濟州道觀光協會의 機能活性化 方案 = A Search for Promoting the Function of Cheju-do Tourist Association

다국어 초록 (Multilingual Abstract)

An active cooperation with local people is an abosolutely necessary condition for a. steady development of tourism in Cheju. The cooperation may be possible when the development of tourism relates closely to the improvement of the psychological happiness and economic welfare of the residents. This implies that the tourism industry should be combined not only with local labor but also with every matter related to tourism including, for example, foodstuffs and local product.
Such a cooperative system will produce an indigenous peculiarity in every sphere which, in turn, represents the characteristics of Cheju. Such cooperation will also produce an opportunity to cultivate the people's spirit hospitable to tourists who visit Cheju. In this respect, one of the ways for promoting the function of Cheju-do Tourist Association (hereinafter called the Association) is to change an enterpriser-.based operation to a cooperation system with the residents. It is clear that the Association can net perform its public function in the atmosphere of the residents apathy and scorn. It is also true that no support from the provincial authority can be expected if the Association continues the enterpriser- based operation without a Strong cooperation with tile residents. In a word, a tourism enterpriser should auspicate a truthful businessship and should be interested in his Community together With the Pursuit of own Profit. His Other responsibility is to spread the belief throughout his community that profit can be earned when the tourism industry is operated in a sound manner. These are the basic issues for discussing how to promote and normalize the function of the Association.
The following may be suggested as a policy to solve the issues mentioned thus far, even if they are still tentative.
(1) Employment of Director Members from Outside
The director member of nonprofit corporation such as tourist association is the representative of the corporation in outside work, and internally, is a necessary permanent institution executing the affairs of tile corporation (Article 27 of Civil Law). A bosrd of directors is constituted in case that there are several director members. For this case, the composition and authority system of the board is usually provided by the articles of each corporation. Unlike the case of a corporation. Unlike the case of a corporation, however, the board is not defined as a representative institution. Usually, the articles grant one or a few members of the board the right of representative. In any case, in terms of civil law, the director of a corporation has the status as an institute with a powerful authority and a heavy responsibility as well.
Cheju-Do Tourist Association specifies that all section Chiefs hold the Position of director. Their main duty is to attend the board of directors and to review and review and decide the major business (Paragraph 1 of Article 16). This specification is very justifiable, but has a problem in that the way to being a director is net open to any person other than tourism businessm. Cooperation with other institutes is a necessary condition for the function of the Association being promoted.
The importance of cooperating with the Press, government officials, and academicians can not be emphasized too murk. So, the employment of directors from outside is a necessary condition for tile Association to promote a cooperation with such agencies.
(2) Professionalization of Executive Office
The Association has established an executive office consisting of paid Staff members, who are not allowed to do other outside works so they can focus soley on the work of the executive office. The basic responsibility of the executive office is to perform the matters decided in the board of directors. The executive office also has a contribution in the process of decision-making, providing the hoard with important data. In a word, it is not too much to say that the promotion of the function of executive office is connected directly with the function of the Association being promoted. The executive office should provide a wide range of information and background research to the board, thus enabling the board to make sound decisions. Assisting each enterprise in management is also a responsibility of the executive office in terms of providing new ideas. lf the executive office is professionalized in this manner and leads and members of the Association, then the existence of the Association will be more meaningful and the Association will give a strong confidence to each enterprise. At present, however, the manpower of the Association is not sufficient to perform such functions. The current staff needs to be expanded and organized with highly qualified professionals.
(3) A Stable Security of Finance
How to secure the finance necessary for operating an association is the most important issue for any association in relation to how to promote the function of the association. Different Countries employ different ways in securing finance. In the Hong Kong, for example, the government provides 90% of the financing (4% of the revenue of hotel charge and other subsidies). The remaining 10 % is raised from membership fees and publications. In contrast, Taiwan is a country which depends totally on membership fees. For Korea, the Tourism Promotion Law specifies that the operation expenses can be raised principally from allotted charges (Article 45), but can be subsidized by government agencies (Article 53 ). In practice, however, government subsidies are net given much weight in the proportion of the whole operation expenses.
The Cheju-Do Tourist Association depends almost soley en allotted charges. As the Association recognizes, the dependence on allotted charges results in the loss of confidence, being a locally-leveled association. In addition, the Association loses public confidence, because the promotion of the project is not framed well due to the deficiency of revenue. This indicates that a stable security of finance is the most important for the Association. The following may be suggested as measures of the financial problem.
First, on behalf of enterprise, the Association can effectively advertise and publicize enterprises. This will be a stable source for the Association to gain earnings on a regular basis. In some countries, this measure not only functions as a stable source of finance, but also gives a considerable convenience to tourists.
Second, admission fees from the development or creation of new tourism resorts is also another stable source of finance. The manifestation of potential tourism resorts is a responsibility of the association, which is not impossible when muck wits are drawn on.
Third, an active support from government agencies and the members of the Association is necessary in order to the suggestions above to be achieved. Administrative support is of vital importance until the Association is free from the financial dependence on allotted charges.

목차 (Table of Contents)

• Ⅰ. 問題의 所在
• Ⅱ. 濟州道觀光協會의 位相
• 1. 觀光事業의 性格
• 2. 觀光協會의 位相
• Ⅲ. 觀光協會의 機能 活性化
• 1. 外部理事의 迎入
• 2. 事務局의 專門化
• 3. 안정된 財源의 確保