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Tourism management is becoming a necessary component of regional and local planning as the effects of mass tourism build up in host communities. Traditionally, two forces have been at work in tourist areas. On the one hand promotion of the industry by those who are concerned with maximizing its economic return and, on the other, agencies concerned with protecting the local area and its inhabitants from the pressures of tourism. It is the host community's public amenities which often form the nucleus of a tourist attraction and its residents who are expected to provide the hospitality upon which the industry depends. Thus, some form of management is needed if the industry is to develop in accordance with a community's aspirations and capacity. Sir George Young noted the need for balanced development in his seminal study, Tourism: Blessing or Blight? He called for tourist authorities to “act within the context of a national plan which identifies the role of tourism and which blends the requirements.”

During the early 1970s, per capita income of Koreans increased rapidly. The increased income was due to the speedy industrialization. Both increased income and mounting stress from jobs and the industrialized environment together induced Koreans to travel away from home to relax and regain strength to work.

Crompton (1979) has stated that the raison d'être of leisure service delivery Systems is to ensure that adequate opportunities exist through the provision of recreation activities and programs for members of the community to enjoy. It is not important who provides these opportunities as long as they are provided at an equitable price. This may be true in the abstract, however, in the U.S.A. today, like most western nations, there is a mixed economy in which public and private sectors co‐exist, co‐operate and compete in recreation/tourism development. Today, there are many issues and much controversy regarding the appropriate roles which should be taken by public and private suppliers of tourism/recreation.

Higher education preparing for careers in the tourism sector has met with a lot of controversy over the years.

Performance regimes attempt to bring policy development, service delivery and public assurance into a mutually supportive, coherent and joined-up approach. This chapter sets out a dynamic conceptual model that illustrates how the different parts of performance regimes are configured and how the individual parts interrelate with each other. It identifies the activities relevant to the three core domains of policy development, service delivery and public assurance and shows how they relate to situational and contextual factors, as well as the principle values and behaviour by which public service is conducted in the United Kingdom. This model forms the basis for the evaluations of the specific reforms in the following three chapters.

This issue is a selected bibliography covering the subject of leadership.

This chapter investigates the history, antecedents and drivers for the latest Fire and Rescue National Framework for England, published in 2018. It reviews the previous five national frameworks published since the first was introduced in 2004 and evaluates them against the model outline in Chapter 2. The authors suggest that that political expediency and speed of delivery have played a greater role in their development than improving services, increasing public safety and providing assurance to the public. It therefore highlights some key areas for improvement in both the national framework and in its implementation.

The UK has been a pioneer and international leader in the development of fire and rescue services and this has been based on a long attachment and strong adherence to empirical evidence at both the local and national levels. Policy makers, in close collaboration with practitioners, have also developed standards and practices and any changes have traditionally needed robust justification. Yet the evidence base and the tools and techniques for investigating and interrogating the evidence base have been significantly deteriorating over the last 10 years. This chapter sets out what is inadequate, what is missing and suggests what needs to be done about it.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

This chapter reviews the new inspectorate, Her Majesty's Inspectorate of Constabulary and Fire & Rescue Services, and the new Inspection Framework for Fire and Rescue Services in England. It will look at the antecedents of the inspectorate and the history of inspections in both the police and in the fire and rescue services. Prior to the Policing and Crime Act 2017, Fire and Rescue Services in England were without a dedicated independent inspectorate for almost 10 years and the government promised a new independent and a rigorous inspection regime. This chapter critically evaluates the government's response and the early development of the new regime.