LT5059 - Visitor Attraction Management (2017/18)
|Module specification||Module approved to run in 2017/18|
|Module title||Visitor Attraction Management|
|Module level||Intermediate (05)|
|Credit rating for module||15|
|School||Guildhall School of Business and Law|
|Total study hours||150|
|Running in 2017/18||
LT5059 Visitor Attraction Management considers visitor attractions from the perspective of the tourism industry – as a product that is managed and marketed to tourists to meet visitor expectations and maximise visitor satisfaction while ensuring financial security in a dynamic external environment. The module covers visitor attractions in the commercial, public, and not for profit sectors. In order to understand the operation of these attractions we consider the main management functions including finance, marketing, visitor management, facilities management, interpretation and education, ethical issues and the management of sensitive sites including sacred and dark heritage sites. Whatever the attraction (theme park, museum, temple or battlefield) they all need to maintain the appropriate balance of visitor engagement, enjoyment, excitement and enlightenment.
Prior learning requirements
Completing level 4
1. To examine the nature, composition and development of the attraction market.
2. To equip students with an understanding of visitor motivation and consumer demand
3. To provide an understanding of the occupations, roles, responsibilities, professional bodies and professional ethics within the visitor attraction industry
4. To enable students to apply their knowledge of business to the functional areas of visitor attraction management.
5. To analyse the role of visitor attractions in tourism and destination management.
6. To identify trends in the wider social, political, financial and tecnological environment which impact on the management of visitor attractions.
The module also aims to assist students in the acquisition of the following skills:
1. Academic reading.
4. Observation and fieldwork
The place of visitor attractions and their management within tourism
The range of attractions,
Visitors as consumers, the potential for damage and the need for conservation
Visitor attractions as marketable products
Sacred and heritage sites; concepts and issues
Marketing and public relations associated with visitor attractions
Learning and teaching
The module is structured around a one-hour lecture and a two hour seminar weekly, complemented by site visits and independent study. The role of the lecturers will be to define the parameters of the module subject matter, to identify materials for student research and to provide guidance and advice.
Core material will be delivered in a lecture series, to be further analysed and developed by students in the seminars. The key focus will be on student input to the seminars, which will feature case studies and site visits, at least one of which will be during week 7. Visitor attractions in London and their staff will be included in these activities.
Directed learning will primarily be used to prepare for seminar sessions, visits and individual tutorials to discuss and provide guidance on the assessment. The self-managed learning time will be used primarily to expand and consolidate the understanding and learning provided be the lectures and seminars, as well as to prepare for the assessment.
It is expected throughout your courses that you will develop a range of attributes that will equip you for entry to a variety of employment opportunities or progression to further academic study or research. On successful completion of this module students should be able to:
1. Trace the historical development of tourism and heritage attractions and evaluate supply and demand in the world market.
2. Comprehend the nature and role of visitor attractions in a social and cultural context and their links with the operating environment and the wider tourism industry.
3. Apply knowledge of visitor typologies and motivation to inform management policies and practices.
4. Apply general management theories to visitor management practice in the areas of marketing, finance, and facilities
5. Devise general and site specific systems for visitor management, interpretation, and special events.
The assessment programme consists of two components: A 1500-word essay worth 30% and a 3000-word case study worth 70% of the module mark. The essay is due week 8, and the case study in week 14.
Ambrose, T., Paine, C. (2006) Museum basics, London: Routledge.
Black, G. (2012) Transforming museums in the twenty-first century, London: Routledge.
Drummond, S. (2000) Quality Issues in Heritage Visitor Attractions, Cassell.
Edelheim, J. R. (2015) Tourist attractions – from object to narrative, Channel View Publications.
Hassanien, A., Dale, C. (eds) (2013) Facilities management and development for tourism, hospitality and events, Wallingford: CABI.
Howard, P. (2003) Heritage: Management, Interpretation, Identity, London: Continuum.
Leask, A. and Yeoman, I. (1999) Heritage Visitor Attractions, Cassell.
Leask, A. and Fyall, A. (eds) (2006) Managing World Heritage Sites, Butterworth-Heinemann.
Fyall, A., Garrod, B., Leask, A. and Wanhill, S. (eds) (2008) Managing visitor attractions - new directions, Butterworth and Heinemann.
Shackley, M. (2000) Visitor Management, Butterworth Heinemann.
Shackley, M. (2001) Managing sacred sites, service provision and visitor experience, Continuum.
Swarbrooke, J. (2002) The Development and Management of Visitor Attractions, Butterworth Heinemann.