The management experimental laboratory is a programmed software interface that allows the user to perform simulations according with one (or several) management techniques. Policies can be designed to test conflicting goals, impacts of externalities, behaviour optimization and a number of other aspects, including structural reform, whenever possible (see Figure 9.8).
The simulation itself is just a method of playing the model’s dynamics over time, to see the results of our expressed assumptions. The user can simulate the system countless times, using different sets of assumptions and time horizons.
The design of the laboratory has a lot to do with its intended purposes of use. MODIS- TUR, for instance, supports a number of different strategic management tools in order to cover a wide range of potential uses, although its main objective is to serve as a high-level platform for strategic management of tourism destinations. MODISTUR is presently working with several development scenarios, conflicting behaviours and goals. Anyone using it can set its own scenarios from scratch and develop them in any desired way.
MODISTUR has a medium for storytelling: Its power goes far beyond the boundaries of what the computer is able to simulate. One can tell stories about the different sub- systems, interacting between them to show their relatedness, test assumptions as the sto- ries develop and make useful conclusions that may contribute to the user’s learning.
MODISTUR is a fully transferable model that can be used for the management of any tourism destination, at any level (the world, a world region or a continent, a group of countries, a region within a country, a place). Of course, depending on the specifics of a
Integrated Quality Management as Part of the Strategic Management 145
Figure 9.7: Main panel of the management experimental laboratory.
Source: Author’s own.
particular level, some structures will need to be adapted and parameters have to be calibrated using data from appropriate secondary or primary sources. Also, scenario planning and stra- tegy formulation is a unique process that any interested party would have to undertake, using one (or several) of the methodologies and techniques available for that type of work.
Two of the most important features that are included in the laboratory are the centre for strategic decision making and a balanced scorecard style panel.
Conclusions
The following is a resume of the conclusions derived from the findings of the simulation runs of MODISTUR, in the application that was made to the Algarve, a tourist region in the south of Portugal, although they corroborate those of other studies mentioned in the text.
1. The problems of concentration and seasonality of tourism in certain areas and at cer- tain times of the year show that there is a need for appropriate solutions in terms of IQM. The answers are to be found on the one hand in the type of products offered by the tourism destinations, through visitor flow management, the promotion of new tourist products and alternative forms of tourism, made possible by changes induced by governments in the social sphere; and on the other hand by changes in demand patterns, frequently linked to school and professional holiday systems.
2. The examples of concrete solutions for satisfying the needs and expectations of tourists showed that operators and public authorities were not yet fully aware of the importance 146 Francisco Manuel Dionísio Serra
Figure 9.8: The centre for strategic decision making.
Source: Author’s own.
of quality for the competitiveness of tourism and that they still need to gain experience in this field, mainly in what concerns stakeholder responsibility, cooperation and strat- egy alignment.
3. The experience gained in quality management at business, sectoral and destination level is worth sharing in order to identify good practice, to analyse the success factors and identify the best working methods to be applied by operators and public authori- ties. The challenge of integration, driven by information society technologies has become one of the main domains of competitiveness. The use of the new tools provided by telecommunications networks and electronic commerce providers permits that both the supply and the demand sides to be accessed easily, and for all relevant information to be made available that allow choices of professional partners and tourist destinations to be made.
4. The users will obviously be very sensitive to the quality of information that appears on the screen of their computers. A company or a destination that does not build this ele- ment into its quality strategy starts off heavily handicapped. Unfortunately this is still the most common situation, even in highly developed tourism destinations.
5. The importance of sustainable management of natural and cultural resources in the development of a strategy aimed at the competitiveness of tourism, in particular from the point of view of quality, is globally recognized. In the long run, tourism is not pos- sible without the integration of the economic, political, environmental and cultural dimensions. These are common objectives, and not ones to be pursued only by public authorities, although they might play a leading role.
6. Uncontrolled growth of tourism can have a negative impact on the cultural and human natural environment. The management of resources demands the involvement of all stakeholders and sensitivity to the question of the environment, particularly fragile in certain areas and cultural sites, must be promoted as part of a shared vision for sus- tainable development.
7. There are still some strategic issues regarding tourism planning and stakeholders moti- vation, besides tourism contribution for regional development. Consequently, destina- tions require a holistic approach to management, especially in their development and consolidated stages, to put together the necessary skills and management structure; this is a good example of the need of networking and cooperation for those who have responsibilities in the field tourism in any given destination.
References
Crauser, G. (1998). Speech of the director of directorate-general XXIII of the European commission.
European Forum on Integrated Quality Management of Tourism, Tyrol, DG-XXIII.
European Commission, Directorate-General of Enterprises, Tourism Unit. (2000). Towards quality coastal tourism, integrated quality management of coastal tourist destinations. Office for Official Publications of the European Communities, Luxembourg.
European Commission, Directorate-General of Enterprises, Tourism Unit. (2000). Towards quality rural tourism of rural tourist destinations. Office for Official Publications of the European Communities, Luxembourg.
Integrated Quality Management as Part of the Strategic Management 147
Forrester, J. (1961). Industrial dynamics.Cambridge: MIT Press.
Forrester, J. (1973). World dynamics. Cambridge, MA: Wright-Allen Press.
Georgantzas, N. (2001). Cyprus tourism: Environment, profitability and sustainability dynamics, Proceedings of the international system dynamics society 2001 conference, Atlanta, USA.
Grahn, D., & Johnson, L. (2000). Visibility works: Implementing ISO/QS 9000, The Systems Thinker, 11(4), 9–11.
Lutz, W. (1994), Population/environment/development:Understanding their interactions in Mauritius.
New York: Springer-Verlag.
Martopo, S., & Mitchell, B. (1995). Bali: Balancing environment, economy and culture. Department of Geography, University of Waterloo, publication series n. 44, Australia.
Murphy, P.E. (1994). Tourism and sustainable development. In: W. Theobald (Ed.), Global tourism:
The next decade.New York: Butterwroth Heinemann.
Serra, F. (2003). Modelización del Sector Turístico y Simulación de Estrategias Mediante Dinámica de Sistemas: Aplicación al Algarve Portugués. Ph.D. thesis, University of Huelva, Faculty of Economic and Management Sciences, Spain.
Sessa, A. (1988). The science of systems for tourism development, Annals of Tourism Research, 15, 219–235.
University of Wales. (2004). Integrated_quality_management.htm. Available online at http://www.irs.aber.ac.uk/rsw, Accessed March 2004.
Van den Bergh, M. (1996). Ecological economics and sustainable development: Theory, methods and applications. Cheltenham, UK: Edward Elgar.
148 Francisco Manuel Dionísio Serra