Open AccessIntroduction of the adaptive management system at the enterprises of the tourist sphere
Author(s) -
Tetiana Averikhina,
Alina Vlaieva
Publication year - 2021
Publication title -
ekonomìka, fìnansi, pravo/ekonomìka. fìnansi. pravo
Language(s) - English
Resource type - Journals
eISSN - 2786-5517
pISSN - 2409-1944
DOI - 10.37634/efp.2021.12.1
Subject(s) - tourism , adaptive management , flexibility (engineering) , process (computing) , process management , business , adaptation (eye) , computer science , risk analysis (engineering) , environmental resource management , economics , management , physics , optics , political science , law , operating system
. In the current situation, enterprises themselves must take responsibility for their competitiveness and market position, using all options for management systems, while stimulating the development of market relations in the field of tourism services. Businesses are required to find new, sometimes non-standard solutions and approaches. In this case, the management system should be viewed through the prism of the constant search for new adaptive forms that have focus, flexibility and diversity.The purpose of the paper is to scientifically substantiate the need for adaptive management systems and develop practical recommendations for tourism enterprises that have the potential to adapt to ever-changing operating conditions.Results. The process of adaptive management in a tourism enterprise should look like this: Step 1 – Involvement of stakeholders. Step 2 – Objectives. Step 3 – Management actions. Step 4 – models. Step 5 – monitoring plans. Step 6 – Decision Making. Step 7 – Further monitoring. Step 8 – evaluation. Step 9 – iteration – return to step 6.Thus, adaptive enterprise management is an ongoing process that requires a lot of effort and time. However, the results of its implementation should significantly improve the efficiency of the tourism enterprise.Conclusion. Adaptive management of a tourism business requires a much more open decision-making process in which stakeholders are directly involved and decision-making powers are shared between them. It also requires that the goals, assumptions and other elements of the decision-making process be clear and therefore subject to analysis and discussion. Finally, it requires a strong commitment from managers to the necessary monitoring and evaluation that underpins adaptive management, not as marginal activities but as essential elements of the process. There is no doubt that many, and perhaps most, projects in the tourism sector involve monitoring, and in some cases management actually takes into account the results of the monitoring. But this in itself is a long way from structured, adaptive decision-making in a learning-based environment.