discussion answer need responses 2 responses and 150 words min per response | essaywriters4life.com

Please read the discuss answer then write responses. one for each discuss answer.


First you deserve some praise for choosing to teach and even more for choosing to go to a underprivileged location. Education is so important and I have the utmost respect for people who choose to get into teaching given the state of the profession. It kind of scares me how underfunded and staffed schools are, so kudos to you.

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When you were describing the situation I couldn’t help but think about season one of The Crown on Netflix (not an academic source). There is a scene where the king makes a remark about letting a little thing slide. The assistant then talks about not letting the standard slide on the little things because that is when the rot sets in. This goes along with “broken windows” theory. Where when police crack down on petty vandalism etc. they generally see a reduction in overall crime. It sounds like the staff where tiered and stressed and began to relax the standards until pride was gone. It would take a great vision to instill the confidence to make the required changes. This would absolutely be a case of starting with the small things and build the victories to re-build the staffs self-esteem. But with an eye on the long term success.

Discuss answer 1

The culture of a tourism destination is a combination of internal and external positive and negative factors. There is a struggle within the community to balance the benefits and revenue generated by tourists with the “Disneyfication” (Bâc, 2012) of their town.

The local governments depend on tourism to generate revenues through lodging and business taxes and the creation of jobs. The communities enjoy the benefits from tourism activity through new infrastructure, recreational areas and events, and new businesses. The justifications for growth are to attract visitors to the area for an economic impact along with promises of improved infrastructure, schools, and community facilities.

Often the economic impact is considered over negative impacts and concerns of the community. The actions of investors, government, and tourists have negative impacts on the socio-cultural values and environment. Investors are immune to any other cost, than the financial one. The impact of tourism has generated external factors over the past ten years for which the local population was not ready. Once a sleepy little beach mecca in a somewhat rural area of Baldwin County, farmland and coastal property have been purchased by developers, and replaced with apartments and shopping centers. High-rise condominiums, congested highways and big box retailers do not exhibit local charm. The beautiful landscapes and peace and tranquility of the Gulf of Mexico and surrounding bays are continuously eroded by tourism development. The culture known for “living on island time” is now a life ruled by the influx of tourists and their movements.

Governments embrace the tourism industry as the most efficient branch of the economy in generating jobs and income in this area. Alabama coastal tourism has made significant financial contributions to the overall economic of Alabama. Taxable lodging rate alone in 2018 was $526 million dollars (Dept. of Revenue, 2020). There are numerous tourist destination campaigns, and even city slogans are designed to attract tourism. In 2018, over five million people vacationed in the Gulf Shores and Orange Beach area (Tourism Bureau, 2020). Expansion of the local airport and a toll bridge was built for tourism but offer higher costs and little benefit for the local residents. This is problem of distribution, both physical and economic.

The impact of economic, social and cultural and environmental from tourism can be viewed by the attitudes displayed by local people in response to tourism. There is euphoria when tourists are welcomed by the community. Apathy is displayed when tourist is considered a given by the community and adjustments are made. There is discomfort when community is saturated with the tourism industry and results in changes in attitude toward the tourists. Decision makers continue to develop infrastructure instead of limiting growth. Antagonism is expressed as the community show their irritation with tourism and tourists. Planning should be the remedy, but increased promotional activity is used to change the deteriorating image and reputation of tourist destination areas (Bâc, 2012).

The challenge of the community is to define the benefits that outweigh the costs. Tourists pay to enjoy coastal tourism and the community enjoy the benefits (economic impact) from the tourism activity. However, when the tourists leave, the communities are left with the hidden costs tourist have left behind. Most tourism activities take place in a natural and man made environment. The local communities are the only side that picks up the check for all the damages on the culture and most importantly on the environment. A community can change in response to increasing economic transactions, infrastructure changes, cultural values, beliefs and behaviors of their members.

From an economic and society perspective, the goal of communities would be to obtain higher and improved results than the costs they have to pay. Long term and short term planning and strict control by the community and authorities are needed for the future of tourism impact and any unforeseen circumstances. The challenge for tourism development is to continue being part of an economic development but doing so in a manner that is sustainable for the community it serves (Petroman, Petroman, Marin, Ciolac, Vaduva & Pandur, 2013).


Culture is defined as the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the universe, and material objects and possessions acquired by a group of people in the course of generations through individual and group striving (TAMU, 2010). It defines our every existence, who we are, how we live, and what’s expected of us. After retiring from the military, I was fortunate to work for a school within the Houston Independent School District. The culture with in the district is centered around the education of our youth to prepare for a better tomorrow. Here’s a little background information about the district. HISD is the largest school district in the state of Texas and the seventh largest in the United States (HISD, 2019). It has over 280 school with a student population of around 209, 772 students and 74.93% of the district is economically disadvantaged (HISD, 2019).

The Cultural Web

After my military service, I worked for this particular school within the district, which name will remain anonymous, for three years. This particular school was identified as one of the economically disadvantaged schools. Upon my initial employment at the school, I was shocked to discover the organizations current culture. The paradigm was truly opposite of my expectations. Although this was an economically disadvantage school, I assumed that the culture was one that provided student with the best possible educational experience to motivate them to succeed in life. This encompasses students going to class and actively learning and engaging. That’s not what I found. This was a culture that excepted mediocracy and didn’t hold students accountable of their actions. Once class started you would literally have to lock you door to keep other student that wasn’t enrolled in your class, from opening your door and walking in. Student would constantly roam the halls all day and not go to their classes. This was a daily ritual. Absolutely no enforcement of standards. After talking to a teacher that taught there for several years, I discovered that the school wasn’t always this way. As the school administration changed over the past few year, the culture took a turn for the worst. The administration took on a different approach in dealing with student behavioral issues. This, in my opinion, was a bad decision. At this point the students, would listen to the teacher nor the administration. On numerous occasion, I personally had to call the on duty police officer to escort unruly students out of my classroom. I later found that this was a normal practice throughout the school. This behavior created a hostile environment for the teachers and caused the school to have a high turnover rate for employees. This is one of the reason that I decided to discontinue my employment with that particular school.

Hofstede’s Criteria

The original theory that Hofstede proposed talked of four dimensions, namely power distance, uncertainty avoidance, individualism vs. collectivism and masculinity vs. femininity. After conducting independent studies in Hong Kong, Hofstede included a fifth dimension, known as long-term vs. short-term orientation, to describe value aspects that were not a part of his original theory (Anastasia, 2015). The power distance within that particular school is represented by different leadership style exhibited by the current and past Administration. In order for that organization to change it culture, they would have to change their entire approach in handling behavior issues with the student body. With the implementation of change comes uncertainties. How will the student body react to these changes? Will there be push back? Or, will they openly embrace the change? One of the first steps in moving toward a cultural change is getting all staff member to buy into the change. They need to be willing to except and enforce the guidance of the administration. If all of the staff member are collectively involved, the culture would shift in a positive direction. Keep in mind, these changes are a long term solution. If that administration at any time during this process fail to enforce the new policies, resistants’ is sure to be met.


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