Subject Code : TOUR7023
Country : Australia
TOUR7023: Manoora Region Case Study  Delivering park Recreation and Tourism Services in a Public Sector Agency Human Resource Management Assignment Help
Assignment Task:

Situation
The Manoora region, which has its own parks, recreation and tourism service, is in a growing region in the south-west corner of the thriving North Queensland tourist city of Cairns. The parks, recreation and tourism service has itself grown larger proportionally than those servicing other districts in the surrounding areas in recent years. The budget is large, acquisition of land has been increasing, programs are growing at a rapid pace, and development of special facilities and large neighbourhood parks has been on the upswing for the past three years. Significantly, the operation which encompasses the Manoora Parks, Recreation and Tourism Service has been classified as one of the most aggressive and progressive in the State of Queensland. Quite a feat given the very political nature of this public sector endeavour. The staff organisation currently consists of an Executive Director of Parks, Recreation and Tourism, a Director of Recreation and Tourism Services, who has also been assisting the Executive Director for three of the last four years, a supervisor of recreation and event operations, and a facilities supervisor who is currently responsible for all facilities in the area
inclusive of an older-style indoor tennis complex and a separately located aquatics and land sports complex. The facilities supervisor and the operations supervisor report to the Director of Recreation and Tourism Services. In the organisational structure, there is also a Director of Parks who is tasked with supervising eighteen full-time park maintenance staff along with another twenty contract casuals who provide a range of park-related services. The Executive Director of Parks, Recreation and Tourism recently announced to all and sundry via an internal email that she was leaving the Manoora area to take up a new position in a region closer to Brisbane. In fact, she is now scheduled to leave her current position to take up her new one in just under two weeks’ time. Needless to say, time, and more than a touch of reasoned decision-making, are of the essence. Two senior staff of the HRM team, along with 3 senior councillors of the local shire authority, have been interviewing for her replacement for the last month. Given the difficulties in finding a suitable outside candidate however, it is now their direct intention to promote you, the Director of Recreation and
Tourism Services, to the position of Executive Director of Parks, Recreation and Tourism. As the Director of Recreation and Tourism Services for the past four years, you now look forward to the new challenges and opportunities with a tremendous amount of enthusiastic spirit and shire support. One of the most important items on your list of goals for the next several weeks is to hold the personnel on a level that will enable you to continue the business of delivering services in the area as per usual. Although you may be short-handed, you still have to provide the services expected across all sections of this local government park, recreation and tourism operation. You have no problems with the Director of Parks. He was not interested in securing the position of Executive Director, and he has already indicated that he will be fully supportive of
you in your new appointment. As Director of Recreation and Tourism Services, you had working with you an astute operations supervisor, and a more than capable facilities supervisor.

The key position that now must be filled is that of the Director of Recreation and Tourism Services. Needless to say, you have several thoughts running through your mind. Among them are the following:

1. Should you recruit from outside your own agency’s operations for the position of Director of Recreation and Tourism Services?

2. Should you promote the present operations supervisor to the position of Director?

3. Should you promote the facilities supervisor to the Director’s position?

Both of these supervisors have excellent credentials. You pride yourself on the fact that your recruitment for these two positions was a successful part of your job as the Director of Recreation and Tourism Services. Either one would do an admirable job. There is one small problem, however, and that is if you promote one over the other, will the one not promoted remain?

Issues to be addressed:

1. Which option, in terms of appointing a new Director of Recreation and Tourism Services, do you consider would be in the best interest of all concerned to
ensure the day-to-day business operations of the park, recreation and tourism service continue to function well? Why so?

2. If you promote someone from within the organisation, what are the problems that could/would ensue?

3. If you recruit and select an individual from outside the agency, what consequences could/would that have when dealing with the two current supervisors, as well as with other personnel within your scope of operations?

4. If you are going to select someone from outside to join your ranks, what specific qualifications and/or skill set would you seek?

5. If you promote one supervisor from within and the other leaves, what would be your short-term plan to fill that void?

6. Do you feel that as the new Executive Director of Parks, Recreation and Tourism for the Manoora region that this may be one of your most important decisions? If so, why?

 

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  • Posted on : October 14th, 2018
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