How to Deal with Ten Relationships in Tourism Work

There are many things about tourism, including food, shelter, transportation and entertainment, which involve almost half of the government departments. In such a huge system engineering, many people in the industry feel at a loss about how to get twice the result with half the effort. According to the author's work practice, it is found that only by grasping the main contradictions, grasping the key links and handling the following ten relations can tourism be effectively promoted.

First, we should focus on handling the relationship between the Tourism Bureau and the superior leaders.

The Tourism Bureau is a comprehensive coordinating body for regional tourism work and the general staff of the Party committee and government responsible for tourism work. There are many working ideas and wide contents, but the management authority is small and it is difficult to promote the work. Some new cadres don't understand these situations, don't put themselves in a correct position, and like to give orders to others. As a result, the decree was blocked, and they thought that the tourism bureau had no job and no right, so they didn't want to work hard anymore and spent time on everything. Or try to change jobs.

The complexity of tourism work must be solved by special methods, and the role of party and government leaders in comprehensive coordination should be brought into play, especially in leading tourism work. The administrative resources of leaders need to be developed by the heads of various functional departments. If that department works hard, the administrative resources of the leaders will be inclined to that department, and vice versa. Under the current working system, the party Committee and government do not attach importance to tourism, especially the top leaders do not attach importance to tourism, so it is difficult for the tourism bureau to promote its work efficiently. The secretary and mayor attach importance to tourism, and other leaders will certainly attach importance to it. To learn to develop leadership, developing leadership means developing productive forces. The tourism bureau should first be a good staff member of the party and government leaders at all levels, and the tourism director should regard himself as a staff member and a clerk. Actively make suggestions for leaders, and strive to make leaders pay attention to tourism, study tourism, participate in tourism, cheer for tourism, and support tourism work.

Tourism is a highly professional job. Some leaders don't understand. After traveling several times and seeing some scenic spots, I feel that traveling is easy to fiddle with and bossing around, leaving my subordinates at a loss. Some leaders think that traveling is difficult and the results are slow. The main person in charge of the tourism bureau should report carefully and patiently, explain the interest relationship clearly, let the leaders deeply understand and correctly grasp it, and make correct decisions for tourism. The leaders have a lot of work in charge, so it is difficult to spare more time to pay attention to tourism. The main person in charge of the tourism bureau will spend more time "soaking" the leader and "urging" him to spend time studying tourism and solving practical problems for tourism. In some jobs, the director of tourism simply arranges all kinds of formalities, makes all the preparations, and waits for the leaders to attend. Every year, when the leaders are relatively at leisure, organize them to carry out targeted work visits, broaden their horizons and increase their understanding and research on tourism. This not only shortens the distance with the leader, cultivates the feelings with the leader, but also enables the leader to increase his understanding of tourism.

Comrades in the Tourism Bureau should overcome two kinds of psychology; The first is to overcome the fear of seeing the leaders find trouble with them. I think the leader put us in this position in order to carry out all the work independently. Frequently picking on leaders will make them feel incompetent, so they are unwilling and afraid to find more leaders to report and coordinate their work. Second, they think that leaders know everything, and they are unwilling and afraid to give them ideas and solutions, so that they are afraid to correct their mistakes when they find them. In fact, many leaders are only experts in a certain field, or have expertise in a certain field. They don't know everything. Comrades in the Tourism Bureau should boldly be good staff officers of leaders, skillfully let leaders accept their own views and support their work.

Second, we should correctly handle the relationship between scenic spots and tourism bureaus.

Tourism bureau and scenic spot are the relationship between service and being served, management and being managed. Some scenic spots don't know how to handle this relationship, especially those belonging to cultural relics, forestry, religion, water conservancy and other systems. Because the tourism department can't manage the personnel and economy of the scenic spot, the scenic spot doesn't take the tourism bureau seriously at all, and it doesn't matter whether there is a tourism bureau or not. They refused to attend meetings and activities convened by the Tourism Bureau, and refused to accept normal management work. Some scenic spots refused to be awarded the title of A-level scenic spot by the National Tourism Administration. The relationship between the two sides is very strange.

In addition to the mistakes in the working methods of the Tourism Bureau, the above situation is more caused by the fact that the person in charge of the scenic spot does not understand the tourism business and the functions of the Tourism Bureau. After all, the Tourism Bureau is the competent department of the government's tourism business, and the government's function of managing tourism is exercised by the Tourism Bureau on behalf of the government. First, it is the most professional and authoritative for business guidance; Secondly, although the Tourism Bureau has no direct jurisdiction over some scenic spots, the government administrative control power it exercises is very important for all scenic spots, and the external publicity function of the Third Tourism Bureau is also very important. In a sense, the Tourism Bureau is the propaganda department of scenic spots, and promoting scenic spots is one of its work functions.

Therefore, tourist attractions should actively establish a good relationship with the Tourism Bureau, take the initiative to accept the management of the Tourism Bureau, actively participate in various activities organized by the Tourism Bureau, consciously let all the work of the scenic spot enter the overall planning of the Tourism Bureau, and let the Tourism Bureau try its best to open up a relaxed working environment for the scenic spot, occupy an important position in various publicity activities, and help the scenic spot strengthen management, improve management level, expand market visibility, and thus improve economic benefits. The administrative function of the Tourism Bureau is not as strong as that of other departments, but it is not as worthless as some scenic spot leaders think. The service potential of tourism bureau also needs scenic spots to tap. Developing the administrative resources of the Tourism Bureau is also developing the productive forces.

Three, correctly handle the relationship between the use of local funds and attracting investment.

Tourism development needs to invest a lot of money, which is the most concerned thing for local governments. Without enough money, scenic spots can't develop, various service facilities can't be built, and tourism can't develop. In order to win funds for tourism development, local governments have tried their best, especially in the use of foreign capital, giving tasks, setting goals, allocating funds, quarterly supervision and annual assessment to all units, but the effect is not satisfactory. After long-term research, it is found that the investment in tourism development should start from the local area. Local people know the local history, culture and economy best, and also know the value of local tourism resources best. If local people have no confidence in tourism resources, foreign investors will easily become suspicious. If the project is feasible or not, they will miss many opportunities in doubt.

Local governments should first mobilize local capital to invest in tourism, and then attract foreign investment when the industry reaches a certain scale. Of course, in the early stage of tourism development, because people don't understand the quality and market attractiveness of tourism resources and have insufficient determination to develop, they need to introduce wisdom, but the best way of capital investment is to take the road of local first and then guiding foreign investment.