海洋旅游地理和海上旅游资源利用

一、总观在社会再生产过程中,海洋环境的作用越来越大,在消遣方面也有所反映,而消遣是为恢复劳动力作准备的。海洋沿岸许多地区及其水域,在相应季节和有利的地方,其强烈的吸引力产生了两种利用类型之间的相互影响,这两种利用类型就是海上旅游和供人们度假时临时居住的景色最优美、气候最宜人的沿岸地区的开发。到这种地方去游憩虽然是古已知之的一种消遣方式,但游客成群结队作海上旅行还是近几十年才有的新现象。这就是本章要特别强调海洋旅游的原因,尤其是现在把“商务旅行”、“研究旅行”、宗教朝圣和消遣旅行都看作旅游(如世界旅游组织所解释的),突出这方面的内容更有必要。     

Can you handle failure?

Handling failure and blame is key to managerial success. But roughly 70 % of Americans have a personality type that tends to react inappropriately when things go wrong. Some people are extrapunitive, always pointing a finger at someone else. Others are impunitive, denying there's a problem or that they played any role. And still others are intrapunitive, heaping too much blame on themselves and seeing disasters where none exist. Fortunately, there are ways to fix such flawed responses. The first step is to cultivate self-awareness; several personality tests can help you assess your interaction style. Next, deepen your political awareness to better understand what messages others are receiving. Once you've identified your bad habits, you can move toward more-adaptive responses. Dattner and Hogan describe several strategies that can benefit any of the personality types. You should make sure to listen and communicate well, reflect on the situation and the people involved, think carefully before acting, and look for lessons when mistakes do happen. Using detailed examples, the authors illustrate how people with the various personality types are apt to react to specific failures and explain what they might do differently. They also offer insights to help you recognize when your bosses, peers, or subordinates fit into one of the problematic categories and suggest ways to influence their behavior. The taxonomy and tactics they present will help you approach failure with an open mind and react in a balanced, constructive way.     

Further development and sustainable utilization mode of grassland tourism resources: a case study of Inner Mongolia Autonomous Region, China

Tourism resources are important foundation for the development of tourism industry. Grassland is not only a kind of important resource but also a great attraction to visitors. Therefore, the integrated development and sustainable utilization of grassland tourism resources are of great significance. This paper, based on the analysis of literatures and the current problems existing in grassland tourism, summarizes the speciality of grassland tourism development, deals with the problem of speciality, and raises the modes of regional development, product development and management. This paper takes Inner Mongolia, the famous grassland tourism destination as example and carries out empirical research. Based on the status quo of grassland tourism resources in Inner Mongolia, this study analyzes the character- istics of grassland tourism resources, the necessity and feasibility of integrated development, then proposes the following suggestions: idea for development, mode of development, regional cooperation, tourism products development, espe- cially the three modes of development based on the resources conditions - the mode of relying on market, the mode of combination aggregation and the mode of relying on quality.     

The enemies of trust

Researchers have established that trust is critical to organizational effectiveness. Being trustworthy yourself, however, does not guarantee that you are capable of building trust in an organization. That takes old-fashioned managerial virtues like consistency, clear communication, and a willingness to tackle awkward questions. It also requires a good defense: You must protect trust from its enemies. Any act of bad management erodes trust, so the list of potential enemies is endless. Among the most common enemies of trust, though, are inconsistent messages from top management, inconsistent standards, a willingness to tolerate incompetence or bad behavior, dishonest feedback, a failure to trust others to do good work, a tendency to ignore painful or politically charged situations, consistent corporate underperformance, and rumors. Fending off these enemies must be at the top of every chief executive's agenda. But even with constant vigilance, an organization and its leaders will sometimes lose people's trust. During a crisis, managers should enlist the help of an objective third party--chances are you won't be thinking clearly--and be available physically and emotionally. If you "go dark" in the face of a crisis, employees will worry about the company's survival, about their own capacity to cope, and about your abilities as a leader. And if trust has broken down so badly that your only choice is to start over, you can do so by figuring out exactly how the breach of trust happened, ascertaining the depth and breadth of the loss, owning up to the loss instead of downplaying it, and identifying as precisely as possible the specific changes you must make to rebuild trust.