of the codes of ethics has a positive impact on the tourism industry. Recent market studies indicate that a 45 percent of tourist prefer tour companies that have a solid code of ethics that guarantee proper working conditions and mitigates environmental impacts (Fennel 2006). In fact, most of the tourists would be willing to pay more to a tour operator that meets the above conditions. According to the British Colombia Ministry of Development, Industry and Trade a code of ethics is defined as a set of guiding principles which govern the behaviour of the target group in pursuing their activity of interest (Fennel 2006). The codes of ethics in the tourism industry go beyond the scope of business to ensure the stakeholders, local people and the tourists follow the guidelines. There has been a propagation of these codes from stakeholders in the recent past. Fennel (2006) states that there are five major objectives of ethics in the tourism industry, these are: to act as a link of dialogue between the government and tourism bodies, to create awareness of sound environmental management policies, to enhance cooperating among the stakeholders, to create awareness among the tourist of the need for appropriate behaviour and to enlighten the population on environmental protection. The important areas of ethics in heritage management are explained below. Creation of trust in workers Workers in the tourism industry should engender a high level of trust as they are regarded to be knowledgeable and professional (Fennel 2006). With the aim of securing this trust, it is imperative that they operate in accordance to the code of ethics developed in the industry. By following the set rules and regulations the travel agents are in a position to internalize uphold them. Tours and travel companies should ensure that their workers adhere to the code of ethics to ensure quality service to their customers. Those who violate the code of ethics are viewed to have breached the travel agent’s contract and are regarded as being unethical (Marthavasquez 2011). From this it is clear that ethics in heritage management are important as they boost trust in workers in the tourism industry. Public image Ethics are important in the tourism industry as they give companies a positive public. Public image results from the way a company acts in respect to its environment. A company with a positive public image attracts a higher number of customers than a business with a negative one. Corporations in the tourism sector should have sound environmental, employee and CSR policies since they are paramount in determining their public image. Public image is determined by a company’s behaviour and ethics play a critical role in determining behaviour. Public image is mandatory for the success of an entity and this explains why ethics are important in heritage management as explained by Graham (2004). Competitive edge Proper ethics promote the quality of goods and services created by businesses. This is because ethics reflect the quality of service hence affecting customer satisfaction (Marthavasquez 2011). A company that upholds the ethics in heritage management is naturally appreciated by customers. As a result, there are increased sales and this gives the company a competitive edge over its competitors. Sustainability and investments Ethics are important in businesses as they have a close relationship with investments. Investment decisions are based on a number of qualitative factors for example, public image and quantitative factors such as profit margin (Marthavasquez 2011). For a business to attract investors, they should have a strong sense of ethics. Businesses should also ensure sustainability so that the investments can bear fruit. Sustainability is achieved by use of sound ethical practices. Profitability The central importance of ethics in heritage management is to guarantee profitability. Businesses that are based on solid values are more likely to be profitable (Marthavasquez 2011). Tourists are willing to pay more for services offered by operators with a defined code of ethics as stated by Fennel (2006). Forms of heritage management There are various forms of heritage management that are identified and operated by different government agencies and legislation (Department of Environment and Natural Resources 2011). The forms of heritage management include: Cultural heritage management (CHM) This is described as the process of managing cultural heritage. It touches on different practices of conservation including archaeology, museology, history, restoration and architecture. It is involved with identification, maintenance and preservation of physical heritage property, cultural sites as well intangible features of heritage (cultures, languages and skills) (Leask & Yeoman 1999). CHM is a widely discussed issue as it faces high threat levels since its locus point is to preserve archaeology. These threats include large- scale farming, agriculture, urbanization, mining, unsustainable numbers of tourists and erosion (Lennon 2004). It is significant that CHM creates awareness among the public and gets financial support from the government so that it can carry out its mandate. Aboriginal heritage management Aboriginal people have been in existence for more than four thousand decades. This is seen from the evidence on sites, rock art and stone artefacts across the nation. Aboriginal artefacts are not only about rock art but also involve landscapes, plants and animals (Department of Environment and Natural Resources 2011). The waterways and land are connected with stories and cultural learning has been passed to all generations. Aboriginal heritage is concerned with maintaining artefacts in museums and sites in parks. Aboriginal people should access land to enable them to renew their cultural learning (Department of Environment and Natural Resources 2011). They should also be involved and consulted on matters relating to natural environment conservation. Geological heritage management Geological heritage management is an essential part of conservation as it is concerned with evolution of the earth. The concept of evolution is made up of numerous processes and only a few are observable by man. Human activity has led to the destruction of the earth’s surface thereby leading to the concept of geological heritage (Department of Environment and Natural Resources 2011). This involves identification, management and protection lands and sites that have been classified as special for their geological interest. Geological sites and landscapes are required for education and for earth science. Apparently, little attention is being paid to geological conservation in comparison to CRM and biodiversity. Only a few countries are noted to have earth heritage management ideas and policies (Department of Environment and Natural Resources 2011). The inclusion of geological heritage in natural spaces has proven to be an inadequate strategy. This is owing to the fact that it is singular in nature and has close similarities with historical- cultural heritage management. Geological heritage management continues to receive increasing attention over the years as it has been observed to be a key area in heritage management. Paleontological, archaeological and speleological heritage management It mainly touches on the management of built heritage places, fossil and cave heritage places, geological and archaeological places that are fundamental to the state (Department of Environment and Natural Resources 2011). Natural heritage management There are different forms of natural heritage including endangered species, the native vegetation, estuaries, coastlines and the wilderness (Robinson et al. 2000). It commences through effective planning and allocation of resources ends in a range of effects. It involves analyzing the considerable qualities of a given area and ensures restoration of these qualities in a self- sustaining situation (Department of Environment and Natural Resources 2011). To achieve this, there should be protection of functioning of natural systems, rather than simply localized sites and features. Built heritage of state significance management It includes the built heritage, mine sites, monuments and beautiful historical buildings. This is of local importance and is managed by councils (Department of Environment and Natural Resources 2011). Maritime heritage management This involves the management of inland waterways and coast lines. Other areas in this scope include whaling stations, underwater sites, jetties and light houses (Staniforth & Nash 2008). The function of maritime management is identification, maintenance and protection maritime sites in connection with the relevant rules and regulations. Land based and underwater sites are identified through information from communities and regional surveys (Department of Environment and Natural Resources 2011). It also involves identification of shipwrecks in state and common wealth waters. Shipwreck sites are viewed in terms of the conservation that is required in their utilization (Spirek and Scott- Ireton 2003). Stabilization work is done on these sites to conserve them. These are the major areas in maritime management. Movable heritage related to state heritage places management This includes archaeological, scientific and artistic artefacts, fossils, meteorites, minerals, heritage books and other historic materials as stated by Leask & Yeoman (1999). These objects need not be at their original heritage of significance to be appreciated (Department of Environment and Natural Resources 2011). They thereby can be protected at the common wealth and state level. Government legislation and public policy relating to heritage management At this juncture, the focus is on assessment of the legislation and public policy relating to heritage management in the UK. A study of the recent legislation and policies affecting the tourism sector shows the relation between legislation and performance in the industry. Legislation and policies relating to employment National Minimum Wage Act 1998 warrants workers aged over twenty two years to a minimum age and a lower development rate to adult trainees and young workers (Lucas 2004). This has led to better pay among workers in the tourism sector. Human Rights Act 1998 allows the enforcement of the European convention on Human Rights in the UK courts (Lucas 2004). This has had a minimal impact on the employment scene as local tribunals come up with common law that is compatible to the Convention Rights (Lucas 2004). Data Protection Act 1998 controls how personal data is handled, used and shared (Lucas 2004). This has led to improved privacy in the tourism sector. Working Time Regulations 1998 this relates workers and limits of working hours per week to approximately 48 (Lucas 2004). It also places restrictions on night shifts. It also stipulates on the minimum rest intervals per day, rest breaks, statutory holidays and leaves per annum (Lucas 2004). Public Interest Disclosure Act 1998 (Lucas 2004) protects workers in the tourism sector against unfair dismissal and victimization. It also exposes employers who are involved in illegal business deals (Lucas 2004). The result of this is improved employee treatment and discipline in the tourism sector. Part- time Workers Regulations 2000 gives part- time workers the right to be similarly to their full- time counterparts (Lucas 2004). This has led to decreased demand of part- time workers as they are preferred over full- time workers due to simple contractual terms. Fixed- term Employees Regulations 2002 this gives fixed- time workers the right to be treated equally to full- time workers in compliance to their contractual terms and conditions (Lucas 2004). This has led to decreasing demand of fixed- time workers. Legislation affecting travel and tourism Package Travel, Package Holidays and Package Tours Regulations 1992 lays down the responsibilities of tour operators to tourist and the action the customers should take if there is breach of contract (Marvell 2006). This has led to commitment on the tours operators’ side as they risk legal action if they fail to perform their duties appropriately (Marvell 2006). Transports Acts 1980 and 1985 The former terminated licensing laws that affected express coach tours, this led to increased competition while the latter brought about de-regulation allowing private companies to operate in all routes (Marvell 2006). The Development of Tourism Act 1969 established BTA (British Tourism Authority) and the tourist board in the UK (Marvell 2006). BTA and ETC (English Tourism Council) later merged to form Visit Britain (Marvell 2006). The main objective of this Act was to bring together all organizations in the industry. Empowerment of Tourists with Disability (Disability Legislation) The Disability Discrimination Act (DDA) 1995 had a significant effect on the tourism sector in the UK as explained by Buhalis and Darcy (2011). The legislation was introduced in phases in order to allow the service providers a chance needed for its implementation. It defines a disabled person as one with mental or physical impairment affecting their ability to carry out their daily activities (Buhalis & Darcy 2011). As a result, it is more complicated for them to plan for holidays. This legislation states that individuals with disabilities ought to be treated fairly. This legislation was further reinforced by the Disability Discrimination Act 2005 which states that tourist destinations should be accessible to individuals with disabilities as stated by Cole & Nigel. This act made additional provisions such as: new requirements concerning transport accessibility, amending the meaning of the term disability, introducing new responsibilities on public authorities to eliminate discrimination and harassment against disabled individuals (Buhalis & Darcy 2011). This was further restructured in 2010 when the Equality Bill was implemented as expressed by Cole & Morgan (2010). This meant that tour operation companies should not turn down a reservation on the basis of disability. Shipwreck legislation Scotland Act 1998 made an improvement on the existing legislation relating to the management of shipwrecks (Staniforth & Nash 2008). Protection of Wrecks Act 1973 stipulated that it is illegal to damage or take any part of a shipwreck or its contents (Spirek & Scott- Ireton 2003) Evaluation of the Glamis Castle Scotland had a chaotic history and this left an outstanding mark on its landscape in form of tower houses, fortresses and castles (Michael & Barbara 2005). These are known to be some of the most outstanding structures in England. These castles continue to be a major tourist attraction attracting visitors from all over the world. Major castles in Scotland include Edinburg Castle, Stirling Castle, Eilean Donan Castle, Cawdor Castle, Duart Castle, Fyvie Castle and Glamis Castle (Visit Scotland 2011). These castles have a deep history and this makes them intriguing. The Glamis castle is one of the major castles in Scotland and receives tourists from all over the world annually. Tourists are attracted to the castle by the absolute magnificence of the building and its surroundings. The Cairngorm Mountains give it a spectacular view. The castle has undergone various reconstructions and modifications over the years to suit the modern day architectural designs (Visit Scotland 2011). The castle is located in the ancient home of her majesty Queen Elizabeth the Queen mother. This is also the birth place of Princess Margaret. The castle is the setting for Shakespeare’s play ‘Macbeth’. This explains why it is such an interesting tourist destination (Visit Scotland 2011). The castle is highly reputable and has won numerous awards over the years due to its product quality, adherence to ethics and its ability to offer excellent tourist experience (Glamis Castle 2011). The castle receive an award for the Tourism Retailer of the Year 2007 which was based on its policies that merge the history and culture of the area with business, leadership, innovation and customer focus (Glamis Castle 2011). It received the Green Tourism Business Scheme – Gold Award for its sound environmental management policies. It also got the VIBES – (Vision in Business for the Environment) award for its outstanding environmental initiatives (Glamis Castle 2011). The castle was awarded the IIP (Investor in People) award for maintaining international investments standards. Other awards include the Tayside Business Awards 2004 (International Business finalist award), Angus Ambassador Awards 2002, 2003 & 2005 (this recognizes the exemplary contribution made in creating local and international awareness of Angus. Awards not found in the business category are, SCROOGE McDUCK Goose Egg Nugget Award 2007 that was for its contribution to the Carl Barks Legacy and the Eat Scotland Silver Award 2008 for the quality, service and commitment to dishing up the best of Scottish food, as well as presenting the heritage of our county by offering local and regional dishes. This is among the leading food courts of its kind in England. Models of heritage conservation Sustainable management model This model refers to the nature of improved environmental and social impacts of tourism as explained by Timothy (2007). It entails conservation of resources, ensuring proper disposal of waste and minimizing consumption of resources. Tourism should be involved with planning at the local and national levels so that it can achieve its objectives (Sigala & Leslie 2005). The local communities and stakeholders should be involved so as to reduce any conflicts. The staff should be trained appropriately to better service and product delivery thereby enhancing consumer satisfaction as expressed by Shackley (1998). Sustainable tourism is conducted by undertaking continuous research of the market, the environment and areas which require changes. Privatization model There has been need to introduce additional measures to conserve the environment. Privatization involves the sale of cultural heritage assets owned by the state as asserted by Howard (2003). This trend has been replicated in France, Britain and Italy and this puts at risk the concept of state owned property (Howard 2003). The concept of privatization of heritage is wide as different nations have varying legislation in relation to privatization of heritage property. Privatization also refers to the sale of heritage assets to a private company to manage it as a tourist attraction (Ashworth 2004). Privatization is regarded to as one of the forms of decentralization which is aimed at minimizing state expenditures. The major setback concerning this concept is that the trade of artefacts to corporations and individuals is that they can use them as they wish (Howard 2003). Human resource management model This model addresses the structure of the labour markets within the tourism industry. The labour market in the tourism sector can be described as being heterogonous hence it is complex to reach a general conclusion (Claire & Emily 2006). Riley’s labour market model is applicable to some main sub- sectors including tours as well as travel and hotel and catering (Baum 2006). The tourism industry lacks characteristics that Riley links to a strong internal labour market such as specificity, continuous training, fixed pay rates and strong work place customs. Application of Riley’s model in the tourism sector has no inherent problems and perfectly suits the industry. The model is viewed as being highly dynamic and suggests that there are two ways of influencing labour market features through qualitative and the form of human resource management. It provides a framework of analyzing interplay between players in the tourism sector and institutions that offer training and vocational education. The model further explains situations whereby training and career development are likely to take place in the tourism sector. On the other hand, the model lacks a collective explanation of the relationship between the labour markets and training in the tourism sector as stated by Baum (2006). Cultural heritage management model This model is applicable in the contemporary world since it deals with the approaches taken by communities to influence heritage management (Robinson et al 2000). It analyzes all matters relating to connection between management of cultural heritage sites and the major stakeholders in the tourism sector (Leask & Yeoman 1999). It further studies the effects of incorporating product- development in tourism and the form of cultural heritage management. Most significantly, the model aids in analyzing the global and local factors affecting CHM principles in various case studies. The limits for acceptable change model This system is centred on the relationship between achieving attractive conditions for tourist attraction and the circumstances necessary to achieve these situations (Hall & Page 2006). This model further emphasizes on the relevance change in the tourism sector and how it should be managed. The model is bases on a 9 stage process: identification of issues and areas of concerns, definition of opportunity classes, choosing of indicators for conditions, inventory of social and research conditions, specificity of standards for indicators, recognition of optional opportunity class allocations, listing of management actions for the alternatives, assessment and selection of the ideal option and finally the implementation process (Hall & Page 2006). The major strengths of the model are: it provides an opportunity for public involvement, promotes diversity of services, responsiveness to local issues, provides a framework for managing conditions and controls regulatory approaches. The key feature of the development of the LAC model has been instituting a stakeholder relationship (Hall & Page 2006). Stakeholders provide the desired political and economic leverage that is necessary for the maintenance of programs and implementation of management decisions. However, there are setbacks associated with the application of the model (Lesley-Ann & Emily 2006). Firstly, there is lack of co- operation from the tourism sector in making out standards that are satisfactory. Secondly, the term ‘limits’ hinders and discourages growth in the tourism industry. Thirdly, it gives a narrow definition of the physical environment. The model is applicable in various tourist environments and has been effective applied in various cases (Hall & Page 2006). Plans to enhance the future conservation, promotion and public enjoyment of the Glamis Castle The castle is a reputable tourist destination that has received numerous over the years. The castle should increase the activities to include fun activities so as to attract visitors from all ages and all walks of life. It should conduct a continuous review of conservation policies so that it can keep in touch with the changing trends (Kirsten 2007). It should conduct an intensive promotion of the services and products offered in the castle to attract a higher number of tourists. The castle should diversify the types of food offered to serve the varying needs of their customers. The castle should hire qualified staff to ensure that they offer quality service to the visitors. Conclusion In conclusion, heritage management is a fundamental concept in tourism as it involves the preservation of tourist sites and assets. There are various types of heritage management that are applied in different areas as discussed above. Heritage management is governed by government legislation and public policy that has seen various amendments over the years. This legislation has affected the tourism industry in many ways and tour operators have had to make changes to adapt. The castle is a renowned tourist destination that boasts of various awards for its leadership, quality service and rich history among others. There are various models that can be used by tour companies in implementing heritage management as discussed above. The castle should enhance the future conservation, promotion and public enjoyment of the Glamis Castle to continue receiving increasing numbers of visitors and to improve customer satisfaction. The castle is viewed as the best example of a tourist destination that has embraced appropriate management principles. 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