Evaluation of the managemental capacity of responsible organizations of rural coastal tourism destinations in Guilan Province

Although there is no reliable data on coastal tourism alone, it is generally considered to be one of the fastest growing forms of tourism in recent decades. Here again, UNWTO statistics show that 12 of the 15 world’s top destination countries in 2000 were countries with coastlines (UNEP, 2009: 2). Sun, beautiful beaches, and warm ocean waters have become standard vacation requirements for many tourists. Forty-nine percent of those visiting the Caribbean do so for the beaches, while 28 percent are primarily interested in sightseeing, and 17 percent in water sports. Moreover, roughly 25% of the jobs in the Caribbean are directly or indirectly tourism related (Bridges, 2002: 93- 94).
Capacity is defined as the organizational and technical abilities, relationships and values that enable countries, organizations, groups, and individuals at any level of society to carry out functions and achieve their development objectives over time. Capacity refers not only to skills and knowledge but also to relationships, values and attitudes, and many others (Morgan, 1998). Capacity at the organization level will determine how individual capacities are utilized and strengthened. It refers to anything that will influence an organization''s performance (JICA, 2004). Key to the success of any of the processes discussed above is the individuals with the necessary capacities to participate effectively. According to Innes and Booher (2003) an individual with more capacity to participate in collaborative processes is one with a particular set of skills and a better understanding of problems and opportunities and of others’ perspectives. The integrated and coordinated process needed for progressing sustainable development will draw on a wide range of skills, some of which might be new to those involved (Innes & Booher, 2003). The aim of this study was to evaluate the managemental capacity of responsible organizations of coastal tourism destinations. The research method was descriptive- analytic. In this research, organizations’ management capacity were evaluated through the questionnaire in 6 dimensions leadership, human resource management, financial resource management, crisis management, ecological management, economic management and social management. One-sample t test was used for analysis. The sample size was 22 people, including managers and experts of responsible organizations of coastal tourism destinations. Organizations’ management capacity was evaluated in 6 dimensions. Results of dimensions are the following:Leadership: Creating harmony between different units for coastal projects (1.95), prioritizing of coastal tourism problems (1.72), the rule of law on the implementation of the Coastal Plan (1.27), the registry and archives data for coastal plan (1.27), doing things in the organization for coastal projects according Directives (1.09), the distribution of powers are balanced (objectives contained in the plan and procedures for the design and expertise and sector / unit) through the leadership of the organization for coastal projects (1), are the basis for control, monitoring and evaluation through the rules and regulations related to coastal tourism (0.9), save time to decide seaside plot (0.81) the existence of regulations, encourage employees in the organization (0.72), the management system of monitoring and evaluation, based on the structure and functioning of the villages in the project area (0.36), the use of external specialists for coastal tourism (0.18 ) and thinking room for coastal tourism with the participation of specialists (0.04).
Ecological management: creating green spaces in the beach (0.63) and according to the proportion between the number of tourists and the area of the site and the potential of the site to reduce congestion and pollution (ecological carrying capacity of the beach) (0.54).
Economic management: create a legal framework to facilitate investment community on the beach (0.18), creating a legal framework for community investment tax breaks on the beach (0.36), creating job opportunities for the local community on the beach (0.81), create sales opportunities for local production at the beach (1.45) and pay attention to reduce the cost of job creation by the local community on the beach (0.18).
Social management: attention to social ills (crime, theft, drug addiction, etc.) seaside plot in the village (0.18), according to upholding the faith of villagers in coastal plan (0.13), due to maintaining customs villagers in traditional coastal design (0.18), according to maintain family integrity villagers in coastal plan (0.13) and pay attention to maintaining public safety in the seaside village (0.22).
Human Resource Management: Financial experts could encourage (1), encourage experts could be promoted (0.13), proper screening of knowledge (0.18), a decent choice based on experience (0.18), both deserve choice based on the knowledge and experience (0.27) and build skills in coastal staff (0.36). Coastal areas have long been of interest to tourists and it has potential capabilities (beautiful combination of sea and beach, quiet surroundings, etc.) for tourism and the ability to attract tourists from near and far (Beikmohammadi, 1385: 51). Management organizations, role in the effective and efficient use of human and material resources in planning, organizing, mobilizing resources, guidance and control in order to achieve the organization''s objectives in the development of coastal tourism. In the study area, these organizations are the result of poor management of coastal development purposes is low. In order to improve management capacity in coastal development purposes can be considered the following actions:In order to promote the necessary management capacity is an intellectual leadership, create organization as experts within the Organization and outside the Organization''s experts, especially academic experts in this room is brought together and in conjunction with the development of tourism to synergy. Another important role of management is human resources management in to the development of coastal tourism. In the majority of enterprises human resources management are not properly and thereby allocating the tasks to tourism experts, has the ability to do these tasks necessary for admission. It is necessary in the assignment of tasks, based on criteria for switching a decent education, knowledge and experience to be considered and to motivate the financial incentives in the form of experts and occupational promotion, especially to be considered as conditions of competition between the experts.