NATHM Souvenir 2014

Transcription

NATHM Souvenir 2014

NATHM SOUVENIR 2014
A major step in trying to make Nepal the
destination for Hospitality Education
within SAARC countries. It is a challenge
well understood by the NATHM team
with full support from the government
to harmonize institution and industry
within a same complex.
41st ANNIVERSARY
NATHM
Rabi Bhawan, Kalimati, Kathmandu, Nepal. P. O.Box 4715, Tel: 977-1-4270073, 4270605, Fax: 977-1-4271780
E-mail: nathm@mos.com.np Website: www.nathm.edu.np
Message from Executive Director
It is a great pleasure to express my sincere happiness on the
occasion of 41st anniversary of Nepal Academy of Tourism
and Hotel Management (NATHM). NATHM has indeed played
a vital role to produce qualified and skilled human intelligence
required by tourism and hospitality industry for four decades.
It has two main disciplines, academic courses and vocational
courses. In academic front, we are offering three courses,
Bachelor of Hotel Management (BHM), Bachelor of Travel and
Tourism Management (BTTM) in bachelor level and Master of
Hospitality Management. The courses are the best among the
best in Nepal, as it has special labs, sound faculties and
hospitable environment. In vocational courses front, various
trainings of cook, house keeping, front office, bar tender,
small hotel management, tracking and tour guide, rafting
guide and rock climbing etc have uplifted the image of
institution, as we are performing our business with extra
caliber.
The strong internal, external and international relationship
of NATHM with stakeholder has heightened its likeness and
credibility in the tourism sector. The relation with NTB, HAN,
NATA, and TAAN, as its board member, has given additional
value for its acceptance. In similar vein, the credit transfer
with ICHM Australia is an open opportunity for those who
want to pursue advance education in hotel management. The
institutional membership of Management Association of Nepal
(MAN) at national level and the same of International Hotel
and Restaurant Association (IH&RA), EUHOFA international
and International Accreditation Organization (IAO) at
international level have further extended its domestic and
international acceptability.
In this context, I would like to extend my heartfelt and
sincere thanks to all those who has given their sole and mind
to uplift the image of NATHM. In the same way, my genuine
appreciation will go to our team of NATHM for their
determination and dedication. We are all performing for the
shake of tourism sector and I urge for the solidarity. Thanks.
.............
Chuda Mani Sharma Kattel
Executive Director
Nepal Academy of Tourism and Hotel Management
Message from the Minister
It gives me an immense pleasure to know that Nepal Academy of Tourism
and Hotel Management (NATHM) is going to bring out Souvenir 2014 on its
41st Anniversary.
NATHM has been actively involved in producing trained human resources
since its inception through academic as well as vocational training courses
for the development and promotion of tourism and hospitality industry in
Nepal. As we are all aware that Government of Nepal has placed tourism in
one of its priority sectors for the development of Nepal, the contribution of
NATHM has been appreciable in this regard. Equally important is the fact
that Nepal Government is also on the verge of amending tourism policy
which will provide more emphasis on promoting sustainable, eco-Friendly,
responsible and tourist-Friendly tourism in Nepal.
All of these efforts require a team of dedicated human resources who are
capable enough to handle and manage inflow of tourists and meet their
requirements in most hospitable and professional manner. I express my sincere
thanks to NATHM Family for working hard in this regard and best wishes
for its 41st anniversary.
Bhim Acharya
Minister
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Message from the Secretary
I am delighted to know that Nepal Academy of Tourism and Hotel Management
(NATHM) is celebrating its 41st anniversary this year. With a long way already
been passed contributing in the hospitality and tourism sectors of the country.
NATHM is a pioneer for the development of human resources needed by the
industry in order to fulfill its present and Future demands.
Tourism is one area that has grown enormously as a result of the citizens’
wish to travel and see the world. If we look into the statistics, the number of
tourists worldwide has increased tremendously in the past couple of decades
and it has become a major contributor in the global economy.
Similarly, the amount of revenues related to tourism has also increased
significantly at a rate higher than the increase in the number of tourists. In
such a progressively changing world scenario, the role of NATHM has been
more crucial in producing trained human resources who have knowledge and
skills in managing such demands effectively.
I congratulate NATHM for endeavors so Far and wish prosperous Future ahead.
19 March 2014
Sushil Ghimire
Secretary - Ministry of Culture, Tourism and Civil Aviation
Chairperson - Nepal Academy of Tourism and Hotel Management
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Sushil Ghimire
Chairperson - NATHM
Secretary
Ministry of Culture, Tourism & Civil Aviation
Mr. Rabindr Mohan Bhattarai
Member
Mr. Puspa Lal Shakya
Member
Mr. Madhusudan Pokharel
Member
Mr. Subash Niraula
Member
Director General
Department of Labour
Joint Secretary
National Planning Commission Secretariat
Joint Secretary
Ministry of Finance
Officiating Chief Executive Officer
Nepal Tourism Board
Mr. Dal Bahadur Limbu
Member
Mr. Shyam Sundar Lal Kachhyapati
Member
Mr. Ramesh Prasad Dhamala
Member
President
Nepal Association of Tours & Travel Agents (NATTA)
President
Hotel Association of Nepal
(HAN)
Chairman
Trekking Agencies’ Association of Nepal
(TAAN)
Mr. Chuda Mani Sharma Kattel
Member Secretary
Executive Director
(NATHM)
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From the Editor’s Desk
One more year older, NATHM completes its 40 years of generating qualified workforce to meet the human
resource requirement of the hospitality industry. Generating an average of 800 students a year, the academy
has fulfilled the requirement of 32300 potential employees into the market at various levels of hotel and
tourism industry.
OLD
Maintaining its “Status Quo” of being one of the sought after institution in the country, NATHM will soon be
launching a 4 star hotel with 83 rooms to provide in house training to its students. This project is in line with
making Nepal the destination for hospitality education among SAARC nations.
The team editorial would like to thank all the writers and article contributors of this issue, without which the
magazine would have been of only few pages and not much reader friendly. My sincere thanks to the editorial
team on mission accomplished.
Besides the annual magazine, we publish NATHM UPDATES 4 times a year. We would like to request all the
well wishers and graduates to send contributions for the updates, achievements and even suggestions for
improvement to make it a Centre of Excellence.
Till the next issue when we become 41 years old.
Ujjwal Satyal (HOD)
Editor
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C O N T E N T S
NATHM Introduction __________________________________________________________ 1
Editorial
TEAM
Chief Advisor
Editor
Ujjwal Satyal
Advisor
Keshav Prasad Thapaliya
Coordinator
Surya Kiran Shrestha
Administrator
Gyan Bahadhur Karki
Assitant Coordinator
Rabin Sapkota
Members
Nima Nurbu Sherpa
Aakriti Shrestha
Malati Pujara
Binaya Adhikari
Swastika Bista
Akanchhya Dahal
Saneep Mainali
Design & Print Process
DREAMWORKS
Tel: 9851005177
E-mail: dreamworks@ntc.net.np
Photography
Pradip Shakya
NATHM students & staff
Views expressed in the articles are those of the authors that do not necessarily represent the views of Editorial Team or Nepal Academy of Tourism and
Hotel Management (NATHM). All rights reserved to NATHM.
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(NATHM)
Nepal Academy of Tourism & Hotel Management (NATHM) formerly
known as HMTTC was established in 1972 by Government of Nepal
with the technical assistance of UNDP/ILO to produce skilled
workforce required by the Hospitality and Tourism Industry. Eversince
its birth, the academy has played a crucial role in developing the
human resources for this industry with the aim of enhancing the
level of quality in services. Apart from academic courses such as
Bachelor of Hotel Management (BHM) and Bachelor of Travel and
Tourism Management (BTTM) and Master of Hospitality
Management (MHM), it has been providing craft and supervisory
level skill oriented trainings, guide trainings, small hotel and lodge
amangement training, food preparation and control, food and beverage
service, front office, house keeping and so on to cater to the demands
from this particular sector. Amidst the growing need of higher level
human resources in tourism and hospitality. This premier academy
is renowned for generating qualified workforce for the ever-increasing
demands of the hospitality and tourism sectors.
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VISION
Nepal will be established as a preferred
destination for tourism and hospitality
education in the SAARC region.
MISSION
NATHM as the pioneer national
institution dedicated to human resource
development for tourism and hospitality
sector in Nepal, will facilitate and
prepare quality human resources by
improving and expanding educational,
training and research opportunities. It
will thus be a ‘Center of Excellence’ for
national and international student.
VALUES
NATHM recognizes and embraces the following values:
Team work and shared responsibilities
We, all the staff members of NATHM, are partners in business pursuing our shared
vision. We believe in team work and shared responsibilities.
Inclusion sensitiveness
NATHM will work hard to ensure that tourism training opportunity will be available for
everyone regardless of gender, caste or geographical isolation.
Quality assurance, efficiency and effectiveness
NATHM values on quality human resources preparation. It will strive hard to enhance
its past reputation as institution for preparing quality human resources
We value the public investment made in us and strive to deliver quality results in a most
cost-effective manner through a simple management structure, efficient processes,
effective “checks-and-balances” and vigorous quality assurance mechanisms.
People
We provide a caring environment in which students and staff pursue personal and
institutional development.
Performance
We demand high performance and reward excellence in performance. We encourage
innovation, practicality, entrepreneurship, and the pursuit of academic and management
excellence. This is applied to both staff members and students.
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BHM 5thSemester
BHM 5thSemester
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BHM 5thSemester
BHM 3rdSemester
4
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BHM 3rdSemester
BHM 3rdSemester
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BHM 1stSemester
BHM 1stSemester
6
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BHM 1stSemester
BTTM 5th Semester
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BTTM 5th Semester
BTTM 3rd Semester
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BTTM 3rd Semester
BTTM 1st Semester
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BTTM 1st Semester
MHM 2nd Batch
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MHM 3rd Batch
BHM students in F & B Service
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BHM students in Food Production
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BHM students in Housekeeping Lab
BHM students in Housekeeping Lab
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BHM Interns
BHM Interns
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Dance perform by BTTM studnts
Welcome and Farewell BTTM
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MHM Seminar
MHM Tour
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MHM Seminar
Orientation
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Extra Curricular Activities
Extra Curricular Activities
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Research Article
Managerial Conflict
Resolution Skills
Improvement through
Management
Development: A Study of
Nepalese commercial
Banking sector
Dr. Dhruba Raj Pokharel
Assistant Dean, T U
Abstract
Conflict in organization is reality. Where people exist disagreement is common. It is the managerial ability to maintain
conflict in optimum level. Optimization of conflict can be obtained through enhancing functional and discouraging the
dysfunctional conflict. The current study presents the review of conflict related studies and views conflict as indispensable
managerial function. In addition, it explores management development as an important programme to make managers
capable to optimize conflict through improving their conflict management skills in the commercial banks in Nepal.
Keywords: conflict management, conflict management skills, commercial banks.
The Background
Conflicts may have either positive or negative consequences
for the organization; depending on how much it exists
and how it is managed. Organizations with optimum level
of conflict can be considered highly functional and helps
to generate positive performance. When the level of conflict
is too low, performance suffer, innovation and change are
less likely to take place, and the organization may have
difficulty adapting to its changing environment. If the low
level of conflict continues, the very survival of organization
can be threatened. On the other hand, if the conflict level
becomes too high the resulting chaos also can threaten
the survival of organization (Ivancevich et al., 2006:358).
The managers in the organization experience the different
stages of conflict. The stages consist of perceived, felt,
and manifest. Perceived conflict exist when cognitive
awareness on the part of at least one group that event
occurred or that conditions exist favourable to creating
overt conflict. The felt stage of conflict represents an
escalation that includes emotional involvement. It is
expressed behaviourally as anxiety, tension and hostility.
In manifest stage of conflict, the conflicting groups
actively engage in the action.
Jehn (1997) stated the three types of conflict, namely
relationship, task, and process conflict. The relationship
conflict arises out of personal differences between people
differing goals, values and personalities etc. Individuals
involved in such conflict often report disliking one another,
being angry with or jealous of one another, having problems
with each other as enemies. Relationship conflict is likely
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Slocum, and Hellriegal (2007: 253) write the most difficult
conflict to resolve is diversity based conflict. Such conflicts
are based on the issues of race ethnicity and religion. Leading
organizations adhere to the letter and spirit of laws and
regulations related to nondiscrimination and affirmative
action to reduce diversity based conflict. The managers in
the organizations need to be proactive to prevent, minimize,
surface, and resolve the diversity based conflicts.
The absence of any conflict at all can be a significant
sign that the group is not openly generating a sufficient
varieties of view points and potential approaches for solving
problems, bringing innovation and change, and making
good decisions (Hitt,et al., 2009:325). Thomas and Schimdt
(1976) suggest that mangers and team leader can work
as principal actor in conflict management. Lipit (1982)
showed that mangers spend approximately 25 percent of
time dealing with conflict, in some fields like hospitals
and municipal organization. Managers also can spend as
much as 50 percent of their time managing conflict in
other type of organizations. Managers rate conflict
management as equal to or higher in importance than
planning, motivation and decision making.
The rationale
Rahim (2001) suggests certain criteria to make conflict
management effective. First, conflict management
strategies should be designed to improve individual as well
as organizational learning so that managers should
challenge the status quo. Second, strategies should be
designed to find the right skillful persons to solve the
problems collectively. Finally, the conflict management
should be ethical. Gasline et al. (2001) - emphasize that
timely training of the managers and employees will help
to manage the conflicts by making management support
to create conducive organizational culture with fairness,
where the people will feel free to express their opinions
creatively and critically. Therefore, we feel the need of
management, education, development, and training in
Nepalese commercial banks to improve the conflict
management skills of the managers. The current paper
tries to raise the issue and rich the answer to the query
whether management development practices are capable
to enhance such human skills for their managers to make
conflict management effective.
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The objective
The present research aims to analyze the improvement in
the managerial conflict resolving knowledge, skill, and
attitude after participating in management development
programme. Managers were asked to rank the degrees of
improvement in the variables like understanding the
individual differences, ability to express disagreement,
influence to get ideas accepted, tolerance power, respect
to other, and interpersonal relation. All these constitute
the basis for bringing positive changes in the behaviour of
the managers in order to resolve the conflict and enjoy
organizational harmony in their work situation.
The research methods
This study is based on analytical com descriptive survey
research designe. The study units of banks were
categorized in three groups. Out of 25 "A" class commercial
banks, nine banks, three from each category were selected
(e.g. 3 private, 3 joint venture, and 3 government and semi
government banks). The responses were received from the
managers working in head / corporate offices of the
selected banks. Out of 321 total selected 266 usable
questionnaires were received. Among 266 usable answers
received, 37, 55 and 174 were form private, joint venture,
and government and semi government banks. The
compositions of the gender to answer the questions were
196 male and 70 female. Among 266 responses received,
111 were form senior and 155 were form the junior managers
working in the head office. A purposive and convenient
sampling procedure was applied to collect the data. The
response rate was 83 percent. The descriptive statistics
like mean and standard deviation were applied to analyze
the data and conclude the research. The reliability rate
was 80.30 percent.
The data analysis and discussion
The banks, under study were classified according to
ownership pattern. They were grouped as private, joint
venture and government and semi government banks. The
managers of all ownership patterns were asked to rank
the conflict resolution knowledge, skill and attitude in
different degrees as highly improved, improved, slightly
improved, remained same and unknown.
Table 1
Managerial perception about improvement in managerial conflict resolution skills
Ownership
Private Bank
Joint venture
Bank
Government &
Understandingthe Ability to express
individualdifferences disagreement
Influencetoget
ideasaccepted
Tolerancepower
Respecttoother
Mean
2.43
2.49
2.49
3.11
2.68
N
37
37
37
37
37
Interpersonalrelation
37
Std.Deviation
.959
.768
.804
.906
.884
1.118
Mean
2.16
2.47
2.67
2.62
2.22
2.31
2.97
N
55
55
55
55
55
Std. Deviation
.834
.604
.818
.933
.854
610
Mean
2.43
2.46
2.56
2.62
2.33
2.31
55
semi-government
N
174
171
171
172
173
173
bank
Std.Deviation
.895
.842.
.841
.926
.890
.838
Mean
2.37
2.47
2.57
2.69
2.35
2.36
Total
N
266
263
Std.Deviation
.895
.785
The table above presents the mean values computed for
the responses of the managers of private, joint venture,
and government and semi government banks, in regard to
their ranking of conflict resolution attributes. The first
attribute asked to managers, was to understand the
individual differences. The mean value for the private bank
managers was 2.43, for joint venture bank was 2.16, and
for the government and semi government bank was 2.43.
The total mean value was 2.37. All the mean values, showed
the improvement in the ability to understanding the
individual differences. However the managers from joint
venture banks were improving higher in comparison to
managers from other banks.
Ability to express the disagreement was the second attribute
given to rank to the respondents. All the managers from all
ownership banks found improvement in the ability to express
disagreement after the completion of management
development program. The representing mean values for
private, joint venture, government and semi government banks
were 2.49, 2.47, and 2.46 respectively. The improvement as
reported by all the managers was identical, irrespective of
ownership. The mean value for total respondents was 2.47
which also supported the findings positively.
263
264
265
265
.830
.937
.889
.877
The third attribute asked to mangers was the improvement
in the influence to get ideas accepted as a skill to manage
the conflict in their respective organizations from
management development. The computed mean values were
2.49 for private banks, 2.67 for joint venture banks and
2.56 for the government and semi government banks. The
total mean value for all the banks 2.57 revealed the
improvement in influence to get ideas accepted from the
management development in their jobs. The degree of
improvement is better in the private banks in comparison
to other banks i.e. joint venture and government and semi
government banks.
The fourth attribute ranked by the managers was
improvement achieved in tolerance power. The computed
mean values were 3.11 for private bank, 2.62 for joint
venture banks, and 2.62 for government and semi
government banks. The total mean value for the total
responses was 2.69. The mean scores as shown in the
table above show the improvement in the tolerance power.
But for the managers of the private sector, the management
development programme could not contribute to bring
desired improvement in the tolerance power.
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Respect to other was the fifth attribute of conflict
management to be improved from the management training
programme in the organizations under study. The mean values
computed were 2.68 for private banks, 2.22 for the joint
venture banks, and 2.33 for the government and semi
government banks. The mean value for all the responding
managers was 2.35. According to mean values, the
management development programme was able to bring
improvement in the skill to respect others for participating
managers. Whatever it showed the improvement in the
attribute but the improvement of the manager's skill to respect
other in the joint venture bank is higher than the managers in
private and government and semi government banks.
importance to the process of designing implementing, and
evaluating the management development program in the
concerned banks. The future researchers are heartily invited
to find the more and more variables or managerial attributes
that can help the practicing managers to solve the
disagreements between and among the people working in
their respective organizations. It would be highly desirable
to include such topics in the corporate executive
development progrmmes in the organizations.
The next attribute asked to the managers to rank was
interpersonal relation as a recognized skill for effective conflict
management in their respective organizations. The mean
values were, 2.97 for private bank, 2.31 for joint venture
banks, and 2.31 for government and semi government banks.
The mean value of total responses was 2.36. The mean
values as shown in the table above showed that the
management development programme has been successful
to bring the improvement in the skill of respecting others.
The level of improvement felt by the managers in joint venture
banks and government and semi government banks was
higher in comparison to the private banks studied.
Eisenhardt, K., & Schoonnhoven, C. (1990). Organizational growth: linking
funding team,Strategy, environment, and growth among US Semiconductor
ventures:1978-1988. Administrative Science Quarterly, 35:504-529.
The findings and
conclusigovernmentgovernmentons
On the basis of the analysis above, managers irrespective
of the ownership modality of their banks reported that
their conflict management skill was positively changed by
the management development practices. What so ever
improvements were reported, but these are not in the high
scales as desired. This study supports the propositions
forwarded by Rahim (2001) and Gasline et al. (2001).
This study has been concentrated only in banking sector,
therefore, it cannot be claimed to be generalized. The
responses were received from the managers working in
head / corporate offices of the concerned banks. Therefore,
we can not claim that the research represents the views
of managers working in the branches. The statistical tools
applied in the study are very simple.
The implications and suggestions for future research
The current research is valuable for the practicing managers,
those managing the conflict in organizations. It also holds
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References
Brown, D. L. (1983). Managing Conflict at Organizational Interfaces. Reading
MA: Additional-Wesley.
Hitt, M A., Black, S. J. and Porter, & L W. (2009). Management. India,
Pearson Education.
Hitt, M, A., Miller, C. C., & Colella, A. (2006). Organizational Behaviour: A
Strategic Approach, India, Wiley.
Ivancevich, J. M., Konopaske, R.,& Matteson, M. T. (2006). Organizational
Behaviour and Management, India, Tata McGraw-Hill Pubilshing Company
Limited.
Jehn, K. (1995). A Multi method examination of the benefits and determinants
of intra group conflict. .Administrative Science Quarterly, 40:256-282
Jehn, K. A. (1997). A qualitative analysis of conflict types and dimensions in
organizational group. Administrative Science Quaterly, 42:530-557
Jehn, K. A., and Manix, E. A. (2000). The dynamic nature of conflict: A
longitudinal study of Intra group conflict and group performance. Academy of
Management Journal, 44:238-251.
Kobanott, B. (1991). Equity, equality, power, and conflict. Academy of
Management review. April: 416:441.
Lippit, G.L. (1982). Managing Conflict in today's Organizations. Training and
Development Journal, 36:66-74.
Nixon,R. D., Hitt, M. A., Lee, H. & Jeong, E. (2004). Market reaction to
announcements of corporate downsizing actions and implementation strategies.
Strategic Management journal, 25:1121-1129.
Rahim, M. A. (1986). Managing Conflict in Organizations. Newyork;Praeger.
Slocum, J. W. Jr. & Hellriegal D. (2007). Fundamentals of Organizational
Behaviour. Thompson, India.
Thomas, K. W. & Schimdt, W. H. (1976). A survey of managerial interest with
respect to conflict. Academy of Management Journal, 19:315-318.
Thompson, J. (1967). Organizations in Action. In John M. Ivancevich, Robert
Konopaske, and MIchael T. Matteson. Eds (2006). Organizational Behaviour,
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of Management, 21:515-558.
A Concept note ON
establishing an
autonomous
institution for
Hospitality studies
in nepal
Dr Chandra P Rijal, PhD in Educational Leadership
Specialist in Education and Management Sciences
Preamble
In the recent years there has emerged a new trend of development
and promotion of more applied higher education sectors almost in
every country thereby promoting education, research and
development, and institutional transformation through more
specialized and narrowly focused institutional systems promoted
as autonomous institutions having equivalent to university status.
Such specialized sector-wise areas of development in the national
context of Nepal may include i. tourism and hospitality
management, ii. snow and water resources management, iii.
agriculture and agricultural recreation management, iv. natural
resource management, v. public planning and governance, vi.
public health, medicine and healthcare management, vii.
management of information and technology, viii. polytechnic
studies, ix. rural development studies, and x. international
relations, justice and human rights promotion.
Greater emphasis is required on tourism, water and agriculture
these three sectors are the gift of nature and most of input
resources are either naturally gifted or can be developed with
less cost from the sustainability point of view. On the other hand,
such an institutional development would have depth impact for
multi-sectoral development since the establishment of one such
institution serves as a gateway for the establishment and
sustainable promotion of several other institutions that are
dependent on core or augmented products or services of these
sectors. In fact, tourism, hydropower production and agriculture
development would serve as the backbone of this country’s
economic transformation.
For this all what we require is a long-term shared vision, national
commitment, public-private collective efforts, and defined priority
of the country on its agenda of development. Best education,
leveraged transportation facilities and widened communication
system serve as the key infrastructure required for the overall
development of any place or a country. In fact, very fast
development of China, South Korea, Singapore and HongKong
are the best examples of such transformation in Asia by promoting
these three drivers of socio-economic development. Among these
three requisites too, development of education should be regarded
as the primary driver as it leverages wisdom, liberation,
envisioning, empowerment, commitment, conceptual and technical
competence and leadership strength required for ideation, planning,
development and promotion of rest of sectors.
For example, establishment of Kathmandu University as a new
model in Nepalese higher education did not only brought forth a
new era in Nepalese higher education, but also contributed
significantly in transforming the socio-economic status of the
localities nearby its main location in Dhulikhel and across the
country. Hundreds of foreign students have been obtaining their
technical higher education every year from Kathmandu University.
In this respect, Nepal has become a source country for delivering
higher education, especially in the area of general medicine and
surgery, biotechnology and water management. Promotion of
Dhulikhel Hospital to such an extent would have been almost
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impossible in absence of its linkage with Kathmandu University.
We should be proud that not only thousands of Indian, but also
many Canadian, English and American graduates have already
obtained world class education from Kathmandu University.
Similarly, Nepal has a number of its nature gifted potentials and
opportunities yet to be cashed on in the international communities.
The Great Himalayas, rivers, lakes, forests, arts and crafts,
cultures, customs, traditions and many similar entities may be of
more interest for international community than what we have
materialized as of date so far. A system of promoting systematic
studies, research and more exploration would definitely serve
instrumental in materializing the value of these opportune areas,
mostly granted in the forms of socio, geo and demographic gifts.
So, What Needs be Done?
The first and foremost thing we need to act upon is to identify,
recognize and prioritize the available sustainable opportunities
that we can go on utilizing and cashing on for long run. Providing
a worldclass hospitality experience in the nature-gifted setting
could be a strategic proposition for hundreds of years down to
our future generations. For this, we need to standardize our
services both at institutional as well as service delivery level at
par with international practices and benchmarks. Sooner or later,
we need to pin-pointedly identify and address for such a proposition
on sectoral development. Policy deregulation, global
mainstreaming, positive reinforcement to the early actors, hands
on research and innovation support to the institutions specializing
in hospitality sector, and wider publicity of each initiative have
become the imperative tasks today.
How to Move Ahead Then?
Among many solutions available, the core strategy should be aimed
at establishing mega resources covering higher education,
transportation and communication systems with priorities for
guiding the rest of socio-economic transformation missions. Here,
I would like to stress on one dimension among these three, i.e.,
promoting the hospitality the first priority with the great Himalayan
touch. For this, we need to have an authenticated and universally
recognized institution to take all this ownership. The idea could be
establishing an autonomous institution to provide advocacy, system
standards, education, research, publication, training and rest of
developmental support so that Nepal could be promoted as a main
tourism destination for rest of the world communities.
Structural Mandate
Such an institution should be established and promoted with a
mandate equivalent to a university but should be restricted to be
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operating all services by its own without providing any affiliation
to avoid any unwanted and vested political influence, which has
already spread as an ugly disease today.
The structural headquarters should be located in Kathmandu and
operating units should be developed on needs and local capacity
basis in different places. For example, snow studies can be
promoted from Khumjung Valley, whereas the study about
Nepalese indigenous culture and customs may be better promoted
from Jumla. Agriculture, forestry and water-based recreational
studies may be promoted from Chitwan and Bardia. Similarly,
Karnali region may be targeted for education, research and
innovation related to water resources. Bhaktapur may provide
with natural setting for art and crafts studies whereas Pokhara
would serve as the best location for hotel management. Sauraha
may have tremendous potential in touristic events management
studies. These are only a few examples. Depth studies are
required to identify and determine such prospects.
The centers located in different places should be developed and
promoted as a public private partnership proposition under the
umbrella of National Institute of Hospitality Management (NIHM),
or something like this, by expanding the institutional system and
functional coverage of the present Nepal Academy of Tourism
and Hospitality Management (NATHM).
Functional Coverage
The core products on offer of such an institution should include
education, research, professional development, institutional
development and publications linked to hospitality. Areas linked
to hospitality need be revisited time again based on newer
developments in the sector. For this too, we need to conduct a
number of scientific inquiries.
Steps Next
It has become already late to take relevant action to promote this
very crucial sector of the country as one of the pillars for socioeconomic transformation leading the overall national development.
Moving ahead swiftly and sharply with more discussions, carrying
out many research initiatives, opening a number of dialogues with
relevant stakeholders, and wider publications would help make it
easier for realization of national policy makers in this respect.
Does the structural and functional mandate of the present NATHM
allow all these initiatives? This is the first and biggest question
facing the reform and promotion of NATHM as the ultimate institution
providing leadership for hospitality sector development in Nepal and
south Asian region, at large. But it is possible, quite possible, and also
quite important… for which we all need to step ahead, together with
commitment and Truthful Commitment for development.
Plausibility of
Sport Tourism in
Nepal
Dr. RAJIV DAHAL, PhD
Faculty- MHM/BHM/BTTM - NATHM
Introduction to Sport Tourism
Overview of Sport Tourism
It is common to find the use of term "Sports Tourism"
rather than "Sport Tourism" to understand the concept
of sport-related tourism. However, the appropriate use of
the term should be "Sport Tourism", thus has been used
in the paper. Before discussing what Sport Tourism is?
And what are the benefits? Let’s first discuss these two
words "Sport" and "Tourism" differently. Sport, an active
pastime; diversion, is an integral part of human life. Sport
activities are the process of common enterprise, through
which we learn different rules and self discipline. These
rules and regulations may be first-step on our social
adjustment. Sport helps in developing an individual not
only physically but also mentally, socially, emotionally
by means of physical activities. Whereas, tourism is the
activity of individuals travelling to and staying in places
outside their usual environment for not more than one
consecutive year or leisure (recreation, holiday, health,
study, religion and sport), business or any other purpose.
Tourism is one of Nepal`s major industries and our most
important service industry. It has been one of the fastest
growing segments of the Nepalese economy, and will
continue to be a key source of economic growth, jobs and
export earnings in the future.
"Sport Tourism" can broadly be defined to include any
tourism activity generated by involvement in sport.
Sporting events are now a recognized nice tourism market
with significant growth potential for both domestic and
inbound tourism. "Sport Tourism" flows from attendance
and participation at sporting events and training camps.
Spectators, media, officials, athletes and their support
teams all utilize the services used by tourists, i.e.
accommodation facilities, transport services, food and
beverage services, retail businesses and attraction.
The use of "Sport as a touristic endeavour" has been a
philosophical propulsion (impetus) and entrepreneurial
development of the eighties and nineties.
Why Sport Tourism?
The consciousness of health through physical activities
for all age-groups regardless of language, culture, morals,
beliefs or geographical locations stimulated in the
participation of physical activities. Simultaneously, with
due change in time was escalated with tourism
phenomenon and concept of "Sport Tourism" occurred.
The "Sport Tourism" phenomenon has been evidenced
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27
though worldwide popularity of sporting events such as
the Olympic Games, Football and Cricket World Cups and
professional "Super Championships". "Sport Tourism" –
result of an interaction between Sport and Tourism, leads
to the execution of development plans, role in promoting
domestic, national, international friendship and brotherhood
through understanding among people and communities. And
the cause for the mobility and stimulations towards sport
in this present context are the present day communication
networking in terms of roads, airways, waterways,
computerized scheduling, maintenance technology as well
as verbal, visual and printed communication worldwide. The
best medium today is the use of social media like, facebook,
twitter, and others.
"Sport Tourism" is big business and its potential is
enormous. In recent years, the continued growth of "Sport
Tourism" in the developed countries like the United States,
United Kingdom, Australia, Japan and other countries, the
tourpreneurs have increased the number of Sport Tourism,
thus fostering the development of sport specific resort
destination, initiation of sport theme parks, establishment
of specialized sport cruises, on the basis of sporting events
as a basis for tourism.
There has been growing interest among countries to
develop sport tourism. Ritchie and Adair (2004) states that
today sport and tourism are among the ‘developed’ world’s
most sought after leisure experiences. UNWTO (2011, cited
in Ritchie and Adair (2004) pointed that German tourists
accounted for 32,000,000 sport-oriented trips a year, or
55% of all outbound travel, while 52% (7,000,000) of all
trips made by Dutch tourists included a sport component.
Regarding the importance of Sport tourism, World Sport
Destination Expo’s findings shows that Sport tourism is
the sleeping giant of the global travel and tourism industry
worth an estimated $600 billion dollars-this is not a niche
market but rather a significant part of the global market"
(cited in Tourism Insider, 2011). According to the Mail
Online reporting about Sport Tourism on 22nd October 2012,
around 1.3 million tourists went to a live Sport event in
the UK in 2011, spending a total of £1.1 billion. However,
VisitBritain (cited in Mail Online, 2012) states Sport
Tourism is worth £2.3 billion to the British economy as
visitors who actually took part in Sport spent another
£1.2 billion on their hobby. The average £785 spend by a
traveller attending a football match is £200 more than the
£583 spent by the average overseas visitor who did not
end up on the terraces.
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Plausibility of Sport tourism in Nepal
Well, talking about plausibility of sport tourism in Nepal,
two types of "Sport Tourism" can be developed. Firstly,
the adventure based Sport Tourism (more of nature based)
and secondly, general Sport (other than adventure). If we
consider first one, we have ample of natural resources
where adventure sport such as white-water rafting, rockclimbing, ice-climbing, canyoning, skiing and snow-board
games can be staged. Whereas, in the later type. Sport
that are less risky and concentrated more on the urban
areas such as cricket, football, basket ball etc. can be
staged. In the past, Sport events such as Raid Gauloises
competition in 2000, Annapurna Mandala Trail, Everest
Marathon, Annual Elephant Polo competition, U-19 Cricket
tournaments, U-15 Football tournaments, AFC challenge
Cup, SAFF - Football Championships has been successfully
held in Nepal. These games were a boost for the tourism
industry, especially with the enormous surge in media
exposure, including the promotion of Nepal as a tourist
destination.
As per the moderate Climate, Nepal can be visited the
whole year-round. And with this most appropriate condition
of weather in the world in comparison to such a small
geographical region – climate ranges from tropical in the
lowlands to the arctic in the higher altitudes – various
Sport events can be staged throughout the year.
Considering accessibility, Nepal is well connected by air
to various SAARC region countries, Middle East and ASEAN
region countries, though greater efforts need to be
undertaken in operating direct flights from and to various
European and other developed nations. Along with this
the internal transportation system too needs grave
consideration.
There has been past deliberations on Sport Tourism in
Nepal. One such workshop on ‘Prospects of sport tourism’
had been organised by Trekking Agents Association of
Nepal (TAAN) on January 27, 2006. The attendees
emphasised that the government and private sector have
to work together to give a boost to the sports and tourism
sectors (TAAN, 2013). Well, we can see some effort from
the government after that as well. Government has
allocated Rs 300 million for the infrastructure development
for the 13th South Asian Games (SAG) which include
constructing international standard stadium, multipurpose
covered hall and Sports Academy. Also, the government
has also separately allocated Rs 210 million for continued
development of sports infrastructure. This budget states
the setting up High Altitude Sports Training Centres in Jiri
and Lukla (Cricknepal.com, 2014). However, not much has
been realised till date.
For the development of "Sport Tourism" in Nepal,
Government should plan, design, organize and introduce
programme to involve and promote community and the
tourism industry in the development of Sport as a viable
contributor to the economic well-being of local communities
and to national economy as a whole. One of the spin-offs
of staging sporting events is their potential to raise the
profile of the host city, town or region, mainly through
coverage of the event. The marketing of these events
presents many opportunities for promoting broader tourism
attraction and highlights. Opportunities to maximize the
benefits of sporting events including assessing the scope
of staging more and different types of events and spreading
the benefits of new and existing events to more regions.
Furthermore, the National Sport Tourism Strategy needs
to be developed in partnership with the tourism, sport and
recreation industries to provide a strategic focus for
realizing opportunities of this potential and lucrative
market. Moreover, the strategy should be looking at the
ways to identify how the Sport and Tourism industries
can work together toward the outcomes of mutualbenefits.
References
Cricknepal.com (2014). Cricket receives Rs 50m Budget in 2070/2071.
Accessed on 05 February 2014 from http://www.cricnepal.com/7696/cricketreceives-rs-50m-budget-in-20702071/
Mail Online (2012). Sport provides a boost for UK tourist industry as 900,000
football fans flock to Britain. Accessed on 05th February 2014 from http://
www.dailymail.co.uk/travel/article-2221300/Sport-provides-boost-UK-touristindustry-900-000-football-fans-flock-Britain.html
Ritchie, B. W. and Adair, D. (2004). Sport Tourism: an introduction and
overview. In: B. W. Ritchie and D. Adair (Eds.), Sport tourism interrelationships,
impacts and issues. Clevedon, England: Channel View Publications.
Tourism Insider (Online Magazine) (2011). Sport Tourism, a new spin on an old
theme. Accessed on 05 February 2014 from http://tourism-insider.com/en/
2011/05/english-sport-tourism-a-new-spin-on-an-old-theme/
Trekking Agents Association of Nepal (TAAN) (2013). Discussion on prospects
of sport tourism held. Accessed on 05 February 2014 from http://
www.taan.org.np/newsdetail/discussion-on-prospects-of-sports-tourism-held
My Nathm;
My College
Alina Khanal
BHM, 1ST Semester
My Nathm is in Ravibhawan
Where I can feel very comfortable
NATHM is its logo
where QWQS is used as its motto.
Here, teachers acts as the priest, other staffs as
guide
where knowledge is spread as ray of light.
This college has got excellence in every sector
which has attracted us as insects by nectar.
Not only education, sport has also got equal facility
Students are rewarded as per their skill and ability
The environment here is cheerful in any place
Certificate of it is accepted in any place.
To be Nathm and Nathmian I feel Proud
I will spend my 3 years of happiness, there's no
doubt
Wherever I go it will remain in my heart & head
Anyway My Nathm is great
Anyway my Nathm is great.
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29
The effect of brand
awareness and
perceived quality
in brand loyalty: a
case of fast food
restaurant in
Kathmandu
Bikash Shrestha,
Mphil- Management 2012(T U)
Abstract
The objective of the study is to validate a conceptual model to measure brand loyalty, as this is an important element
for gaining competitive advantage. The study primarily focuses on measuring brand loyalty using brand awareness and
perceived quality as independent variables across genders and geographic orientation of the customers. The study
reveals that brand awareness and perceived quality are positively related to brand loyalty. In other words, the higher the
brand awareness, the higher the brand loyalty. In addition, the study shows that brand awareness is positively and
significantly related to brand loyalty. The study further demonstrates that perceived quality is positively and significantly
related to brand loyalty. The study also suggests that fast food outlets should emphasize service and ambience quality.
Moreover, fast food outlets should be aware that consumers will evaluate perceived quality of a product and service
from their earlier dining experience. The results are same with the strata of gender and geographic orientation within
Kathmandu (KTM) and outside Kathmandu (OUT KTM)). The research is of value to fast-food owners, academia and
researchers.
Key words: Brand Awareness (BA), Perceived Quality (PQ), Brand Loyalty (BL), Fast food restaurant
Introduction
Fast food industry is a fast growing industry that is rapidly
changing customer eating habits. This rapid growth of
fast food witness the increase in income level of middle
class consumers in third world and developing countries,
changing eating needs of young and adults and the rising
and penetration of multi-national food chains in these
countries. Small business purchase should also have rich
involvement. Scarce resources that are available to firms’
cause greater business failure risk. In business sector,
relationship with customers and suppliers is becoming
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highly important as well as accountability and decision
making is becoming most crucial. Study of consumers’
attitude is important for the measurement of the impact
on the purchase behavior (Holbrook, 1999), (Keller, 1993).
Companies built the strong relation with customers through
different promotional appeals like Cash Discounts, Rebates,
and other benefits. These activities are helping the company
to enhance the loyalty of the brand. Through personal
selling companies promote the products and their service
and this efforts of the company increase the purchase
intension of the consumer and positive attitude towards
the product and as well as the image of the organization
(To and Leung, 2001) Recently, the rising of consumer
consciousness has made consumers choose to purchase
their familiar and favorable brand. Therefore, if businesses
want to defeat their competitors, they have to make
consumers love to buy their products and brands.
The remainder of the study is organized as follows. The
next section reviews existing literature and discusses the
motivation for the present study. Section II provides details
of the data and methodology utilized, and section III
examines the analysis and the regression results.
Conclusions are offered in the final section.
I. Review of Literature
"A brand is the total emotional experience a customer has
with your company and its product or service" (Hammond,
2008, p.14). He further describes the brand to be an
experience that is implanted in the mind of customers that
have experienced an interaction with a company or that
got in contact with the company’s staff, product or service.
Brand awareness means the ability of a consumer to
recognize and recall a brand in different situations (Aaker,
1996). Consumers’ purchase decision can be influenced if
a product has higher brand awareness (Dodds, Monroe,&
Grewal, 1991; Grewal, Monroe & Krishnan, 1998). This
explains why a product with higher brand awareness
willhave higher market share and better quality evaluation.
In addition, perceived quality is a relative concept which
possesses situational, comparative, and individual
attributes In sum totality, perceived quality is a consumers’
subjective judgment on product quality on the basis of
previous experiences and feelings. The added value of
perceived quality is believed to result in higher brand
loyalty, larger customer base and more efficient marketing
programs (Aaker, 1991; Tellis et.al., 2009). In addition,
while consumers select a product, they care about perceived
quality and brand awareness. Perceived quality can help
consumers to have a subjective judgment on overall product
quality that make a product hold a salient differentiation
and become a selective brand in consumers’ minds (Aaker,
1991). Product Quality covers the features, aroma,
aesthetics and characteristics of a product or service that
allows satisfying definite or inferred needs of customers.
According to Russel and Taylor (2006), product quality is
the fitness of use of the conformance to the requirement
of customers. In service industry context product quality
is considered as service quality that includes the approach
how that service provider for example the airline,
restaurants, banks and retail stores serve their customers,
how the product they offer satisfy customer needs as
physical quality of product and how such particular product
apparently communicate that brand image to build brand
loyalty and in result brand equity (Bitner 1992; Booms
and Bitner 1982; Tsaur, Chang, and Yen 2002).
Besides, businesses have to build up brand loyalty.
Customers' brand loyalty is the tendency or frequency of
purchasing same brand again and again. Only satisfied
customers become brand loyal. Brand loyalty is consumer
attitudes on a brand preference from previous use and
shopping experience of a product (Deighton, Henderson,
& Neslin, 1994; Aaker, 1991), and it can be measured
from repurchase rate on a same brand. A satisfied customer
base sends a message to others that the brand is accepted
and successful (Aaker, 1991). If the consumers instead
continue to purchase the brand though competitors have
superior prices, features, and convenience, then the brand
has high loyalty. Brand loyalty means brand preferences
that consumers will not consider other brands when they
buy a product (Baldinger & Rubinson, 1996; Cavero &
Cebollada, 1997). Brand loyalty represents a repurchase
commitment in the future purchase that promise consumers
will not change their brand loyalty in different situations
and still buy their favorable brands (Oliver, 1999). Brand
loyalty includes behavior factors and attitude factors.
Behavior loyalty represents repurchase behavior, and
loyalty attitude means psychological commitment to a
brand (Aaker, 1991; Assael, 1998; Oliver,1999; Prus &
Brandt, 1995; Farr & Hollis, 1997). Some studies suggest
that the cost to attract a new customer is more than five
times of maintaining a loyalty customer (Reichheld and
Sasser, 1990; Barsky, 1994). That is, the higher the brand
loyalty, the less cost businesses to pay.
When business develops a new products or a new market,
it should promote brand awareness in order to receive the
best result because brand awareness is positively related
to perceived quality (Aaker & Keller, 1990). Grewal,
Krishnan, Baker and Borin (1998) conclude that brand
awareness and perceived quality have a positive and
significant relationship in brand of bicycle. Many researches
also maintain that the higher the brand awareness is, the
higher perceived quality is (Monore, 1990; Dodds and
Grewal, 1991; Wall, Liefeld, & Heslop, 1991). Judith and
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31
and brand loyalty have a highly connection, they will
positively influence brand loyalty. Kan (2002) further
suggests that the higher the brand awareness is higher
the consumers’ quality evaluation. Besides, Aaker and Keller
(1990) mentioned that a brand with high awareness and
good image can promote brand loyalty to consumers, and
higher the brand awareness, higher the brand trust and
purchase intention. Peng (2006) indicates that brand
awareness has the greatest total effects on perceived
quality and then brand loyalty. Thus, perceived quality
and brand loyalty are positively correlated. Likewise, if a
product has higher brand awareness it will have a higher
market share and a better quality evaluation (Dodds, et
al., 1991; Grewal, et al., 1998). A well known brand will
have a higher brand loyalty than a less well known brand
(Hsu, 2000). Garretson and Clow (1999) suggest that
perceived quality will influence consumer brand loyalty,
and Monore (1990) indicates that perceived quality will
positively influence brand loyalty through perceived value.
Aaker (1991), Assael (1998), and Wang and Kan (2002)
also mention that consumers must have positive feelings
to a brand, and then they will produce brand loyalty.
include male and female and residents from within
Kathmandu valley and outside Kathmandu valley and the
respondents of various professions to reduce the bias. 540
questionnaires were delivered with the help of a team of
17 members in 10 different locations, popular as the
restaurant hub. The response from 450 was successfully
collected out of which 425 were valid respondents
(78.70%).
Therefore, the purposes of the study are to explore: (1)
the influences of brand awareness on brand loyalty, (2)
the effect of perceived quality on brand loyalty and (3)
the influence of brand awareness and perceived quality
on brand loyalty, as a whole, and among the strata of
gender and geographic orientation.
A. Cronbach’s Alpha
II. Methodology
A screening process was deemed necessary in conducting
the study. The screening was initially based on a
convenience selection of respondent i.e. convenient
sampling method is used to collect the information. As
the potential customers size is very large, response from
540 valid respondents are collected though the valid sample
size of respondent becomes 384 (Sample size =
=
= 384 at 95% confidence
level). For data collection purpose, questionnaire in 4 point
Likert scale were prepared measuring the brand awareness,
perceived quality and brand loyalty. In total 23 items
were designed but after the reliability test, only 18 items
were included for the study. For collecting the responses,
27 different locations were selected as the source of
getting information in Kathmandu valley. Respondents
The research participants were asked to respond to the
survey questions by using Four point Likert scale ranging
from 1 equals totally disagree, 2 equals disagree, 3 equals
agree and 4 equals totally agree. Gender was coded 1 for
male and 2 for female. Codes of Geographic orientation
were 1 for from within Kathmandu valley and 2 for from
outside Kathmandu Valley. The scales for three constructs
in the model were developed on the basis of previously
established studies. Descriptive and inferential statistics
(Cronbach’s Alpha and Multiple Regression Analysis) were
conducted with the help of SPSS version 18 software
package. The analysis process was carried out using the
following tools.
The multi-item scales developed above had to be evaluated
for their reliability and validity. Cronbach’s Alpha is the
most commonly used approach to test reliability of items
of questions used in questionnaire. Cronbach’s Alpha will
be high if the scale items are highly correlated. In the
current research, the main assessment method is simple
scale measurement for Cronbach’s Alpha and if the
Cronbach’s Alpha of each observation was above the
overall constructs then such observation were deleted.
However the study accepted the reliability of constructs
with Cronbach Alpha equal to 0.6.
B. Multiple Regressions
After completing the refinement, the multiple regressions
were implemented to identify quantitative relation of
antecedent factors and brand loyalty. In order to test the
model, this study adopts the quantitative approach in
which the data were collected by means of a questionnaire
survey. The following regression equation was regressed
to find out the percentage contribution of various factors
in brand loyalty for the whole sample, among the strata
of genders and geographic orientation of the customers.
Y=
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Where, Y= Brand Loyalty, á = Constant, X1 = Brand Awareness,
= Perceived Quality and er = error terms.
III. Data Analysis
Table I
Summary Statistics of the respondents
Frequency
Gender
Geographic Orientation
Profession
Per cent
Male
282
66.4
Female
143
33.6
Total
425
100
KTM
250
58.8
41.2
Cumulative Per cent
66.4
100
58.8
OUT KTM
175
Total
425
100
Business
105
24.7
24.7
100
Service
175
41.2
65.9
Students
129
30.4
96.3
Others
16
3.7
100
Total
425
100
Table one reveals the total number of respondents are 425, among which 282 were male and 143 female, 250 from
within Kathmandu valley and 175 from outside Kathmandu valley and 105, 175, 129 and 16 from the professions of
business, service, students and others respectively.
Table II
Reliability Test
Variables
Measurement items
Retained items
Cronbach's Alpha
BA
9
7
0.667
PQ
6
4
0.597
BL
8
7
0.672
Following the procedures and criteria described in previous chapter, the process of refinement of measurement scales of
the constructs were carried out using SPSS Version 18. In this process, the items which did not meet evaluating criteria
were eliminated and reliability of scales was re-assessed by Cronbach’s Alpha. Criteria of refinement of items include:
Cronbach’s Alpha > 0.60. The table two reveals the reliability of all the antecedent factors and dependent variable are
above 0.6, which strongly supports the reliability about the questionnaires developed for the study.
NAT H M
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Table III
Estimated Relationship Between Brand Loyalty, Brand Awareness and Perceived Quality
Results are based on the regression model. The basic model is: Y =
Where, Y= Brand Loyalty, á = Constant, X1 = Brand Awareness, = Perceived Quality and er = error terms.
Model
BA
1
PQ
0.795
RSQUARE
F VALUE
0.641
753.795
P VALUE
0.001
0.563
103.788
0.001
0.679
445.306
0.001
(27.455)
2
0.723
(12.188)
3
0.716
0.674
(25.134)
(8.547)
Brand Awareness and Perceived quality both have a reliably positive influence on Brand loyalty. Model 1 attempts to
unravel the influence of brand awareness on brand loyalty with the beta coefficient of 0.795 and t-statistic suggests
that coefficient is estimated with a high degree of precision. The R Square value suggests that the explanatory power
of brand awareness on brand loyalty is 64.1 per cent. Adding the perceived quality as the next independent variable in
Model 3, the beta coefficients are found to be 0.716 and 0.674 with t-statistics of 25.234 and 8.547 respectively. The
R Square value suggests that the explanatory power using two independent variables increased to 67.9 per cent. The
brand awareness has the largest coefficient and the highest t-statistic in all the three models. The highly significant
value of F-test suggests the model is overall fit.
Table IV
among The Gender Strata
Gender
Beta
T
RSQUARE
F VALUE
Male
BA
0.822
21.685
0.627
470.234
Female
BA
0.754
17.578
0.687
308.987
0.001
Male
PQ
0.565
8.032
0.531
64.521
0.001
Female
PQ
0.579
6.267
0.556
39.27
0.001
Beta
T
RSQUARE
F VALUE
P VALUE
BA
0.737
19.92
0.665
276.431
0.001
PQ
0.767
7.311
BA
0.691
15.839
0.72
179.874
0.001
PQ
0.562
5.673
Gender
Male
Female
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P VALUE
0.001
Table four reveals that beta coefficient for male and female for brand awraeness and perceived quality are positive and
t statistics are also found to be highly significant on the brand loyalty. However, when both the independent variables
are introduced among the gender, the value of R Square was found to be higher in female(0.72) in comparision to 0.665
for male. This indicates brand awareness and perceived quality has more explanatory power for the female customers.
All the six models are overall fit with highly significant F value.
Table V
among The Geographic Orientation Strata
Location
Beta
T
KTM
BA
0.835
22.604
0.673
510.934
0.001
OUT KTM
BA
0.732
15.844
0.592
251.043
0.001
KTM
PQ
0.589
7.771
0.512
60.385
0.001
OUT KTM
RSQUARE
F VALUE
P VALUE
PQ
0.542
6.574
0.543
43.221
0.001
Beta
T
RSQUARE
F VALUE
P VALUE
KTM
BA
0.751
20.443
0.702
290.109
0.001
PQ
0.697
6.471
OUT KTM
BA
0.665
14.763
0.647
157.682
0.001
PQ
0.529
6.18
Location
Table 5 reveals the influence of brand awareness is positive
on brand loyalty for the respondents of within Kathmandu
and outside Kathmandu with the beta coefficients of 0.835
and 0.732 and t-statistics indicates the significance of
the independent variable. The same is the influence of
perceived quality on brand loyalty for the respondents on
the strata of geographic orientation. However, the influence
of brand awareness (0.835 and 0.732) is higher in
comparison to the perceived quality (0.589 and 0.542) in
model 1,2,3 and 4. The influence of brand awareness is
higher when both the variables brand awareness and
perceived quality are introduced in the model 5 and 6
(0.751 and 0.665) in comparison to (0.697 and 0.529). It
is also noticed that, brand awareness and perceived quality
better explains the brand loyalty for the customers from
within Kathmandu (0.702) in comparison to 0.647 for the
customers from outside Kathmandu. All the six models
are overall fit with highly significant F value.
IV. CONCLUSION AND SUGGESTION
The study reveals that brand awareness and perceived
quality are positively related to brand loyalty. It signifies
that consumers will buy a familiar and well known product
(Keller, 1993; Jacoby & Olson, 1997; Macdonald & Sharp,
2000). In other words, the higher the brand awareness,
the higher the brand loyalty. The results are the same as
the findings of Oliver (1999) that brand loyalty represents
a repurchase commitment in the future purchase which
consumers will not change their brand loyalty under
different situations and still buy their favorable brands.
In addition, the study shows that brand awareness is
positively and significantly related to brand loyalty. The
result is the same as findings of Aaker and Keller (1990).
The study further demonstrates that perceived quality is
positively and significantly related to brand loyalty. The
result is the same as the results of (Judith and Richard
2002). The study suggests that fast food restaurant
NAT H M
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35
owners should pay much attention to the influences of
brand awareness and perceived quality on brand loyalty.
The study found that if consumers can identify a brand
name when they want to visit the fast food outlets, it
means that the outlets hold higher brand awareness. When
a product has a well known brand name, it can win
consumers’ preferences. Thus, fast food outlets ought to
build a brand and promote its brand awareness through
sales promotion, advertising, and other marketing activities.
When brand awareness is high, its brand loyalty also
increases. The study also suggests that fast food outlets
should emphasize service and ambience quality. Moreover,
fast food outlets should be aware that consumers will
evaluate perceived quality of a product and service from
their earlier dining experience. A high evaluation indicates
that consumers are satisfied as a result, their brand loyalty
increase. The result was similar with the strata of gender
and geographic orientation.
Keller, K.L. (1998). Strategic Brand Management: Building, Measuring, and
Managing Brand Equity. Prentice-Hall, Upper Saddle River, NJ.
Keller, K.L. and Aaker, D.A. (1992). The effects of sequential introduction of
brand Extensions. Journal of Marketing Research. Vol. 29: 35-50.
Keller, K.L. and Aaker, D.A. (1997). Managing the Corporate Brand: The
Effects of Corporate Marketing Activity on Consumer Evaluations of Brand
Extensions. Marketing Science Institute. Report No. 97-106, Cambridge, MA.
Keller, K. L. (1993). Conceptualizing, measuring, and managing customerbased brand equity. Journal of Marketing, 57(1), 1-22.
Keller, K.L., Heckler, S.E. and Houston, M.J.(1998). The effects of brand name
suggestiveness on advertising recall. Journal of Marketing. Vol. 62: 48-57.
Kotler, P. & Armstrong, G. (2004). Principles of Marketing. Prentice Hall, New
Jersey.
Macdonald, E. and Sharp, B. (1996). Management Perceptions of the Importance
of Brand Awareness as an Indication of Advertising Effectiveness. Marketing
Research. On-Line 1–15.
Macdonald, E. K., ÿ Sharp, B. M. (2000). Brand awareness effects on consumer
decision making for a common, repeat purchase product: A replication. Journal
of Business Research, 48, 5-15.
References
Mallik, S. (2009). Brand Management. Book Enclave, Jaipur.
Aaker, D.A. (1991). Managing Brand Equity: Capitalizing on the Value of a
Brand Name. The Press, New York.
Parasuraman, A., & Grewal, D. (2000). The impact of technology on the
quality-value-loyalty chain: A research agenda. Journal of the Academy of
Marketing Science, 28(1), 168-174.
Aaker, D.A. (1996). Building Strong Brands. The Free Press, New York.
Aaker, J.L. (1997). Dimensions of brand personality. Journal of Marketing
Research. Vol. 34: -356.
Alba, J.W. and Hutchinson, J.W. (1987). Dimensions of consumer expertise.
Journal of Consumer . Vol. 13: 411-454.
Bruner, G.C. and Hensel, P.J. (1996). Marketing Scales Handbook. American
Marketing Association, Chicago, IL.
Chang, T. Z., & Wildt, A. R. (1994). Price, product information, and purchase
intention: an empirical study. Journal of the Academy of Marketing Science,
22(1), 16-27.
Grewal, D., Krishnan, R., Baker, J., & Borin, N. (1998). The effect of store
name, brand name, and price discounts on consumer’s evaluations and purchase
intentions. Journal of Retailing, 74(3), 331-352.
Grewal, D., Monroe, K. B., & Krishnan, R. (1998). The effects of pricecomparison advertising on buyers’ perceptions of acquisition value, transaction
value and behavioral intentions. Journal of Marketing, 62(2), 46-59.
Fisher, C. (2007). Researching and Writing a dissertation: A guild Book For
Business Student. Prentice Hall, New Delhi.
Hoyer, W. D. and Brown, S. P. (1990). Effects of Brand Awareness on Choice
for a Common, Repeat Purchase Product. Journal of Consumer Research.
Vol.17: 141–148.
Hoeffler, S., & Keller, K. L. (2002). Building brand equity through corporate
societal marketing. Journal of Public Policy & Marketing, 21(1), 78-89.
Keller, K.L. (1993). Conceptualizing, measuring, and managing customer-based
brand Equity. Journal of Marketing. Vol. 57:1-22.
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Park, C.W., Milberg, S. and Lawson, R. (1991). Evaluation of brand extensions:
the role of product feature similarity and brand concept consistency. Journal
of Consumer Research. Vol. 18: 185-93.
Sethuraman, R. and Cole, C. (1997). Why Do Consumers Pay More for National
Brands Than for Store Brands?. Marketing Science Institute. Report No. 979126, Cambridge, MA.
Simonin, B.L. and Ruth, J.A. (1998). Is a company known by the company it
keeps? Assessing the spillover effects of brand alliances on consumer brand
attitudes. Journal of Marketing Research. Vol. 35: 30-42.
Srivastava, R.K., and Shocker, A.D. (1991). Brand Equity: A Perspective on
Its Meaning and Measurement. Marketing Science Institute, Cambridge, MA.
Report Number 91-124.
Wikipedia, (2013, 04 25). Retrieved 04 25, 2013, from en.wikipedia.org:
http://en.wikipedia.org/wiki/fastfood.
Tourism
Management in
Post-Conflict Era
in Nepal
SANDEEP BASNYAT
Post Conflict Tourism in Nepal
The term ‘post-conflict situation’ or ‘post-conflict’ is usually
used when a war or violent conflict has ended – be that in
the form of an armistice, a peace treaty, military victory,
a negotiated settlement or an external intervention. But
even in these contexts, violence and insecurity may be as
endemic as in contexts of open armed conflict and more
generally in fragile situations (Leonhard & Wulf, 2010).
However, there is no accepted definition of what constitutes
a situation, country or society of ‘post-conflict’.
Practitioners in post conflict areas face specific challenges
of working in countries where a war or armed conflict
ended, most of them emphasize the difficulties in
differentiating between these countries and those in
conflict (Leonhard & Wulf, 2010).
Among other challenges in these contexts, such as
conflicting priorities or a lack of integrated approaches
(Kurtenbach, 2009), development cooperation have
expressed the concerned that they faces the problem of
how to cope with dynamic and high levels of insecurity
that cannot be reduced to the problem of backslide into
war or armed conflict. Hence, the widespread term of ‘postwar’ or ‘post-conflict’ contexts used currently in academic
and policy debates is a misnomer since violent conflict
continues to play an important role even after conflict
settlements have occurred (Kurtenbach, 2009).
In November 2006, after considerable death and
destruction and several failed attempts at ceasefire and
negotiation, the Government and the Maoists signed the
Comprehensive Peace Agreement (CPA) which formally
ended a decade long conflict led by Maoists. Since then,
technically, Nepal entered into a post-conflict situation.
The following table shows the tourist arrivals in Nepal
from 1996 to 2012. As seen from the table, the tourist
arrivals in Nepal has started to slow down from 1996 up
until 1998 and from 1999 there have been significant drop
in the arrivals data until 2002. It was only after from
2003, the slow pace of tourism arrivals has taken. From
2006, it is clearly seen that tourist arrivals has significantly
increased after the ceasefire agreement between Maoists
and the Government of Nepal (MoCTCA, 2013). As seen
from the following figure, there is a slowly increasing trend
of tourist arrivals in Nepal from 1996 to 1998 and from
1999 to 2002, there has been a dramatic decrease in the
trend. The trend has taken momentum from 2002 and
from 2006 it significantly increased up until now. The
overall trend in tourist arrivals has been found increasing
despite Nepal passing through post conflict situation where
the fighting between the Maoists and the government
security forces were taking tolls in lives of hundreds of
civilians all across the country.
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37
Tourist Arrivals trend in Nepal from 1996 to 2012
Source: Nepal Tourism Statistics, 2012
Ministry of Culture, Tourism and Civil Aviation, Government of Nepal
Post Conflict Tourism Management Strategies
Management of tourism activities had been a tremendous
task for the government of Nepal amidst the ongoing
conflict due to Maoists insurgency. However, with the
cooperation and assistance of the local people, civil society,
private sector tourism entrepreneurs and other
stakeholders, government of Nepal was not only successful
in maintaining a steady flow of tourists, but also organize
nationwide campaigns such Nepal Tourism Year 2011.
The concept of tourism management in Nepal has emerged
to manage and develop the tourism industry of Nepal by
cashing the expertise view, experiences and commitment of
government with public private venture. For that Nepal
tourism board continued the promotional activity with public
private venture internally and externally. Campaigns such
as Visit Nepal Year 1998, Destination Nepal Campaign 2001
and Nepal Tourism Year 2011 have continued to promote
Nepal in international arena through its line agencies such
as Nepalese diplomatic missions abroad, I/NGOs, airline, and
national and international media, NRN community and
Nepal’s friends and well-wishers (NTB, 2066-67).
To primarily focus on the tourism sector and to promote
Nepal internationally, government of Nepal's prime objective
of had been substantial growth of the tourism industry
attracting more than a million tourists. It had become
obligatory to revive Nepal’s image as the prime tourist
destination since peace & stability had been re-stored in
the country. Thus, to further address this issue also, the
ambitious campaign of ‘NTY 2011’ was announced in the
wake of historical transformation. The national campaign
of ‘Nepal Tourism Year – 2011’ aimed to once again
rejuvenate the Nepalese tourism industry and establish it
as the country’s economic backbone (NTB, 2066-67).
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Similarly, to allure and draw the highest possible amount
of tourists, the Tourism Ministry waived the visa fee in
2011 for those tourists who visit Nepal more than once
during the year 2011. To encourage more visitors to Nepal,
the national flag carrier (Nepal Airlines) extended its airservice from Riyadh, Lhasa, Gwanjhau, Frankfurt and
London into Nepal by the end of 2011. From March 2011,
flights to and from Mumbai, Shanghai and Tokyo started.
In addition, various infrastructure developments had been
planned to uplift the Tribhuvan International Airport (TIA).
These include; Discounts granted for landing and parking
except during the peak hours, construct a Ground Support
Equipment Parking area Extension, implementation of
‘Common Users Terminal (CUTE)’ etc.
Since mid August’2008, Mountaineering expeditions had
been receiving a discount on the mountaineering royalties,
this policy will continue for another 5 years. To develop
tourism in Terai, a plan to promote Terai region was also
underway. The government launched special promotional
packages in the USA, Europe, Japan, Australia, SouthEast Asia, Middle-East Asia and neighboring China & India
through high level Nepalese delegation teams. For the
further promotion of ‘NTY-2011’ various international
promotional activities were carried out by the Nepal
Tourism Board that includes ‘sales missions’ and ‘road
shows’ in the countries where the possibilities of tourism
is high. Likewise FAM tour of international journalists to
Nepal, high level delegation to different countries to interact
with the travel trade and media there. Further tourists
facilities were added with improved capacity of hotels and
other required services for tourists as well as creating
community capacity to meet the needs of tourist and
promoting domestic tourism also. Similarly, the Nepal
Tourism Year 2011, Marketing Action Plan (MAP)
incorporated the policy guidelines of NTB to develop
"Quality Destination" brand with the quality factors of
simple, convenient, safe, and unique.
Conclusion
The post-conflict peace process of Nepal is passing through
a fragile transition phase which has imposed a number of
new structural challenges to the tourism sector to grow
and sustain smoothly (Sharma & Upadhayaya, 2008). A
Post Editorial (2008) covering a report issued by UN World
Food Programme (WFP) states that there were a total of
755 banda (closures) and strikes in the year 2008 in Nepal.
Nepal saw 125 days of banda (closures) in various parts of
the country called by various political and non-political groups
in 2010 (Adhikary, 2010). Because of the uninterrupted state
of these internal conflict-related challenges too, the rate of
growth in annual tourist arrivals, their average length of
stay and the revenue earned from tourism in the post-conflict
years, especially from 1999 to 2002 has been affected. In
absolute number, the tourists arrival in Nepal in 2002 was
merely 275,468 (MoCTCA, 2013).
However, the scenario has started changing since 2006.
In 2011, Nepal received 735,965 tourists, and the number
increased to more than 800,000 in 2012 (MoCTCA, 2013).
According to the WTTC, Nepal is expected to attract
approximately 1 million international tourists in 2013
(UNWTO, 2013). In this context, this paper aims to
investigate how post conflict violence has affected tourism
industry in Nepal and what are the strategies that Nepal
has implemented to counter such challenges to develop
the tourism industry.
References
Adhikari, A. (2010, December 31). 2010 turns into ‘The Year of Banda’. The
KathmanduPost, p. 04
Ale, M. (2009). Tourism for Peace – 2010 Reviving Shangri-La. A concept
paper submitted to Ministry of Culture, Tourism and Civil Aviation, Nepal
Tourism Board, the Netherlands Development Organisation, and United Nations
Development Programme. Kathmandu: Megh Ale.
Beirman, D. (2003). Restoring Tourism Destination in Crisis. Wallingford, Oxon:
United Kingdom.
Bhandari, K. (2004). Nepalese tourism: Crisis and beyond Nepal s endeavor for
tourism recovery. Tourism. An international interdisciplinary journal, 52(4),
375-383.
Edumnds, L.O. (2011). The Development of Tourism in Post Conflict
Destinations: An Academic Literature Review. Adlib consulting.
Fisher et. al.,(2005). Working with Conflict: Skills & Strategies for action.
United Kingdom: Zed Books.
Ministry of Culture, Tourism and Civil Aviation (MoCTCA) (2013). Nepal Tourism
Statistics 2012. Kathmandu: Ministry of Culture, Tourism and Civil Aviation.
Nepal Tourism Board (NTB). (2066-67). Annual Report. Kathmandu: NTB,
Sharma, S., & Upadhayaya, P.K. (Eds.). (2008). Report on the proceedings of
National Workshop on Post-Conflict Tourism in Nepal: Opportunities and
Challenges. Kathmandu: Human and Natural Resources Studies Centre,
KathmanduUniversity and Swiss National Centre of Competence in Research
(NCCR) North-South.
Upadhayaya, P.K. (2008a). Role of Tourism in Conflict Mitigation and Peace
Building: A Case study of Nepal. Unpublished PhD research proposal. Kathmandu
University. Nepal.
Upadhayaya, P.K. (2009). Post Conflict Tourism in Nepal: Challenges and
Opportunities for Preventing Latent Conflict. The Gaze Journal of Tourism and
Hospitality, 1(1), 28-42.
"Leadership
Is About
Emotion"
-Jagdeep Singh Dhillon
BHM, 3rd Semester
Make a list of the 5 leaders you most admire. They can be
from business, social media, politics, technology, the
sciences, any field. Now ask yourself why you admire
them. The chances are high that your admiration is based
on more than their accomplishments, impressive as those
may be. I’ll bet that everyone on your list reaches you on
an emotional level.
This ability to reach people in a way that transcends the
intellectual and rational is the mark of a great leader. They
all have it. They inspire us. It’s a simple as that. And when
we’re inspired we tap into our best selves and deliver
amazing work.
So, can this ability to touch and inspire people be learned?
No and yes. The truth is that not everyone can lead, and
there is no substitute for natural talent. Honestly, I’m more
convinced of this now – I’m in reality about the world of
work and employee engagement. But for those who fall
somewhat short of being a natural born star which is
pretty much MANY of us, leadership skills can be acquired,
honored and perfected.
We hide emotions in an attempt to stay in control, look
strong, and keep things at arm’s length. But in reality,
doing so diminishes our control and weakens our capacity
to lead because it hamstrings us. We end up not saying
what we mean or meaning what we say. We beat around
the bush. And that never connects, compels, or
communicates powerfully.
Emotions are critical to everything a leader must do: build
trust, strengthen relationships, set a vision, focus energy,
get people moving, make tradeoffs, make tough decisions,
and learn from failure. Without genuine emotion these
things always fall flat and stall. You need emotion on the
front end to inform prioritization. You need it on the back
end to motivate and inspire.
UNWTO (2013). Tourism Highlights – 2013 Edition. Madrid: UNWTO
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39
China and India
Movers and
Shakers in
Outbound
Tourism
SUNIL SHARMA
Manager - NTB
The burgeoning economy in Asia has unleashed forces that
have triggered economic growth that stimulated other
sectors of the national economy, tourism in particular.
Developing nations are propelling global boom in travel,
China and India in particular. Both China and India have
emerged as the world's fastest growing outbound market
and in absolute numbers India is second only to china.
According to United Nations World Tourism Organisation
(UNWTO), the Chinese made 83 million outbound trips in
2012, up 18% over 2011. The number of Indians overseas
is set to rise from around 15 million in 2013 to 50 million
by 2020 according to tourism Australia. In other words,
world tourism will be spurred by both China and India.
The UNWTO predicts that India will account for 50 million
outbound tourists by 2020.
The Chinese began to travel in large numbers in the late
1970s after the launch of China’s economic reforms and
opening to the world. From the 1980s, barriers to Chinese
travelling to Hong Kong, Macao and Thailand for the
purpose of visiting relatives were lifted. In 1997, The
Chinese government signed its first bilateral agreements
with Australia and New Zealand, providing an opportunity
for Chinese residents to experience Western culture firsthand. Then, from the 1990s, the Philippines, South Korea,
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Australia, New Zealand and the countries in the Asia
Paciûc regions became popular destinations for Chinese
outbound tourists. Moreover, since 2002, many more
countries, especially in Europe, Asia (including Nepal) as
well as in Central and South America and Africa, have
been approved as tourist destinations in China. The US
granted Approved Destination Status (ADS) in 2008. Over
the last 14 years, Chinese outbound tourism has steadily
grown.
Tourism destinations across the world have well
understood importance of outbound tourism market of
China and India. It is important to keep in mind that
these two Asian giants now form the bigger chunk of
outbound market. Gone are the days when international
footfalls, Europe and America in particular, contributed a
lion share to international tourist arrivals. Undoubtedly,
the biggest chunk of outbound tourism growth will come
from China and India and are fast expanding outbound
tourism market.
Over the past six decades, tourism has become one of the
largest and fastest-growing economic sectors in the world.
China’s booming tourism market has propelled the growth
in travel and tourism sector. International tourism in AsiaPacific has been booming, and China is now one of the
most popular destinations in the world. Since 1990, tourist
arrivals in China have increased by a factor of five and
more. Boosted by robust currency, rising disposable incomes
and relaxation of restrictions on foreign travel, the volume
of outbound trips by Chinese travellers has grown from
10 million in 2000 to 83 million in 2012, equivalent to an
average growth of 19% a year in that period. As early as
2002, China overtook Japan as Asia’s leading source
market in volume of trips abroad. Historically, the annual
growth of China’s outbound trips has been staggering,
averaging 19% between 2000 and 2012. China is Asia’s
leading source market in trip volume since 2002.
The continual increase of visitors from both China and
India can be attributable both to the increasing propensity
for people from these countries to travel overseas, economic
prosperity, higher disposable income among higher and
middle-class sections have given way to larger options for
holidays besides visiting friends and relatives (VFR). It is a
trend that is playing out well among globetrotting Indians.
According to Amadeus-Frost & Sullivan report, a high 43%
of leisure travelers from India VFR was their main reason
behind their overseas travel. For Chinese, sightseeing and
shopping are main motivators to take a trip abroad. Cruise
ship has been of major interest among high-end tourists.
Cruising is emerging as a popular holiday option among
Chinese and Indian. Both these two countries are technical
savvy. India has world’s 3rd largest facebook community.
Indians spend more time on social media than they do
checking personal email. There has been sharp rise in online
booking made by Chinese. Social media has been
instrumental in influencing and shaping decision making
for travelling both in India and China.
Furthermore, rise of middle-class and correspond increase
in income among Chinese and Indians has also propelled
outbound growth. China’s burgeoning middle-class is
propelling growth of tourism across the globe. Travelling
has become new cultural in China and has become integral
to Chinese lifestyle. The Chinese travel and tourism market
is one of the fastest-growing markets in the world. This is
especially true of the domestic market within China, a
country of over one billion people, which has a growing
middle class with a sizeable disposable income and huge
captive market for travelling overseas. From around 700
million people in the middle class in 2011 in India, the
number is set to touch 2.1 billion by 2030, signalling the
rise of what is called the consuming class (annual house-
hold income of $5,000 plus). India's middle class, is
estimated to grow from the present 5% to 50% by 2030.
Equally both Chinese and Indians are biggest spenders in
outbound tourism market. According to UNWTO, in 2012,
China became the number one source market in the world
where Chinese travellers spent a record US$ 102 billion on
outbound tourism in 2012, a nearly five-fold increase from
US$ 22 billion in 2005 and a 40% jump from 2011 when it
amounted to US$ 73 billion. With these figures, China
became the largest spender in international tourism globally
in 2012 (Figure 2 shows outbound travel from China and
the rapid growth in tourism spending by China between
1995 and 2012). Statistics from the UNWTO show the
number of Chinese residents traveling overseas will be more
than 100 million by 2020. The increasing number of Chinese
travelers and their spending power is encouraging foreign
tourism authorities and businesses to treat them seriously.
By region, Asia and the Pacific accounted for 91% of trips
(64 million), of which 23% (16 million) to destinations other
than Hong Kong (China) and Macao (China) with the
Republic of Korea, Taiwan (province of China), Malaysia,
Japan, Thailand, Vietnam and Singapore all receiving
between 2.4 million and over a million of Chinese departures.
It is estimated that Indian travelling to Asia-Pacific alone
spent $13.3 billion in 2011. This figure is set to zoom to
$91 bilion by 2030, making Indian the -biggest spender,
after China, in the world on overseas travel. The ‘Kuoni
Travel Report India 2007’ predicts that total outbound
spending will cross the US$ 28 billion mark in 2020.
International tourism expenditure by Indians has grown
from US$ 1.3 billion in 1997 to US$ 8.2 billion in 2007.
Undoubtedly, both China and India are significant
contributor in visitor arrivals and has proven to be a strong
and viable venture for tourism destinations.
For the luxury-seeker, travel agents are promoting yacht
excursions, limousine transfers and jet rides, high-end
hotels and exclusive dining, shopping and entertainment
experiences for high-end Indian tourists. Niches such as
rural tourism, voluntourism and golf tourism are picking
up from India. Culinary travel is seeing a large number of
takers even if only as a component of a larger itinerary.
Dubai aims to maintain double digit growth in 2014, and
welcome over one million tourists to Dubai in 2015. Indian
footfall to Spain has increased approximately 20 per cent
from the last year, although the growth was slower than
NAT H M
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41
the last few years. From January to October 2013, Indian
arrivals to New Zealand increased 2 per cent compared to
the same period in 2012. As of July 2013, 67,096 Indian
tourists visited South Africa between January to July 2013
which is an increase of 8.2 per cent vis-à-vis the same
period last year. Even Thailand, which has been embroiled
in a political turmoil of its own, welcomed 958,921 Indian
travellers, representing a 4.07 per cent increase over
2012. Arrivals from India, over the 10-year period (201112 to 2021-22) are expected to perform well in Australia,
with an average annual financial year growth rate of 7.2
per cent through to the financial year 2020-21. Tourism
Australia, in partnership with Bollywood, promotes
Australia as the perfect choice for romantic holidays.
Featuring in Bollywood movie is a great way of reaching
Hospitality
cell
Anies Acharya
(Beverspy)(3rd Semester)
"The literal meaning of Hospitality is looking after the guest with
providing special services and proper care of the guest."
But in reality it’s different. The definition according to my
perception is: "Hospitality is a told story with unknown theme."
Hospitality has become a strong script without an actual portray.
We are in quest of Hospitality in pages rather than in behavior.
What is Hospitality? I asked among my friends. One of them
replied," Hospitality is manner" where another friend said in jiffy,
"The word Hospitality is referred to Hospital."But is it not that
"Hospitality is about being reasonable in every relation between
the Guest and the Host?" She said "weird."
"Really weird."
Science defines cell as the building block of the living organism. It
is a micro-processor of life which is quite relevant to Hospitality
Management. Hospitality cell should also be the micro-processor
for all the personnel working in this Hospitality industry. They
should not be interested, they should be dedicated and they must
not be attracted rather they must be attached. Gratitude plays
the basic role to create a hospitable culture. Hospitality and
Gratitude is directly proportional to the law of attraction, the
more the Gratitude, the more you attract toward the law of
attraction that means the possession of Hospitality cell.
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out to a wide audience base, well-heeled Non-Resident
Indians in particular.
Over the last few years, there has been a substantial
increase in the number of Chinese and Indian outbound
traveler. This is due to concerted efforts made by tourism
destinations. Tourism destinations foresee a rise in the
demand for outbound tourism from these two countries.
Hence, tourism destinations have now simplified visa
procedures for Chinese and Indian tourists. There is cut
throat competition among tourism destinations grab a slice
of China and India’s thriving tourism industry. Tourism
destinations are making strategic plan, setting aside huge
budget for marketing, concentrating on theme based
promotional activities,
The line highlights that," Only focusing on the Hospitality
education to Hospitality personnel cannot change the mentality
of the whole society. The above line emphasized each and every
human element exists in this universe to follow the very basic but
major way of being Hospitable. Avoid workshop on the Hospitality;
let's begin now, it’s time to direct others, in the sense to release
Hospitality culture for the upcoming audience with Hospitality
equality.
Hospitality is not about being hospitable only; it is all about
making a habit of hospitable culture and doing it as our religion.
I would like to say, don’t confined Hospitality, develop it broad to
make as a cell because people are hospitable to be loved but one
should be hospitable because s/he loves.
We are so much familiar with the word LOVE. It may sound funny
but love is synonyms to Hospitality too. Love also needs special
treatment and proper care for each other. They must be able to
identify the various needs and be able to act as per their expectation,
if they are in real LOVE i.e.; (Lack of Vain and Ego).
Love = Unconditional = Hospitality
Hospitality exists and is inevitable in each step of life, if we can
transform our Hospitality to "Hospitality Cell" then obviously
we can renovate this world through our innovative generation.
Though being a part of Hospitality Industry, we should perform
as a whole. People are muffled with Hospitality not by their
ethics but by their compulsion to survive in this setup society i.e.
as per societal obligation. So, make yourself able to stand
desolately on the oasis of satisfaction where you freely can intake
a long breath of Hospitality.
We are in enthusiasm while on theory with ambitious vision
followed by artificial practices where Hospitality behavior is blur.
Passionate yourself, stimulate others and don’t be an output of
other’s approach. Hospitality should be in our CELL, not in a
SALE.
People Dine Out
and Food Tourism
SURYA KIRAN SHRESTHA
Chief Instructor - NATHM
Abstract
While tourists dine to satisfy some their hunger as necessity, others dine at a particular restaurant to experience as
pleasure the local food. The growth of eating out as a form of consumption and the market forces of globalization have
made the food products and cuisines from all over the world more accessible. From an economic point of view, nearly
cent percent of tourists spend money on food at their destination. Local foods that are unique to an area are one of the
distinctive resources that may be used as marketing tools to get more visitors. Nepal is a land of multi-culture and multi
ethnic group so you can find wide variety of Nepali food with different Nepali ethnic cuisine that link to the particular
ethnic group in there. So, we can promote Nepalese cuisine in global market as tourism product.
Background
People Dine out
With the advent of cyber space the world has never been
the same. People have crossed boundaries in the comforts
of their homes at the click of a button. This has made
them knowledgeable and adventurous. The moment of
people from one to other places for tourism activities, new
job opportunities, make people more accessible to cultures,
cuisines and customs. Technology has made travel and
the crossing the borders easy. While air travel is fast and
convenient, the web allows us to correspond with anyone
in the world instantly. The dining experience as a
consequence, has been presented with new challenges in
the midst of these changes. The new hospitality
professionals need to be aware and sensitive to the changes
in attitudes of the guests who come to dine.
According to Sudhir Andrews (2013) people eat out either
for tangle or intangible reasons. That may because of
hunger, convenience, social occasions or entertainment.
Consumption is an integral aspect of the tourist experience,
with the tourist consuming not only the sights and sounds,
but also the taste of a place. Nearly, all tourists eat and
dine out. Food is a significant means to penetrate into
another culture as "…it allows an individual to experience
the ‘Other’ on a sensory level, and not just an intellectual
one" (Long, 1998). Local food is a fundamental component
of a destination’s attributes, adding to the range of
attractions and the overall tourist experience (Symons,
1999). This makes food an essential constituent of tourism
production as well as consumption.
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Dining out is a growing form of leisure where meals are
consumed not out of necessity but for pleasure, and the
atmosphere and occasion are part of the leisure experience
as much as the food itself. A recent profile of the tourists
by the U.S. Department of Commerce, Office of Travel
and Tourism Industries (OTTI) shows that dining in
restaurants was ranked as the second most favorite
activity by the overseas visitors to the U.S. and the number
one favorite recreational/ leisure activity by U.S. travelers
visiting international destinations(Shenoy, 2005).
However, when it comes to tourists, dining out can both
be a necessity and a pleasure. While tourists dine to satisfy
some their hunger, others dine at a particular restaurant
to experience the local food and cuisine, because for the
latter these form an important component of their travel
itinerary. This makes the study of tourists’ food
consumption interesting as well as complex.
Food Tourism a Study
The growth of eating out as a form of consumption and
the market forces of globalization have made the food
products and cuisines from all over the world more
accessible. This has stimulated the emergence of food as
a theme in magazines, radio, and television shows
particularly cable television, with food shows focusing on
travel and travel shows on food. In fact, the popularity of
twenty-four hour television channels, such as the Food
Network devoted to food and the place that food comes
from, intertwines food with tourism so much that quite
often it is hard to determine whether one is watching a
food show or a travel show.
Such developments have spurred an interest in experiencing
the unique and indigenous food, food products and cuisines
of a destination, so much so that people are often traveling
to a destination specifically to experience the local cuisines
or to taste the dishes of its ‘celebrity chef. Traveling for
food has taken an entirely new meaning from what it
used to when voyages were undertaken for spice trade,
but voyagers still carried dried food, as the local cuisines
were looked upon with suspicion. The importance of local
cuisines to tourists today is demonstrated by the results
of a survey of visitors to Yucatan Peninsula where 46% of
the meals consumed by the tourists were local cuisines
(Shenoy, 2005).
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Sajna Shenoy (2005) has claimed in her study, from an
economic point of view, nearly cent percent of tourists
spend money on food at their destination. Data shows
that more than two-thirds of table-service restaurant
operators reported that tourists are important to their
business, with check sizes of US$25 or above coming from
tourists. In Jamaica, for example, the daily expenditure
on food by the tourist is five times greater than that of
the average Jamaican. Among all possible areas of
expenditures while traveling, tourists are least likely to
make cuts in their food budget. All these suggest that
tourists’ food consumption makes a substantial
contribution to the local restaurants, dining places, the
food industry, and thereby the destination’s economy.
In an increasingly competitive world of tourism marketing,
every region or destination is in a constant search for a
unique product to differentiate itself from other
destinations. Local food or cuisines that are unique to an
area are one of the distinctive resources that may be used
as marketing tools to get more visitors. This is particularly
evident from the studies on wine tourism, which have
demonstrated that tourists travel to destinations that have
established a reputation as a location to experience quality
local products.
Countries like Canada and Australia have already begun
to target the culinary tourism segment in their marketing
strategy promoting local cuisines to their tourists as a
main part of their tourism policy. The Canadian Tourism
Commission has identified culinary tourism as an important
component of the rapidly growing cultural tourism market.
So has the Tourism Council of Tasmania. The Council
adopted a strategy in 2002 to develop high quality wine
and food tourism experiences, events and activities, and a
multi-regional approach. This has resulted in longer stays
and increased visitor spending, resulting in benefits to the
local agriculture and the local economy (Tourism Council
of Tasmania, 2002).
Nepalese Ethnic Cuisine and Its Promotion
Nepal that lies between India and China, boasts of food
as diverse as the country itself. The Nepalese recipes are
easy to cook and are famous for their nutrition level and
tempting taste. Nepali food has authentic flavor, making
extensive use of spices and herbs such as ginger, garlic,
turmeric, coriander, pepper, cumin, chilies, coriander leaves,
onion, timur (szechuan pepper), mustard oil and ghee.
hunt rats in rice paddies and then roast them whole
on sticks.
In most parts of the country, especially rice-growing areas,
dal bhat (pulses and rice) and vegetables is the staple
food of the Nepalese people and is eaten twice a day as
the two main meals of the day. In non-rice-growing areas,
the rice is replaced with buckwheat, millet or corn grits.
Snacks such as chura (beaten rice), roti (flat bread), sel
roti (round bread) curried vegetables and meat especially
mutton, milked tea and yoghurt are consumed during the
day. (meat and vegetable stew) etc. are also "most taste"
food items for food lovers in Nepal. Momo (dumplings)
has become the snack of choice among all Nepalese. "Juju
dauh" (sweet Bhaktapurian Curd), Gundruk and Sinki
(fermented vegetables product), Sherpa tea and syakpa
are also equally popular in Nepalese society. Nepal is a
land of multi-culture and multi ethnic group so we can
find wide variety of Nepali food with different Nepali
ethnic cuisines that link to the particular ethnic group in
there. Some examples are as follow:
Increasing competition for land forces the Tharu away
from shifting cultivation toward sedentary agriculture, so
the national custom of eating rice with lentils gains
headway. Nevertheless the Tharu also have unique ways
of preparing these staples, such as rice and lentil dumplings
called bagiya or dhikri and immature rice is used to make
a kind of gruel maar.
Newari Food
Newari food is a most tasty food if you are in Nepal
especially in Kathmandu valley. The rich Newari culture of
the Kathmandu valley can be best experience with
"samyabaji" (includes; beaten rice, beans curry, buff and
chicken meat, fish, potato curry, garlic, ginger, egg,
soyabeans, and curd). Also, "choila", "kachila" "Wo" (also
known as "Bara") are very famous Newari foods which
are available in any street corner in Kathmandu valley.
Thakali Food
Thakali food is another best choice of Nepali food. "Thakali
Bhancha ghar" (Thakali food restaurant) originally comes
from western part of Nepal where you can enjoy "Dhido"
(Mush of barley or millet or maize flour), rice, dal, vegetable
curry, local chicken or mutton curry and "Achar" (Pickles
of tomato or any preferred item with the flavor of timur).
Tharu Food
Conversion of forest and grassland to cropland and
prohibitions on hunting shifted the Tharu away from landbased hunting and gathering, toward greater utilization
of fish, prawns and snails from rivers and ponds. Tharu
also raise chickens and are reported to employ dogs to
Other Ethnic Food
Buffalo meat and pork are eaten by many ethnic groups.
More traditionally, Magars eat pork but not buffalo while
the superficially similar Gurung did the opposite. Further
east, Tamang, Rai and Limbu have unique ethnic foods
including Kinema (fermented soybeans), yangben (Reindeer
Moss), preparations of bamboo shoots, bread made from
millet or buckwheat, and traditional Limbu
drink tongba (millet beer).
Local Food Tourism and Word of Mouth
(WOM)
WOM is the most important way that producers meet
buyers and is also key to connecting buyers with producers.
WOM is also the most significant method of advertising
and promotion practiced by producers, and it is the main
way that tourists learn of local food tourism opportunities.
Nepal is rich in natural and cultural tourism products.
Natural products such as Himalayas, rivers, jungle safari
and wild life have been famous for international tourists.
In the same way we could have developed the cultural
products and sold, but till date not so much. Nepalese
ethnic foods are unique in their taste, flavor and also have
culture value. If we could develop the standard recipe and
prepare in hygienic way will gives positive impact on tourists
or we can slightly fusionized with other cuisines and
promote it.
Reference
Andrews, S (2013). Food and Beverage Service Manual, New Delhi. McGraw
Hill Education Private Limited
Shenoy, S. S (2005). Food Tourism and Culinary Tourist, a Ph. D thesis,
Presented to the Graduate School of Clemson University
Tasmania, T. C (2002). Tasmanian Wine and Food Tourism Strategy
en.wikipedia.org/wiki/Nepalese_cuisineý
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Need of Tourism
Development plan for
Rara National Park
Its Opportunities and
Threats
SHARAD REGMI
Senior Urban Planner and
Resource Person for NATHM
Background Information
(On the basis of field studies the text is prepared which is
supported by primary and secondary data and
information.)
Government of Nepal has increased it by 5% that totals
25% of its coverage land. It has been applied in Sagarmatha
National Park in the first phase with distinct demarcation
covering and increasing the existing buffer zone areas there.
However this application would be used in other preserving
areas on priority basis. In this context Rara National Park
is taken as a case study now.
Physical features
It lies in the remote north west of the country in Karnili
zone and Mid Western Development Region. Recognized
internationally as a wet land inside High Himal in Mugu
district some part of it however spreads even in Jumla.
Relief features
Nepal is situated in a unique geographical location with
big variation in its relief features. Endowed with rich natural
and cultural landscape it is a good place for its Eco and
Sustainable Tourism Destination. A total of 19 preserved
natural areas with the name of National Park, Wildlife
Reserve, Conservation area and Hunting Reserve exists in
the country occupying some 20% of the total land
accounting for 28586 square km out of 147181 square
km of the nation's total. Realizing the importance and
necessity of preserving and extending such lands the
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Rara National Park is the trekking destination in mountain
belt. The country's biggest lake Rara covers an area of
10.8 square kilometer with the maximum depth of 167
meters. It is located at 2990 meters above sea level.
However park elevation ranges from 2800 meters to 4048
meters above sea level. Proper Park has an area of 106
square km along with its buffer zone of 198 square km
making a total of 304 square km with the recognition of
smallest but attractive park of the nation. Hutu is the
park headquarters.
Flora and fauna
The dominating greenery is blue pine. However
rhododendron, junipers, oat etc. are found there associated
with red panda, musk deer, leopard etc. It is considered
as a paradise to watch migratory birds.
Drainage System
Mugu Karnali is the major river that drains out of the lake.
A total of 34 brooklets merge in it of which ten rivers have
perennial flow there.
Access
Difficult access to it is considered a reality by now. A
flight from Nepaljung or Kathmandu to Jumla or Kolti is
the best way of approaching here beyond which it takes
some 3 days trek to get to the destination. However flights
Opportunities
a. The park with lake will be one of the prime tourist
destinations for its mesmerizing natural beauty.
b. Recognized as a wet land it possesses both direct and
indirect role in maintaining productive ecosystem of
the existing natural assets. Also it highly signifies the
value in biology, economy and recreation keeping the
balance in its diversities.
c. In spite of its difficult and expensive excess the nation
has realized the need of developing Karnali sector as a
whole by providing first with physical infrastructure
and accordingly the programmes are set and priority
wise they are getting launched.
d. The culture of Karnali zone is considered highly unique
and that will help to support for the promotion of
tourism development there.
Threats
a) Remoteness and its limited access itself now is taken
into consideration as a major hurdle. Presently the
expenses are considered beyond affordability and
generally available flights are no more regular at all.
b) Existing trails are difficult and long as well that
generally discourage tourism activities.
c) Cattle grazing and rapid deforestation have directly
aggravated from soil creeping towards the lake and
its surface is rising due to deposition of sand, silt and
other materials. This has led to the expansion of the
lake's width with high chances of its burst if the
present situation maintains its continuity. However
the park office has started the scheme of planting
trees and its saplings in the erosion prone areas to
make it complete greenery.
d) Global warming which is an international threat to
environment is expected to have negative implication
for its necessary conservation.
Recommendations
from Nepalgunj –Talcha Airport are the closest distance
that can be covered on foot within 2 hours. As regard to
this access regular flights are almost non existence and
chartered services are highly expensive.
a) Rara Region should not be taken in isolation as a
tourist destination rather it should cover whole Karnali
Sector for its Tourism Physical Development by
providing them with basic infrastructures.
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b) Massive afforastation program should be introduced
and get them launched in phase wise basis.
c) Private entrepreneurs should be encouraged to support
the scheme by providing them the incentives and
guarantee for its sustainable development.
d) The people residing inside the buffer zone have to get
due responsibility and financial support by giving them
certain power to protect the area.
e) The law and order to keep the area preserved should
be strictly followed for which an Amendment with the
Privatization Policy to preserve park and wildlife
reserves. Nepal Trust for Nature Conservation seems
to be a potential organization for its management part.
f) Illegally clearing forests, poaching wild life and cattle
grazing should be strictly stopped.
g) The fast growing shrubs and creepers should be
transplanted on the rill erosion prone zone.
h) The government will have to take the overall
responsibility of monitoring the concerned
organizations to control poaching and illegal trade of
wild life parts.
Objectives and policy
The basic goal of Conservation Policy of Nepal Government
is to preserve and manage such natural resources in a
sustainable way with active participation of local people.
The conservation of such parks in general lies within the
framework of overall Environmental Management of
Government of Nepal. Accordingly it has been giving priority
to preserve such areas which will help in maintaining
ecological balance within which suitable tourism activities
can be promoted.
References
·
Nepal-Visit Nepal 98 A world of its own
·
Visit Nepal 98 the official travel manual of Visit Nepal 98
·
Destination Nepal travel manual-Nepal Tourism board 2003
Regional Development Plan 4th five year NPC 2068
·
·
Article on Rara The Himalaya Times Sunday August 4, 2013
·
Book on statistics 2011, CBS, NPC
·
Article from World Habitat Day 2012-Sharad Regmi
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I am
giving a
try
Rabina Maharjan
BTTM 1st semester. Section B
I want to write something. I want to try my hands
at writing articles that has some value. In short, I
dream of being a good writer, the things I have
written never gives me satisfaction. Being honest
there is a lot of things going inside my head that I
feel like jolting down. But pity on me, the swift ball
pen halts, matrix doesn’t write a word and so on.
No there is nothing wrong with the pen; I realized
that I don’t know what to write.
Honestly, I never had an experience of writing a
creative article. Back in school days, I was a shy
student who always stayed and the back seats,
never participating on contests like essay, elocution
contest. I feared that I might make a mess and
embarrassed myself. Lack of confidence always
hinted me. Even today, I can’t dare for initiatives.
When I think of it, I have grown fed up of this
hesitation that has been growing within me. One
who doesn’t hesitate becomes a fool for a while;
one who hesitate becomes a fool for a lifetime. The
world believes in those that are seen. Therefore, to
live and survive as the reality of world, I have decided
to step forward through this small step. Not like
many of us who thinks a lot and do very little but I
want to think like a man of action and act like a
man of thoughts. This writing is a way of expressing
myself and now I don’t want to care what people
may think or say .
Remittance in
Nepal: Quantity vs.
Quality
- Sudarshan Giri
Introduction
The primitive source of economy of most of the countries of
the World has been purely based in the agricultural outputs
such as ‘cash crops, livestock, food grains, oil seeds, natural
fiber and so on. However, the change components `such as –
technological advancement due to scientific innovation and
international trade among the nations influenced remarkably
over such primitive circumstances & primitive bases. As the
result, agricultural base of economy of most of the technically
advanced countries has been shifted into industrial & service
base. Now –a-days, due to rapid growth of industrialization,
global trade and increasing trend of inter-country/intercongenital tourism, the process of shifting of economic base
from agricultural base towards the base of industrial tourism,
the process of shifting of economic base from agricultural
base towards the base of industrial output & service
components. Since ‘change is the carrier as well as force that
creates base for development and innovation, technical
advancement forces and this had constantly influencing the
base of economy of the Nepalese society and economy. Such
changes, though acceleration of the same has been noticed
since last Two decades only. The scenario, as described has
constantly creating pressure towards shifting or agricultural
base of the economy towards other day by day. (http://
en.wikipedia.org/wiki/Remittance)
Remittance simply refers to the amount of money sent by
the foreign worker to their home country through different
means of money transfer. Nepal, due to numerous reasons
is not being able to provide the jobs inland to large number
of citizens. Both the educated and uneducated people have
gone to abroad in search of employment. This trend is
increasing day by day and remittance send by them are
also increasing.
History
The practice of transferring—or remitting— money by
foreign workers to their home countries has a long,
significant history and is not just a product of the modern
global economy. In the mid-19th century, migrant workers
from southern China began pouring out across Southeast
Asia to provide labor and know-how to colonial
developments of mines, plantations and construction.
Much of the growth of Southeast Asia has been traced to
these so-called "sojourners" who left impoverished
agricultural villages in Guangdong and Fujian provinces to
be wage earners, savers and remitters back to their home
villages. The ability to make these remittances allowed
the remit-tar’s families to buy land, educate their children
and improve their standard of living and that of their village.
(http://econ.worldbank.org)
As Nepal is a small, land locked and surrounded by China
& India –the giant economic power by their largest
geographical territories –in all aspects- technical &
economic development, population and geographical sizeChina & India, possibilities of industrial and inter-country
commodity trade ,as of now is not seen viable in large
scale. Moreover, one decade long insurgency, internal
conflict and infrastructures/base and as the result
remaining possibilities of industrial development of the
Nation has moved to downward trend.
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49
In the given scenario, the work force of the Country
started to flee away to other Asian, European & American
countries aiming for employment and seeking better
knowledge/education. Thus, foreign employment, in Nepal
has caught a speed and this attitude of general people
started to contribute country economy by remitting their
earning through formal & informal sources although,
remittance income has started to contribute to the
economy of the country few years back. Foreign
employment and remittance income has century long
history in Nepalese context. It is believed that foreign
employment, in Nepal was started in 1900 AD.( http://
en.wikipedia.org/wiki/Remittance)
percent. WB estimated the remittance inflow of developing
countries to grow by 6.3 percent and reach US$ 414 billion
in 2013. China and India received around one/third of the
remittance income of developing countries in 2012,
according to WB.
Remittance and Nepalese economy
Positive Impacts of Remittance inflows
i) As an upward forex earning sources.
Nepal Living Standard Survey III states that due to
remittance and migration driven economy, poverty of
Nepal reduced from 42% (1995-96) to 25.16%(2011). A
report by Dr Jagannath Adhikary and Dr Ganesh Gurung
states that if there was no remittance inflow in the country
then we wouldn’t have experienced the reduction of poverty
by 10.9% in 2006, instead it would drop by only 4.8%.
Such reduction in poverty has helped in diversification in
livelihoods, greater ownership and acquirement of assets
and capitals. From the macroeconomic point of view, the
remittance is the Major source of income for the 56%
household in the nation. Household income increased by
just 22.4% in1995-96 while remittance has caused 70%
increased during 2008. So, the household income’s
contribution in increased financial capital, education of
the children, social capital, and migration-specific
knowledge can’t be ignored. The retuned migrant were
found to have developed values like punctuality, workethics, gender sensitivity and productive capability.
Nepal received remittance worth Rs 434 billion in the last
fiscal year 2069/70, this figure was Rs 359.60 billion in
2068/69 and 253 billion in 2067/68 according to the Nepal
Rastra Bank (NRB) and economic survey. The volume of
foreign exchange earning are increasing day by day because
of increasing volume of foreign workers. These inflows
are helping to remove financial obligations both from micro
and macro perspective level.
ii) Remittance and GDP
GDP of any country is one of the indicators of the national
economy. Being an agricultural country ,agriculture
contributes the highest in the GDP of Nepal. In the context
of low contribution from industrial sector ,remittance has
played a vital role. Nepal is third among the countries
receiving the highest proportion of remittance in terms of
gross domestic product (GDP) with the country receiving
remittance worth 25 percent of GDP in 2012, according to
a report made public by the World Bank (WB). African
country Lesotho had also received remittance of 25 percent
of GDP in 2012. Nepal was fifth in the list in 2011. Nepal
received remittance worth 23.1 percent of GDP in the fiscal
year 2068/69 and 22.1 percent in 2069/70, according to
the economic survey. The country had received Rs 359.60
billion of remittance in 2068/69 when GDP was Rs 1.53
trillion while the figure was Rs 434.58 billion in 2069/70
when the estimated GDP was Rs 1.71 trillion. Tajikistan
topped the list in 2012 at 48 percent followed by Czech
Republic at 31 percent while Moldova is fourth at 24
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iii) Poverty Reduction
Remittance has emerged as one of the biggest factors in
poverty reduction. If the individuals that are currently
receiving remittance had the payments cut, their poverty
level would be at 35.3 percent, compared to 19.3 percent
currently, according to the Nepal Millennium Development
Goal Report (MDG) Report 2013.
iv) Revenues for Government and Private Sector
Today, remittance has become an important source of
revenue for government through tax and fees. These fees
include fees paid by manpower companies, passport fees,
value added tax and other non-tax revenues. Similarly,
remittance has become an important source of revenue
for private sector as well. Various recruitment agencies,
agents, medical institute, orientation institute, training
institute, advertisement, photograph shop, air-ticketing,
local transport, hotels, restaurants etc has been collecting
significant amount of revenue – Rs 107 million per day,
since the foreign labor migration has become a common
phenomenon.
v) Employment Opportunities
Through 26 commercial banks, 2 finance companies and
45 money transferring agencies which are endowed with
the responsibility of transferring foreign currency in the
domestic financial market, vacancies for different senior
and junior post are not a new phenomenon in different
media. Expansion of airlines network and training institutes
are increasing in proportion with increase labor migration.
It is roughly estimated that about 0.34 million jobs are
created all over the country by the phenomenon of labor
migration – Foreign employment, remittance and its
contribution to the economy of Nepal. These employment
opportunities are to be understood in term of hotel
accommodation, transport, recruitment agencies and
money transfer agencies etc.
Detrimental Consequences of Remittances inflows
i) As a consumption stimulant
'Dutch Disease'
Negative consequences arising from large increases
in a country's income. Dutch disease is primarily
associated with a natural resource discovery, but
it can result from any large increase in foreign
currency, including foreign direct investment, foreign
aid or a substantial increase in natural resource
prices.
The term "Dutch disease" originates from a crisis
in the Netherlands in the 1960s that resulted from
discoveries of vast natural gas deposits in the North
Sea. The newfound wealth caused the Dutch guilder
to rise, making exports of all non-oil products less
competitive on the world market.
In the 1970s, the same economic condition occurred
in Great Britain, when the price of oil quadrupled
and it became economically viable to drill for North
Sea Oil off the coast of Scotland. By the late 1970s,
Britain had become a net exporter of oil; it had
previously been a net importer. The pound soared
in value, but the country fell into recession when
British workers demanded higher wages and exports
became uncompetitive
The two most reported uses of remittances received are daily
consumption ( 79% ) and repayment of loans (7%). Other
uses are – to acquire household property and only a small
percentage of the remittances (2 percent) is used for capital
formation. To be noted, such high level of consumption is
met through imports causing sever trade deficit in the context
when the country has a very little domestic production. Trade
deficit as a percentage of GDP was 9.14 in 2000, which
increased to 14.9 in 2005, and 21.1 in 2009 (Panday &
Shrestha, 2011). Researchers anticipate that the situation
will worsen if current situation persist.
ii) Heavy dependency
Nepali youth groups are attracted to foreign employment
due to dearth of adequate employment opportunities in
the country. This trend is growing day by day. Based on
official and unofficial records , it is believed that more
than three million people have gone for foreign employment.
The contribution of remittance in reducing unemployment
situation enhancing Nepalese economy is good sign. But
this is not real solution for solving unemployment and
other economic problem. So remittance has been pushing
Nepalese communities towards the culture of dependency.
In fact there is a chances of turning out to be our economy
into Dutch Disease Economy .
iii) Brain drain.
In the last couple of years the number of Nepali students
studying abroad has increased rapidly. There is one
common saying in Nepalese society nowadays.Padhe
lekheka haru America Europe Australia, Napadheka
haru Saudi Quatar Malasiya.This is the real situation of
Nepal. In one hand we are losing brain power through
abroad study program and another side we are losing
muscle power in the name of foreign worker.
Nepal has been a patent of this disease since western
countries opened the job opportunities for eastern countries.
They get cheap and hardworking labor in this manner.
So, the brain drain or also called "The human capital flight"
Has become the most arising problem of our country Nepal.
There is a huge mass emigration of technically skilled people
from Nepal to other country. Unemployment, instability
of nation, corrupt political system is main reason for
migration of skilled workers of Nepal. In Nepal, graduates,
post graduates, experience and skilled professional are not
getting enough opportunities to development and high
standard family life; such professionals leave Nepal in
search of better future.
NAT H M
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51
Thus, brain drain is a great loss to Nepal. So government
and of this problem and immediate effective steps are
preliminary requirement in present context.
iv) Cultural deterioration and extra marital affair.
Nepalese culture of showing its respect to elders and loving
others is deteriorating day by day. Culture of individualism
is increasing and people are getting selfish. Nepal is losing
its identity of culture and religion. Children are getting
farther from their parents and not getting the proper
parental care and guidance when they are in need.
Due to separation from family for foreign employment,
cases of divorce and extra marital affair are in increasing
in Nepal. Pay-off amount for the settlement of these
drawbacks can be mountainous in comparison to
homecomings today.
Long term planning with the action plan that ensures
implementation is necessary for the sustainable
development of the country. All the stakeholders should
therefore aware of the issue in time and necessary steps
are to be carried out. This is to be done before next attack
of global economic crisis and before the country is
vulnerable condition socially and culturally.
References
1. http://visitskc.wordpress.com/2012/06/07/effect-of-remittance-in-theeconomy-of-nepal-shekhar-kc/
2. http://www.ekantipur.com/2013/10/06/business/remittance-keepingeconomy-afloat/379016.html
3. KATHMANDU, Oct 5, Karobar daily
4. http://www.imf.org/external/pubs/ft/bop/news/pdf/1205.pdf
5. http://econ.worldbank.org
6. Pangeni Dayaram & Bhandari Sunita ,Mirmire vol 318, Published by NRB
v) Low Saving rate and lack of interest in
entrepreneurship development
Nepalese people are using most of the remittances income
in daily consumption. In concurrent time , the contribution
of remittance seems so much significant but in the longrun ,when we will not able to create employment
opportunities for people as well as incoming remittances
will no flow as today ,it may severely hamper the GDP of
the country. Due to migration, Nepal has been losing scare
human capital-a critical factor for development. Nepal living
standard survey unveiled that only less than ten percent
remittance are being used in productive sector. It implies
that the heavy growth of remittance in recent years does
not support Nepal’s long-term growth.
7. www.wikipedia.org
Empty
thoughts
Anita Dangol
BTTM 1st semester, Section B
I’m not the kind of girl who tolerates shit,
Conclusion and Recommendations
Nor I can stand anyone’s bullshit.
Remittance is not always good for the development of the
country as negative consequences are to be faced by the
family and country. In the context when all the government,
private and public sector has acknowledged the contribution
of remittance in the economy, it is high time to mainstream
the foreign labor migration in government planning process.
By reducing the transaction cost associated with the
process, diversifying the destination countries and making
it a reliable and affordable medium of earning money,
government can address the problem appropriately. Also,
there has been massive leakage in actual remittance inflow
because most of the labor prefers to send their earning
through informal channels
I endure the things that give me pain,
52
NAT H M
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But sometimes it makes me go insane.
Somehow, I’ve got this far,
I’ve made some friends, they give me more power.
From the childhood, I’m not the same,
Life has taught me how to play the game.
I search for words that make this poem rhyme,
But my head is now empty, I think it’s not my time.
ko{6g gLlt
@)^% sf]
sfof{Gjog
cj:yfsf]
;dLIf
lg/fhg l3ld/]
zfvf clws[t – ;+:s[lt, ko{6g tyf gful/s p8\8og dGqfno
!= k[i7e"ld
@= ko{6gsf] jt{dfg l:ylt
g]kfn c;Lldt ko{6sLo ;+efjgfx? ePsf] b]z xf] . oxfFsf]
d"t,{ cd"t,{ k'/ftflTjs ;Dkbf, efiff, snf / ;+:s[ltnfO{
hu]gf{ ub}{ ljZjdf g]kfnL ;+:s[lt / ;Eotfsf] k|a4{g u/L
ko{6g If]qsf] ljsf; tyf ;f+:s[lts If]qsf] ;+/If0f / k|a4{g
ug{ ;lsg] k|z:t ;Defjgf Psflt/ /x]sf] 5 . o;}u/L
ko{6g pBf]usf] lj:tf/af6 /fi6«nfO{ ljb]zL d'bf| cfh{g,
/f]huf/L a[l4 / ;du| cfly{s ;d'Gglt xfl;n ug{ ;d]t
dxTjk"0f{ 6]jf k'Ug ;Sb5 . o;nfO{ dWogh/ ub]{ ko{6gnfO{
b]zsf] cfly{s ljsf; gLltsf] pRr k|fyldstfdf /fvL o;sf]
ljsf;sf nflu ;Dj4 ;a} dGqfno / lgsfosf
sfo{qmdx?nfO{ ko{6g k|a4{gd'vL agfpg ko{6g gLlt, @)%@
nfO{ kl/dfh{g u/L ko{6g gLlt, @)^% NofOPsf] xf] .
g]kfn e|d0fdf cfPsf ko{6sx¿sf] ;+Vof, ltgsf] j[l4b/
tyf a;fO{ cjlwsf] ljZn]if0f ubf{ ;g\ @)!@ df ko{6s
cfudg * nfv # xhf/ (@ k'us
] f] 5 . k|lt ko{6s ;/b/
a;fO{ cjlw /x]sf] 5 . g]kfn cfpg] s'n ko{6s dWo]
$#=#) k|ltzt ofqf÷e|d0f, !#=%( k|ltzt kbofqf /
kj{tf/f]x0f, !@=&^ k|ltzt lty{ofqL, $=)( k|ltzt
dgf]/~hg, #=!% k|ltzt Jofkf/, #=*% k|ltzt cf}krfl/s,
!=&! k|ltzt ;ef÷;]ldgf/, )=@@ k|ltzt /\oflˆ6Ë, #=&)
k|ltztn] cGo p2]Zo tyf !!=@( k|ltzt -p2]Zo gv'ns
] f_
ko{6sx¿n] g]kfn e|d0f u/]sf 5g\ . o; cjlwdf s"n
ko{6s cfudg dWo] b]zut ?kdf ;a}eGbf a9L ko{6s
cfpg] kfFr d'ns
' x?df ef/taf6 @)=^) k|ltzt, rLgaf6
*=() k|ltzt, >Ln+sfaf6 &=*) k|ltzt, ;+oQ
' m /fHo
cd]l/sfaf6 ^=)) k|ltzt tyf ;+oQ
' m clw/fHoaf6 %=))
k|ltzt /x]sf] 5 . o; If]qn] a}bl] zs d'bf| cfh{g, /f]huf/L
/ s'n ufx{:y pTkfbgdf dxTjk"0f{ of]ubfg lbPsf] 5 .
g]kfnsf k|fs[lts, ;f+:s[lts, h}ljs Pj+ dfgjlgld{t
;Dkbfx?sf] ;+/If0f tyf k|a4{g ub}{ g]kfnnfO{ ljZj dfglrqdf
cfsif{s, /d0fLo, ;'/lIft / clåtLo uGtJo:ynsf] ?kdf
ljsf; ug{' ko{6g If]qsf] bL3{sfnLg b[li6sf]0f (Vision) lnPsf]
o; gLltn] ko{6g k'jf{wf/ ljsf;, xjfO{ pBf]u Joj:yfkg,
;+:s[lt ;+/If0f tyf ko{6g k|j4{ g ;+a4 ljleGg gLlt tyf
sfo{gLltx? cjnDag u/]sf] 5 .
of] gLlt NofOPsf] % jif{ k'/f ePsf] ;Gbe{df dGqfnosf]
jflif{s sfo{qmdx?sf] sfof{GjognfO{ cfwf/ dfgL of] ;dLIff
ug]{ k|of; ul/Psf] 5 .
#= k|dv
' gLltx? / ltgLx?sf] sfof{Gjog cj:yf
ko{6g gLlt @)^% sf k|d'v gLltx? / ltgLx?sf]
xfn;Ddsf] sfof{Gjog cj:yfsf ;Djwdf ;+lIfKt ?kdf
lgDgfg';f/ k|:t't ul/Psf] 5 .
NAT H M
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53
k|dv
' gLltx?
sfof{Gjog cj:yf
ko{6g If]qnfO{ If]qut cjwf/0ff ;lxt
u'?of]hgfsf ;fy k|a4{g ul/g] .
●
●
●
●
●
u|fdL0f ko{6gnfO{ Joj;fosf] ljsf; ul/g] .
cfGtl/s ko{6gnfO{ pkIf]qsf] ?kdf a9fOg] .
xjfO{ ;]jfnfO{ lgoldt, ;'/lIft / e/kbf]{ agfOg] .
●
●
●
●
●
●
●
●
●
ko{6g If]qsf] ljsf;df ;/sf/sf] e"ldsf k"jf{wf/
lgdf{0f / ko{6sLo ;]jf ljsf; lj:tf/df ;xhstf{,
lgodgstf{, ;dGjostf{ / pTk|/] ssf] ?kdf /xg],
lghL If]qsf] e"ldsfnfO{ k|fT] ;flxt ul/g] .
●
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●
ko{6g k"jf{wf/ ljsf;sf] nflu
;~rfng ul/g] .
ko{6g ;]jfsf] clej[lbsf nflu dfjg;+;fwgsf]
ljsf; tyf Joj:yfkg sfo{qmd lghL If]q;+usf]
;dGjodf ;+rfng ul/g] .
●
ko{6g Joj;fosf] k|j4{ g tyf ahf/Ls/0f ug{
cfw'lgs ;"rgf k|ljlwsf] pkof]u ul/g] .
●
ko{6g pBf]unfO{ cfwf/e"t pBf]usf ?kdf :yfkgf
ug{ ljljw k|sf/sf ;'ljwf tyf ;x'lnotx? k|bfg
ul/g] .
BOOT k|0ffnLdf
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54
NAT H M
SOUVENIR 2014
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ko{6g] /0fgLlts of]hgf tof/ ug]{ sfd clGtd r/0fdf k'us
] f] .
;g\ @)!! nfO{ æg]kfn ko{6g jif{Æ sf] ?kdf dgfO{Psf]] .
g]kfn ko{6g b"/b[li6 @)@) hf/L ul/Psf] .
ef/t / rLgnfO{ s]lGb|t u/L tyf cGo d'ns
' x?df ko{6g k|a4{g d]nf
/ cGo lqmofsnfkx? ;~rfng ul/Psf .
/fli6«o ;+:s[lt gLlt, @)^& sf] hf/L ePsf] .
kj{tf/f]x0f /f]oN6Lsf] #) k|ltzt ;+alGwt lhNnfdf k7fpg lgb]l{ zsf
tof/ e};s]sf] .
;d'bfodf cfwfl/t xf]d:6] k|j4{ g ug{ sfo{ljlw lgb]l{ zsf hf/L ePsf] .
xf]d:6] ;+rfng ;DjGwL ljleGg tflndx? ;+rfng eO/x]sf .
lghfdlt sd{rf/LnfO{ labf ko{6gdf k7fpg] ;DaGwdf labf ko{6g
;DalGw sfo{ljwL, @)^* nfu" ul/Psf] .
gfkmfdf /x]sf] Jofa;flos k|lti7fgn]] labf ko{6gdf k7fpg k|fT] ;flxt
ul/Psf] .
pbf/ xjfO gLlt ;+u} lghL If]qaf6 xjfO ;+rfng ;+Vof / ;]jfdf j[l4
x'bF } cfPsf] .
xjfO{ oftfoft ;'/Iff clej[l4sf nflu ljdfg:yn lg/LIf0f lgb]l{ zsf,
@)^* th'd
{ f ul/ sfof{Gjog ul/Psf] .
g]kfn jfo';j] f lgudsf] nflu cGt/f{li6«o / cfGtl/s p8fgsf nflu
ljdfg vl/b k|lqmofnfO{ cufl8 a9fOPsf] .
uf}tda'4 ljdfg:ynnfO{ If]qLo cGt{/fli6«o ladfg:ynsf] ?kdf ljsf;
ug{ 7]Ssf k|lqmof ;'? ePsf] .
;+:s[tL ko{6g k|j4{ gfTds sfo{ ;/sf/L, u};; / :yfgLo ;d'bfoaf6
ePsf] .
ljleGg If]qdf kbofqfsf nflu gofF ?6sf] vf]hL sfo{ cufl8 a9]sf] .
pBf]u jfl0fHo dxf;+3sf] ;xsfo{df Ps lhNnf Ps pTkfbg tyf
s[lifaf6 One Village One Product sfo{qmd cuf9L a9]sf] .
!* j6f ko{6sLo If]qx?sf] k'jw{ f/ of]hgf tof/ e} ljleGg ko{6sLo
k"jf{wf/ lgdf{0f ;'wf/ e}/x]sf] .
ko{6g pBf]ux?sf] ;+Vofdf j[l4 eO/x]sf], lghL If]qaf6 laz]ut xf]6n
If]qdf nufgL a9l/x]sf] .
;ef+ljt s]xL :yfx?df s]jn sf/ ;+rfng ug{ lghLsf] nufgL cfsif{0f
ug{ ;+efJotf cWoog sfo{ e}/x]sf] .
ko{6g pBf]udf xfnsf] laBdfg cj:yfdf vf;} cGt/fli6«o nufgL
cfpg ;s]sf] 5}g .
bf]>f] cGt/fli6«o ljdfg:yn lgdf{0fn] ult lng g;s]sf] .
ko{6g tyf xf]6n Joj:yfkg k|lti7fg (NATHM) af6 ljleGg :t/sf
z}lIfs sfo{qmd Pj+ tflndx? ;~rfng eO/x]sf,
] f] .
NATHM sf] nflu lzIf0f xf]6n lgdf{0f sfo{ clGtd r/0fdf k'us
xf]6n, 6«fen, 6'/Lhdsf :gfts sIff lghL sn]hx?n] ;'?jft u/]sf .
kj{tLo k|lzIf0f k|lti7fgaf6 ;Lkd'ns tflnd (Trekking guide, Tour guide etc.)
;~rfng u/]sf] .
ko{6g If]qn] GDP df k'¥ofPsf] of]ubfgsf] Plsg ug]{ k2tLsf] ljsf;sf]
nflu :of6nfO{6 n]vf k|0fflnsf] Joj:yf x'g g;s]sf] .
ko{6s cfudgaf6 /f]huf/Ldf k'us
] f] of]ubfg ;DaGwdf cWoog sfo{
k|f/De ul/Psf] .
ko{6g pBf]unfO{ k|fyldstf k|fKt pBf]usf] ?kdf /fVg] l;kmfl/;
u/]sf] .
xf]6n, l/;f]6,{ 6«fen÷6«l] su+ Ph]G;Lx?nfO{ ljljw e+;f/ ;'ljwfsf] Joj:yf
sfof{Gjogdf /x]sf] .
$= ah]6 ljlgof]hgsf] cj:yf
;/sf/n] rfn' cf=j=@)&).&! df ko{6g Pj+ ;+:s[ltnfO{ ?
@ va{ *$ ca{ ljlgof]lhg u/]sf] 5 . of] rfn' cf=j=@)&).&!
sf] s'n ah]6sf] )=%$ k|ltzt\ x'g cfpF5 . xjfO{ oftfoftsf
nflu 5'6o\ fOPsf] ah]6 z]o/ nufgL cGtu{t l;w} lgsf;f
lbg] Joj:yf /x]sf] 5 . g]kfn ;/sf/sf] cfGtl/s ;|ft]
tkm{ ko{6g, gful/s p8\8og Pj+ ;+:s[ltnfO{ hf]8b\ f k|To]s
jif{ s'n ah]6sf] ! k|ltzt eGbf sd ljlgof]hg ePsf]
b]lvG5 .
t]xf| } lqjifL{o of]hgf -@)&).&!–@)&@.&#_ n] k|fyldstf
k|fKt If]qsf ?kdf ko{6g If]qnfO{ hf]8 lbPsf] 5 . tyfkL
Pstkm{ ;/sf/L nufgL Go"g /x]sf] 5 eg] csf]t{ km{ dGqfno
/ cGtu{t sfof{nosf] ljlgof]lht /sd vr{ ug{ Ifdtf
klg sdhf]/ /x]sf] b]lvPsf] 5 .
%= k|dv
' ;d:of / r'gf}tLx?
●
oy]i6 >f]t, tYofÍ Pj+ ;"rgfsf] cefjdf ko{6sLo
k'jf{wf tyf ;Dkbf ;+/If0f sfo{nfO{ k|efjsf/L agfpg
;lsPsf] 5}g .
●
ko{6g ;+da4 gLlt tyf sfo{qmdx?df lg/Gt/tfsf]
cefj /x]sf] , h:tf] MICE Tourism nfO{ k| f ]T ;fxg
Aoj:yfnfO{ lg/Gt/tf glbOPsf] cj:yf /x]sf] 5 .
●
ko{6g If]qsf ;fem]bf/ ;/sf/L, u}/;/sf/L Pj+ lghL
nufgLstf{x? k"jf{wf/ ljsf;df eGbf k|a4{gfTds
sfo{df a9L ;+nUg x'bF f of] If]qn] nufgLdf k|fyldstf
kfpg ;s]sf] 5}g .
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åGåsfndf Ifltu|:t ;+/rgf -ljdfg:ynx?_ sf] k'gM
lgdf{0f Pj+ lj:tf/ sfo{ >f]tsf] ckof{Kttfsf sf/0f
;~rfngdf Nofpg' r'gf}tLk"0f{ ePsf] 5 .
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:yfgLo lgsfosf] ;+nUgtf / ;lqmotf ljgf ko{6g
If]qsf] ljsf; lbuf] x'g g;Sg] cj:yf 68\sf/f] x'bF f
x'bF k} lg o; ;DaGwL Joj:yfksLo, gLltut / sfg'gL
Joj:yf ug{ g;Sbf lhDd]jf/L, :jfldTj l;h{gf /
;dGjodf k|efjsfl/tf cfpg ;s]sf] 5}g .
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k"jf{wf/ lgdf{0fdf k|ToIf ;+nUg /xg] ;8s, vfg]kfgL,
ljB't, ;+rf/;Fu ;dGjofTds ?kdf lqmofsnfk ;+rfng
x'g ;s]sf] 5}g .
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lab]zL ko{6sx?nfO{ b]zsf] s'gfs'gf ;Dd k'–ofpg
cfGtl/s xjfO{ ;]jfsf] ;+hfn e/kbf]{ /x]sf] 5}g .
●
ko{6g ;+a4 P]gsfg"gsf] ;fdlos ;'wf/ x'g ;s]sf]
5}g . Sofl;gf] ;+rfng ;DaGwdf :ki6 gLlt cfpg
;s]sf] 5}g .
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a9\b} uPsf] 36gf b'36{ gfsf] sf/0f cGt/f{li6«o rf;f] /
lrGtf a9\b} uPsf] 5 .
g]kfnnfO{ ljZj dfglrqdf k|dv
' ko{6g uGtJo:ynsf]
?kdf ljsf; ug{] ;f]r k|fKtLdf b]lvPsf k|dv
' ;d:of,
cj/f]w tyf r'gf}tLx? lgDgfg';f/ /x]sf] 5g\ M
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g]kfn cfpg vf]Hg] ljleGg b]zsf ko{6sx?nfO{ ;f]em}
g]kfn ;Dd cfpg;Sg] e/kbf{] xjfO ;]jfsf] ;~hfn
lj:tf/ ug{ ;lsPsf] 5}g .
●
ko{6sLo :ynx?sf] klxrfg u/L tL If]qdf k"jf{wf/sf]
PsLs[t ?kdf ljsf; ug{ ;lsPsf] 5}g eg] k|fKt
nfesf] Gofof]lrt ljt/0f ug{' klg r'gf}tLk"0f{ b]lvPsf]
5.
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:yfgLo pTkfbg pknAw gx'bF f ko{6sn] pkef]u ug]{
;]jf / j:t'sf] pkef]uaf6 k|fKt x'g] nfe ck]lIft
dfqfdf k|fKt ug{ ;lsPsf] 5}g .
ko{6ghGo lqmofsnfknfO{ jftfj/0fd}qL agfO{ ;+rfng
ug{' klg r'gf}tLk"0f{ sfo{ ePsf] 5 .
^= ;'wf/sf pkfox?
●
ko{6g If]qsf] nflu cfjZos hgzlQmsf] k|If]k0f Pj+
pko'Qm k|lzIf0f lbg g;Sbf :t/Lo ;]jf / ;]jf ;'ljwfsf]
lj:tf/ ug{ ;d]t ;lsPsf] 5}g .
pko{Q
' m ;d:ofx? ;dfwfg ug{ b]xfosf pkfox? ckgfO
;dGjofTds ?kdf gLltut, ;+:yfut tyf sfo{qmdut
k|of;x? ug{' cfjZos /x]sf] 5 .
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;|ft] ;fwg tyf ;+:yfut cGof]ntfsf sf/f0fn] u|fdL0f
u/LaL lgjf/0fsf nflu ko{6g sfo{qmdsf] pknlAwnfO{
d"NofÍg u/L lbuf] ko{6g ljsf;sf sfo{qmdx? z'?
ug{ ;lsPsf] 5}g .
●
P]ltxfl;s, wfld{s, ;f+:s[lts tyf ko{6sLo ;Dkbfsf]
;+/If0f Pj+ k|a4{gsf] nflu ljleGg ;+3, ;+:yf, ;ldlt
Pj+ lgsfox?;F u ul/g] ;xsfo{ s f] sfo{ l jlwdf
;dofg'sn
" kl/dfh{g u/L To:tf ;+:yfdfkm{t eO cfPsf
NAT H M
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55
sfo{x? :yfgLosf] ;xsfo{df ug{ h?/L 5 .
●
ljZj ;Dkbf:ynx?sf] ;+/If0f Pj+ ;Da4{gdf :yfgLo
lgsfo / ;d'bfo ;d]tsf] ;xeflutfdf ;dGjofTds
sfo{qmd ;~rfng ug]{ .
●
ko{6g If]qnfO{ cy{tGqsf] cfwf/lznfsf] ?kdf ljsf;
ug{ ko{6g Joj;foL Pj+ g]kfn e|d0f u/]sf ljb]zL
ko{6sx?sf] cg'ej ;d]tsf cfwf/df ko{6sLo ;]jf
k|jfxdf ;xhtf, ;/ntf / :t/Lotf sfod ug{] .
●
cfw'lgs ;"rgf k|ljlw / pks/0fsf] pkof]u u/L ko{6sLo
;]jfnfO{ cem a9L u'0f:t/Lo agfp+b} ko{6g;DaGwL
hgr]tgf tyf /f]huf/Ld"ns sfo{qmd, tflnd tyf
;Lk ljsf; sfo{qmddf lk5l8Psf] ju{, If]q Pj+ ul/a
tyf dlxnfx?nfO{ k|fyldstf / k|fT] ;flxt ug{k' g]{ .
●
:yfgLo lgsfo -lh=lj=;=_ hfg] /f]oN6LnfO{ :yfgLo
:t/df dlxnf, blnt, lk5l8Psf] ju{ / 4G4lkl8t
;d'bfonfO{ ;Lk ljsf; tflnd, /f]huf/L / cfo cfh{g
ug{] p2]Zosf nflu ;d]t pkof]u ug{] .
●
jftfj/0f d}qL ko{6g lqmofsnfkx?nfO{ a9fjf lbO{
kof{ko{6g (Eco-tourism) tyf lbuf] ko{6g (Sustainable
Tourism) sf gofF ;Defjgfx?sf] vf]hL u/L :yfgLo
lgsfo, lghL If]q tyf u}/;/sf/L ;+3 ;+:yfx?;Fu
;dGjo u/L sfo{qmd ;~rfng ug]{ .
●
xf]d:6] k|j{4g u/L u|fdL0f u/LaL lgjf/0fsf nflu
tf/fufpF ljsf; ;ldltnfO{ u|fld0f ko{6g k|j4{gsf]
lhDd]jf/ lgsfosf ?kdf ;+:yfut ;'b9[ Ls/0f ug]{ /
u|fld0f ko{6g k"jf{wf/ ljsf;df nufgL a9fpg' kg]{ .
●
ko{6gsf] dfWodaf6 vf;u/L u|fdL0f If]qsf] ul/aL
lgjf/0fdf 6]jf k'¥ofpg u}/;/sf/L Pj+ lghL If]q
;d]t;Fu ;dGjo u/L ko{6g ;xsf/L dfkm{t ;dfhsf
lk5l8Psf ju{ Pj+ ;d'bfoaf6 :yfgLo :t/df pTkflbt
j:t' tyf ;]jfx?sf] u'0f:t/ clea[l4 Pj+ ahf/Ls/0f
sfo{df ;xof]u k'¥ofpg] sfo{qmd cufl8 a9fpg] .
●
lghL If]q;Fusf] ;xsfo{df sfo{of]hgf tof/L u/L l5d]sL
d'ns
' x? ef/t / rLgnfO{ nlIft u/L ljz]if ko{6g
k|a4{g sfo{qmdx? ;~rfng ug]{ .
56
NAT H M
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●
kj{tLo ko{6gnfO{ hnjfo" kl/j{tg cg'sn
' g tyf lbuf]
ljsf; ug{ lxdfn / lxdfnL jftfj/0f ;+/If0f ug{
cg'udg / Joj:yfkgsf nflu ;+a4 lgsfo tyf :yfgLo
;d'bfo ;d]tsf] ;xeflutf / ;fe]mbf/Ldf ;+oGq lgdf{0f
ug{] .
●
kj{tLo k|lzIf0f k|lti7fgnfO{ cfjZos ef}lts Pj+
;+ : yfut ;' w f/ u/L Mountain Tourism Studies sf]
cGt/f{li6«o :t/sf] gd"gf dxfljBfno agfpg] .
●
;+:yfut ;'b9[ Ls/0f ;DaGwdf a9\bf] sfo{If]q adf]lhf
dGqfnosf] ;+/rgfdf Review ug];
{] ko{6g sfof{nox?
/x]sf]n] Tourism Zones sf] cjwf/0ff cg'?k ;+u7gfTds
;+/rgfdf ;'wf/ ug{;
] ljBdfg ko{6g tyf ;+:s[lt
;+ j 4 ;ldlt, k| l ti7fg nfO{ cfjZostf tyf
cf}lrTotfsf cfwf/df ;'wf/, v/]hL jf Merging ub}{
hfg] gLlt lng] .
●
g]kfn ;/sf/sf ko{6g ;DjlGw sfo{ ug]{ lgsfox?
-cy{, s[lif, jg, aftfj/0f, lzIff, :yfgLo lasf;, :jf:y_
/ lghL If]q ljrsf] ;xsfo{ / ;dGjonfO{ cem a9L
;'b9[ agfpFb} n}hfg' kg]{ .
●
xjfO{ ;]jf ;DaGwL ultljlw tyf sfo{qmdx?nfO{
Jojl:yt tyf k|efjsf/L ?kn] ;~rfng ug{ xjfO{
oftfoft u'?of]hgfsf] th'd
{ f ug]{ .
●
p•og ;'/Iff / :t/Lo ;]jfsf] k|Tofe"ltsf] nflu gful/s
p•og k|flws/0fsf] Ifdtf clej[l4 ug{ cGt/fli6«o
gful/s p•og ;+u7g (ICAO) sf] dfu{bz{g cg'?k
k|flws/0fsf] lgodg lgsfo / ;]jf k|bfo lgsfo cnu
cnu /xg] Joj:yf ldnfpg] .
●
cGt/f{li6«o xjfO{ ;]jfsf] a9bf] 6«flkms tyf xjfO{ofq'sf]
a9bf] rfk ;d]tnfO{ b[li6ut u/L af/f lhNnfsf]
lghu9df bf];f| ] cGt/f{li6«o ljdfg:ynsf] lgdf{0f sfo{
k|f/De ug{ pko'Qm nufgLsf] df]8fln6L to u/L nufgL
cfslif{t ug]{ .
●
ljdfg:yn lgdf{0fdf ;/sf/n] dfq nufgL u/]/ ;+ej
x'b+ g} . ;/sf/n] ;'ljwf tyf 5'6 k|bfg u/L lghL If]qsf]
nufgL leq\ofpg k|fT] ;fxg ug]{ gLlt lng] .
Rays of Hope for
Quality
Improvement in
Higher Education
MADAN PRASHAD PHUYAL
Lecturer - NATHM
Nepal does not have a very long history of formal modern
day education compared to most of other countries in the
world. Durbar High school created landmark in the history
of formal school level education in Nepal. It was
established in 1853 A.D (1909 B.S) for the offspring of
then ruling Rana families. It was not meant for children of
common people. Similarly, Trichandra College was
established in 1918 (1975 B.S) celebrates the glory of being
the first institution for higher education in Nepal. Access
to formal education to general public was possible only
after country out rooted Rana rule and established
democracy in 2007 B.S. Even Panchayat government paid
huge attention to education sector. Likewise, the number
of private schools and colleges rose up alarmingly after
restoration of democracy in 2046. The number of both
public and private schools and colleges grew up after Nepal
adopted liberalized policy in service sector such as
education system. According to the population census
2011, there are altogether nine universities, 49,000 schools
including higher secondary, 415 colleges. Altogether, these
educational institutions are catering to the needs of 72
lakhs students of the country.
It is very vivid that numbers of institutions have increased
as well as awareness about the importance of education.
Thus, school and college enrollment ratio is increasing every
year. Parents have become conscious about sending their
children to school at any cost. They do not hesitate to
compromise with other households needs in order to send
their kids to school. In nutshell, numbers of formal
educational institutions along with percentage of students
have increased. But does that mean quality has improved
in education sector too? Of course not! Nepali education
system is still plagued by innumerable problems and
constraints. Those problems need to be addressed on time
to ensure brighter future of country. Regardless of anything
else, quality manpower determines growth of country. Only
right education system can guarantee good human
resource development and pave the path for economic
development and prosperity.
It is very unfortunate that our education system is totally
theoretical. Our students still learn by heart and memories
theories developed in 18th and 19th century by somebody
living in some other country. They might not know what
those theories mean in reality or their practical implication
in real lives but they can remember what is there in the
books and in theories. That is the only drill to get through
the exam. They rot all night long few months or days
before the exam. They sit in the exam and write as much
as they can. Those who can write as many pages possible
within the given frame of time are the winners. Those
who fail in it are the losers.
There are no other practical tests (Except practical science
stream) besides written exam. A student of management
knows all the theoretical gurus and their theories. But
they do not know whether it is applicable in real life. Or
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57
she/he does not have any clue about how it can be applied.
Unlike foreign (especially western) education system, there
is no regular assignment system. Students are treated as
a dumb human being in the class who are there just to
listen. Teachers forget about the very simple facts that
they (students) have ideas and opinions and they can
express themselves. They can share their ideas and
knowledge. It helps teacher and students both. They can
learn from each other. In other words, they can be mutually
benefited. However, it is not happening. Students are not
encouraged to speak in the class. Such kind of class
participation counts in the western education system and
is rewarded with points that matters in passing with good
grades at the end. It encourages students to contribute
and participate in the class discussion.
Furthermore, Nepali students (higher education) rarely write
papers applying what they have learnt in the class while
it is one of the inseparable parts of foreign education
system. They are at least not asked to do so (in most
cases). So, they never think through content of the course
and real life situation. Writing research paper every term
helps students to make use of what they have learnt in
their surroundings. It develops innovation and accelerates
thought process as well as problem solving skills. These
are only few examples of several flaws in our education
system. These flaws have turned those institutions into
educational factories producing unemployed every year.
These institutions are not generating or creating innovators
and entrepreneurs. They are not developing problem solving
skills. What they are doing is spoon feeding mere
theoretical jargons that rarely makes sense in the real
world. They articulate clearly that it is high time to march
ahead for improvement in the system and bring positive
changes.
Recently, there are some institutions affiliated with foreign
university established in Nepal. They have illuminated
some hopes of rays in the educational system. They are
challenging inherent flaws in our existing systems that
are not specifically related to any particular individual such
as a student or a teacher. Problem lies in the system and
that system has to be cleaned and organized. Such kind
of institutions (foreign affiliated) allow students the
opportunity to have quality education in their own country.
They can have access to international degree at much
more affordable cost than actually going abroad and
studying there. On the other hand, educational contents
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are designed in a way to prepare them for local as well as
global standards. In other words, content fulfills the
domestic soil based needs as well as international needs
to be competitive globally. It saves time of students as
well. It saves their time that is otherwise consumed in
finding out college, taking several tests such IELTS, TOEFL
or GRE and applying for the visa. And all of us know the
chances of getting visa, do not we? It is a few out of
hundreds applying for visa actually get the visa. With these
foreign university affiliated colleges, students should not
have to go through nagging procedure or shatter their
dream of getting quality international degree just because
they were not lucky enough to get visa.
Furthermore, studying abroad is not easy as one might
imagine. The cost of living is high, student is not allowed
to work beyond certain hours or in some countries they
are not allowed to work legally at all. The college or
university tuition is very high. Most of the parents are not
able to send money in dollars or pounds on monthly basis.
So, those young students end up compromising with their
education as the pressure to sustain them financially takes
the biggest toll. Here is an example of the cost that is
incurred living abroad and studying abroad.
Typical Nepalese student travelling to abroad after his/
her +2 in order to obtain Bachelors and Masters degree
hoping to work under work permit scheme need to consider
following issues:
1). Total fees for UG and PGD +MBA 12000+10000=
22,000 USD equals to (21,78,000 NRP)
2). Accommodation (350), food (200) travel (100),
communication and other miscellaneous expenses (50) for
48 months @ 700 =33600 USD equals to (33, 26,400)
3). 20 hours of work permit is only available to full time
university students perusing master’s degree. This means
UG and PGD level students are not permitted to work.
This example can be differs from country to country and
from one discipline to another. Nevertheless, the point to
be noted is going abroad for higher study is not cheap
and it does not come without strings attached. Another
point to be stressed is that, mere getting visa for abroad
study is not success. Out of 100 students, only a few of
them succeed. Most of them end up doing unskilled jobs
and return home bare hands. On the other side, foreign
affiliated college saves draining out good chunk of money
abroad. It saves outfall of billions of Nepalese rupees every
year. Parents are able to monitor whether their children
are studying properly or not. Likewise, students can focus
on totally in their education. They can enjoy the comfort
of their family, relatives and surroundings. There are fewer
distractions. Education becomes their only priority. They
would not be grilled by financial pressure. Of course, it
restricts them from having firsthand experience of foreign
culture, lifestyle and place. However, those things can wait.
Completing formal education should get higher priority
above and over anything else. They can do that once they
graduate too.
It is for sure that some of the fraudulent colleges have
tainted the image of internationally affiliated colleges.
There are not all genuine players in the field. It is essential
to identify which one is genuine and which one is not. It
needs little bit of investigation and proof study to make
sure that institution you have picked is genuine or
legitimate. Similarly, there should not be loopholes in
government rules and regulations. It should adopt liberal
policy and increase access of domestic students to
international degree in their home land. It creates win win situation for all. There is no doubt that students and
parents are benefitted. Nepal as a nation does not have
anything to lose but a lot to gain by liberalizing education
sector. A country would be saving billions of Nepali rupees
from draining out of country. It would be one of the crucial
initiatives taken for quality control. Change is the rule of
nature. It is not possible to resist change. These kinds of
institutions lay the foundation for positive changes by
challenging existing flaws and weaknesses in education
system. In the long run, other existing institutions would
be forced to emulate their footsteps and make changes in
their system in order to improve the quality.
Thus, in nutshell- government should lay down clear rules
and regulations. New colleges willing to launch
international courses have to go through painfully long
and complicated procedures. It has to encourage
investments in education sector by creating conducive
environment. It should develop effective regulations and
guidelines to grant license to institutions only after
analyzing infrastructures, resources, validity of courses
and goodwill of affiliated university. A little positive
initiative from the side of government can bring greater
impact than one could have imagined.
Unveiling
Life
Sanju Dangol
BTTM 1st semester Section- B
Few moments ago, my sleep was seeking for
the sound of silence. I wanted to taste my death
so, I took a gun loaded it with the whole universe
and shoot it through my mind. Then I lost the
light in my eyes, I open the door of the ocean
that was reflecting my dreams and all I saw
was my own shadow fading into the night, I
spoke with myself in a million silent ways which
was an amazing feeling of a freedom. It was
the maddest consciousness I had ever felt during
the time of my life. I talked to my own soul in
the mirror and found," the question is not either
life exists after death? "Why should I believe in
death if it only exists I’m don’t. So there is no
such thing called death. Life is just a dream and
we are the imagination of ourselves. Life is
unknown, life is magical, life is mystery, life is
everything and it’s the craziest miracle on the
earth. We are not a body holding a soul but soul
holding a body, living with a flow of time. Some
say, "Time is old" but actually it isn’t. It's an
illusion. It’s a bit more than what one can ever
think. But how is it possible? Can we think since,
scientifically we are made up of infinite atoms
and each atom consists of 99.99% of empty
space? So, we are almost not here.
It’s better not to believe me because I also exists
only 0.01% of myself. Just believe in your fait
because you are here to see this world through
your own eyes. You know what I mean right?
Don’t you forget the sight of your heart? But
before that you must know who you are. YOU
ARE NOT YOUR NAME.
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59
SHADOW ELEVATION
OF TOURISM IN
NEPAL
RABIN SAPKOTA
MHM Program Supervisor - NATHM
Government investment in Tourism is relatively higher in
comparison to that of Agricultural sector. About 66%
people in agriculture contribute almost 39 percent to the
Gross Domestic Product where as tourism contributes only
3 percent. Though many people are involved in agriculture
production and Nepal in itself is an agricultural country,
the populist speech never leaves tourism behind when one
talks about economic growth. To the contrary plans and
policy that needs to integrate and promote tourism
activities hugely lack and the agriculture sector that has
comparatively good policy strongly require funding
mechanism for its development! Where are we messed up?
achievement is a long debate and confusion. We as a nation
want agricultural sector to play a major role for economic
achievement but side by side people are more convinced in
tourism sector. However tourism sector seems extremely
weak on its internal mechanism for its development to
that of agriculture.
Anyone involved in tourism sector can easily understand
the hurdles that one has to face from multiple ministries
which are tough, if one decides to open up a seven star
hotel in the area of Rara Lake he will not only be familiar
with the topography but will be an expert to other tourism
problems that Nepal carries!! Investors come up with
brilliant ideas to enhance tourism sector in Nepal but once
they get in to the sector, they easily get frustrated and
leave the country in the same speed that he had come
along with.
The revenue collected from Mount Everest is nothing incomparison to that of the business brought by Eiffel Tower.
You just have to pay 10 Euros to climb the Tower in Paris
and that has brought more than eighty million tourists a
year whereas we have less than a million tourists with
eight top ten mountains in the world. It’s a fabricated
idea to show happiness over the revenue collected from
the Everest. As long as limited people play a foul game
and isolate the fertile opportunity in Everest not only the
country but also the local people suffer a lot. Garbage
and pollution are only the mere scam to avoid the greater
opportunity that the mountain can bring to our national
economy. We have technically failed to brand Everest to
national interest and economy; instead of finding solution
to our failure we are keener to diversify attention
to minor causes.
So it's relevant to think sometimes that if we are really
serious about tourism promotion or we really want to go
along with the slogan that Nepal is an agricultural country!
What has been our national priority for economic
The idea of developing destination starts from gibberish
in Nepal. I sometimes wonder on the right of those people
leaving in remote part of Nepal. Why should they be
deprived from their right to road, health and other facilities
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to those leaving in Kathmandu? Paths used by villagers
from time immemorial for their day to day life affairs are
now controlled by stake holders. Normally in Nepal Tourism
Activities happens to take place in those paths that are
used by the local people and Trekking routes developed
by the government hardly exists. The role of the
government is to provide basic infrastructure to all the
residents residing in various parts of the country, side by
side it also has got the accountability to promote areas
for tourism development. While promoting tourism in the
local area it is more than important to know that their
right to development is not faded away.
Trekking routes must be those newly designed and
developed routes constructed by the government in order
to develop tourism activities. Systematic routes with good
view point is what anyone looks for rather than to hurry
from one destination to other. When Colonel Jimmy Roberts
introduced trekking in 1965 caravan movement of Nepalese
trend was admired on a barren land, now those involved
in tourism sector oppose development activities in the
region using lame people scaring them from the facilities
that they have been enjoying. How long must the people
in remote area live a life like in 1965? The problem here is
not the tourism activities or the villagers. The problem lies
in our classical thoughts and our failure to introduce
destinations in an appropriate way. The problem exists
between the inabilities of the government to distinctly
approve new trekking routes in the region and the lack of
knowledge of holiday planners.
It's more than a joke to use local paths as trekking routs
because villagers from an ancient time used those routes
which were shorter fast tracks and were from the lower
altitudes closer to water sources. These traditional routes
do not represent the real beauty of Nepal; they only
represent cultural aspects and our ancient travelling
methodology. The ancient people were more concerned to
get to the next destination faster rather than to enjoy
natural beauty of Nepal as there were no or limited means
of transportation.
If we in the recent years want to boast economy and
really show tourists our beauty of nature, it's more than
late to bring new aspiring routes and develop
infrastructures in the connecting towns and villages.
Natural scenes are viewed from angular distance and are
not viewed from everywhere. The value that we can create
on the viewpoint gives business, however if we try building
tourism infrastructure everywhere that may be
counterfeiting. Clear vision needs to come in the tourism
sector; how many destinations are we developing? What
and how are we going to develop infrastructure
for the project?
How many hotels, restaurants and lodge must come to
operation? How can we balance environment and check
pollution? These may only be few questions among many
before we go along with our objective.
If one Eiffel Tower can save France from European economic
crisis than what may eight top mountains bring to Nepal?
Present school of thought of Nepal may not be sufficient
to challenge the traditional destination development
however there is no stopping to what we are trying to do.
Tourism so far is said to be in the national priority in
words however that has yet to be seen in the deeds.
Internal mechanism needs to be addressed and the
administrative hurdles must be solved. Whatever we do
and however we do does not matter but in the end of the
day anyone willing to invest in tourism sector should feel
more about how he can do better rather than to think
about the hurdles that he is going to face the other day.
It's very wrong to think that the tourists coming to Nepal
is only for trekking business. Global Market share holds
only around five million Trekkers in a year with 10-15%
increment. There is no doubt that we stand among the
top destination for trekking and we can go along with the
business, we don’t have to stop on what we are doing.
What so ever, we need to think about our sweet spot,
where are we fishing? What about those One billion
Tourists! Where do they go? We need to reassess our
traditional trekking system and try to diversify in various
patterns where other tourist, whose major idea is not only
to walk, does find good space and make them comfortable
from our natural beauty. Trekking is only a part of tourism
not the totality.
Development of Infrastructure must be taken as the part
of tourism development; we can't always ignore the
development side and sell out extreme lacking of
infrastructure to the tourists. However there are multiple
ways to select the best and eco-friendly measures to adopt
development models, only the thing we need to do
is select one.
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61
Spirituality,
Education and
Society
GAURAV OJHA
MA, MPhil. English, Faculty - NATHM
There can be little doubt that the 21st century can be
deemed as an age of technological amazements. Although
the expansions of global interconnectedness were already
evident in the late decades of 20th century, the rapid rates
of expansion and interconnections have become much more
intense these days. Now, the world has become condensed
into a web of networks and links where all the knowledge
and information about any substantive matter is just a
click away. However, the educationist Parker J. Palmer
has a different view on the technological growth and its
expansions. Rather than seeing these periods in history
as a success story for human beings, Palmer (2001) argues
that in both these centuries we have water downed our
humanity- turning wisdom into information, community
into consumerism, politics into manipulation, destiny into
DNA. Parker J. Palmer (2001) describes this period in human
history rather metaphorically as centuries of thin soup.
He further argues that the scientific progress and material
prosperity may have made our life much more comfortable
but on the other hand, it has robbed us from our soul.
Therefore, these days, many people consider spirituality
as a lousy escapism, worthless otherworldliness and of
little value to the modern society. Likewise, even for most
educators the notion of spirituality is a thing of the ancient
past and it never really belongs to this scientific,
progressive and competitive age. As Palmer (2000) argues
while an ancient exchange of teaching and learning between
students and teachers used to be all about exploring the
depths of the human soul, however we have reduced such
glories of education for self-actualization down into little
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more than the amassing of data and the mastering of
certain technique. Hence, the modern education that seems
to fit our young students for earning and professionalism
has till now failed to equip them for living a life of
awareness, feeling, of character, of joy, energy,
appreciation, acceptance creativity and love, as it continues
to deny and obscure the need for spiritual dimensions in
teaching and learning activities. However, the education
system even in Nepal is in a desperate need for spiritual
dimensions in teaching and learning activities.
Like any other place in the world, in Nepal also we can
sense "the spiritual problems" in our culture as well. Spiritual
darkness prevails in our culture, as; there is something
fundamentally wrong with our youth and their popular
culture. We just have to look around to notice that we have
made substantive progress in the matter of economics,
education, health-care and infrastructures. For example,
Kathmandu in a sense is a metropolis thriving with tall towers
and big booming multiplexes. Even, our schools and colleges
have become sophisticated technologically and commercially
but as far as values and ethics, it is sliding into dark ages.
Number of issues plagues our education system like drugs,
substance abuse, youth suicide, lack of participation and
apathy from students regarding teaching and learning
process, bullying, teenage pregnancy and abortion,
preoccupation with sex, jealousy and violence.
Sadly, our schools and college have to reflect and deal
with these problems without knowing its solutions.
However, all these problems as educator Rachael Kessler
(2000) argues, points towards ‘spiritual emptiness’
especially among our youth and their culture. She argues
that we can’t prevent these problems without nourishing
spirituality in the classroom. As Rachael Kessler (2000)
writes we can install series of plans and procedures to
prevent drugs, teen pregnancy, youth suicide and violence
but any of these preventive mechanism won’t be of no
prevail until and unless we leave out the root cause out
from the analysis and search for the cure, the root cause
for these problems is the spiritual void- the
meaninglessness and disconnectedness many students feel
in their school and colleges. Furthermore, as James
Garbanzo (1999) argues while analyzing the root causes
of almost all the problems regarding student’s behaviors
in schools and colleges that, " I think that’s a very
important part of all of this, the spiritual emptiness that
so many kids feels"( cited in Kessler,2000). Hence, a
spiritual darkness permeates through the moral landscape
of our schools and colleges and the solution to these issues
can be injecting spirituality into our education system.
Here, I am not denying the need to address the
socioeconomic sources of the persistent violent and selfdestructive behavior of our students. We must in all cases
address socioeconomic sources of these problems as well.
But what I believe is that we can’t really recognize,
understand or heal our students from these plagues if we
don’t begin to recognize and meet the spiritual needs of
our students. Likewise, welcoming soul into the classroom
may not be a panacea for all ills, yet it is crucial for
addressing the sufferings of our youth. Moreover, what I
firmly believe is that when schools and colleges
systematically exclude spiritual dimension for teaching and
learning activities students in growing numbers become
depressed and succumb to various disorders and abuses.
However, in order to infuse spirituality in to our education
system we need to move away from a false conjecture
that education is merely a process of transmission/
transaction of knowledge and information, rather it is a
process for nourishing whole person through holistic
practices, such as mindful mediations, music, arts,
compassion and creativity, encouraging formative
experiences of silence, joy and freedom, social responsibility
and by creating various educational situations for selfrealization and actualizations.
References and Bibliography
Kessler, R. (2000). The soul of education: Helping students find connection,
compassion, and character at school. Alexandria, VA: Association for Supervision
and Curriculum Development, 45(2), 24-44
Kessler, Rachael. (2001). Nourishing students in secular schools. Educational
Leadership, 56(4), 49-52.
Palmer, P. (2001). The Courage to Teach: Exploring the Inner Landscape of a
Teacher’s Life. Francisco: Jossey-Bass Inc.
Palmer, P. (2003). Teaching with heart and soul: Reflections on spirituality in
teacher education. Journal of Teacher Education, 34(1) 376-385
My first
day in
NATHM
Alka Rijal
BTTM 1st semester, Section B
As the alarm clock went on, I woke up, an adrenaline
rush hit me. As it was the first day of my college.
With full enthusiasm I got ready and went to college.
As I entered the college premises I wondered, what
was the college like and who are going to be my
friends. Everything was a new experience on the first
day. As I went to see which section did I belonged
to, I saw Roshina, one of my friend from CMAT
examination. I saw my name in section B whereas
Roshina and her friends were in section A. A little
sad moment and there I was, in front of my new
class BTTM 1st semester, section B. I had no idea
where I should sit or whom should I talk to. I saw
three girls sitting in the third and fourth bench. I
went to them and sat silently beside one girl without
introducing myself. Those three girls kept on talking
and I misunderstood the whole scenario, thinking
that they were friends of friends (school mates).
Later, they introduced themselves to me and vice
versa. Sunu Prajapti, girl with an innocent eye,
Swastika Bista with a golden hair and a cute chezzy
smile having an American look and Nirma Nakarmi,
exactly like and European. They were my first and
now best friends in college followed my Nuna Thapa
Magar, Sabina Tamang, Abhilasha Karki and Alina
Regmi. No bullying, friendly environment, friends and
understanding teachers, my first day was the most
memorable day of my life and my friends makes each
day a emorable one.
NAT H M
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63
It takes more than
just Academic
Rishi Ghimire
Job market everywhere in the world is getting tougher
and tougher each day. Nepal is not an exception to that.
Recent economic recession that kicked off in 2008 has
made matter even worse. If you look at the percentage of
job growth against numbers of young workforceentering
into the job market, it paints very bleak picture. In Nepal,
on an average 3 to 4 lakhs (both skilled and unskilled)
young people enter into the job market annually while the
average growth rate of employment is just 2.9%. On an
average 1500 Nepali youth leaving the country for abroad
employment does not surprise us anymore. Similarly,
educational institutions have been accused of being a
breeding ground for unemployment. Well, this accusation
is debatable. There would be equal number of convincing
arguments for and against this assertion. Nevertheless,
this accusation is substantiated by the fact that educated
people constitute good percentage of under employed and
unemployed. This clearly reflects that the new entrants or
newcomers of the formal job market have to face much
more challenges now than in the past as the numbers of
educated go higher.Availability of limited job opportunities
is not only solo problem ahead of them. They are compelled
to overcome other issues such as preferential treatment
to experienced candidate on hiring, compulsion to meet
incredible standards or requirements, unlimited
expectations from employer, dominance of nepotism and
favoritism and so forth. But, that does not mean it is end
of the story.
Apparently, this is the age of neck break competition. In
the given situation, it requires a lot more than just
educational degree to increase your level of
competitiveness. Especially, students studying day in and
out to brighten their future better should always have
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high spirit, think positive, stay hopeful and pursue hard
work. Excelling in the study is the key. Nevertheless, it
takes more than just good scores to ensure greater stake
in the job market after the graduation. Following are the
few points that carry bigger weightage during job hiring
an afterwards to prove yourself competitive all the time
(during recruitment and on the job). Employers are hunting
candidates with following traits to accumulate stellar
employees for their organization. These might also serve
you as tips on how you can brush your skills and other
attributes. If you already have them in you then it is great.
If you don't, then it is better if you start working on
developing them in you.
Experience vs Intelligence
Anil Chitrakar in his recent motivating book 'Take the Lead'
writes that good decisions come from experience. But
experience comes at the cost of several bad decisions made".
It is very interesting insight of experience.Ofcourse,
experience counts a lot in hiring. Usually experience is given
higher priority in more than 90% of job hiring. But then
question arises- how can anyone accumulate experience
without really getting chance to earn it. If somebody is
not given chance to work and learn then how will he/she
would gain experience? On the other hand, employers are
not the responsible ones to make sure that new entrants
get opportunity to experience something. They are
concerned with accomplishment of job with perfection.
And nobody is better in that regard than the experienced
candidate. And companies cannot be blamed for that.
However, in the recent time more value is attached to
intelligence over experience. If comparison is made between
two individuals with equal amount of experience but varying
degree of intelligence then one who is more intelligent is
successful at giving higher and efficient output. Intelligent
person can pick up things fast and learn quickly. So,
employees who tend to think out of box have started
acknowledging intelligence as more important quality in a
candidate over experience. Hence, do not get intimidated
by job description in the vacancy announcement and do
not hold back thinking that it is filtering out inexperienced
and looking for experienced ones only. Gather the guts,
apply and go for it. You never know - you might be the
most intelligent and thus better than the experienced ones.
Work Ethics
In today's world, we have more than any other generations
had in the past. We have phones to call, internet to
communicate, hospitals for treatment, entertainment
industry to have fun and so much more. Yet, why are not
those things keeping us happy? Are not we supposed to
be the happiest generation? Unfortunately, we are not.
There is degradation in moral values, proliferation of
dishonesty and erosion of ethics in our time. These are
responsible for this state of affairs around us. On the
other side, high moral values and strong ethics are crucial
driving force behind the success of anyone- either at
individuallevel or at an organisational level. Strong will
and positive attitudes are the most. Employees with strong
ethics tend to think in a different way. They remind
themselves time and again that "I am paid for my time at
work and for that I need to give justice to my work so
that my company will get the return for investing on me."
They are worried about proving themselves as the asset
for the organisation instead of being just an extra liability
incurring the cost. They are focused about bringing out
everything and giving hundred percent of their ability to
the organisation they are associated with. When you work,
you just do not work for company or to get salary. You
are evolving yourself as well. That evolution might be good
or bad both. Strong work ethics guarantees to change
you into better person as well as benefits the company or
organisation you are working for.
Pride and Ownership
Journey of thousands miles begins from the first step. At
the beginning of any career ladder, usually everyone has
to start from the bottom. It is pivotal that employees
take the ownership and take pride in what they do. Rank
and position does not play as important role as your
ownership of work and pride in what you do. The key
questions are - Are you focused? Are you engaged? Do
you have pride in your colleague and your company? Are
you proud of what you have been doing?
Honesty
Employers know very well that smart work is just not
enough. Hard work is equally important. So, they are
always in search of employees with honesty and
determination towards the work. Nonetheless, this
attribute is not always easy to flesh out during the
recruitment process. During the interviews, some of the
questions are designed in a way to measure level of
integrity of particular candidate. As for example, what
were the tough decisions you had to make in your life?
And what was decision making process in those
circumstances? Honesty is not important to get into the
job as well as to retain the job and get the promotion. So,
be honest in your job. Be responsible and act responsibly
in every affair of your life from now onwards. It will
automatically develop you as an employee with integrity
and honesty in the future.
Team work
There goes the satiric story about us as Nepali - If several
Nepali frogs are kept in one basket together then it will
not be impossible to retain them there forever.They will
not jump out of it. It is because each frog would be pulling
the leg of others and nobody can actually get out of it.
The key message this satiric story carries is that we are
not a good team player. We inherit the trait of pulling
legs. Therefore, employers are looking for the employees
who are marvelous team players. Team work binds
together strength of various individuals in the team. One
needs to learn to give more importance to goal and objective
of company above than his/her individual goals and
aspirations. Employers seek ego less employees who put
interest and growth of company ahead of everything else.
They are always looking for someone who gives more
priority to achieving collective goals, sharing information
with their colleagues and pulling together collective strength
for collective goals.
References;
www.entrepreneurship.com Accessed on 19/02/2014
Chitrakar, A.'Take the Lead : Nepal's Future Has Begun' 2013. Kathalaya
Publication, Kathmandu.
NAT H M
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65
A view on Tourism and
Hospitality Industry in
Nepal
HIRAGYANMAHARJAN
Senior Instructor - NATHM
It is obvious that, the Tourism and Hospitality industry is
one of the fastest growing industries in the world. In the
context of Nepal it could be one of the major source of
foreign exchange. It has become proverb since the few
decades before. Of course, if it can be tapped well it can
create substantial employment opportunities. It can
contribute to small enterprise growth and earn valuable
foreign exchange. However, this article tries to find out
some basics of Tourism and Hospitality.
In general people travel from one place to another place due
to motivating factors viz. understand and/or experience other
cultures, beliefs, values, taste and see the world. There are
certain purposes of travel along with leisure tourism which
may have reasons with holidays, health, fitness, yoga, sport,
religion, education, internship program and culture. Some
people visit to friends and relatives. Likewise some people
visit for business in which there would be conferences,
training events and business meetings and exhibitions etc.
The attractions also play the vital role to create tourism
atmosphere. In this regard the cultural activities, historical
sites and museums attract people. The natural factors
like national parks, flora and fauna are the other areas
which call the tourists. Some events like festivals, religious
activities also attract people. Recreations like golf, hiking
also pull tourists.
However, the basic resources for tourism development are
natural in which there are land and water features, natural
ecosystems. Likewise in cultural and historical parts there
are archaeological sites, old cities and buildings, historical
places, festivals, food, art and music. The lifestyles,
relationships, education and religion come in the social
factors. In the other hand, the business activity, livelihoods,
products and services come under the economic factors.
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These factors create the tourism in a country.
When travelers move it originates the opportunity of
hospitality and tourism industry. In travel, country like in
Nepal there would be accesses through the plane, bus,
car and auto etc. Many organization, agency and
individuals get the job correspondingly. In the other hand,
there would be employment opportunity in accommodation
in which there would be motels, hotels, lodges, guest
houses and home-stay wings. Likewise there will be
employment opportunity for the restaurant operators too.
In these days some areas can create the recreations with
attractions and gaming.
To go with the travel trend from the most of people of
rich countries, it is essential to identify the travelers need.
In the tourism and hospitality sector there are certain
factors which govern the travelers need. Basically, the
travelers seek the physical product and service quality.
The travelers expect welcoming and clean environment. At
the same time the travelers seek efficiency and patience
of the staff servicing them. Of course the travelers are the
payers. So the payers always want to see the honesty in
the server. It is duty of servicing staff to give attention to
guests' needs. By which the travelers feel their importance
at that place. The travelers wish to have security. They
must feel they are always safe from every corner which
creates situation to an invitation to come again. These
needs and wants are to be known to hotels. They must
build these factors in to the way they run business. But
this is not sufficient in the most of the hotels. They use
to have common features and standard services except
some countable hotels. They need something extra to
differentiate themselves from others. They need to exceed
guest expectations.
Apart from the accommodation there should be another
important factor of hospitality which depicts the food
and beverage. If a guest sleeps well but the stomach is
unwell then there could not be an invitation to come again.
To address the stomach there must be healthy restaurant
and food service industry.
Besides accommodation and Food & Beverage Service there
must be existence of Travel and Tourism Industry Industries.
In general, to travel easily the tourists believe the Travel
Agencies. A Travel Agency is responsible to organize travel
program for the tourists. Travel agency organizes the
accommodation, transportation, itinerary and guide for the
group according to necessary. Some people travel individually.
At that time the taxi service is another important factor in
tour. If a tourist wants to visit freely, the tourist can hire
taxi. Cyber Cafe and Wi-Fi service should be adequate. For
the vividness of travel program the Tour Guide is essential.
A tourist may not have sufficient equipment at the time of
traveling at that time if a tourist wants to capture a scene
then the tourist must be able to buy cameras and film. It
demands the Shopping Malls also. The tourists always
take interest to buy something from the visiting area. Maps
and Travel Books are other essential tools for the tourists
which guides and explains itself for a tourist. Likewise
Banking Services is another factor to create easier and
homely feelings for a tourist. There must be banking service
for the tourist in host country. Another important factor for
the tourist is freight forward service that makes the tour
happy by which the tourists can send the goods in their
home easily. To feel homely environment for the guests
there should be health care centers and hospitals. Likewise
there should be adequate restroom in the path of the
travelers. The another important factor in modern era is
communication means. The cyber-café and Wi-Fi services
are very essential for homely environment in modern tourism
and hospitality industry.
Having these types of areas are not sufficient for the
development of tourism and hospitality industry. For that
there should be friendly relationship among the tourism
and hospitality stakeholders to establish the healthy
competition. Likewise the government and the
organizations should have also relationship of a parents
and children. In general the Government is always positive
to the development of a country. But there are certain
rules and regulations that create the low speed in the path
of development. In other hand, the organization also should
follow the rules and regulation so that there would not be
any conflict in the interests of Government. However, all
together there should be positive activities in all
stakeholders including the Government for the development
of the tourism and hospitality industry. In such a way the
individual industries are in healthy way the aggregate
industry life of a country makes a country to be in path
of development.
Questions ???
And more
questions ???
BISHWAS DAHAL
BTTM 1st Semester
No knowledge about how others might feel but for me life is like stew of
noodles in which I have no idea about the beginning and the end. No idea
about the entrance and the exit. The sole purpose of life itself is deep
mysterious and black ocean bed for me. What is the purpose of me
breathing right now? What is life itself? This world is way too weird and
mysterious for me. I know I don’t have any authority to make a statement
that this world is weird or whatever; this is totally my sole feeling and
opinion and got nothing to do with what others feel. Wish life was like
GPS system which would show how long would be my journey, which
roads to take, which turns to make and where my destination is. But
it’s not. Life is like a bowler in a cricket match and I am like a batsman.
I don’t know what it is going to throw at me. I presume, I pretend and
I try and be ready but it is mostly unexpected. I was upset and I was
furious but now I don’t regret what has happened before, what’s
happening, or what will happen in the future because it is worthless. I
feel people around me are too pretentious and vague. Their portrayal of
happiness is mere showoff than reality. Please explain it to me, I request
my surrounding and ask for the reason but I have no idea whether they
do not have any interest to explain their secrets or is it just plain and
simple and I am stupid to understand them. Everyone start their journey
of life from the mother’s womb and why am I the only one who seems
to be lost and everyone around seems to understand the life and look
happy. When we all start the journey together, where did I slipped the
track? Okay, forget where we all started. May be my adolescence mind
was too small and weak to understand what was going on. But now, I
have crossed my teenage limits and believe this is the time where the
brain fully grows, the emotional fully flows and a person is considered
mature enough to understand by nature and law. Did I grow slow or
what exactly is it? Why on earth am I so lost and confused about the
whole worldly operation. They talk about god and the mighty power of
god who showers happiness and protects them. But I question, do god
charges? Does he make appointments? Or I am too poor to afford one?
What is the process to get to him or for him to come to me? Does he
have a system like getting connected with modern hi-tech devices and I
am the only one without the medium or his/her contact info or is it
something that I did has pissed him off? To sum it up, there is no god for
me or at least I haven’t had any encounter with god.
Why haven’t I found good reason to smile or solid reason to follow
happiness? I am not saying I don’t smile or I am not happy at all, but I
smile to smile with others and I pretend to be happy to keep people
around me happy. Where is my identity? Am I to always live for others?
Or is it wrong to seek for inner truth and enlightenment? It’s confusing
and it’s killing. Inside out.
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67
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g]kfndf /x]sf k|Voft ko{6sLo :Yfnx?sf] t'ngfdf ;'b/' klZrd
If]q g]kfnsf] To:tf] e"–v08 xf] h'g kj{tf/f]x0fsf nflu dfq
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68
NAT H M
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nflu Ps l;+Ëf] cnf}lss pkxf/ xf] hxfF ko{6sx? k|sl[ tsf]
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l/; /fp6]df cfk;] cfk pTkGg x'g] s'/f pgLx? atfpFb5g\ .
slxn] em'6f] gaf]Ng] /fp6] hflt lgs} ;/n :jefjsf x'G5g\ .
h+undf ;b}j Ps 7fpF ga:g] /fp6]x? h+unsf s"–sf7nfO{
sf6]/ To;af6 ljleGg ;fdfu|L agfO{ glhssf] ufpFdf hfg] /
tL ;fdfu|LnfO{ vfBfGg;+u ;f6\g] ub{5g\ . /fp6]x?n] vfz ul/
sf7af6 sf]l; -sf7sf] af6f_, b/fh, vf6, 6]jn
' , / cGo 3/fo;L
;fgfltgf efF8f s'8F f xft}n] agfpg] ub{5g\ .
o; k|sf/sf] df}lnstf af]ss
] f /fp6] xfd|f cd"No ;DklQ x'g\ .
of] hfltsf] njfO{ vjfO{, af]nL efiff, cem ;du|df eGbf l;+uf]
;dfh / ;+:s[lt af/]df hfGg / a'´g ;a}df OR5f / rfxgf 5 .
/fp6] af/]df hfGg dflg;x? slt OR5's 5g eGg] s'/f /fp6]n,]
ldlt @)^% kf}if !& ut] b]lv @! ut] ;Dd /fhwfgL sf7df8fFd
} f
u/]sf] /fhwfgL ofqfaf6 k|:6 eO ;s]sf] 5 . Tof] ;dodf
/fp6]af/] hfGg /fhwfgLsf ;of+F} kqsf/ t5fF8d5fF8 u/]/ /fp6]sf]
kl5 kl5 bf}8s
] f lyP . /fhwfgL sf7df8f}aF f6 k|sflzt x'g] x/]s
kqklqsfn] cfkmgf] cu|ki[ 7df /fp6]sf] kmf]6f] ;lxtsf] ;dfrf/
k|sflzt u/sf] b]lvGYof] . /fp6];u+ Pp6f tl:j/ lvrfpg :o+d
g]kfnsf /fi6«klt, k|wfgdGqL / ;ef;b ;d]t nfnfoLt lYfP .
NAT H M
SOUVENIR 2014
69
o;}af6 klg a'e
' mg ;lsG5 of] hflt ;'b/' klZdsf] Ps dxTjk"0f{
cfsif{0f xf] .
-v_ AofF;L hflt
of] hflt vfZf ul/ ;'b/' klZrdsf] aemfª / afh'/f lhNnfsf] pRr
lxdfnL tyf kxf8L e'–efudf a:g] ub{5g\ . w}/} ;do lr;f] If]qdf
a:g] Aof;L hflt cfˆg} df}lns afSnf pgL / u/d n'ufdf
;lhPsf x'G5g\ . dlxnf / k'?if lar n}l+ Ës c;dfgtf, ;fdflhs
e]befj / :tl/s/0f gePsf Aof;Lx? hg;+Vofdf yf]/} eP klg
k|frLg ;dfh / ;+:s[ltsf ;+jfxs x'g\ . g]kfn clw/fHodf ePsf
;Dk"0f{ Aof;Lx? dWo] nueu cfwf hlt Aof;Lx? oL b'O{ lhNnfdf
a;f]jf; ub{5g\ .
yf?x?sf] cfkmg} df}lns ;/;dfh / ;+:s[lt klg 5 . of]
hftLdf dtjfnL hftL 8uf}/f yf?x?sf] k|dv
' rf8 df3L xf] eg]
/fgf yf?sf] k|dv
' rf8 xf]nL xf] . yf?x? ;f+:s[lts If]qdf
Hofb} ;DkGg 5g\ . logLx? cfkmgf] ;+:s[ltdf ulx/f] cf:yf
/fVb5g\ . yf?x?n] vfz ul/ ;lvofgfFr, xf]/L / /f;lnnf gfFr
gfFRb5g\ . cfkmg} e]ife"iffdf ;lhP/ oL gfFrdf logLx?n] ;fd'lxs
jt{n
' fsf/ 3]/f agfpFb5g\ . yf?x?sf] o; gfFrdf g[To, ufog
/ kl/wfgsf] lqljB ;f}Gbo{ b]lvG5 . ;hgf, af/df;f, a;Gt,
df3L, rfFr/, afdtL, ulxn, x/afx, x]dGtL, uf}/L, r]nGtL /
emd/ h:tf uLt / ufyfx? logn] ufpFg] ub{5g\ .
v;|f] dl;gf] h] h:tf] eP klg afF8L r'8L vfg', 5nsk6 / 5Ssf
kGhf gug{,' ef}lts a:t'sf] ;+ux| df gnfUg', cfkm"l;t ePsf]df
;Gtf]if dfGg', hLjg Aojxf/ Hofb} ;/n agfpg' yf? hfltsf
laz]iftf x'g .
;f+:s[lts cfsif{0f
Aofkf/sf] l;nl;nfdf w]/} ;do lkm/Gt] hLjg latfpg] Aof;Lx?n],
8/nfUbf chËsf s's'/, RofG6] t/ b|'tufdL 3f]8f / la;fF}
lsnf]sf] ef/L af]Sg ;Sg] e]8f kfNg] ub{5g\ k|foM v]tLkftL gug]{
Aof;Lx? laz'4 pgaf6 :j]6/, /f8L, kfvL, sDjn, sfDnf /
cfsif{s un}rfx? 3/d} xft] tfgdf a'Gg] ub{5g\ . logLx?n] oL
pgL ;fdfu|L / ax'dN' o hl8a'6Lsf] Aofkf/ Joj;fo ug]{ ub{5g\ .
oL a:t's
' f] Aofkf/ ug{ Aof;Lx? pRr lxdfnL / kxf8L If]qaf6
c5fd, afh'/f, aemfª / 8f]6Lsf] ;dy/ e"–efudf cfpg] hfg]
ub{5g\ .
-u_ yf? hflt
;'b/' klZrdsf] s}nfnL / s~rgk'/ lhNnfdf g]kfnsf laleGg
cfbLaf;L hflt dWo] Ps, yf? hflt a;f]jf; ub{5g\ . of] hflt
ef/tsf] /fh:yfgsf] yf/ If]qaf6 cfPsf]n] yf? elgPsf] xf]
eGg] egfO{ Ps yl/sf] 5 eg] csf]{ yl/n] ef/tdf d';
' ndfgx?sf]
cTofrf/ ;xg ;;s]/ ef/ts} d]jf8 /fHosf] lrQf}8u9af6
;]jf6xn ug]x{ ?l;t efu]/ cfPsf /fhk'tsf laBjf / ltgsf
rfs/x?af6 hGd]sf yf/f] cyf{t\ ;Gtfgx? g} yf? ePsf x'g\
eGg] egfO{ 5 . yf?x?sf] efiff hftLo cfwf/af6} Yff? efiff
gfdn] rlr{t 5 . yf?x? 8uf}/f / /fgfyf? u/L b'O{ hfltdf
laeflht 5g\ . oL hfltsf dflg; ;/n :jefjsf clt ldng;f/,
/ OdfGbf/ x'G5g\ .
70
NAT H M
SOUVENIR 2014
;+:s[lt dfgj hLjgsf] sfo{ z}nLsf] ;Dk"0f{tf xf] . h;df
;+nUg ljleGg kIf, cef}lts / ef}lts ;+:s[ltsf PsfO{x¿af6
;fdflhs Jojxf/ ;~rfng x'G5 . ;+:s[lt dflg;n] cfˆgf]
;fdflhs, ;f+:s[lts / cfly{s lqmofsnfk ;+rfng ug{sf nflu
lgdf{0f ub{5 . ;dfh / ;+:s[ltsf] cGof]Gofl;|t ;DaGw x'g]
ePsf]n] ;dfhdf ljleGg ;+:s[lt x'G5g\ . oL ;+:s[lt cf–cfˆg}
dxTjsf klg x'G5g\ . oxfF s] klg eGg ;lsG5 eg] dfgjn]
;dfh ljsf;sf qmddf h] hlt s'/fx? l;h{gf ub{5, l;Sb5 /
hLjg k4ltsf] ?kdf ckgfpF5, tL ;a}nfO{ ;+:s[lt eGg
;lsG5 .
dfly g} pNn]v ul/P h:t} k|To]s ;dfhsf] cf–cfˆg} dxTjsf] /
ljz]iftfsf] ;dfh ;+:s[lt eP h:t} ;'b/' klZrdsf] ljljw ;dfh
/ ;+:s[lt ko{6sx?sf nflu Ps cfsif{0f xf] eGg ;lsG5 lsgls
ToxfF jif{el/ ljleGg rf8kj{ dgfOG5g\ . ljz]if ul/ ToxfFsf rf8
ufAof Tof/af6 z'? eP/ ljif' Tof/df ;lsG5g\ . To;}n] ToxfF
rf8kj{ k}6fpGof -z'?jft ug]_{ ufAof Tof/, lg6SofpGof -;dfKt
ug]_{ ljif' Tof/ klg elgG5 . 5f]6s/Ldf, æk}6fpGof ufAof lg6SofpGof
ljif'Æ klg elgG5 . ufAof Tof/ >fj0f dlxgfdf / laif' Tof/
a}zfv dlxgfdf kb{5g . ToxfF jif{ el/df dgfpg] laleGg
rf8kj{x?df, ufAof Tof/, /f]kfFO,{ a'l8–kf]NGof, s[i0f hGdfi6dL,
3fF;] ;+qmflGt, s'ZofF cf};
+ L, -s'z
+ ] cf};
+ L_ PsfbzL j|t, gfuk~rdL,
uf}/f kj{, hg} k"l0f{df, /Iff aGwg, gf}+ rfVg], cgGTof k'lg, k':ofO{tL
k'gL, a8fbz},+ ltxf/, e}nf] -k'if] k"l0f{df_ a;Gt k+rdL, dxflzj/fqL,
xf]/L, -xf]nL_ r}t] bz},+ r}tf]nf, k'tnf, la;' Tof/ -gjjif{ kj{_ h]7f;]
k'gL, u+uf bzx/f cflb x'g\ . lo rf8kj{x?df ToxfF clgjfo{ ?kdf
/fte/ b]p8f v]Ng], uLt ufpFg] / cGo dgf]/~hgk"0f{ sfo{x? ug]{
ul/G5 .
kf]Onaf6 dfOt kms]s
{ f 5f]/L r]nL / cGon] 5'§f5'§} b]p8f v]Ng]
u/]sf] klg b]lvG5 .
ToxfF s]6f s]6f, s]6L s]6Ln] 5'§f5'§} / cf–cfˆgf] pd]/ ;d"x
ldnfP/ b]p8f v]Ng] klg ub{5g . t/ cfˆg} 5f]/L r]nL, lbbL
alxgL;Fu cfˆg} bfh'– efO{ sfsf– afa'n] eg] b]p8f v]Ng]
ub}gg\ . b]p8f v]n v]Nbf Pp6} v]ndf afa' 5f]/f, cfdf 5f]/Ln]
;Fu– ;Fu} v]Ng' x'bF g} klg elgG5 . ToxfFsf] k6sfgL jf rf}/df
ufpFel/sf nf]Ug] dflg; hDdf x'bF } hLjgdf ef]us
] f ;'v /
b'Mvsf uLt ufpFb5g ;fy} hLjg bz{gsf uLt klg b]p8f v]Nb}
ufpg] ub{5g\ .
s'g} klg ;dfhdf uLt ;+uLtn] Pp6f dxTjk"0f{ :yfg cf]u6]sf]
x'G5 of] ;+:s[ltsf] Pp6f dxTjk"0f{ kIf xf] / o;sf] cfˆg} dxTj
klg x'G5 . ;dfh / ;+:s[ltsf] cleGg c+usf] ?kdf /x]sf] uLt
;+uLt dfkm{t\ g} dflg;n] cfkm"leq ePsf] b'Mv, ;'v JoQm ug]{
ub{5g . uLt ;+uLtnfO{ dflg;sf] b'Mv / ;'vsf] ;fyL xf] klg
eGg ;lsG5 . k|To]s ;dfh / ;+:s[ltdf cfˆg} ljz]iftf /
df}lnstf ePsf uLt ;+uLt x'g] ub{5g . ToxfFsf] ;dfh /
;+:s[ltdf klg cfˆg} df}lns uLt ;+uLt 5g\ .
-s_ b]p8f uLt
ljleGg kj{ / hfqfdf ToxfF /fte/ b]p8f uLt ufpFg] ul/G5 . b]p8f
v]n uf]nf] 3]/fdf v]Ng] ul/G5 . of] v]n v]Ng] k|To]s dflg;n] k|To]s
dflg;sf] xft xftdf ;dfTg] ub{5g\ , v'§fnfO{ cufl8 / k5fl8 Pp6}
rfndf rnfpg] ub{5g\ . of] v]n k'?if, k'?if jLr, dlxnf, dlxnf
jLr klg x'g] ub{5 t/ Ps v]ndf @ kIf clgjfo{ x'g] ub{5g\ . b'j}
kIfaf6 ljleGg ;jfn hjfkm u/]/ b]p8f v]lnG5 . k'?if / dlxnfjLr
v]lng] b]p8f v]n ToxfF lgs} nf]slk|o 5 / ;a}n] o;nfO{ dg
k/fpF5g . o; v]ndf k'?if v]nf8Lsf] afx'Nottf x'G5 eg] dlxnf
v]nf8L Go'g x'g] ub{5g\ . ltgLx?df Psrf]6L dlxnfn] uLt /rgf
ul/ ufpF5g eg] csf]{ rf]6L Tolx uLt k'?ifx?n] ufpF5g . csf]{
rf]6Ldf cfˆgf] /rgf uLt g} ufpFb5g\ . o;/L k'?ifsf] /rgf u/]sf]
uLt dlxnfn] klg Psrf]6L ufpF5g / To;kl5 dlxnfn] csf]{ uLt
/rgf ub{5g . o:t} uLtx? t'?Gt} nueu !%,@) ;]sG] 8sf] ;dodf
;jfn hjfkm k'0f{ /rgf ub}{ b]p8f v]n /ftel/ v]Ng] ul/G5 . v]nsf]
uf]nf] 3]/fleq / aflx/ xhf/f}+ dflg;x?n] uLt Wofg k"js
{ ;'lg/x]sf
x'G5g\ . ;jfn hafkmdf s]6f kIfn] s] eg] s]6L kIfn] s] eg]
a8f]rfv k'js
{ ;'G5g\ / uLt ;'Gb} ltlgx?n] 7"nf] dgf]/~hg k|fKt
ub{5g\ .
kj{ / hfqfdf, slxn] ;jfn hjfkm, slxn] dfof lk|lt, slxn]
;'v– b'Mv slxn] xfF;f] 7§f h:tf cflb OToflb ljifosf uLtx?
k|z:t ufO{g] u/]sf] ToxfF ;'lgG5 . ToxfF dgfOg] x/]s kj{df t
b]p8f v]Ng' clgjfo{ g} 5 . bz},+ ltxf/, df3L Tof/, k'; !%,
ljjfx at|jGw cflbdf ufpF ufpFsf] k6sfgLdf ljz]if ul/
ToxfF uLt ufpFbf s'g} afhf ufhf ahfpg] ul/b}g . b]p8f uLt
d'vn
} ] ufpg] ul/G5 To;}n] ToxfFsf] uLtdf afhf ufhfsf] ;+uLt
eg] 5}g . t/ uLtsf] efSof -efsf_ eg] cg]sf}+ ePsf] kfOG5 .
To:t} gofF / gf}nf] efSofsf] ;[hgf eg] lg/Gt/ eO /x]sf] x'G5 .
ToxfFsf s]6f s]6Ln] dlxgf lkR5] gofF gofF efsfsf] uLt ufO{
/x]sf] eg] ;'lgG5 .
lo / o:t} uLt ;+uLtsf] cnfjf ToxfF k'tnfdf ufO{g] k'tnf uLt,
xf]/Ldf ufO{g] xf]/L uLt, dfun uLt, -z'e sfo{df ufpg] df+un
uLt_ ef/t uLt, ljho ufyf uLt, emf]8f uLt, k':fTofpnL uLt,
j+zfjnL uLt, b]jL b]p8fsf] k|zf:tL uLt cflb klg ufpg]
ul/G5 .
-v_ x'8S\ ofpnL
To; If]qsf] ljljw nf]s ;+:s[lt dWo] x'8sf gfr cyf{t\ x'8SofpnL
klg Ps xf] . o; gfrdf x'8Sof / efTof{ ul/ @ kIf x'G5g\ .
z'?df efsf xfn]/ x'8sf] ahfpFb} uLt ufpg]nfO{ x'8Sof elgG5
eg] ToxL uLtnfO{ bf]xf]/fO{ x'8sf] ahfpb} ufpg] / x'8S\ ofsf]
efsfnfO{ cem :j/ yKg ;fdfGotof @ hgf -a9Ldf $ b]lv &
hgf_ ;Dd /fucnfksf lglDt tof/ /xg] x'G5g\ h;nfO{ efTof{
elgG5 . efTof{nfO{ ToxfF hf]Nof klg elgG5 . x'8SofpnL cyf{t\
x'8sf gfr bdfO{ hfltsf] dxTjk"0f{ gfr xf] . olx x'8SofpnL ug]{
ePs} sf/0f o; hfltnfO{ ToxfF x'8Sof elgG5 . x'8SofpnL ub}{
ufO{g] uLtnfO{ ToxfF ef/t elgG5 . o;df clegosf ;fydf
:j/sf] ptf/ r9fj, nfdf], dw'/f], km8f, tLvf], ?Gr], xFl;nf], x}sd
b]vfpg] lsl;dsf] k|;ªu ldNbf] z}nLdf 36gfsf] j0f{g ug]{ ul/G5 .
x'8SofpnLdf k|frLg aL/tfsf] syf, ;dfhsf sdhf]/ JolQmTjeGbf
k|Voft / ;+ef| Gt JolQmTjnfO{ kfq agfO{ p;}sf] j0f{g ug]{ ul/G5 .
k'/f0f, Oltxf;, wd{, ;+:s[lt k/Dk/f, b]jtf, lkt[, b]jL, e"t, k|t] ,
lkzfr, dzfg / jfo";DaGwL s'/fsf] ljz]if k|rf/ klg o;df
ul/G5 .
P]ltxfl;s k'?ifnfO{ of]4f jf kOs]nf cyf{t\ k}sn
] f elgG5 / of]
/fhf gfu/fhsf ;]gfdf sfd ug]{ aL/nfO{ ;Daf]wg ug]{ zAb xf]
NAT H M
SOUVENIR 2014
71
elgG5 . oxL k}sn
] fsf] a0f{g, ToxfFsf] nf]s ;+:s[ltdf o'jflk+9LnfO{
k|/] 0ff lbg x'8S\ of / efTof{n] w]/} ug]{ ub{5g\ ljz]ifu/L ljjfx,
a|tjGw, 7"n 7"nf o1 cg'i7fgsf cGTodf x'8S\ of gfrsf] cfof]hgf
ul/G5 . To;sf ;fy} kl/l:ylt ljrf/ ul/ cGgfefj tyf
wgfefjsf ;dodf klg bdfO{ hfltn] x'8S\ of / efTof{sf] gfrsf]
cfof]hgf u/L l/lyx?sf 3/af6 cGg / gub p7fO{ u'h/f
rnfpg] k/Dk/f klg kfOG5 . x'8S\ of / efTof{x?sf] cfkmg}
kf]zfs x'G5 . h;df, ;]tf] ndtGg] d"h] hfdf / sDd/df k6'sf,
lz/df ku/L, sDd/df /ftf] t'nsf] bf]k§f, k]6L, k6'sL / cfwf
Oi6sf]6, unfdf kml6s tyf sDkgLsf dfnf Wjhf, ku{nf,
n"sg{ , km"sg{ nufO xfjfn] xNnfpg] lsl;dn] t'nª{' UofOPsf
x'G5g\ . x'8s
\ ] / efTof{nfO{ k6sfgL, k6vfgL, k6\sfxfgL, cfFug
jf v'nf rf}/df !) x !) ld6/;Ddsf] vfnL 7fpF rflxG5 hxfF
pgLx?n] sDd/ xNnfP/ xfpefp s6fIf k|bz{g ub}{ bz{snfO{
dGqd'Uw kfb{5g\ . x'8Sofn] x'8SofpnLdf k|foM sfFlz/fd k}sn
] f,
zf]ef/fpt, /f/fsf] k}sn
] f, afxfb'¥of k}sn
] f, 3f]uL;fn, jL?;fn,
/gL /fpt, zf]ef/fpt, /fhf lhtf/L dNn, hfnGw/L dNn,
;+;f/L aDd, d]lbgL jDd, s7}jl/of, ljgf]bL zfxL k|tfkL dNn
h:tfsf] P]ltxfl;s jL/tfsf] syf j0f{g ug]{ ub{5g\ . x'8S\ ofx?n]
k|frLg Oltxf;sf kfqx?nfO{ nf]s x[bodf ;hLj agfO/x]sf
5g\ / :d[ltdf dfq hLljt tL dxfk'?ifx?sf] ozufgsf] hfgsf/L
;a}nfO{ lbO{ /x]sf 5g\ t/ xfn o; lsl;dsf] x'8Sofpln j0f{g
ug]{ x'8S\ ofx? a8f] bogLo l:yltdf 5g\ . tL x'8S\ ofx?n] ;dfhsf]
cfb{z ;+:s[ltnfO{ ;Tofg'/fuL ?kdf k|s6 ul//x] klg xfn x/]s
ufpFdf cfly{s / ;fdflhs kl/jt{gsf sf/0f Tof] k/Dk/fut
jL/ ufyfd"ns efTof{, x'8S\ of gfFr nf]k x'g] l:yltdf k'us
] f] 5 .
Tof] k/Dk/f u'Dof] eg] ToxfFsf] Ps hNbf]jNbf] ;+:s[lt gi6
x'ghfg]5 / kl5 k'gM :yfkgf ug{ ;Dej x'g] b]lvb}g .
lhDd]jf/ ;+3 ;+:yfx?nfO{ o; If]qsf] ko{6sLo dxTjsf] hfgsf/L
/ cYf{af]w ePtf klg ltgLx?af6 d'sbz{sLo e"ldsfafx]s cGo
s'g} klg ;fy{s / 7f]; kl/0ffdd'vL sfd sf/jfxL eP u/]sf]
b]lvb}g .
ctM o; gofF g]kfnsf] gofF laxfgLdf, ljutdf h] h:tf] pk]lIft
Aojxf/ /fHo:t/af6 eP u/] klg o; If]qsf] ko{6g ljsf;n]
/fli6«o cy{tGqdf 7"nf] dxTj /fVg] x'bF f ;du| If]qsf] ko{6g
k"jf{wf/ ljsf;sf] g]tT[ jbfoL e"ldsf /fHon] lgjf{x ug{' kb{5 .
o;sf ;fy;fy} ko{6g;+u ;Dj4 ;+3 ;+:yfsf ;fy} /fHo
Aoj:yfsf ;–;fgf c+ux? j8f, uf=lj=;, gu/kflnsf, lh=lj=;
nufotsf lgsfon] klg st{Jo lgi7fk"js
{ cfkmgf] bfloTj kfngf
+ ] ul/ k|ltj4tfsf ;fy
ug'{ kb{5 . lghL If]qn] klg xf]:6]df x};
;a} pBf]uL Jofj;foLx?nfO{ o;df nufpg' kb{5 . gful/s
;dfh / ;~rf/sdL{x?n] ;d]t ;lsg] /rgfTds ;xof]u ug'{
kb{5 o;/L ;j} s'/fsf] tfnd]nn] /fd|f] ult kfP ;'b/' klZrdn]
sfFrn
' L km]g{] 5 . ;'b/' klZrd ;'lglZrt ?kdf ko{6ssf] klxnf]
uGtJo:ynsf ?kdf ljsf; x'g;Sg] 5 . o;sf ;fy} ko{6g
k"jf{wf/sf] ;lx ljsf;sf ;fy;fy} tkfO{ xfd|f] e|d0fnfO{ Jou|tfsf
;fy, :jfut ug{ klv{/x]sf] ;b'/klZrdsf] cjZo} Psrf]6L xfdL
;j}n] e|d0f u/f}+ / To; If]qdf x'g nfu]sf] ljsf;df Ps O{6f
dfq eP klg yKg] sfd u/L gofF g]kfnsf] ko{6gdf gofF k|;Ë
Nofcf},+ ;'b/' klZrdnfO{ gofF g]kfnsf] gofF uGtJo agfcf}+ .
;Gbe{ ;fdfu|Lx?
cj:yL 8f=dxfb]j, ;'b/' klZrd g]kfndf efiff tyf ;+:s[ltsf] ;+/If0f
Pj+ ljsf;
P]/ lxSdtl;+x, ;'b/' klZrd g]kfndf ko{6g pwf]usf] jt{dfg l:ylt /
;Defjgf
/ cGtdf=========
s"j/ ;'/F h, /fp6]n] e]6] /fi6«klt sflGtk'/ lalxjf/ !& k'; @)^%
;dfh ;+:s[lt / k|sl[ tsf] rdTsfl/s e"uf]n, ;Dkbf / ;Eotfsf]
j/bfg Pj+ ;f}Gbo{tf / :juL{o cfgGbtf af]ss
] f] ;'b/' klZrddf
k|sl[ tn] j/bfgsf] ?kdf lbPsf cgdf]n /TGfx? 5g\ . lxpFsf
ce"tk"j{ lxd:Yfnb]lv lnP/ wfld{s, ;fdflhs tyf ;f+:s[lts
dxTjsf ax'd'No w/f]x/x? 5g\ . ko{6sLo cfsif{0fsf] hlt
j0f{g u/] klg g;lsg] g} 5 . s0ff{nLkfl/sf] k|bz
] sf ?kdf
lrlgg] ;'b/' klZrd km'Nbf] ko{6gsf] P]ltxfl;s ;GWofdf klg
ko{6gsf] cy{af6 jl~rt /x]sf] 5 . g]kfndf ko{6gsf] ;'?jft
ePsf] nueu cfwf ztfAbL gf3L ;s]sf] xfnsf] cj:yfdf
/fHo Joj:yfsf] of]hgfsf] k|fyldstfdf kg{ g;s]sf] x'bF f ToxfFsf]
ko{6g / To;af6 k|ToIf jf ck|ToIf ?kdf nfeflGjt x'g ;Sg]
hg;d'bfo ;fFRr} kL8fbfoL cj:yfdf afFlr/x]/x]sf] 5g\ . ko{6g;Fu
;Dj4 ;/sf/L lgsfo, ko{6glj1, of]hgf th'd
{ fsf/x? / cGo
s"j/ ;'/F h, sf7df8f}d
+ f a:g] gf]s/L lbG5' sflGtk'/ z'qmjf/ !* k';
@)^%
s"j/ ;F/' h, jgsf /fhf bf]x/L ;fFemdf sflGtk'/ zlgjf/ !( k'; @)
l8li6g];g g]kfn 6«fen Dofg'n, g]kfn 6'l/Hd af]8
lbSkfn /fhs'df/ , ;x/ 3'd/] kms]{ 6fh{g x? cGgk'0f{ z}nL a'wjf/
@# k';
' @)^%
gfyd ;f]lelgo/ @)!# g]kfn cSof8dL ckm 6'l/Hd P08 xf]6n
Dofg]Hd]G6
kGt 8f= ho/fh, ;'b/' klZrd g]kfndf efiff tyf ;+:s[ltsf] ;+/If0f
Pj+ ljsf;
kf08]o xl/bQ, ;b'/klZrdf~rn ljsf; If]q–\ ;+lIfKt lrgf/L
8f=/fh/fd ;'jb] L, c5fdsf] O{ltxf;
72
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CULTURAL
DIVERSITY IN
HOSPITALITY
AND TOURISM
INDUSTRY
BINOD ARYAL
Instructor - NATHM
ABSTRACT
Nepal is a country with highly cultural diversity. From the southern plains of the terai to the world’s highest peaks at
the North, Nepal is a home to wide varieties of ethnic groups, all speaking their own language and possessing their own
cultural traditions.Cultural diversity can have a significant influence on the hospitality business. The cultural diversity
is highly important in hospitality business due to the global customer-related industry. However, this phenomenon
brings lots of challenges to hospitality business as well, for example, communication barriers between employees. The
best practices for enhancing cultural diversity results in establishing a cultural diversity committee, a language bank or
a cultural event. More importantly, customs and traditions are the most appealing cultural attribute which the workforce
needs to discover from other cultures. Cultural diversity has always been considered as an integral to the hospitality
business but is not carefully implemented. Therefore, there is a strong need for more education and training on cultural
diversity in the future.
With the diverse workforce of organizations, cultural
diversity involves differences in gender, age, color, ethnicity,
sexual orientation, religion, disability, education,
personality, and skills (Lashley & Lee-Ross 2003, 204).
Issues of diversity involve attributes that are harder to
identify and which can be defined after knowing the
employee for a longer period of time, such as attitudes,
values, traditions and principles.
distinguished by individuals, for example age, gender and
racial background (Clements & Jones, 2006, 13). These
internal dimensions are basic factors that individuals live
on a daily basis and define personality. Secondary
differences may tremendously alter, such as religious
beliefs, class, education and experience. A final layer of
diversity is associated with the organizational context
involving the job or position held, seniority, or status at
work (Gardenswartz & Rowe 2009, 37).
Diversity can be divided into primary and secondary
differences. Primary differences are stable factors that are
Cultural diversity can be referred to as the variety of human
groups, societies or cultures in a specific region, or in the
What is cultural diversity?
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73
travel, accommodation and entertainment to meet the
needs of tourists. Hospitality and tourism aims to optimize
the recreational experiences of tourists in the cultural
environments that differ from those of their native
countries or regions.
Figure: Four layers of diversity (Gardenswartz & Rowe 2009, 37)
world all together. Cultural diversity indicates a mixture
of both individuals and groups with dissimilar backgrounds,
beliefs, characteristics, customs, traditions, and values.
Moreover, Cultural diversity is vital for companies in the
long-term. It especially is important for hospitality industry
organizations to identify cultural diversity in advance when
growing internationally.
Workplace diversity in the hospitality and
tourism industry
Workplace diversity in the hospitality and tourism industry
is enhanced through visions that promote equal
employment opportunity to cater for the different
nationalities in the market. The industry gets to appreciate
the world's socio-cultural and economic differences through
the recruitment of people of diverse backgrounds. After
all, businesses in this industry need to establish
organizational policies that not only discourage
discrimination but also encourage intercultural activities
such as cultural educational programs and forums.
Businesses also need to employ organizational structure
that comprise of people from different regions and races,
and spread key appointments to qualified staff from across
the board.
Globalization has enhanced the diversity experienced in
the hospitality and tourism industry because of its
multicultural nature. Tourism involves the movement of
people from their usual surroundings to the places of
interest either within the country or across international
borders for leisure, business, fun or adventure. Hospitality,
on the other hand, involves providing services such as
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Hospitality and tourism present a unique opportunity to
understand new cultural experiences for both employees
and the tourists. It is important for the employee to
understand and appreciate different cultures to enhance
the nature of their interactions with tourists of different
cultures, religions, races, creeds, colors, ages, genders and
sexual orientations. It is for this reason that businesses in
the hospitality industry must endeavor to train their
personnel to appreciate and accommodate people from
diverse backgrounds around the world. After all, workplace
diversity not only facilitates the easy understanding of
different cultural, social and economic perspectives but
also enhances the delivery of satisfactory services through
communication and observation.
The workforce composition in hospitality and tourism
establishments definitely needs to be vast and diverse.
Indeed, it is necessary to employ people from all walks of
life, culture, caste, creed and nationalities so as to nurture
workplace diversity that signifies positive influence and
enhanced productivity in the hospitality and tourism
industry. Likewise, workplace diversity also enables
businesses in the hospitality and tourism industry to nurture
and portray a positive image of inclusive equal employment
opportunities for all without regard to race, gender or
nationality.
References
Aswasthappa, K. (2008). Human Resource Management. New Delhi: Tata
McGraw Hill.
Clements, P. & Jones, J. (2006). The diversity training handbook: A practical
guide to understanding & changing attitudes. Philadephia: Kogan Page.
Dessler, G. & Varkkey, B. (2011). Fundamentals of Human Resource
Management. New Delhi: Pearson.
Gardenswarzt, L. & Rowe, A (2009). ‘The Effective Management of Cultural
Diversity’ in Moodian, M. (editor) Contemporary Leadership and Intercultural
Competence – Exploring the Cross-Cultural Dynamics within Organizations. Los
Angeles: Sage Publications.
Lashley, C. & Lee-Ross, D. (2003). Organization Behavior for Leisure Services.
Oxford: Butterworth-Heinemann.
Cell Phones for
Hospitality
Education:
Challenges and
Opportunities
UMESH THAPA
Resource Instructor
The hospitality industry has seen phenomenal growth in
the last few years globally. This growth has been equally
supported by the modern technologies. The use of smart
phone in such development is one of the major leaps of
this industry and studies. The increased number of global
travelers has resulted intense competition amongst all
chains of hotels. All users are enjoying and utilizing the
availability of smart phones now at price point that are
very affordable. Mobile Apps therefore, create a great
opportunity for the hospitality industry to cash in on
connecting directly with its existing and potential
customers. Specially, applications are also designed for
the hospitality industry. A few key features of the mobile
app are Quick access to hotel information using the handset
Hotel search based on the locations, also GPS enabled
Booking for the property directly from the app. In addition
to the above the software provides a host of post checkin and post check-out features.
Hence we are constantly connected with friends, family
and the Internet. As cell phone use continues to increase,
it is worth considering whether use of the device is related
to measurable outcomes important for student success,
such as academic performance, anxiety and happiness.
Software developers are also working to create new and
exciting application for students. One can learn new things
through mobile applications. Reading books, editing
documents, calculating mathematical problems, searching
web, data sharing, sending and receiving mails and more
can be done through a single cell phone. Even special
applications are developed for different disciplines. For
example hospitality student can access wide information
regarding various cuisines and their recipes through apps
like "allthecooks", "Big Oven", ‘Food Dictionary". One can
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75
Life: A
Challenging
Highway
(In My Way)
get information of hotel through apps like ‘tripadvisor’,
hotel.com and also check the reviews given by guest. Now
no need to carry heavy books, one can have virtual library
within cell phones. Those who wish to have knowledge
of beverage can have special apps for wine, beer, spirit
along with cocktails like "Mixology", "Cocktail Master".
Learn Multilanguage through "Dulingo".
Ashish JBR
MHM 2nd Batch, 4th Semester
Life starts from the same points for everyone, called
birth.
It provides the same platform for everyone, called
earth.
Yes, everyone’s life is a difficult game to play
Because life is a long and challenging highway.
We must accept each and every challenge as our
opportunity
Some research analysis showed that cell phone use by
college students was negatively related to GPA and
positively related to anxiety. Following this, GPA was
positively related to happiness while anxiety was
negatively related to happiness. Thus, for the population
studied, high frequency cell phone users tended to have
lower GPA, higher anxiety, and lower satisfaction with
life (happiness) relative to their peers who used the cell
phone less often. Importantly, it shows, the students
misused the availability of gadgets.
As mobile technology continues to encroach upon our lives,
and as it becomes increasingly an appendage for younger
people, we would do well to continue studying its
implications. Undoubtedly, the incredible growth of Mobile
Technology, with its tremendous opportunities and
applications, has dramatically shaped the behavior of both
consumers and producers. These dramatic changes in the
business environment have created a great urge for tourism
enterprises to re-vitalise, re-think and refocus the concept
and functions of marketing communication in order to
reflect contemporary practices.
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But we must not lose hope or give up to save our
dignity
Time may not be the same tomorrow what it is today
We must use our limited life to posses’ unlimited fame
That’s how the country will always remember your
name
Yes, for all those bad games, one day everyone has
to pay
Though our life requires a lot of determination
We can never avoid the fact of termination
So, life is full of confusion for everyone to pass away
Putting all these thoughts in my way !!!!!!!!!
Effect of Cultural
Diversity on
Nepalese Tourism
KRANTI BIKASH POUDYAL
Sr. Hospitality Executive-Ama Dablam Adventures
The sixth week of the year 2014 came as an unprecedented
juncture for Tourism Industry of the country. World
Tourism Organization (WTO) has stated on its annual
bulletin on11th of February that there is an augmentation
of 5% on global tourists last year comparing to 2012 year.
The news further said that in the year 2013, almost 1.087
billion people have travelled across the globe and
anticipated a further 4.4 to 5% growth in this year. Global
recession hit the industry badly in the year 2009 and pre
years but then onwards barometer is signaling positive
tendency which really has helped to create new jobs in
the industry and helped improvising the economy. Similarly
on the 12th of February, Nepal Government has decided
to reduce the royalty to climb Everest and other mountains
effecting from January 2015. It helps individuals wishing
to climb Everest independently or in the small group.
In this positive context Nepalese Tourism Entrepreneurs
must think of employees’ working style, work approach,
work expectation, and working environment to tempt and
attract more and more tourists in the country. Hindrances
arise when employees or employers start working on preset mind which may generate lack of communication.
Employers or employees norms and values should not rule
out the perceptive of vice versa's attitude leading
misapprehension, which generally occurs among people
from culturally diversed groups. Lack of knowledge about
other side's culture may sometimes do not allow to get
along which may cause solemn consequences on working
environment. Hence to handle diverse human resources,
whose background is culturally dissimilar, it is necessary
to know the neighboring background of that personnel
and try to understand their age-long conventional cultural
practices, belief systems, and deeply rooted norms and
values.
Priorities of Indian Tourists who visit Nepal have also been
changed since 2 decades. Then their priority was shopping;
and jeans, cosmetics and electronic gadgets were on their
shopping list. The other concern was the Casino. They
wanted to have it in the travel itinerary as if that was the
sight not to miss. Today they visit not just the main
tourist attractions of Nepal but also for Trekking and
Mountaineering. Some Cultural and Pilgrimage groups visit
the country along with their Kitchen Crew to cater them
as most of the South Indians and other orthodox Hindu
clans avoid not only meat and fish but also garlic, onion
and even tomatoes. They need bucket and jug in the five
star hotel rooms which seem bizarre to many. But in these
cases, recognition of the importance of cultural diversity
is needed. Achieved goal can only be obtained by fulfilling
their overt necessities and expectations. Cultural slip-up
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77
can easily be evaded if tourists and service staff are
sensitive about the cultural discrepancies among them.
Likewise, the number of Chinese tourists visiting the country
has also been increasing. The recent survey done by the
local newspaper affirmed that Nepal was the intended
country in their visiting list in the next 10 years. As most
of them visit in the groups Nepali hospitality operators
should focus on the numerous challenges they would have
to face in the days to come. This new potential market
segment of Chinese Tourists which was almost zero till
last decade should need to be properly managed to gratify
by fulfilling their explicit requirements and expectations.
It is very important to understand and respond to their
specific needs. Chinese-speaking guides and other support
staff; even though they speak little Chinese, Chinese TV
Channels in the hotel rooms, and more Chinese Restaurants
are needed to grow up.
Similarly cultural misconstruction may also occur when
conveying the pre-booked services to the guests. It has
been seen many occasions when clients are unhappy and
disgrace because of their cultural prejudice and asking for
the full refund of the services delivered to them at the
highest degree. For example, some South East Asian
Tourists want a real hot shower alike back home at the
high altitude of Everest Region without thinking that he/
she is allowing himself/herself to the nature and to get
the real hot water at the high altitude is not possible at
any cost. They just do not want to consider the fact that
they are not in home and want to have it anyway once
the package is booked. This pre-set mind leads
confrontation. This bias attitude arises when people do
not take the alien milieu on its own context. Likewise hotel/
lodge owners in the touristic region of Nepal have very
negative attitudes towards inbound tourists during the
high trekking season. A Nepali has always been at the
least priority in the eyes of lodge owners of the busy
trekking trails. Neither are they provided with good rooms
nor the food they asked come on time whereas least paid
foreign clients are given the top most priority although in
reality they may have paid less than what a Nepali pay.
Culturally diversed market segments need to be hit in terms
of gaining foreign exchange and keep the economy viable.
Potential travelers from non-English Speaking Countries
with divergent cultural background such as from Eastern
Europe, Latin America, South East Asia needs to be properly
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addressed. Knowledge on Cultural competence is needed
to know the fact that how they differ from each other as
every individual is unique.
In conclusion, cultural multiplicity cannot be overlooked.
Knowledge of Cultural diversity; and respecting and
tolering it widens the economic growth as well as helps to
achieve human friendly environment to build much needed
global tranquility. The appropriate behavior and attitude
of work force and the job they do in the workplace should
reflect positive vibes for the success of the Tourism
Industry. Entrepreneurs should pay attention on innovation
and more time and money should be invested on Research
and Development the Tourism Products.
Poem
Be
alright
Jeetendra Karki
BTTM "A"
She was nearby that mimosa tree
Staring towards the garden as free
Her pale face & innocent eyes, pound my heart.
Looks as if that was the fabulous creation of art
Sapling like hair, slender pointed nose and her red
cheek
Don’t know how long that air will play freak
My eyes are forgetting the bit of blink
No matter the air blow her hair and covered the
cheek
Eyes still want that nymph in their sight
But she vanished, assuring the eye for next sight
And to be alright
And to be alright
ko{6g If]qdf
hgzlQm ljsf;
ljgf]b g]kfn
clws[t – gfyd
ko{6g If]qdf sfo{ ;Dkfbg ug{sf nflu cfjZos kg]{ >dzlQm
jf dflg; tyf sfddf /x]sf dflg;x? g} ko{6g If]qsf
hgzlQmsf] ?kdf lrlgG5 . ko{6g If]qdf /x]sf k|ToIf / ck|ToIf
?kdf ;lqmo dflg;x?nfO{ hgzlQmsf] ?kdf x]g{ ;lsG5 .
ko{6g If]qdf hgzlQm ljsf; eGgfn] ko{6g;Fu ;DjlGwt
hgzlQmsf] ljsf;sf] cfjZostfsf] klxrfg,hgzlQmsf
;DjGwdf cWoog, cg';Gwfg tyf tflndsf] cj;/ k|bfg
ug],{ Jo:yfkg ljsf; ug],{ j[lQ ljsf;sf] cj;/ k|bfg ug]{ sfo{nfO{
j'emg'k5{ . ko{6g If]qsf] ljsf;sf nflu cfjZos kg]{ k"jf{wf/x?
dWo] hgzlQm ljsf; klg Ps xf] . hgzlQm ljsf;df ePsf
k|of;x?nfO{ ljZn]if0f ubf{ b]xfosf ljifo j:t'df cfwfl/t /lx
ug{ ;lsG5 .
gLltut tyf sfg"gL Aoj:yf
z}lIfs sfo{qmd Pjd tflndx?sf] ;~rfng,To:tf sfo{qmdx?sf]
;dGjo,lgodg Pjd\ cg'udg ug]{ gd"gf s]Gb|sf] ?kdf ljsf;
ug]{
t]Åf} of]hgf -@)&)—@)&#_ cfwf/ kq
hgzlQm ljsf;sf ljifodf 7f]; ?kdf k|:t't x'g g;s]sf] .
ko{6g gLlt @)^%
— ko{6g ;]jfdf u'0f:tl/o clej[lå ug{ ;/sf/L lghL If]qdf
:yflkt cWoog ;+:yfg jf tflnd s]Gb|af6 ;~rfng x'g]
cWoog tflndnfO{ ;do ;fk]If t'Nofpg] .
— ko{6g If]q;Fu ;DjlGwt dfgj ;fwgsf] ljsf;df hf]8
lbOg'sf ;fy} o; If]qdf lghL If]qsf] ;+nUgtfnfO{ a9fjf
lbO{g] .
cfjlws of]hgfx?
lqjlif{o of]hgf -@)^& — @)&)_
— kj{tLo ko{6gdf ;Ifd hgzlQm ljsf; ug{ kj{tL{o k|lzIf0f
k|lti7fg ljsf; ;ldltsf] u'?of]hgf :jLs[t eof] .
— ko{6g If]qdf k|ToIf /f]huf/L () xhf/af6 ! nfv %) xhf/
k'¥ofpg] nIo .
— ko{6g If]qsf] nflu cfjZos kg]{ hgzlQm tof/ ug{ g]kfn
ko{6g tyf xf]6n Aoj:yfkg k|lti7fgnfO{ :jlge{/tkm{ pGd"v
u/fpFb} k|lti7fgaf6 pRr:tl/o
— ahf/sf] dfu cg'?k ko{6g If]qdf cfjZos u'0f:tl/o
hgzlQm pTkfbg / l;k clej[låsf If]qdf Pp6f gd"gf
s]Gb| ljsf; ul/g'sf ;fy} cg'udg Aoj:yf ldnfO{g] 5 .
g]kfn ;/sf/ sfo{ ljefhg lgdfjnL @)^$
— g]kfn ;/sf/ sfo{ ljefhg lgdfjnL @)^$ n] ;+:s[lt,ko{6g
tyf gful/s p88\og dGqfnosf] sfo{ cGtu{t ko{6g tyf
gful/s p88\og If]q;Fu ;DalGwt tflndsf] gLlt lgdf{0f ,
sfof{Gjog , cg'udg / d"NofÍg ug]{ /x]sf] 5 .
NAT H M
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79
ko{6g P]g @)#%
— kyk|bz{s x'g rfxg] JolQmn] tf]lsPsf] kl/Iff jf tflnddf
;lDdlnt x'gk' g]{ 5 .To:tf] kl/Iff jf tflnd pQL0f{ x'g]
b/vf:tjfnfnfO{ tf]lsPsf] 9fFrfdf Ohfhtkq lbO{g] 5 .
ko{6g jf]8 P]g @)%%
— g]kfn ko{6g jf]8{ P]g @)%% n] ko{6g jf]8nfO{ ;d]t
hgzlQm ljsf;sf If]qdf sfo{ ug{ tf]ss
] f] 5 . h;df
ko{6g Aoj;fosf] :yfkgf ;'wf/,ljsf;,lj:tf/ ,k|j4{ g tyf
;+/If0f ug]{ ;DaGwdf k"jf{wf/ ljsf; ,ko{6g ;]jf ;'ljwf
lj:tf/ ,hgzlQm ljsf; / ko{6g :ynx?sf] kof{j/0f ;+/If0f
ug]{ sfo{ ;d]tsf ;DjGwdf cfjZos sfo{qmd th'd
{ f ul/
sfof{Gjog ug]{ u/fpg] .
;+ : yfut Joj:yf
;+:s[lt,ko{6g tyf gful/s p88\g dGqfno
— ko{6g If]qsf sfo{qmdx¿nfO{ Jojl:yt 9Ën] cufl8 a9fpg
;j{ky| d lj=;+=@)!^ ;fndf ko{6g af]8s
{ f] :yfkgf ul/Psf]
lyof] . To;kl5 lj=;+=@)!* ;fndf lgdf{0f tyf oftfoft
dGqfno cGtu{t ko{6g ljefusf] :yfkgf ePsf] xf] . ko{6g
If]qsf] lgof]lht tyf of]hgfj4 ljsf; tyf k|j4{g 5'§}
s]lGb|o lgsfoaf6 u/fpg] cfjZostf dxz'; u/L lj=;+=@)#$
;fndf ko{6g dGqfnosf] :yfkgf eof] . :yfkgfsf] z'?df
ko{6g If]qnfO{ dfq cfj4 ul/Psf]df lj=;+= @)#( ;fndf
lgdf{0f tyf oftfoft dGqfno cGtu{tsf] xjfO{ ljefunfO{
;d]t ufeL ko{6g tyf gful/s p•og dGqfno gfdfs/0f
ul/of] . lj=;+=@)%& b]lv ;+:s[ltsf] sfo{ ;d]t o; dGqfnodf
;dfj]z eO{ ;+:s[lt, ko{6g tyf gful/s p•og dGqfno
gfdfs/0f ul/of] .
g]kfn ko{6g tyf xf]6n Aoj:yfkg k|lti7fg
— xf]6n Joj:yfkg tyf ko{6g -tflnd s]Gb|_ ;ldlt
-u7g_ cfb]z,@)@( cg';f/ :yflkt xf]6n Joj:yfkg tyf
ko{6g tflnd s]Gb| ldlt @)%%.!!.@$ b]lv g]kfn ko{6g
tyf xf]6n Joj:yfkg k|lti7fgsf] ?kdf ;~rfng x'bF } cfPsf]
5 . ko{6g pBf]usf] ljsf;sf] nflu k|lti7fgn] :yfkgf
sfnb]lv g} ko{6g;Fu ;DalGwt ljleGg ljifosf tflndx?
;~rfng u/L cfwf/e"t tyf ;'k/efO{h/L txsf zLko'Qm
|
bIf hgzlQm pTkfbg ub}{ cfPsf] 5 . ko{6g If]qsf] b'Q
ljsf;nfO{ yk ult lbg pRr:t/Lo bIf hgzlQmsf]
cfjZostfnfO{ ;d]t dxz'; u/L lqe'jg ljZj ljBfno;Fu
;DaGwg lnO{ ko{6g;Fu ;DalGwt pRr:t/Lo z}lIfs sfo{qmd
;d]t ;~rfng ug]{ p2]Zoaf6 k|lti7fgsf] -u7g_ cfb]z
@)@( df t]>f] ;+zf]wg u/L cf=j=@)%^ / )%& b]lv # jif]{
:gfts txsf] xf]6n Joj:yfkg sf]if{ / cf=j= )^) / ^!
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NAT H M
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b]lv :gfts txsf] ko{6g / 6«fen Joj:yfkg sf]if{ ;~rfng
ub}{ cfPsf] 5 . k|lti7fgaf6 cf=j=)^& / ^* b]lv xf]6n
Joj:yfkg ljifodf :gftsf]Q/ sIff ;~rfng ug]{ sfo{qmd
/x]sf] 5 . ;fy} If]qLo ;Gt'ng sfod ug{ g]kfnsf ljleGg
ko{6sLo If]qx?df ;Lko'Qm 3'lDt tflndx? Klg ;~rfng
ub}{ cfO/x]sf] 5 .
p2]Zo
!_ ko{6g pBf]usf] nflu cfjZos kg]{ bIf hgzlQm pTkfbg ug{
pRr:t/Lo z}lIfs sfo{qmdx? ;~rfng ug]{ .
@_ ko{6g pBf]usf] nflu cfjZos kg]{ ;Lko'Qm hgzlQm pTkfbg
ug{ ;f];uF ;DalGwt ljleGg ljifosf tflndx? ;~rfng ug]{ .
#_ ko{6g pBf]usf] ljsf;df cfjZos kg]{ hgzlQm ;DaGwL
cg';Gwfg, ;j]I{ f0f d"Nof+sg, k/fdz{ Pjd k|fljlws ;Nnfx,
;'emfj ;d]tsf] ;]jf k|bfg ug]{ .
/0fgLlts NfIo
k|lti7fgnfO{ cem a9L ;Ifd, ;an / ;'b9[ tfsf ;fy ;~rfng
ub}{ xf]6n tyf 6«fen If]qdf :gfts, :gftsf]Q/ sIffx? ;~rfng
ug]{ tyf ko{6gsf ljleGGf If]qx?df ;Lko'Qm / clek|/] 0ff lbg]
lsl;dsf tflndx? ;~rfng u/L,u/fO{ blIf0f Plzofs} gd"gf
s]Gb| agfpg] .
bL3{sfnLg ;f]r
!= k|lti7fgnfO{ ;fs{ If]qLo :t/sf] Ps ;zQm Pjd ;Ifd
cWoog ;+:yfsf] ?kdf ljsf; ub}{ pRr:t/Lo z}lIfs lgsfosf]
?kdf ljsf; ub}{ hfg] .
@= :jb]zleq bIf hgzlQmsf] cefjnfO{ Go"g ug{ cfjZos kg]{
bIf hgzlQm pTkfbg u/L k|lt:yfkg ub}{ :jb]zL /f]huf/LnfO{
k|;o lbg] .
#= j}bl] zs /f]huf/Lsf] nflu ;Lko'Qm hgzlQm pTkfbg u/L
yk j}bl] zs /f]huf/Lsf] cj;/ >[hgf ug]{ .
$= ko{6g pBf]u;Fu ;DalGwt cfwf/e"t, dWod:t/Lo, ;]jfsfnLg
Pjd 3'DtL tflndsf] ;fy} pRr:t/Lo sf]if{x? lg/Gt/ ?kdf
;~rfng ub}{ u'0f:t/Lo ;]jf k|jfxdf of]ubfg k'¥ofpg] .
%= ko{6g If]qdf b]lvPsf] pRr:tl/o hgzlQmsf] dfunfO{ b[li6ut
u/L xf]6n tyf ko{6g ljifo;Fu ;DalGwt :gftsf]Q/ txsf
sf]if{ ;+rfng ug]{ .
^= k|lti7fgsf] sfo{qmdnfO{ ;~rfng ug{ cfjZos ef}lts
k"jf{wf/ tyf ;'ljwfx?sf] ljsf; Pjd lgdf{0f ug]{ .
&= k|lti7fgsf k|lzIfsx?sf] of]Uotf Pjd bIftfsf] clej[l4
ug{ xf]6n, ko{6g Pjd cGo ;DalGwt ljifodf j}bl] zs
5fqj[lQ pknJw u/fpFb+ } hfg] .
kj{tLo k|lzIf0f k|lti7fg ljsf; ;ldlt
kj{tLo ko{6g ;DaGwL tflnd, k|lzIf0f tyf tt\ ;DaGwL sfo{qmd
;~rfng ug{sf] nflu kj{tLo k|lzIf0f ljsf; ;ldlt -u7g_
cfb]z, @)%( cg';f/ ;ldltsf] :yfkgf lj=;= @)%( ;fndf
ePsf] xf] .
sfd, st{Jo / clwsf/ M
s_ kj{tLo ko{6g;Fu+ ;DalGwt tflnd, k|lzIf0f tyf sfo{qmd
;~rfng ug]{ .
v_ kj{tLo ko{6gsf] ljsf;, lj:tf/ / k|j4{gsf] nflu cfjZos
kg]{ hgzlQm tof/ ug]{ ;DaGwdf cWoog, cg';Gwfg ug]{ .
u_ kj{tLo ko{6g ;DaGwL k/fdz{ tyf k|fljlws ;]jf ;~rfng ug],{
3_ kj{tLo ko{6g;Fu+ ;DalGwt bL3{sfnLg tyf cNksfnLg
of]hgf th'd
{ f u/L nfu" ug]{ .
ª_ kj{tLo ko{6g;Fu ;DalGwt tflnd, k|lzIf0f tyf sfo{qmdsf]
nflu kf7\oqmd lgwf{/0f ug]{ tyf To:tf] tflnd, k|lzIf0f
tyf sfo{qmddf efu lng] JolQmsf] of]Uotf tf]Sg] .
r_ kj{tLo ko{6g ;DaGwdf g]kfn ;/sf/nfO{ cfjZos k/fdz{ lbg] .
5_ kj{tLo ko{6g ;DaGwdf cfjZos k"jf{wf/sf] ljsf; ug]{ .
pTkfbg ePsf 5g\ . k|lzlIft hgzlQmn] :j/f]huf/ eO{ cfk\mg}
Joj;fo ;+rfng u/L cfPsf 5g\ eg] s]xL hgzlQm j}bl] zs
/f]huf/df klg uPsf b]lvG5g\ . u|fld0f ko{6g tyf xf]d:6] tflnd
tkm{ tf/fufpF ;ldlt dfk{mt ljleGg lhNnfsf @) :yfgdf @)^
hgfnfO{ xf]d:6] ;~rfng ;DjlGw tflnd lbO{Psf] 5 .
— xfn g] k fndf lqe' j g ljZjljBfno, kf] v /f
ljZjljBfno,sf7df08f} ljZjljBfno, k"jf{~rn ljZjljBfno
cGt{ut ;DjGwg k|fKt #& j6f SofDk;x?df cflyTo ;Tsf/
/ ko{6gsf If]qdf cfjZos ljleGg :t/sf hgzlSt pTkfbg
ul//x]sf 5g\ .o:t} j]nfot,cd]l/sf, :jLh/Nof08, ci6«n
] Lof,
ef/t, O8f]gl] zof nufotsf ljleGg d'ns
' sf ljZjljBfnojf6
;DjGwg k|fKt bh{gf+} z}lIfs ;+:yfx? sf7df8f+} pkTosf /
pkTosf jflx/ hgzlQm pTkfbgdf Jo:t /x]sf 5g\ .
— o;}ul/ C.T.E.V.T af6 ;DaGwg k|fKt u/L sf7df8f+} nufot
d'Vo zx/x? kf]v/f, wgu9L, lj/f6gu/, lrtjg, g]kfnu+~h,
j'6jndf cflyTo ;Tsf/ ;DjGwL tflnd k|bfos ;+:yfx?
:yfkgf eO{ ;]jf lbO{/x]sf 5g\ .
— xfn g]kfndf /x]sf Star hotel- !)&, xf]6n, /]i6'/G] 6, nh,
l/;f]6 -&$^_, Travel agency, kyk|bz{s, Rafting, cannoning df
ul/ s'n !nfv ^) xhf/ ko{6g If]qsf] k|ToIf /f]huf/Ldf
;+nUg /x]sf 5g\ .
h_ kj{tLo ko{6g ;DaGwL k|lzIf0f jf tflnd s]Gb| vf]Ng] .
em_ kj{tLo ko{6g tflnd tyf k|lzIf0f ;DaGwdf cfjZos
cGo sfo{x¿ ug]{ .
g]kfndf ko{6g ;DjGwL hgzlQmsf] ljBdfg cj:yf
—ko{6g If]qsf] ljsf;sf] nflu pRr:t/Lo tyf cfwf/e't
:t/sf] hgzlQm pTkfbgdf of]ubfg k'¥ofpg ;/sf/L If]qdf
g]kfn ko{6g tyf xf]6n Joj:yfkg k|lti7fgaf6 ljut # jif{df
pRr:t/Lo sf]if{df Bachelor of Hotel Management (BHM) tk{m @ ;o
&* / Bachelor of Tourism & Travel Management (BTTM) tk{m @ ;o
#& hgf cWoog/t /x]sf] / dlxnf tyf k'¿ifx¿ nueu %)÷%)
k|ltzt /x]sf 5g\ eg] ko{6g tyf xf]6n pBf]udf cfjZos kg]{
pRr:t/Lo z}lIfs hgzlQmsf] cfjZostfnfO{ dxz'; u/L
cfly{s jif{ @)^&÷^* b]lv Master of Hotel Management (MHM)
klg z'¿ u/L xfn ^* hgf cWoog/t /x]sf 5g\ .
— cfwf/e't, dWod:t/Lo tyf ;'k/efO{h/L txsf tfnLdx¿
tk{m ljut # jif{df tfnLd xf]6n tkm{ # ;o *), 6'/ tyf 6«fen
tkm{ ^ ;o (, 6«l] sË tkm{ @ xhf/ $ ;o (^, cGo ko{6g ;DaGwL
! xhf/ ! ;o %* hgf / df]km;ndf ;~rfng ePsf 3'DtL tyf
xf]d:6] tfnLddf * ;o %$ hgf u/L s'n % xhf/ $ ;o (&
hgfn] tfnLd k|fKt u/]sf 5g\ . k|lti7fgaf6 @)^(÷&) sf]
kmfu'g dlxgf;Dd ljleGg :t/sf ## xhf/ % ;o @# hgzlQm
g]kfndf ;~rfngdf /x]sf 5f]6f cjlwsf cflyTo ;Tsf/
/ ko{6g ;DjGwL tflndx? M
Adventure activity
Guiding
Travel agency related
Mountaineering guide
Religious guide
Tour package designing and
costing
Mountain safety and rescue Tour \ local guide
Airlines ticketing
River guide
Heritage guide
IATA ticketing
Trekking cook and waiter
Nature park guide
Hotel representative
Accommodation
Food and beverage
Destination planning
Front office
Cooking and bakery
Tourism and environment
awareness
House keeping
Food preparation
Eco-tourism and biodiversity
Bell service
Butchery
Tourism development
Customer care
Food and beverage services
Sustainable tourism
Domestic helper
Dining etiquette
Planning and conservation
Trekking porter
Trekking guide
Tourism measurement
Tourism promotion
Management
Visitor information centre
management
Hotel and travel trade
account keeping
Tourism marketing
Tourism enterprise
development training
Hotel \ lodge management
NAT H M
SOUVENIR 2014
81
g]kfndf ;+~rfngdf /x]sf ko{6g ;DjGwL z}lIfs sfo{qmd
Bachelor
Master
Bachelor of hotel management
Master of hospitality management
Bachelor of Tourism & Travel
Management
Master in Travel and Tourism
Management
BBA (Travel & Tourism)
Master in Tourism Studies
Bachelor in Catering and Hotel
Management
Bachelor in Hotel and Tourism
Management
;jn kIf
cj;/
— g]kfn ko{6g If]qsf] pe{/ e"ld ePsfn] oxfF pTkflbt
hgzlQmnfO{ Joj:yfkg ug{ vf;} ;d:of gkg]{ .
— lghL If]qsf] ;lqmotfdf ljleGg :t/sf tflnd k|bfo ;+:yfx?
:yfkgf eO{ ;~rfngdf /x]sf / of] qmd j9\bf] ?kdf
/x]sf] .
— u'0f:t/ :t/Ls/0f,lgodg / lgoGq0fsf nflu lgodg ug]{
;+:yf :yfkgfsf] ;+efjgf /x]sf] .
r'gf}lt
— ko{6g If]qsf] tflnd gLlt lgwf{/0f, cg'udg, d"NofÍgsf
;DjGwdf ;+:s[lt,ko{6g tyf gful/s p88\og dGqfnonfO{
tf]s]sf] .
— ko{6g If]qsf /fd|f u'0f:t/ o'Qm hgzlStsf] k|ltef knfog
x'g] qmd j9]sf] .
— hgzlQm ljsf;sf nflu cfjZos kg]{ gLltut,sfg"gL /
;+/rgfut Joj:yf ljBdfg /x]sf] .
— ko{6g If]qdf ;+u7gsf ultljlw / x:tIf]kn] ubf{ ko{6g
If]qsf gofF hgzlStnfO{ j[lt ljsf;sf] cj;/af6 jl~rt
u/fO{Psf] .
— g]kfn ko{6g tyf xf]6n Aoj:yfkg k|lti7fg,lghL If]q,
NGOS, C.T.E.V.T, nufotsf ;+:yfx?åf/f 5f]6f] / nfdf] cjlwsf
ko{6g If]qnfO{ cfjZos kg]{ ljleGg lsl;dsf tflnd tyf
z}lIfs sfo{qmdx? ;~rfng ul//x]sf .
cGTodf,
— g]kfnsf ljZjljBfnox? lqe'jg ljZjljBfno,kf]v/f
ljZjljBfno,sf7df8f+ } ljZjljBfno,k" j f{ ~ rn
ljZjljBfnosf ;fy} ljb]zL ljZjljBfnoaf6 ;DjGwg k|fKt
ljleGg
ul/ BACHELOR / MASTER DEGREE df ko{6gsf
ljifox? ;+~rfngdf /x]sf .
sdhf]/L kI
kIf
— sf7df8f+} pkTosf jflx/sf u|fld0f tyf lxdfnL If]qsf
b'/b/fhdf ko{6g If]qnfO{ cfjZos kg]{ hgzlQm ljsf;
ug]{ ;+:yfx? :yfkgf x'g ;s]sf] 5}g .
— u|fld0f If]qdf ko{6g ;DjGwL hgzlSt ljsf;sf nflu /fhgLlts
k|ltjåtf / k|zf;lgs sl§ aåtfsf] cefj /x]sf] .
pbf/Ls/0f eGgfn] :jR5Gbjfb / c/fhsjfb xf]Og, ljs]Gb|Ls/0f
eGgfn] Fragmentation of work xf]Og . ljs]Gb|Ls/0f / pbf/Ls/0fsf]
j:t'ut k|of]u gx'bfF ljsf;sf x/]s If]qdf gsf/fTds c;/
k/]sf] ;j{ljlbt} 5 . o; cj:yfaf6 ko{6g If]q klg c5'tf] /xg
;s]sf] 5}g . ko{6g If]qsf] ljsf;sf nflu lghL If]q / ;fd'bflos
If]qnfO{ kl/rfng / lgodg ub}{ ;/sf/n] ;xhLs/0fsf] e"dLsf
lgjf{x ug'k{ 5{ . cem ko{6g If]qsf] dxTjk"0f{ k"jf{wf/ If]qsf]
?kdf /x]sf] hgzlSt ljsf;sf] If]qdf ;/sf/n] ;'ema'emk"0f{
tj/n] ;/sf/sf ;+oGqx? kl/rfng ug'k{ 5{ .
;Gbe{ ;fdfu|L
— ko{6g If]qsf] hgzlSt ljsf; ul//x]sf ;+:yfx?nfO{ lgodg
/ u'0f:t/sf] :t/Ls/0f ug]{ ;DaGwdf s'g} 5ftf ;+u7gsf]
:yfkgf / ljsf; x'g ;s]sf] 5}g .
— ko{6g If]qsf] hgzlQm ljsf; ul//x]sf ;+:yfx? 5l/P/
ljleGg lgsfo cGt{ut /x]sfn] u'0f:t/df Ps?ktf cfpg
;s]sf] 5}g .
— hgzlQm ljsf;sf ;DaGwdf ;/sf/sf] 7f]; sfo{gLlt /
of]hgf /x]sf] 5}g .
— g]kfnsf clwsfFz tflndx? sd{sf08L k|jl[ tsf /x]sf 5g\ .
Training need appraisal x'g] u/]sf] 5}g .
82
NAT H M
SOUVENIR 2014
—
—
—
—
—
—
g]kfn ;/sf/sf] sfo{ljefhg lgdfjnL @)^$
g]kfnsf cfjlws of]hgfx?
ko{6g gLlt @)^%
ko{6g P]g @)#%
g]kfn ko{6g jf]8 P]g @)%%
g]kfn ;/sf/sf] cfly{s ;j]I{ f0f @)^*
—
The National Tourism Strategy and Action Plan for Nepal 2014-2023
— ko{6g pBf]unfO{ /fli6«o k|fyldstf k|fKt pBf]usf ?kdf dfGotf
lbg] ;DjGwdf k]z ul/Psf] cWog k|ltj]bg @)^* .
— ko{6g tyf gful/s p88\og dGqfno kl/rofTds k'l:tsf .
ko{6g If]qsf]
;+/If0f, ljsf;
/ ;'/Iff
s[i0ff /]UdL
;xfos k|zf;g
ljZjdf ;u/dfyfsf] b]z eg]/ lrlgPsf] g]kfn ct'nlgo
k|fs[lts ;f}Gbo{, ef}uf]lns, h}ljs, ;fF:s[lts / wfld{s
ljljwtfn] el/k"0f{ 5 . Psflt/ k|fs[lts ;Dkbfsf] wlg /
csf]l{ t/ ;fF:s[lts ljljwtfn] oxfFsf] ljz]iftf / dxTjnfO{
j]Un} agfPsf] 5 . t/fO{sf ;dt/ e'efub]lv kxf8 clg
cUnf lxdfndf 6lNsPsf] rfFbLs]f bfgfh:t} lxpFn] g]kfnsf]
;f}Gbo{nfO{ ;fFRrLs} dgf]/d clg ;'Gb/ agfPsf] 5 .
k|sl[ tn] ;a} s'/fdf k"0f{ agfPsf] g]kfnnfO{ ko{6g If]qsf]
;' w f/ tLj| ?kdf ug{ plQs} h?/L eO;s] s f] 5 .
ljZj;Dkbfsf] ;'rLdf s]lx ko{6g If]q ;d]t k/]sf] g]kfndf
cfpg] ko{6ssf] ;+Vof kl5Nnf] ;dodf a9]klg o;nfO{
cem} a9fP/ cy{tGqsf] d]?b08 g} ko{6g If]qnfO{ agfpg
;lsof] eg] ;fFRrLs} g]kfnn] cfly{s ?kdf km8\sf] dfg{
;S5 . clxn] klg nfvf}+ g]kfnL o'jfo'jtL ljb]zdf /f]huf/sf]
nflu kl;gf r'xfO/x]sf] cj:yfdf ko{6g If]qsf] ;+/If0f /
ljsf; tLj| ?kdf ug{ ;lsof] eg] ljb]zdf jUg] g]kfnLx?sf]
kl;gfn] cy{tGqnfO{ alnof] agfpg'sf ;fy} :jfjnDjL /
yk lhDd]jf/Laf]w ;d]t u/fpF5 .
Tolt dfq geP/ ko{6g If]qsf] lj:tf/ / Jofks k|rf/k|;f/
ug{ ;lsPdf g]kfndf pTkfbg ePsf vfBj:t', hl8j'6Ln]
;d]t cGt/fli6«o ahf/ /fd|f;
] uF kfpF5g\ / g]kfnn] yk
ljb]zL d'bf| ;d]t cfh{g ug{ ;S5 .
;+/If0f M
g]kfndf ct'nlgo ko{6g If]q ePklg o;sf] ;+/If0f /
k|rf/ cem} Jofks ?kdf x'g h?/L 5 . clxn] klg ljb]zaf6
nfvf}s
+ f] ;+Vofdf ko{6sx? Gf]kfn cfO/x]sf 5g\ . ko{6snfO{
nf]Eofpg] ko{6s If]qsf] ;+/If0fdf yk a[l4 ug{ ;lsof] eg]
tL ko{6g If]qx? o'uf}+ o'u;Dd /lx/xG5g\ / g]kfnsf] k|dv
'
cfly{s d]?b08 g} ko{6g If]q aGg ;kmn x'Gf] 5g\ . o;af6
g]kfnsf] ljsf; tLj| ?kdf x'gs
' f ;fy} cfkm\g} b]zdf yk
/f]huf/Lsf cj;/x? l;h{gf x'G5g\ . h;n] ubf{ Pp6f
ljsf;zLn / ;d'Ggt /fi6« aGb} g]kfn ljZjdf tLj|
ljsf;sf] ultdf cuf8L a9\g ;S5 . k/fk"js
{ fnb]lv ag]sf
dlGb/, tfn tn}of, u'kmf,em/gfsf] ;+/If0f Jojl:yt tl/sfn]
ug{ ;lsof] eg] To:tf ;Dkbfn] ko{6ssf] ;+Vof a9fpg'sf
;fy} ljZjdf g]kfnsf] gfd cu|kl+ Qmdf c+lst /lx/xG5 .
Psflt/ r]tgfsf] cefj / csf]l{ t/ lhDd]jf/Laf]wsf] sldsf
sf/0f klg xfdLn] ko{6g If]qsf] jftfj/0fnfO{ ljufl//x]sf
x'G5f}+ . ko{6g If]qdf cJojl:yt a;fO{, hyfefjL kmf]xf]/d}nf
km\ofFSg] k|jl[ tsf sf/0f klg ko{6g If]q ;'Gb/ / /dl0fo
hlt aGg'kg]{ xf] Tolt aGg g;s]sf] oyfy{ xfdL ;fd' tfh}
5 . k|fs[lt ;f}Gbo{tfn] el/k"0f{ tfnx?sf] plrt ;+/If0f /
;/;kmfO{ clg TolQs} dfqfdf k|rf/k|;f/sf] klg h?/t
kb{5 . Tolt dfq geP/ sltko ko{6g If]qx? cem+} klg
k|rf/k|;f/df cfpg ;s]sf 5}gg\ . Psflt/ ;'ne tl/sfn]
NAT H M
SOUVENIR 2014
83
ko{6g If]qdf oftfoftsf] ljsf; x'g g;Sg'n] klg ko{6g
If]qsf] ljsf; tLj| ?kdf x'g ;s]sf] 5}g . k}bndfu{af6
cfpg] ko{6snfO{ lxdfnL If]qsf sltko 7fpFdf ;xh
tl/sfn] oftfoftsf] ;'ljwf pknJw x'g ;s]sf] 5}g . h;n]
ubf{ ljb]zL d'bf| cfh{g / k|fs[lt ;Dkbfsf] ;+/If0fdf
;d]t o;n] ;d:of k}bf u/]sf] 5 .
Uf|fld0f Onfsfdf ePsf ko{6g If]qdf ;xhk"0f{ oftfoftsf]
;'ljwf gx'gn
' ] klg ltgLx?sf] plrt ;+/If0f x'g ;s]sf]
5}g eg] zx/L Onfsfdf ePsf ko{6g If]qdf cJojl:yt
j;f]jf;, kmf]xf]/d}nf, sf]nfxn] g/fd|f] c;/ kfl//x]sf] 5 .
ljZj;Dkbfsf] ;'lrdf k/]sf ko{6g If]qx?sf] ;d]t kl5Nnf]
;dodf plrt ;+/If0f / k'glg{df0f{df hf]8 lbg cfjZostf
5 . To;df klg g]kfnsf] /fhwfgL sf7df8f}d
+ f /x]sf ko{6g
If]qx? Jojl:yt kfg{ cem}+ h?/L 5 . kz'kltgfy dlGb/,
:joDe', b/af/dfu{, jfO;wf/f, gfufh'g{ b/jf/ ,a;Gtk'/
b/jf/ ,gf/fo0flx6L, af}4, lzjk'/L,;'Gb/LhnnfO{ cem}+
Jojl:yt ug{ ;lsof] eg] oxfF cfpg] ko{6ssf] ;+Vofdf
klg XjfQ} j[ l 4 x' G 5 . To:t} eQmk' / sf] gu/sf] 6 ,
;fF3f,rfFug' f/fo0f,b/jf/ :Sjfo/, Goftkf]n dlGb/, bQ q]of
h:tf ko{6g If]qnfO{ cem}+ ;+/If0f / ljsf; ug{ h?/L 5
To:t} kf]v/fsf] km]jftfn, j]ugf;tfn, ?kftfn, d'u'sf]
/f/ftfn, bf]nvfsf] Gx'R5] /f]Nkftfn h:tf bh{gf}+ tfnx?sf]
plrt ;+/If0f ul/ ko{6ssf] ;+Vofdf j[l4 u/]df ljb]zL
d'bf| cfh{gdf klg pNn]vgLo pknJwL xfFl;n ug{ ;lsG5 .
o:tf k|fs[lts ;Dkbfsf] Psflt/ ;+/If0f x'G5 eg] csf]l{ t/
:yfgLo:t/df /f]huf/Lsf dfu{x? k}bf x'G5g\ . h;n] ubf{
b]zsf] a]/f]huf/ ;d:of xn x'gs
' f] ;fy} jif]g{ L ljb]zLg]
o'jfx?sf] ;d:of ;d]t ;dfwfg x'G5 . g]kfnsf] jg xl/of]
wgnfO{ ;d]t ;+/If0f ug{ ;lsPdf oxfFsf] cfly{s pGgtLdf
j[l4 x'G5 . v'Nnf l;dfgfsf sf/0f t/fO{sf] hËn lbglbg}
km8flg x'bF } hfg' / udL{ ;dodf jghËndf cfuf]nfuL
x'gfn] klg gofF lj?jf pd|g g;Sgfn] klg xl/of] jg
g]kfnsf] wg st} kl5 d?e"lddf t kl/0ft x'g] xf]Og
o;tkm{ klg ljrf/ k'¥ofpg plQs} cfjZos 5 . csf]l{ t/
kxf8 / lxdfnsf jghËndf kfOg] ax'dN' o h8Lj'6L ;+sng
sfo{ klg Jojl:yt agfpg h?/L 5 . h8Lj'6L cJojl:yt
ul/sfn] ;+sng ug]{ / rf]/L lgsf;L ugf{n] klg o;af6
/fHonfO{ k|fKt x'g] /fHfZjdf sld cfpg] / csf]{lt/
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h8Lj'6Lsf] ;+/If0f gx'g] ;d:of k}bf ePsf] 5 .
To:t} hnsf] wgL /fi6« g]kfnsf gbLgfnfx?af6 cfjZos
ljB't pTkfbg ug{ g;Sg'n] klg b]zn] nf]8;]l8ªsf] df/
v]Kg' kl//x]sf] 5 . Psflt/ nf]8;]l8ªsf] df/ t hgtfn]
v]lk/x]sf 5g\ t/ csf]l{ t/ ef/taf6 ljB't cfk"lt{ ug'k{ bf{
b]zsf] cy{tGq aflx/ uO/x]sf] 5 . Toltdfq geP/ xfd|f]
b]zdf ePsf gbLgfnfx?sf] plrt ;+/If0f / To;af6
l;+rfO{ / ljB't pTkfbg ug{ g;Sbf ljh'nL / vfB pTkfbgdf
;d]t k/lge{/ x'g' k/]sf] 5 . jif]g{ L g]kfnn] ef/t nufotsf
b]zaf6 vfBfGGf g]kfn leq\ofpFbf c/af}+ /sd aflx/ hfg]
u/]sf] 5 . g]kfndf ePsf vfgLx? pTvgg\ ug{ g;Sbf
klg tL vfgLx? ;+/If0f ljlxg aGb} uO/x]sf 5g\ . ef/taf6
k]6f« l] nod kbfy{sf] cfk"lt{ ub}{ cfPsf] g]kfnn] cfkm\g} b]zdf
ePsf vfgLx? ;fwg >f]tsfcefjdf pTvgg\ x'g ;s]sf
] df aln/x]sf] Hjfnfn] k]6f« l] nod kbfy{
5}gg\ . lbgxF' b}nv
gi6 eO/xFbf klg To;sf] pTvgg\ ug{ g;Sbf ef/t
nufotsf b]zsf] e/ kg'{ afWotf ePsf] 5 . h;n] ubf{
jif]g{ L k]6f« l] nod kbfy{ vl/bdf c/af}+ /sd aflx/ hfg]
u/]sf] 5 . ;'gvfgL,tfdfvfgL,sf]OnfvfgL,g'gvfgL ,kmnfd
vfgL nufot y'k}| vlgh kbfy{sf vfgL ePklg cfjZos
>f]t ;fwgsf] cefjsf sf/0f pTvgg x'g g;Sbf tL
vfgLx?df ePsf vlgh kbfy{x? gi6 x'g] qmd hf/L 5 .
tgxF' lhNnfdf /x]sf] blIf0f Pl;ofs} 7'nf] l;4 u'kmf /
;jf]R{ r lzv/ ;u/dfyf xfd|} b]zdf 5 . cUnf] em/gf,
ulx/f] tfn clg ;jf]R{ r lzv/ ;u/dfyfsf] b]z g]kfn
ePklg ko{6g If]qsf] ljsf;sf b[li6n] cem}+ o;sf] ljsf;
/ ;+/If0f ;f]r] hlt x'g ;ls/x]sf] 5}g .
ko{6g If]qsf] ljsf; M
g]kfn ko{6g If]qsf] wlg b]z ePklg o;sf] ljsf; cem}
b't| ultdf ug{ h?/L 5 . lxdfn, kxf8 / t/fO{ e'jgf]6
ePsf] g]kfndf oxfFsf] xfjfkfgL / jftfj/0f klg e'uf]n
cg';f/ km/s ePsfn] klg oxfFsf] dxTj j]Un} 5 . df};d
cg';f/ w]/} udL{, w]/} lrof] / l7Ss xfjfkfgL eP/ klg
xf]nf g]kfnsf] jftfj/0f / xfjfkfgLsf sf/0f klg ljb]zL
ko{6sx? cfslif{t x'g] u/]sf 5g\ . ko{6snfO{ cem}+ cfslif{t
ug{ ko{6g If]qsf] ljsf; / lj:tf/ ug{ cToGt h?/L
ePsf] 5 . ;a} k|fs[lt ;Dkbfdf ko{6snfO{ ;xh / ;lhnf]
tl/sfn] k'Ug oftfoftsf] ljsf; ug'{ / ;/;kmfO{df klg
Wofg lbg plQs} h?/L 5 . ko{6g If]q j/k/sf] jftfj/0fnfO{
;kmf /fVg'sf ;fy} ;xh tl/sfn] ;f] If]qsf] cjnf]sg ug{]
jftfj/0f ldnfpg ;lsof] eg] ko{6ssf] dg lhTg ;kmn
eOG5 . To;sf nflu ko{6g ;DjlGw bIf hgzlQm pTkfbg
ug]{ / tL hgzlQmnfO{ /f]huf/ l;h{gf ug'{ kb{5 . h;n]
ubf{ b]zdf ljBdfg j]/f]huf/ ;d:of xn x'bF } hfG5 /
b]zn] cfly{s ?kdf km8\sf] dfb}{ hfG5 . ko{6g If]qnfO{
cem ljsf; / lj:tf/ ub}{ hfg] xf] eg] jif]g{ L g]kfn cfpg]
ko{6ssf] ;+Vof a9\b} hfG5 / b]zsf] cy{tGqdf klg ;'wf/
eO{ cem cfly{s pGgtLlt/ b]z nDsG5 . g]kfndf ePsf
ko{6g If]qdf ;lhn} tl/sfn] ko{6s k'Ug ;Sg] af6f]3f6f],
k'nk'n;
] f / xjfO{ ;'ljwfsf] b'u| ultdf cem+} ljsf; ug{
h?/L 5 . ko{6snfO{ vfg a:gsf nflu dfkb08 cg'?ksf
xf]6n Joj;fosf] ljsf; ;d]t x'gk' b{5 . h;n] ubf{ g]kfn
3'Dg cfPsf ko{6sn] vfg,a:g / cf/fd ug{ c;'ljwfsf]
dxz'; ug{ gk/f]; .
;'/Iff M
ko{6g If]qsf] ef}lts ;'/Iff / ko{6sx?nfO{ lgw{Ss g]kfn
cfP/ 3'Dg / ;fydf ePsf ;fdfgsf] ;'/Iffsf] klg plQs}
cfjZos kb{5 . sltko cj:yfdf xfdLn] ko{6sx?
n' l 6Psf] , anfTsf/ ePsf] , ckx/0fdf k/] s f h:tf
;dfrf/x? ;'Gg] u/]sf 5f}+ . o:tf va/x?n] g]kfn cfpg
rfxfg] ko{6sx? 9'Ss eP/ cfpg g;Sg] cj:yf l;h{gf
ug{ ;Sb5 . To;sf nflu Pp6f ko{6s ;'/Iff ;]gf g}
agfpg h?/L 5 . h;n] ko{6ssf] ;'/Iffdf dfq Wofg
lbcf]; / ko{6sx? lgw{Ss eP/ g]kfnleq 3'Dg / cfglGbt
x'g ;s'g\ . sltko cj:yfdf lxdfn r9\g uPsf ko{6sx?
lxpFn] k'l/P/ d/]sf] va/x? klg cfpg] u/]sf 5g\ . To:tf]
cj:yfdf p4f/ l6dsf] klg Joj:yf ug{ h?/L 5 . o;f]
eof] eg] g]kfndf cfP/ s'g} ko{6s 3fOt] x'g] / csfndf
Hofg u'dfpg] cj:yf l;h{gf x'bF g} . To:t} ko{6s n'l6g]
36gf klg obfsbf ;'Gg] ul/G5 . o:tf 36gfx? 36\g
glbgsf nflu ljz]if ;'/Iffsf] Joj:yf ldnfpg ;s]df
ko{6ssf] ;+Vofdf j[l4 x'g ;S5 .
k|rf/k|;f/ M
elgG5 of] o'u k|rf/sf] o'u xf] . hlt;'s} dxfg sfo{
u/]klg To;sf] k|rf/ ug{ ;lsPg eg] ;kmntf klg k|fKt
x'g ;Sb}g . k|rf/k|;f/sf sf/0f klg ljZjsf] vj/ Ps}
7fpFdf a;]/ yfxf kfpg ;lsG5 . g]kfn ko{6g If]qsf] wlg
/fi6« xf] eGg] s'/f aflx/ gcfP;Dd g]kfn s] xf] < / ToxfF
s:tf ko{6g If]qx? 5g\ eGg] s'/f ko{6snfO{ yfxf x'bF g} .
t;y{ klxnf] s'/f g]kfndf o:tf–o:tf ko{6g If]qx? 5g\,
tL of]–of] lhNnfdf kb{5g\, ToxfF k'uk] l5 o:tf–o:tf k|fs[lts
;Dkbfx? x]g{ kfOG5 eGg] s'/f ko{6sx?n] e|d0fdf
cfpg'eGbf cuf8L g} yfxf kfpg' kb{5 . kl5Nnf] ;dodf
k|rf/nfO{ dxTj glbPsf] eg] xf]Og t/ o;nfO{ cem}+
cGt/fli6«o ko{6g ahf/df k|rf/k|;f/ ug{ h?/L 5 .
cGt/fli6«o ko{6g ahf/df dfq xf]Og, g]kfndf klg ko{6g
If]qsf] k|rf/k|;f/ ug{ h?/L 5 . ko{6g If]qsf] k|rf/;Fu}
b]zleqsf ;a} gful/snfO{ ko{6g If]qsf] dxTj / o;n]
b]zdf k'¥ofpg] kmfObfsf ljifodf klg hfgsf/L lbg'kb{5 .
h;af6 g]kfnLx?n] klg cfkm\g} 3/ cfugdf ePsf ko{6g
If]qsf] dxTj a'em\g ;s'g\ / ko{6snfO{ s:tf] Jojxf/
ug'k{ b{5 eGg] s'/f klg l;s'g\ .
cGtdf M
k|fs[lts ;Dkbfsf] wlg b]z g]kfndf ko{6g If]qsf] ;+/If0f,
ljsf; / lj:tf/ clg ;'/IffnfO{ cem}+ dha"t kfg{ ;lsof]
eg] b]zsf] cy{tGqsf] k|dv
' d]?b08 g} ko{6g If]q jGg] 5 .
Psflt/ cfly{s d]?b08sf] dxTjk"0f{ kf6f]nfO{ c+ufNg] 5
eg] csf]l{ t/ g]kfnnfO{ ljZjdf ko{6g If]qsf] wlg b]z
g]kfn eg]/ lrgfpg] 5 . olt dfq geP/ jif]g{ L ljb]lzg]
o'jfx?n] b]zdf g} /f]huf/sf cj;/x? k|fKt ug]{ 5g\ /
Ps5fs 6fg{ g]kfnLn] ljb]zdf kl;gf aufpg] afWotfsf]
;d]t cGTo x'g] 5 . w]/} ;+efjgfx? /x]sf] ko{6g If]qsf]
ljsf;, ;+/If0f / k|rf/k|;f/df kl5Nnf] r/0fdf j[l4 ePklg
o;nfO{ cem} b't| ultdf cuf8L a9fpg h?/L 5 . g]kfn
;/sf/n] cjnDag u/]sf] ko{6g lgltnfO{ Jojxfl/s ?kdf
nfu" u/]/ ko{6g If]qsf] ljsf;df ;a} g]kfnLn] cf–cfkm\gf]
tkm{af6 ;xof]u u/]df o;n] ;d'Ggt / ljsl;t /fi6«
lgdf{0f ug]{ 5 / ;d'Ggt / ljsl;t /fi6«sf gful/s xf}+
eg]/ xfdLn] klg uj{ ug]{ 7fpF /xg] 5 .
NAT H M
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85
Music:
Heavy Metal
-Aashma Kc
B.H.M 3rd Semester
Music is diverse, so it tends to capture the attention of most
people. Music is everywhere and in our society we depend on it
as our emotional outlet as well as a away to express ourselves
creatively and fill our free time. Some people can’t even live
without music in their daily life. Music has become a source of
refreshment, inspiration. It is medicine to some extent. Here,
Heavy Metal often referred to simply as metal is popular among
young during these days.
Heavy Metal is a genre of rock music that developed in late
1960s early 1970s in the United States & United Kingdom. The
heavy metal developed a thick, massive sound characterized by
highly amplified distortion, extended guitar solos, emphatic beats
and over all loudness. Heavy metal lyrics and performance styles
are generally associated with masculinity.
The first heavy metal bands such as Led Zeppelin, Black Sabban
& Deep Purple attracted large audiences, though they were often
critically reviled. In mid 70s Judas Priest helped spur the genre’s
evolution by discarding such of its blues influence. Motor head
introduced a puk rock sensibility & an increasing emphasis on
speed. Before the end of decade, heavy metal fans become known
as "Metalheads" or ‘Head banger’.
The origin of the term heavy metal is a musical context is uncertain.
The terms ‘heavy metal’ and ‘hard rock’ have often been used
interchangeably particularly bands of the 70s, a period when the
terms were largely synonymous.
In the taxonomy of popular music, heavy metal is major subspecies
of hard rock- the breed with less syncopation, less blues, more
showmanship & more brute force. The typical band line u includes
as drummer, a bassist, a rhythm guitarist, a lead guitarist and a
singer who may or may not be in instrumentalist. Key board
instrument are sometimes used to enhance the fullness of the sound.
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The electric guitar and the sonic power that it projects through
amplification has historically been the key element in heavy metal.
The metal singer’s tone of voice is more important than the lyrics.
Metal vocal vary widely in style from the multioctave, the article
approach and harsh cream. The prominent role of the bass is also
key to the metal sound and the interplay of bass and guitar is a
central element. The bass guitar provides the low end sound
critical to making the music heavy. It varies widely in complicity
from holding down a low pedal point as foundation to doubling
complex riffs & licks along with the lead rhythm guitars. The
essence of metal drumming is creating a loud constant beat for
the band using trifecta of speed, power and precision. The metal
drum setup is generally much longer than those employed in other
forms of rock music.
Mostly known top bands of heavy metal are Iron Maiden, their
songs have amazing solos, intrans vocal, drum, bass, lyrics that
have deep meaning. Metallica- no other bands can provide the
energy that they demonstrate and even they perfected the heavy
metal band. Black Sabbath-Vocalist has awesome vocal
and they rule.
Along with them, Avenged Sevenfold, Slipknot, Judas Priest,
Megadeth, Pantera Disturbed, Motorhead are also popular.
Whereas the top songs of heavy metal are God of thunder (Kiss),
Crazy Train (Ozzy). You’ve got another tring coming (Judas Priest),
F for whom the bell tolls (Metallica) the number of the beast (Iron
Maiden), Back in Black (AC/DC) etc.
At last, Heavy metal is the most popular genre of rock music
among youth. It helps people manipulate their emotion although it
is not that pleasurable.
"Keep calm n listen to Metal"
Why is Fashion
Important?
-Akanksha Dahal
BHM, 3rd Semester
Fashion. When you hear that word you may very well
think of supermodels that strut around in thousand dollar
name brand pieces of fabric. Or you could think of movies
like Confessions of a Shopaholic, The September Issue,
Coco before Chanel, or The Devil Wears Prada. But what
you most likely don't think of is an art, a career, a passion,
or a lifestyle. Fashion can promote creativity that it is
very important in culture, society, and religion, and it can
make you look and feel more professional.
So, I know that you may think that fashion is not
important. That people should find other ways to be
creative, like joining an art class, or getting into
photography. Maybe you think that nowadays the clothing
choices are just not all that great, and I agree with
you in part
First off, fashion can make you more creative in your
everyday life. Of course you’re wondering how fashion
could possibly improve someone’s creativity. But if you
really think about it, when you are getting dressed in the
morning what goes through your mind? No matter what
it is it's probably pretty creative and you most likely put
some thought into it. What I have found is that people
feel extremely happy when they create something that
they like and ends up a success. For example if someone
was getting dressed and they decided to wear an outfit
that they had never worn before and people complimented
them on it they would be happy and self confident. Once
people understand that it is okay that your clothes look
different from other people's and they start to enjoy looking
different and/or having a "signature" style they will become
a lot less stressed about how they look and won't feel as
much pressure to look like everyone else. Of course it will
also really give people a lot of self confidence, which is
always a good thing. For all of these reasons fashion can
promote creativity in everyday life.
Last but not least fashion can make you look and feel
more professional. If you are wearing something that
makes you look more professional to a job interview they
are more likely to take you seriously and consider you for
the job. If people see you and think that you are
professional, well kept, and put together than they are
more likely to be nice to you. When someone thinks highly
of you than someone who thinks that you’re not that
great of a person. You will also feel better about yourself
and feel like you are professional; therefore you will do
better in your work.
In finality, fashion is important because it can make you
more creative, it is important in culture and religion, and it
makes you look and feel more professional. There are many
reasons why this is a completely valid point. I have shown
you many facts, and explain it all. Let's face it, regardless
of your doubts fashion is important.
Thank you!
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87
LED ZEPPELIN \m/
The Song Remains
the Same
Shriya Tamnag
BTTM 1st semester. Section B
God said let there be Rock n’ Roll and there came Led
Zeppelin. Without a doubt the greatest rock band of all
time. One of the first super rock groups, Led Zeppelin have
always has words such as huge, mammoth, titanic,
enormous etc. attached with them. An entity which just
weren’t another Rock and Roll band. They are the legends
which showed generations after them what it is all about.
Jimmy Page once wrote to a friend in US, "Do you think
there would be any regard for a guitarist like me? " Damn!
This must be rock n’ roll greatest understatement of all
time because when Page and Zeppelin hit the US chart
there was nothing like it and never will be. Seriously, people
if Led Zeppelin doesn’t turn you on, I don’t know what
does!!
Led Zeppelin was formed in the year 1968. The story really
began in the summer of 1968 when the Yardbirds broke
up and Yardbirds guitarist Jimmy Page decided to make a
new band. At first he recruited John Paul Jones, a session
musician in London. He was to be the bass and keyboard
player of Led Zeppelin. Jimmy Page then started searching
for a vocalist. His first choice as Jerry Reid but because of
other commitments he couldn’t make it. So, Jerry Reid
suggested Robert Plant, a young vocalist. Robert had
played a several pub bands, one of them was The Band of
joy, whose drummer was John Bonham. Eventually Plant
convinced Bonham to join the band. One more influential
person in the formation of Led Zeppelin and its success
was Peter Grant. He is often called the fifth member of
Led Zeppelin. He was the manager
who knew all the tricks of the
trade and had a strong sense of
how things in the music business
worked and where they were
going towards.
The name Led Zeppelin has always
been in scrutiny with people like
Keith Moon and John Enwhistle
claiming that it was their idea. But
no one will ever know for sure
what the real story behind the
name is. In the early years they
had LEAD ZEPPELIN as their
spelling but they drooped "a" so
that
it
wouldn’t
be
mispronounced. After some
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Scandinavian and British dates in August/September of
1968 as The New Yardbirds they adopted the name Led
Zeppelin. Baas! What a name!!
The first Zeppelin album was a debut of its own kind. It
was called Led Zeppelin I and was released in January
1969.With catchy songs like "Good times Bad time". This
is one rock n’ roll definitive albums and we haven’t got to
the best part yet. "Communication breakdown, Dazed and
Confused and Babe I’m gonna leave you" this just made
it bigger and better. All in all great debut musically and
yes commercially too. And the amazing part is this album
was recorded in just 30hours. Some people would have
been complacent with this huge success but Peter Grant
and Jimmy Page had world domination on their mind. SO,
it was time for Zeppelin to hit the US and Peter had it all
covered. He had got an exclusive contract with Atlantic
records which gave full control of music to the band. He
seized the main chance and got the band on an American
tour supporting Vanilla Fudge, when the Jeff Beck Group
pulled out at the last minute. They debuted in Denver on
December 26, 1968 and then went round blowing
everybody off stage, from country Joey and the Fish to
Iron Butterfly. Although, Zeppelin were supported by the
press and articles at home in UK but Grant always knew
that the larger audience were on the other side of Atlantic.
So they concentrated on audiences in the US. Still they
performed frequently in UK.
Led Zeppelins second album came out in October 1969
and was titled Led Zeppelin II. It was recorded and produced
while Zeppelin was on the road. This album was filled
with amazing songs like "Whole Lotta Love" which reached
US top 5. John Bonham’s mammoth effort on Moby Dick
was one of the highlights of the album. 1970’s Led Zeppelin
III prepared by Page and Plant at a cottage retreat in
snowdania, then rehearsed at a rundown mansion in
Hampshire, showed more diversity than ever before. The
first side was very electrified , opening with the thundering
"Immigrant Song" a fine display of Plant’s wail, but on
the other side of the tone was much more melodic and
acoustic, featuring their arrangement of the traditional
folk songs "Gallous Pole", Plant at his mellowest on
"That’s The Way "and Page’s finest Love song
"Tangerine". Next album didn’t came out till late1970.
This album is anything commonly called Led Zeppelin IV
but the original recorded neither did have anything written
on it except the song names, small lines "produced by
Jimmy and Page" and the famous for ruin symbols. This
was the response from Led Zeppelin to all those critics
who were hammering on the fact that Zeppelin was just
media hype. And what an answer it was! This album is on
the class of its own. Generations and generations have
wondered what really the lyrics to "Stairway to Heaven"
really meant. It is the most requested rock song ever on
radio. I mean seriously man, what a song!! It like the
mother of all the songs. Even the word ‘epic’ seems
nothing in front of this song. "There’s a lady who’s sure
all that glitters is gold and she is buying a stairway to
heaven.." Wow!! And this was not it, the punchy "Black
Dog", "Rock n’ Roll" were a treat. "Misty mountains hop"
and "Battle of Evermore" just completed the package.
"Houses of the holy" the fifth studio album of Led Zeppelin
came out in spring of 1973. The fact that this album went
to pole position on the both side of the Atlantic wasn’t
just it but the tour which followed this album became a
legend. Not the fact that they add laser effects, dry ice
and backdrop mirrors to their shows was amazing but the
fact that they were touring in chartered Boeing 720 B
passenger jet. The live performances were bigger and better
that anyone has ever seen. One newspaper wrote "the
manicured grassy field of Atlanta stadium may never be
the same after a Friday night rock concert attracted a
record of fifty thousand crowd"
After some wait, Physical Graffiti was released in 1975.
The album contained some stunning material like the epic
version of "In my time of Dying". The most enduring piece
however was "Kashmir". From there on although there
was some worthy stuff on the last two proper albums,
Presence (1976) and In through the out Door (1979), things
went downhill. In 1980 they toured extensively again in
Europe and more activity was lined up, when John Bohman
was found dead after a binge at Page’s house on
September 25. The decision to call it a day was immediate
but the announcement didn’t come until December. As a
postscript, coda, a collection of previously recorded
materials, came out in 1981 to fulfill contractual
obligations, but was only relevant to die-hard fans.
Finally Rock n’ Roll has never been same since Led Zeppelin
hit the airwaves. They were as mighty as they could get.
Hard rock wouldn’t have been the same without them. Rock
guitar and drumming were revolutionized by Page and Bonham.
The recording and production aspects was immensely well
looked after. A mighty package that were Led Zeppelin!! And
no matter what still "the song remains the same".
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89
Sharing the
secrets of our
soul
Rachana Maharjan
BTTM Section B
It is my honor to be a part of a reputed institution,
NATHM. The first year of my college, excited as well as
nervous. I still remember the 1st day of college with limited
friend "S" oops!! Sorry a friend only. And now, I am
blessed with such a great and crazy friends around.
This is me Class Representative (CR) Rachana Maharjan
of section B, 1st semester BTTM. I feel proud and lucky to
be a part of NATHM, but I feel like I have been here for
years now. Its all because of my lovely friends and caring
teachers. I just want to express my views towards my
section B family.
Starting with my childhood friend Rabina Shrestha, who
has an image of a silent queen including Rusha Shrestha
in the group. +2 dost Manju Maharjan with longest hair
and her Mriga naina eyes resembles the legend Narayan
Gopal song " gajalu teii thula ankha …." A diehard fan of
Harry Edward Styles, Yajjula Dangol who calls herself Mrs.
Syles. Gorgeous lady Shriya Tamang with awesome voice
quality and cute Dangol sisters with their amazing
imperfect Newari language- Sanju and Anita Dangol. And
the lady with lots of ‘thygos" very own Reshuna Shakya.
The one and only expression queen Nuna Thapa Magar
and Nepali Korean Sabina Tamang, with their silly fights
makes class even more intresting. Here comes the actress,
Nirma Nakarmi who mostly caricature the acts and her
silly talks along with Jessica Prajapati, the innocent face,
chatter patter box. One with the cutest smile Swastika
Bista and Alka Rijal, the sincere student with complain of
no homework for student's i.e "Us" by the teachers, and
both of them are just OVERTALENTED!! Now the four
beautiful girls who share a great bond with eachother,
Jaya Giri, Sushmita Saud, Riya Chetteri,
Anisha K.C. enjoys eachother company. And
last but not the least the late comers,
Abhilasha Karki and Alina Regmi. They
resemble one dialogue "heroine ki entry baad
mey hoti hai"
Now, it’s the boys, starting with the leader
and basketball player Chitra Jung Chhetri
and great photographer Ang Nuru Sherpa
followed by quite Sudin Shrestha. There is
a famous saying of NATHM, "it's better to
be not known and do not present a bad
image of yourself infront of our very own
SUbham Sir" this saying perfectly suits
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Pradeep Oli. Manish Lama." height kaam fight jyada"
(name given by Shubhan Sir). The comedian of the class
Rubin Tamakhu. The great example of friendship singer
Bhupal Sangraula with Sahityakar legen Samip Mainali,
share great bond. And yes ofcourse the Parle-G, G for
Genius Ananta Narayan Tandukar. My Co-CR Bibek
Acharya and one of the guffadi Sagar Bhattarai. The box
full of questions Sajan Phuyal and Tej Bahadur
Bishwokarma. Tashi Sherpa dosent get tired of calling CR
every single time for everything. Manoj Maharjan also
known as Bihari of the class and innocent faced guffadi
Sandip Pahari. The tourist of the class Bibek Tiwari Chhetri
and Pratik Rajkarinaka and the great example of being a
student of tourism Abhilash Aryal, haven’t seen him
attending class not more than a month as he is busy with
his big and enjoyable tours. If there are heroines in the
class then here is the here, Suresh Maka, late comer. And
yes, ofcourse not to forget the head of class B one and
only Sangam Thapa Magar aka Sangam Dai/Daju. Don’t
really know why he is called by that name?
Ahhh….!!! I am surrounded by different people with
different nature. However, all my friends are too good and
too awesome which makes the class more interesting. If
all were same, the class would be too boring.
I go crazy when I am with them. Happy and enjoy each
moment in their company. I just love them all and I feel
blessed to be with them. It would have been too boring
without their company and their pagalpan (crazy behavior)
The late King Prithivi Narayan Shah as once said, that
our country is "4 jaat, 26 barna ko sojha fulbari ho "which
has made our country beautiful and unified. My class is
same as this statement as my friends bloom with their
awesomeness and makes the class most adorable and
interesting.
It’s just the 1st semester and I am living my college life to
its fullest, enjoying with each other sharing great bond.
And I am getting over excited imagining the future years,
how will it be, being with your close friends and enjoying
each moment so that I can cherish the memories for my
entire lifetime.
Lastly, thank you to all my friends. Thanks for being in
my life and filling one of the most important page of my
life with your beautiful colors.
Section B rocks always and forever!!!
Tourism Destination:
Marketing & Branding
Pankaj Diyas Sharma
MHM 3rd batch, 2nd Semester
Tourism is complex, perhaps the most complex term of social
science which discusses human behavior, social phenomenon,
and economic change policy field and so on. It can bring a big
change in the society by creating job opportunities very fast or
can destroy them in the other way. It brings people in the same
platform or can divide them into many groups. To understand
tourism and its activities, studying tourism is a must. Tourism
destination marketing and management is the term to develop
tourism industry that has a key impact on economic growth in
developing countries. Globally, tourism is the only sector which
is growing very fast. So to gain the maximum benefit from tourism
sector, there should be some good strategies developed to survive
in competition in this competitive era.
Nowadays, traditional patterns of travelling, long holidays are
being replaced with more frequent and shorter length stay.
Activities have also been modified in greater extent. People now
travel not only for the sake of pleasure but also to learn something
new and to watch something exceptional and exciting. Again
individuality has increased rather than mass standardization of
products. Now tourists are more conscious about security, safety,
environmental issues, and quality of services, available
information and expenses rather than visiting a place without
proper prior information. Distance is no more a big obstacle to
visit a place while available information and branding of the
destination is more important.
At present tourism is being a very competitive business. Now the
customers’ demand to a service provider is more than before.
Only providing the basic things and service is not enough because
someone will provide something extra. So, tour operators are
conscious about some additional factors like comfort, safety,
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entertainment and environmental issues along with the services
available to them. On the other hand, customers expect something
more than usual. They always look for the service which is better
in cheap price. They have lot of options to choose and the best
one will get the preference. Hence, the term hospitality
marketing appears.
Hospitality is described and measured by the amount of care,
handling to detail towards an excellent reception to your
customers who are the tourists. However, everyone does not
want the same kind of package being offered by the service
provider and it creates the environment for market segments in
hospitality marketing. These categories are budget, mid-market
and luxury. With the changing environment in the business world
there will always be high and low points in tourism industry
capacity and this affects the acceptable volume and value. The
hospitality marketing capacity which includes organizations that
offer star rating classification for hotels and restaurants, intention
of travel to the choice of destination, emerging markets that offer
different experiences.
It is always nice to have a preplanned holiday trip to an unknown
place. When tourists plan for a trip, they look for available
information, services, facilities, tour operators, things to see and
do, safety and security, accommodation and transportation and
others necessary information about the location from different
sources. Internet is the mostly used media for getting information
in this modern age. Besides surfing on internet, people also visit
travel agents, tour operator and other organizations to get reliable
and realistic information. Here stands the term of tourism
marketing. All these above tools which are used for the publicity
of tourism destinations are known as tourism marketing.
To be successful in tourism marketing, it is highly important to
meet the demands of tourists. Firstly to attract the travelers to a
certain destination and then providing necessary information,
available services and information about what the resort, city,
state or region has to offer in an appealing and honest manner.
Again it is important to highlight the destination in a demanding
way. It is not wise to describe a location with too lofty promises
or painting an unrealistic picture for the tourists whom might
fails to meet the expectations of the tourists. This will lead to a
negative impression to the destination.
Advertising is the best way for initial publicity of Tourist
attractions. Advertising is defined as any paid marketing activity
which motivates potential customers to take the goods and
services. Advertising is precisely timed for general public. The
result of advertising may be short term or long term and it is very
difficult to get feedback from the customers instantly. The
promotion tools are used to generate publicity and it gives basic
idea of goods and services.
There are many different advertising methods that organizations
can choose according to their needs and demands. These methods
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are printed media, broadcasting media and online. Printed Medias
are magazine, newspaper, journal, billboard etc. These are used
mainly for faster marketing and to give a quick message to the
people. Printed media are sometime more expensive than online
marketing. It is mainly used for local and domestic marketing.
Broadcasting marketing tools are advertisement on TV and radio.
It is very expensive way of marketing. But the advantages of
these methods are; it can cover large area at the same time,
audience can depend on the source of information and it gives a
brief idea about the whole package which might increase the
interest to the listeners. Some tour operators who telecast their
own television shows about traveling to different destinations
around the world, while participating in activities, events that
are integrated in the cultures of the people living in the area. This
generates large following and the audience can rely on information
provided by the companies to travel to such destinations.
We can do marketing via electronic media such as websites,
emails, YouTube, Face book etc. These kinds of marketing tools
are used highly in this modern age. These are some effective
ways of international marketing. These marketing methods do
not have any border limit. Sometimes these are the cheapest way
of marketing goods and services. Again customers can get all
information like price, facilities, opening time, contract
information, and recent activities of the company and history of
the company very easily through those links.
Before we know branding, we first know what does brand
represents for? It is also the elements of branding. Marketing
concepts constantly are being improved and renamed by the
researchers. The concept of brand and branding is also changing.
A brand is a name, term, sign or symbol or the combination of
them and that is to know the goods and services of one seller to
differentiate them from others. But it is very much old definition
now and out of date. Now we find the modified definition of brand
and it is the summation of all perceptions, experiences and beliefs
that is linked with a product, service or anything that make it
unique. It is actually an offer for satisfying customer needs and it
is also like a container for a customer full of experiences with the
offer and the company.
A brand is more than a product and it create a good image for the
company because, it continuously innovate new brands to become
market leader. Brands differentiate through performances.
Moreover, brands create image in customer minds. Brands may
have some identities and those are brand name, logo, symbol,
character, packaging and slogan etc.
This is just a brief overview of the tourism destination, marketing
and promotion. Views are presented not being a solo writer, this
is the view that we comprised elsewhere. As being the hospitality
student we are more focused on what we have and what we are
serving to our customer in any mean. So why not start from today
to believe in tourism and to promote tourism destination.
Travelling – it
leaves you
Speechless then
turns you into a
Storyteller
Aakriti Shrestha
3rd Semester, BTTM
Better view of Himalayas than Pokhara which makes
Dhampus an enjoyable hike. Why else to go? Find out.
When you have exhausted yourself at work or school for
an entire year or so a 3 days holiday screams a much
needed break. And WOW! What else could be more
awesome when college organizes a 4 days trekking trip?
Sheer Bliss! What an excitement. I was having a 4 day
break from the hustle and bustle of the city life. Exploring
new places has always been a fun so was for all my friends
who were ready to move on with the strength, excitement
and enthusiasm to reach the destination.
The idea of leaving the smogged up valley and heading
towards Pokhara was
already a stress buster but
for me it was also an
indicator of all the good
things yet to come. After
the six-hour bus ride,
many would have opted to
rest in the lake valley and
call it a day. Instead we
headed towards Phedi -the
starting line of the trek.
Thank god! A small van
carried our trekking
luggage till Dhampus.
From phedi we started our
trekking, within the
beautiful Nepal Himalayan
Village Dhampus. For all of us first few hours were
extremely exhausting. After 3 hours of trekking we finally
reached Dhampus, a small beautiful Gurung village. This
is the place where we decided to hit the sack .Few were
looking for hot shower. I decide to keep myself dirty and
to continue without taking shower as long as it was
possible, because I knew extreme weather change may
affect my health badly, and that would have created
trouble for others. So I was happy not taking showers
and skipping all those urban lifestyle. After an hour we
were provided with a wonderful dinner – daal, bhaat and
local chicken curry. Yum! Believe me these were tasty and
also food for you as well.
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To catch the morning view of the mountain range, we
woke up at 6:00 in the morning and we made it just in
time to witness the sunrise. The view of the mountain
peaks turning golden from an ember red was a surreal
sight to behold .That was a view not to be missed. The
golden gloom at the chest of the mountains was amazing
that make you forget all your tiredness resulting to
awesome feeling of nature. Himalayan view from Dhampus
was spectacular which makes you feel what you say
"Bindass". We stayed there watching the view drinking
tea and taking some pictures to capture those memories
forever.
From them on, we packed our bags right away and begun
our adventure. . From there, Lwang was 3 hours away.
The first two hours were hard for me as it was the starting
and steep climb and heavy bags were really troubling me.
But I tried to adjust and managed to walk. After walking
for wee hours we finally reached LWANG and it was already
late afternoon. And all of us were exhausted and hunger
was hitting its limit. And we were rewarded well for it
.Absolutely. Nothing beats the sight of glistening golden
peak of Machhapuchre shining right in front of you. Then
after, soon we were called for lunch. Foods were nothing
fancy but clean tasty and satiating. After lunch was the
resting time and we engaged ourselves exploring the village
and the popular tea garden. We walked down through the
village trail and came back to Gurung cottage once
darkness started covering the valley along with cold.
The next day, after 2 days of trekking we all were slightly
tired. And the reason of our tiredness was our mental
blockage. After having breakfast, we started our walk
towards Pokhara, we were returning to Pokhara after
completing our 2 day trek. The way back was definitely
easier than climbing uphill. After reaching our last stop
we had an option to either take the bus to Pokhara or
trek on. The temptation of a vehicles comfort was too
powerful to turn down after all that walking. So, 2 hours
later and we were in Pokhara . After getting some rest we
circled the lake side in the twilight and decided to go for a
live band performance. We had a great Friday night;
enjoying the live band .Every journey has its ends and
ours was no different. After returning home from the tour,
I felt like I came back home with the pearls of wisdom!
And I can assure you, Nepal is every bit worth to be
explored, loved and talked about. Here is to the beauty of
our country, cheers to the spirit of domestic tourism.
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Tourism in Nepal
"Success Factors for
Tourism and Hospitality
Business"
Rajendra Timilsina
MHM 3rd Batch, 2nd Semester
Tourism Starts from the guest expectation and going
through the experience but it is not the ending process
because the experience is the unbelievable and memorable.
Human beings born and dies but the experience is never
ends so tourism is the on-going activities which based on
the travelers needs and not depends on the host
community.
Tourism in Nepal is also the burning issues for the
development of people and resources. The trend is not
favor on tourist needs. The copy paste trend is the
unhygienic and short term goal oriented mechanism which
creates the unsymmetrical demand and supply of tourism.
Here are some powerful factors to make success these
integral activities which defined are as follows:
1) Customize Package
Tourism is not a single product. This is the multi choice
activities which deal with the people’s needs rather than
host resources. Especially people in Nepal more focus on
uncustomize package which is difficult to choose the
traveler. Travel agency focus more on long duration
package and more costly but the domestic tourist are
seeking for the customize package based on their budget
and time availability
For example: We have not find the short staying package
for two to three days and travel agency are forcing to
visitor for the costly and unsuitable choice similarly they
are waiting for international tourist who pays dollar but
domestic visitors are also the potential markets.
2) Quality more than quantity
The tourism and hospitality sector are developing day by
day and services are increasing day by day but while
compare with tourist arrival it has the unbalanced between
services and number of tourist. It is because of quantity
rather than quality. Tourists are conscious day by day
and seeking for quality and professional services.
environment’ but they are consuming services under the
threats and out of their expectation.
For example: Tourist are seeking home environment with
the staffs like their family members, the building likes their
homes and services like their daily routine.
5) Good farewell: Visit again
‘First impression is not only the last impression’ the tourism
service sectors mostly focus on the first impression but
this is not the genuine hospitality because the bid farewell
is the key factors which force the guest for re-visiting.
The expectation of visitor’s is based on the thanking
process which usually provided at the end of the period.
Visitor’s satisfaction analysis is the key tools to know
the guest satisfaction level
For example: We have found vague food menu and services
in the restaurant and hotel but while tourists are
consuming those services and they are not interested to
visit again.
For example: The hotels and relating service sectors mostly
focus on settlement of cash rather than the bid and
memorable ending which shows the negative impact to
the visitor’s and the spending days is also decreasing day
by day
3) Easy access
6) More care less collect
Stakeholder are focusing on chain process for entry and
visiting the destination. Tourists are not interested for
that lengthy and unsystematic process. In each corner
from reservation to check-out tourist are suffering from
the host regulation. The safe regulation plays vital role
but the unwanted rules creates negative impact towards
host government and people.
Investors are paying attention on the high level of
investment and spending more finance on décor and design
which is not the actual need’s and expectation of the
visitor’s. Their expectation is the hospitable care rather
than the expensive tools and equipments. Whether the
hotel is star or non-star but the environment should be
neat and homely environment. Not only this especially
service provider have the short vision and lack of
sustainability which is the threat for the potential visitor
so they wants’ responsible business.
For example: Tourist does not like to waiting on reception
and they wants’ easy access to enter in the room similarly,
in the airport the security process might be the
unsystematic because security personnel holding more time
to check the goods which is also the fear by the other
hand.
4) Familiar environment
The key factor is not the high décor and multiple choices
but tourist prefers the familiar environment which base on
the authentic hospitality. Many services sectors focusing
on high class services but they do not go on the deep
analysis which is very much different, the perception
between host and guest. Tourist are seeking for the familiar
service it means friendly and ‘home away from home
For example: Mostly host people charging high rate to the
international visitor’s and thinking for making huge profit
in the short span of time but in the other hand visitors are
waiting for receive more care which is also the gap between
host and guest.
7) High expectation lower experience
Tourism is the sustainable activities which starts from
the high level of expectation and does not end but the
experience is counted through the involvement in those
series of activities which base on the reality not through
the imaginary. But the practices are different in the
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destination which is not based on guest needs i.e. the
unbelievable experience. Hospitality sectors more focus on
repeated service and lack of innovation. Similarly the
choices are limited and we are also forcing for consuming
those service and facilities that is the unhygienic practices
which forecast the negative impression towards the
experience.
For example: Tourists are travelling host country with the
high expectation but why they are collecting unsatisfied
experience. When the tourist involve in the home stay than
again having same Pizzas, burger, sandwich, live concert
etc.
8) Destination Marketing
Destination is the powerful resources for the travelers,
which should be sustain for at least twenty five years but
while talking about our country on the one hand we are
rich in destination and the unbelievable religious and
cultural aspects as well but in the other hand the life cycle
of the destination is very low so how we serve our travelers
and where to send. So the major problem is lack of
destination marketing. The stakeholders should involve in
this effective marketing process through the various tools
For example: Mostly service providers only focus on
Pokhara, lumbini, Kathmandu, Bhaktapur, Chitwan etc.
besides this we are rich in destination but those tourist
expectation towards destination stay on shadow so for
the success of our industry we should use the effective
destination marketing which helps to flourished our
destination.
9) Market segmentation
Tourist needs are unlimited and this is not the involvement
of homogenous people and their activities so the multi
choice activities for the multi class people are the part of
our sectors. The different characteristics of tourist based
on their class, race, budget, age, sex, region, size, structure,
taste etc. are the segmentation factor which should be
consider while selling our product to the destination.
For example: Mostly service sectors focus on the business
class people and ignoring the budget travelers. Similarly
we have found same taste and limited choices which creates
the boundaries for our potential travelers.
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10) Information technology
The modern world is just because of technology which
helps to easy travel from one destination to another but
in the context of our country still we are under the
utilization and managing of these resources. Comparison
to international products and services we have not found
our services in the websites, link and similar internet sources
i.e. YouTube, LinkedIn, face book etc.
For example: Tourists are interested for visiting the rural
destination but they don’t know how to know and get
those destinations.
Tourism is the servicing activities so the service is based
on the personnel not only in the product. Therefore these
tools help to create the long vision through the sustainable
practices. Other resources are limited but human resources
are increasing day by day which are the powerful tools
for utilization of other resources. But in Nepal we are less
innovative and the similar trends not helps to reach our
goals so we stakeholders should be creates differentiation
to attract our travelers for long period of time based on
their needs.
Dean, T U
Prof. Dr. Dev Raj Adhikari, an academician, started his
carrier in management. He was influenced to be an
academician because of the satisfaction which he got
from this field, support from family, opportunity to do
Ph. D, regular promotion and many other invisible
factors. He also added that everything today has
become possible not because of luck but because of
continuous hard work and focus. Truly, the smile on
his face resembles his personality that reflects his
profession.
According to Dr. Adhikari , paradigm shift in education
system is necessary in today’s context because of
influenced increasing competition, social need,
technological factor and so on. Since the 1st decade
of 21st century, frequent change in modern technology
and class curriculum, the way of study need to be
changed. May be by providing motivation to the students
and involving them in more practical work, Dr. Adhikari
addressed together policy of government has to be
changed.
trek has to be created by government and has to
strongly work on building infrastructure. Government
has to come with commitment and long term vision
with the direct and indirect coordination with national
and international agencies.
To conclude Dr. Adhikari said that NATHM has been
able to provide a good quality education since decades.
He could say that because he was in direct contact
with some of the students’ from NATHM who are now
working at international level. On the other side, a
huge mass of student’s are attracted towards NATHM
who are willing to enroll in the programs of NATHM
and work in hospitality field. Last but not the least, he
focused, no doubt but improvement has to be done
regularly. His advice to NATHM students “study well,
work hard, be disciplined and be an entrepreneur not
a job seeker”.
Dr. Adhikari seemed to be very positive towards the
upcoming changes in tourism field after 10 years.
However he didn’t show any hesitation towards sharing
us about the changes required in the decision making
levels of the government to tackle such as the entry
point of the tourist (TIA) international airport and its
pathetic condition. On the other hand he also
showed that our country is full of resources
like electricity, natural beauty, security in
country is also another factor. He also said,
a complete commitment has to be made
by the government to clarify the
impor tance of tourism in the national
economy.
The other players as hotel, travel
agencies, airlines, overall hospitality
sector has to be managed for the
speedy growth in tourism. A triangle of
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President, PATA
Mr. Suman Panday, President of PATA, an entrepreneur in tourism
field since decades, who loves to complete his missions and is
well known as workaholic in the eyes of his friends, but the one
views his life as an interesting and exiting episode.
Tourism is interesting subject. It has got challenges, innovation,
and oppurtunity to creativity. Everyday you have these things to
tackle. There are also public relation management, event
management and opportunity management. So, for the person
those who are looking for this challenges and opportunity tourism
is the best forum hence I opted for it, Mr. Pandey said.
He also said that, definitely, right now, if we see tourism in
whole Asia, Asian tourism looks to be prospective. We have lot
of opportunities however we have political instability. As soon
as the political transition is solved we will get full strength
enhancement of tourism in Nepal. Although we have growth in
tourism comparative to international level, it is not enough. As
fast as we come to the settlement of political situation a better
that is better government then positive management can be
seen in tourism. We are going to need more number of human
resources, investment and so on.
Naturally, Nepal is most beautiful country. Here mountains are
the lead attraction of Nepal. Still there are other factors that
can be brought in action for attraction such as event
management, airlines tourism, religion tourism, water resources
utilization, education tourism, medicine tourism and many
area which can be explained and height of economical
development can be achieved, Mr. Pandey added.
As a president of PATA, he also said that PATA is an
international body. It has chapter in 42 different
countries and among them Nepal is one. It is an
organization with a great network, great team of
specialist, people with great exper tise and
experience. He also admitted that it can bring all
these to help Nepal with very less investment. He
focused saying PATA can play a great role in
increasing the level of human resource,
entrepreneur network with international level and
many more.
NATHM is a very well reputed hospitality institute
and he is proud of it. He was also one of the
students who took vocational classes from this
institute and admits that it has contributed a lot to
his carrier. And truly feels NATHN as a center of
excellent. He advices NATHM to develop resources
and facilities to suppor t the pace of tourism
development. Nourishing other growing hospitality
industry and institute is the prime importance of this
great historical establishment. Hence, NATHM comes
as a unit to do more research and help academician to
provide a well curriculum for enhancement of education
and other facilities.
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Name: Mandira Prajapati
Organization: The Everest Hotel, Kathmandu
Position: F&B Manager
An enthusiastic manager with drive, determination and
outstanding leadership abilities. Ms. Mandira was an assest to
the college graduated from NATHM in 2004. Started her carrier
with ND's Ice-cream Industries (Pvt) Ltd as a Super visor
from February 2005 - August 2005. She left ND's with opportunity
to work in Hotel Hyatt Regency, Nepal's one of the well known
and international chain 5 stars deluxe. She worked in Hotel Hyatt
Regency from August 2005 – October 2006 as a waitress. She
was appointed at The Everest Hotel, Kathmandu as F&B
Executive on October 2006 - October 2009. She then got
promoted to Asst Manager- F&B Sales in the same property.
Currently, she is associated with The Everest Hotel as F&B
Manager.
She is mature beyond her years and having almost 10 years of
experience in Hospitality Industry.
Name: Pradip gyawali
Organization: Al Carte Kitchen, Western Australia
Position: Kitchen Manager
Mr. Gyawali is an energetic person and an independent
chef. He completed BHM in 2002. With the love of food
and making people happy with good food, his culinary
journey began from "Bennigan's Grill and Tavern",
Doha, Qatar as a cook from May 2003 till August 2004.
He wor ked as a Commiss III in Le Royal Meridian
Beach Resort & Spa, Dubai from august 2004 till March
2006. He worked as a Commis II in Le Royal Meridian
from March 2006 till February 2009. He also worked in
Shangri-La hotel Qaryat Al Ber in Abu Dhabi as
commis I. He is a quick and competent learner who can
effor tlessly fit into an existing working environment
effectively and efficiently. Currently, he is working for the
busy A La Carte Kitchen as Kitchen Manager in dome
Coffees in various places like Subiaco, Fremantle,
Scarborough, port Cooges and Midland in Perth, Western
Australia
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Name: Kriti Shrestha
Organization: Shangri-La Hotel & Resor t, Nepal
Position: Corporate Executive
Kriti Shrestha is a 10th Batch student of NATHM, passed
BHM in 2010. Currently, she is working at Shangri-La
Hotel & Resort as a Corporate Executive.
Name: Sujata Sharma
Organization: Hotel Yak & Yeti
Position: Front Office Assistant
Ms. Sujata Sharma, A hardworking front desk receptionist
with excellent communication skills and a pleasant personality
graduated from NATHM in 2012. Her professional journey
began working at Hotel Yak & Yeti as a Front Desk Assistant.
She joined this hotel on January 01, 2013.
Name: Suvekshya Sapkota
Organization: Hotel Yak & Yeti
Position: Front Office Assistant
Ms. Suvekshya Sapkota, A hardworking front desk receptionist with
excellent communication skills and a pleasant personality is the 11th
Batch student of NATHM. Her professional journey began working at
Hotel Yak & Yeti as a Front Office Assistant. She joined this hotel
on October 15, 2012.
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Name: Romina Sindurakar
Organization: Jumeirah Messilah Beach Hotel & Spa , Kuwait
Position: Guest Services Assistant
Ms. Romina is good-looking, cheerful, and polite and carrier
oriented lady graduated from NATHM. She is currently working
at Jumeirah Messilah Beach Hotel & Spa , Kuwait as a
Guest Services Assistant.
Name: Poonam Kunwar
Organization: Marriot Hotel Kuala Lumpur, Malaysia
Position: Guest Relation Officer
Ms. Kunwar is good-looking, enthusiastic lady, quickly
adoptable to the new environment. She is 12 th batch
student. Immediately after completing BHM from NATHM
in 2014, Poonam started her carrier with Marriott Hotel.
She is now working there as a Guest Relation Officer.
Name: Anuja Adhikari
Organization: Etihad Airways
Position: Guest Service Agent
Ms, Anuja is a charming, friendly and punctual lady
graduated from NATHM in 2011. She started her carrier
with Nepal Airlines Corporation as a customer service
Officer for 3 years from January 2009 till October 2013.
She left NAC as she got the opportunity to work with Etihad
Airways. She is currently working as a guest Service Agent
in Etihad airways.
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Name: Nishan Nakarmi
Post: Marketing & Sales Manager
Organization: Waterfront Resort (KGH Hotels)
Program: BHM
Batch: 2008
Responsibilities as Manager in Waterfront Resort: To make
an effor ts typically including print and electronic
advertisements that target former guests and also attempt
to attract new clientele. Receiving feedback from customers
and ensuring that they enjoy their stay. Target the program
at individual guests or at corporate customers who require
regular meeting facilities or accommodation for large
numbers of travelling staff or visiting customers also to
ensure all opportunities are taken to promote products
to our customers and to increase the client base. To
manage special projects under the direction of the Director
of Sales and host any promotion events or external site
as required by the Director of Sales.
After completion of my BHM from NATHM I joined Hotel
Himalaya as an Operator in year 2008. The name NATHM
has always been a plus point in my career.
Name: Subarna Raj Bhattarai
Organization: Civil Aviation Authority of Nepal
Position: Air Traffic Control Trainee
Mr. Bhattarai, a positive and confident personality blended with a strong
work ethic and one of our finest, most well-rounded graduates. He is
a 6th batch student of NATHM. He did internship in Nepal Airlines
Corporation and Fishtail Air Pvt Ltd. Immediately after completing
BTTM from NATHM in 2011. Bhattarai started his professional journey
from "Jet Airways" as Customer Service Assistance and worked for
approximately 1 year. He then worked for Qatar Airways as Airport
service s Agent from December 2011 till August 2013. He is also an
instructor of BASIC AMADEUS and Airlines Operations and Management
for Bachelors in Hospitality and Tourism Management (BHTM) at Nepal
college of Management (NCM). He is the first student from NATHM
who is currently associated with Civil Aviation Authority of Nepal
as Air Traffic Control Trainee. He is on his way to top his carrier with a
cherry by pursuing Masters in Tourism Management (MTM) from Indira
Gandhi National Open University (IGNOU).
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Name: Prajun Pudasaini
Organization: Air Arabia. Com
Position: Customer Service Agent
Prajun Pudasaini is the 7th Batch student of NATHM. He is ambitious and hardworking.
Along with his study he also worked as a Reservation and Ticketing Officer (domestic)
for Mt. Everest Sherpa travels & Tours Pvt. Ltd, Sukedhara, Kathmandu
from February 2008 till April 2010. He did internship In Tribhuwan International
Airpor t (TIA) as well as Air Arabia. He also worked as a Customer Service
Agent in Arkefly from August 2012 till April 2013. A tireless worker, Prajun, who is
recognized with excellent communication skills and pleasant personality and a
dependable individual who excels in challenging and competitive environment, is
currently associated with in AIR ARABIA .COM as a Customer Service Agent.
Name: Pratima Gautam
Organization: Yeti Travels Durbarmarg, Kathmandu
Position: Officer Correspondence
Pratima Gautam is a 10th Batch student of NATHM, passed
BTTM in 2010. Currently, she is working at Yeti Travels
Durbar Marg as an Officer Correspondence.
Name: Ashish Shrestha
Post: Tour Executive
Organization: Loyal Travels & Tours Pvt. Ltd
Program: BTTM
Batch: 8 th
I come from a place where there are lots of tourism opportunities, but
lack of skilled manpower. With an intention to do something for my place
I enrolled in the BTTM program in NATHM. I found the 3 year course really
helpful for knowing about tourism industry more vastly. I got an opportunity
to be a part of reputed organization because of my knowledge and
sincerity, which was taught in NATHM. Every moment that I spent in NATHM
was one of the memorable moments of my life.
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Name: Bishal Dura
Post: Officer
Organization: Yeti Travels Pvt. Ltd., UNDP – Counter, Pulchowk
Batch: 7th
Program: BTTM
With a dream to promote Sindurey, my village, as a tourist destination, I
joined NATHM, to learn and study Travel and Tourism Management. While
at NATHM, I learnt many things about tourism and got some new ideas too
which could be used to promote tourism activities in my village. Later
realized that some ideas were practical and some were not. But I am still
working on it. For now, all I want to say is thank you to NATHM for helping
me better understand the opportunities and prospects of tourism.
Name: Ms. Luna Shakya
Post: Sales & Marketing Executive
Organization: KGH Group of Hotels
Program: BTTM
Batch: 6 th Batch
The biggest lesson of my life is what I have learnt from NATHM, "I CAN".
My professional responsibility towards KGH group is to look after the
sales and marketing of their property in Chitwan i.e. Maruni Sanctuary
Lodge. And I feel honored to be approached for this profile print. I can
never describe how grateful I am towards NATHM, for making me who I
am today. THANK YOU FOR MAKING ME BELIEVE…!!!
Name: Manoj Khanal
Post: Reservation and Ticketing Agent
Organization: Qatar Airways
Batch: 7th Batch, BTTM
I have been working here in Qatar Airways for last two years. So far the
code "Hard work is the key to success" has been my everyday motto. The
education that I got from NATHM BTTM program has supported me a lot on
my pursuit of professional career. The memories from NATHM are some of
the best memories of my life. Thinking about the canteen, classroom and
the good times with friends makes me nostalgic every time.
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Name: Ela Rajbhandari
Post: Customer Service Assistant (AIRPORT)
Organization: Malaysia Airlines
Program: BTTM
Batch: 8 th Batch
After finishing my Bachelors in Travel Tourism and gaining experience
through internship of about 3 years in Royal Nepal Airlines,
International Airport I applied for the position of Customer Service
Assistant. After getting through a row of interviews in the presence
of professionals of the respective field. I got selected.
I’m enjoying my work and thriving to perform better regarding my
Job Duties.
I’d like to thank and express my gratitude to NATHM for providing
me Quality Education, the Forwardness needed in my field and the
confidence to achieve what I desire.
I hope for its progress and prosperity.
Name: Nimesh Singh
Position: Cargo Services Officer
Organization: Cathay Pacific Airways & Dragon Air
Program: BTTM
Batch: 8th Batch (BTTM)
Joining with NATHM family was a big opportunity to build
my career. An advanced & modern technique in
teaching method during the bachelors was a
remarkable experience for me. During the course my
internship through NATHM in Nepal Airlines Corporation
helped to upgrade my skills and official knowledge. I
did my internship there for 18 months as a Ticketing
officer. My internship leads me to join Cathay Pacific
Airways as a Cargo Services Officer at present.
Therefore, I will always be thankful and proud to be a
part of NATHM family. I’m very thankful to NATHM family
for helping and guiding me.
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Name: Som Bahadur Gurung
Position: Sales and Marketing Executive
Organization: Ghale Treks and Expedition Pvt. Ltd.
Batch: 7th
Program: BTTM
3 years of experience at NATHM was a mostly positive one. I learned so
much during my time there and 1 am glad to be known as a student of
NATHM. This institution has provided me theoretical as well as practical
knowledge which has been helpful to me. During my studies, I joined Ghale
Treks and Expedition as a Sales and Marketing Executive and used my
knowledge for the betterment of the organization.
In whole NATHM has given me knowledge, friends, wonderful teachers whom
I can never forget.
Name: Nojal Koirala
Post: Inbound/Outbound/Marketing Officer
Organization: Incentive Holidays under Incentive Group of Companies – GSA Air Asia X
Program: BTTM
Batch: 7th
Greetings!
I'm very happy to write about myself& always feel proud to call myself as a NATHM product. I
have completed my BTTM from NATHM with a Distinction on the year 2012 and presently
working in Incentive Holidays under Incentive Group of Companies. I was a person with
Zero idea regarding Travel & Tourism industry but today I grain myself as a luckiest person to
be a part of Travel & Tourism Industry. We have a lot of opportunities in Tourism industry just
we need to develop a positive ethics with some dedication.
Dear New Comers just cheers for your right decision as you have chosen NATHM as your
Institution which is always a center of excellence and believed in Nepal Travel& Tourism Industry
for your career development. I am damn sure that all are going to make a lot of contribution to
Nepal Travel & Tourism Industry.
I wish all the best!!!!
Name: Sujata Shrestha
Post: Tour Executive
Organization: Four Season Travel and Tours
Program: BTTM
Batch: 7th Batch
Being a tourism student of NATHM, it has helped me to gain deep
knowledge on the subject I have chosen. It has built my confidence
to work. The educational trip like Lang tang trek helped me to sell
the trekking package. It also made me able to answer all the questions
to the clients with no experience of Nepal and trekking whatsoever.
NATHM has been beautiful experience and at the same time has
helped me gain all the knowledge needed for my career.
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Biswas Adhikari, BHM, Batch – 9th
It is a great honor and opportunity for me to write something about my experience
at NATHM, ever growing family. This place gave me the proper experience and
knowledge of how it is like working in a commercial kitchen, as I’m very fond of
food and its cooking techniques. The best thing about NATHM is its friendly
environment and practical classes.
I enjoyed every day of my life at this very place. The most happening and exciting
time is the practical’s where we all students understood the materials more
effectively. Talking about my friends, they were and are still the most amazing
personality I have ever met, we grew together, shared every experience, knowledge
and mostly they were all full of life. There are too many occasions which are not
possible to enfold in this writing.
NATHM taught me the value of team effort and to respect each work equally.
During my course I did my Internship at Hotel Yak and Yeti. I successfully completed
my BHM in the year 2010. I stared my profession from Hotel Annapurna as
Kitchen Management Trainee from the year 2011. Now I’m Kitchen Executive in the
same establishment.
This could not have been possible without the support from my motivating teachers,
friends and my family.
For the new comers what I want to say is utilize your valuable time shape yourself
to face this industry.
A big thank you from the bottom of my heart as it is and will always be Home Away
From Home.
Namrata Baiju-BATCH 8TH
Kitchen Executive
I hadn’t made nice dishes till this date but of course I had tasted delicious delicacies. This was
my statement in the first food production class and now I am the Kitchen Executive of Hotel
Annapurna.
My dream was to be a photographer and a day my dad told me to join Hotel Management in
NATHM I was dam sure I wouldn’t be selected. But I was selected and my family members were
happy to see me in NATHM till then I was not aware of the goodwill of this college.
Before getting in I made an agreement with my dad that if I wouldn’t be employed after
graduation then he will fund me every month (financially). But see the scenario of NATHM and its
payback for me I was offered by different companies while I was a student and since the second
day of my graduation I started working in a reputed INGO then I switched to different academic
organizations .Lastly I joined NATHM. Dream to be a chef was in my mind but as I was not
selected by different companies as chef/ Kitchen Operational Trainee I was deeply depressed.
My family members, friends and teachers were always there to remind me of my dream to be
a chef.
I got call from Hotel Annapurna and after 2 years of hard work; training here I am as a Kitchen
Executive (First qualified lady Chef). Annapurna blessed me with different opportunities started
from getting selected as participating in Lady Chef from Nepal in SAARC organized by SAARC
Women Enterprenuier Co-corporation (SWEC).
Every day when I get appreciated for my work I thank my college NATHM for making A RAW
PERSON INTO A KITCHEN EXECUTIVE.
Thank you NATHM!
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Sapana Thapa
NATHM-9th Batch
Front Office Assistant (Hotel Annapurna de'1 Kathmandu)
Well being graduated from NATHM each steps are leading towards success. There used to be
question in mind that m I in a good track?, For sure I have a one shot answer ‘yes’. Currently
I am working in Front Office at Hotel Annapurna Kathmandu, and the practices in college such
as good leadership, punctuality, hardworking, teamwork are good friends from college time.
With good experience I came to know that if you wish for good and have dedication towards
something that go for it, dedication and determination always supports you to achieve goal
with success. As a Hotel Management graduate when I took oath than that time I feel; it is my
responsibility to do a genuine work and deliver my excellence anywhere in the world what I
taught in college time.
It’s not a hard and fast rule in hospitality but simplicity and common sense is the utmost rule
so far I believe. You required a good smile and yourself in a presentable way to deliver a good
and excellent service in world at any time. As being in college we are raw and unpolished but
when we are in field of work each mistakes, learning and observation will lead you to shine.
Each day is not always a great day so we need to grow up with so many obstacles and barriers
thus, there is a say "there is no shortcut to success". I have experience in Intercontinental Hotel Group (Holiday Inn), Hotel Annapurna and other local
business entity where I found the same base of hospitality. So in basic experience I would like highlight some points that are most useful in each step
of hospitality career growth enhancement. They are smile, punctuality, commonsense, dedication to work, enthusiasm, self motivation, respect, we
feelings, loyal and most important guts to challenge each moment.
I would like to congrats to all students who will be graduating and getting ready to run in competition of success. There is no more comfort zone further
so be prepared and manage yourself to make up mind to work hard and smart. Once you feel comfortable in difficulties than you will be joining a winning
team of hospitality. Get ready to sharpen yourself and manage to left footprint of success and be successor. Open your eyes and live your dream,
you are the leader and manger of self so you are one who should lead yourself to be who you want to be. Good luck to your upcoming future.
Hema Shreepali
Executive Assistant - Hotel Annapurna
Currently working as Executive Assistant to CEO at Hotel Annapurna,
Durbarmarg, Kathmandu. I started my career as Front Office
Assistant at Annapurna itself (2012) in Front Office Department.
I felt like my best decision in my life is choosing the Hotel
Management subject and it was dream come true when I was
selected for NATHM. It was amazing feeling to be honored for
Gold Medal by Tribhuvan University for the highest Scorer of
10th batch and Princess Jayanti award from Hotel Annapurna
2nd year (2011) and 3rd year (2012)
Education has always been important aspect of my life. My
patience and dedication towards it had always helped me to
achieve my aim. NATHM is that Pillar which has built all the
confidence and knowledge to compete in hospitality market. I
am so much grateful to all NATHM Family for providing such a
wonderful environment.
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Name: Monica K.C
Position: Administration, Asst. Tour Executive
Name of the organization: Adventure Geo Treks (P).Ltd. Dhapasi, KTM
Program: BTTM
Batch: 8th Batch
Blink of an eye and three years passed by! When I walk down my memory lane, I cherish every moment spent in
NATHM. The memory of my first day at NATHM is still fresh but time has passed so fast and now I have been working
in a very good company coming out as a product of NATHM. I am heartily grateful towards NATHM for where I am
today.I would like to give my sincere thanks to all my teachers including Subham Sir for his continuous support and
guidance. I would also like to convey my gratitude to the entire NATHM management team for giving such a good
learning environment and grooming me for a person I am now. The way I have been taught and the opportunities
I got to gain practical based knowledge through internship program have made me capable of getting exposed in
the platforms of tourism and hospitality industry and I am assured I will reach the height of my career in a better
and smooth way. So, I am very proud to be the product of NATHM.
Recently, I am working as an administrator and asst.Tour Executive for Adventure Geo Treks (P).Ltd. I handle the
responsibilities of all the services required for operating tours along with administration works. All the skills I
learned during my internship tenure at Nepal airlines Corporation (NAC) have been really useful in my professional
life. Before that I worked for one year in Nepal Sagarmatha Travels, Lazimpat. Since I have started my professional
career in which ever company I get opportunities my experiences have always been awesome.
So, once again many thanks to NATHM for giving me good and strong base to build my career in the field of tourism
and hospitality.
1. Name: Smita Lawati (Limbu)
2. Post: Front Office Manager
3. Organization: Royal Penguin Boutique Hotel
4. Program: BTTM
5. Batch: 8th Batch
It’s always a proud moment for me to answer that I’m a product of NATHM. It has
always given me an opportunity to learn better and do the best out of it.
Name: Bhim Raj Poudel
Post: Reservation and Ticketing Agents (RTA)
Organization: Qatar Airways
Program: BTTM
Batch: 7th Batch
Before joining Qatar Airways, I worked almost two years at AceTravels.com.
Reservation and Ticketing, and Telesales and Counter Sales are major work
areas at Qatar Airways. Timeless academic knowledge from NATHM is all we
need to achieve the desired height and success in tourism industry.
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110
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817 2074
1915 9381 241 1364
Food Preparation & Control
Food & Beverage Service
Housekeeping
Front Office/Hotel Account
Bakery/ Indian Sweets
Hotel Maintenance Training
Accommodation Operation
Tourist Guide
Tourist Guide Refresher Course
Local Guide in different Areas
Travel Ageancy &Ticketing
Int'l Freight Forwarding (Cargo)
Trekking Cook & Waiter
Trekking Guide
Trek Tour Leader/Canyoning
River Guide/Adventure Tourism
Train the Trainer/HRD
Agritourism
Hospitality / Household Mgmt.
Tourism In-service Training
Skill Test Programme
Mobile/Homestay Training
Total
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
-
666
280
-
205
48
884
71
372
34
338
115
-
9
63
-
22
3
-
-
339
55
-
106
169
30
13 1568
-
2
191
4
5
100 1002
-
-
-
110
526
36 1025
14
Bachelor of Travel & Tourism Mgmt.
-
87
46
-
-
-
2
-
-
1
3
-
19
-
-
38
2
-
-
11
27
5
-
171
228
-
-
-
21
34
-
209
41
-
31
29
-
333
16
13
-
46
21
97
74
-
-
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M
4
-
-
F
054/55
3
-
-
2
M
-
-
Master of Hospitality Management
Bachelor of Hotel Management
1
F
25 Years**
93
25
6
4
-
-
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-
-
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-
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11
-
-
4
1
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28
3
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F
16
27
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-
63
14
11
17
26
11
68
91
-
-
-
M
980
158
78
122
-
-
-
37
-
217
055/56
-
M
419
-
90
-
-
-
-
-
237
-
27
16
-
-
97
-
13
17
29
7
49
48
-
19
129 1068
57
-
3
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17
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79 1047
37 364
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2 368
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14
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057/58
70
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058/59
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48 738
- 149
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059/60
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58
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19
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276 1192
122 345
-
8 162
47
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236 1085
41
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20 311
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063/64
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234 1274
43 274
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30 341
40
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22 398
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064/65
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223 1348
34 110
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19 206
42
8
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388 1613
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459 1757
194
-
16
76
-
-
14
-
22
-
-
-
-
-
15
-
-
-
8
12
1
9
43
38
11
F
067/68
M
21
F
Total
18
M
50
263
430
487
30
242
82
71
389
459
88
493
344
64
144
523
44
52
306
169 2646
549
20
28
32
0
135 8118
3
5
282
53
5
256 2569
3
1
0
204 1176
792
54 1578
110 1721
179
359
75 1764 4962
-
125
220
-
-
35
-
682
-
-
-
35
-
82
-
-
-
-
-
8
71
40
59
32352
6726
358
2815
893
84
172
555
44
8253
462
93
775
442
76
2825
33
243
82
1380
1279
1632
1831
442
789
68
Grand Total
Last Up dated: 2069/03/32
410 1453 5073 27279
62
-
13
177
-
-
15
-
16
-
-
-
-
-
14
-
-
-
-
-
0
5
40
61
7
F
068/69
Nepal Academy of Tourism and Hotel Management(NATHM)
Work force so far produced by NATHM from the fiscal year 2029/30 to 2068/69(1972-73 to 2011-12)
S.N. Types of Course
NATHM
S
T
A
F
F
Ujwal Satyal
Krishna Kharel
Keshab Prasad Thapaliya
Executive Director
Head of Department,
Hotel and Curriculum
Head of Department,
Travel and Research
Head of Department,
Administration and Planning
Ram Kailash Bichha
Deputy Head of Department,
Food and Beverage
Ajay Kumar Dhakal
Surya Kiran Shrestha
Gyan Bahadur Karki
Deputy Head of Department,
Travel and Research
Chief Instructor,
Food Production
Chief Officer,
Administration, Planning,
Monitoring and Evaluation
Satya Narayan Shah
Mana Raja Khatri
Tikajit Rai
Bhishma Ram Dharel
Chief Instructor,
Pastry and Bakery
Senior Instructor,
Food and Beverage Services
Senior Officer,
Maintenance
Senior Officer,
Resource Center
Shibendra Mallik
Bipin Nepal
Hiragyan Maharjan
Senior Instructor,
Food & Beverage Services
Senior Instructor,
Food Production
Senior Instructor,
Computer
Ringo Pradhan
Senior Instructor,
Computer
NAT H M
SOUVENIR 2014
111
NATHM
S
T
A
F
F
Shiba Prasad Jaisee
Gyanendra Raj Pandit
Umesh Subedi
Naresh Dangol
Senior Officer,
Planning
Senior Officer,
Store
Senior Officer,
Administration
Officer
Planning & Administration
Subham Poudel
Instructor,
Travel and Tourism
Binod Nepal
Sreejana Baidya
Jivan Mahat
Officer,
Examination & Statistic
Officer,
Resource Centre
Officer,
Account
Ratan Saud
Binod Aryal
Upasana Dhakal
Khagnath Regmi
Senior Assistant,
Plannning, Monitoring and
Evaluation
Instructor,
Food Production and Control
Instructor,
Accommodation
Officer,
Mohan Rajak
Dharma Raj Uprety
Dinesh Subedi
Suraj Ghimire
Laundry Assistant,
Accommodation
Kitchen Steward,
Food Production
Librarian,
Resource Center
Assistant Acountant
Acount
112
NAT H M
SOUVENIR 2014
NATHM
S
Rama Timalsina
Assistant,
Planning, Monitoring and
Evaluation
T
A
F
F
Shivahari Luitel
Krishna Kumari Regmi
Assistant,
Assistant,
Chiri Kaji Maharjan
Driver (Heavy)
Krishna Maharjan
Shiba Raj Subedi
Shriram Timilsina
Som Bahadur Gurung
Driver (Heavy)
Utility Worker,
Food and Beverage Services
Gardener
Gardener
Kumar Pode
Man Bahadur Bhujel
Yukta Prasad Timalsina
Badri Prasad Aryal
Office Assistant
Office Assistant
Office Assistant
Office Assistant
Ram Hari Shrestha
Rama Gautam
Bikash Pode
Office Assistant
Chandra Mani Phuyal
Office Assistant
Office Assistant
Office Assistant
NAT H M
SOUVENIR 2014
113
Rabin Sapkota
Nima Norbu Sherpa
MHM Supervisor
MHM Volunteer Assistant
RESOURCE INSTRUCTORS
Prasuram Khadka
Rekha Adhikari
Ujala Manandhar
Instructor,
Pastry
Instructor,
Accommodation
Instructor,
Housekeeping
Umesh Thapa
Laxman Maharjan
Nandu Ram Ghimire
Instructor,
Food Production
Instructor,
Food Production
Instructor,
SERVICE CONTRACT TECHNICIANS
Bishnu Shrestha
Plumber
114
NAT H M
SOUVENIR 2014
Sri Ram Koju
Electrician
VISITING FACULTY MEMBERS
Prof. Dr. Ramesh Raj Kunwar Culture/Anthropology/Tourism
B. K. Singh
Air Travel Operation
Dr. Bina Poudyal
Culture
Rajiv Bhandari
Business Finance
Dr. Gyanendra Tuladhar
Sustainable Tourism
Gaurav Ojha
English
Dr. Kulesh Thapa
POM / HRM
First Aid
Madan Phuyal
Dr. Suman Bhattarai
Flora/ Fauna
Pabitra Kafle
Dr. Rajiv Dahal
Marketing/Tourism
Sanjaya Jha
Accommodation
Govinda Bhatta
Wild Life
Santosh Thapa
Research Methodology
Deepak Mahat
Trekking
Birendra Mahato
Accountancy
B. N. Shrestha
Trekking
Sujan Neupane
Quality Management
Krishna Sharma
Economics
Moharaj Jaishi
Statistics
Lakpa Sherpa
Rock Climbing
Basanta Bidary
Archeology
Mohan Khanal
Iconography
Krishna Khatri
Trekking
Mridul Mainali
Communication/Management
Prakash Neupane
Wild Life
Punya Prasad Parajuli
Religion
Tika Tamang
Ram Bahadur Kunwar
Culture
Kishor Basnet
Accountancy
Prof Dr Ram Sharan Pathak Geography
Rishi Ghimire
POM
Raman Joshi
Travel Operation Management
Kamal Gautam
Statistics
Bhes N. Dahal
Archeology
Jivan Nath Regmi
French
Satish Ranjit
Data Base Management
Batuk Krishna Parajuli
Engineering
Sharad Chandra Kafle
Cargo Management
Om Raj Dhakal
Sharad Regmi
Tourism Geography
Accountancy
Rock Climb
Engineering
Tirth Ghimire
Quality Management
Prof. Dr. Sri Ram Upadhya History
Nagendra Dangol
E - Commerce
Harka Rawal
Hospitality Law
Indra Prasad Joshi
Conference & Convention Management
Unam Man Pradhan
Event Management
Suman Kharel
Rural Tourism
Vijay Singh Chhetri
Food Science/Nutrition
Pawan Karel
Statistics
Sudarshan Giri
Accountancy
Krishna Sharma
Economics
Yubraj Chaulagain
French
Bhim Nepal
Culture
NAT H M
SOUVENIR 2014
115
Dr. C. P. Rijal
Organization Behaviour
Damodar Prasad Bhatta
Enviornment Management
Kapil Khanal
Statistics
Ramesh Panta
Enviornment Management
Prof. Mahendra P Shrestha Enterpreneurship
Prakash Poudel
Accountancy
Hari Bahadur Dallakoti
Strategic Management
Dipankar Sherpa
HRM
Rishi Raj Gautam
Finance
Sunil Sharma
Tourism
Dr. Vishnu Khanal
Marketing
We extend our heartiest
congratulations & best wishes to
Miss. Sabina Raut for being the
topper of Tribhuwan University
with SGPA 3.87 in BHM Second
Semester.
Nepal Academy of Tourism and
Hotel Management, Family
116
NAT H M
SOUVENIR 2014
Message from Executive Director
It is a great pleasure to express my sincere happiness on the
occasion of 41st anniversary of Nepal Academy of Tourism
and Hotel Management (NATHM). NATHM has indeed played
a vital role to produce qualified and skilled human intelligence
required by tourism and hospitality industry for four decades.
It has two main disciplines, academic courses and vocational
courses. In academic front, we are offering three courses,
Bachelor of Hotel Management (BHM), Bachelor of Travel and
Tourism Management (BTTM) in bachelor level and Master of
Hospitality Management. The courses are the best among the
best in Nepal, as it has special labs, sound faculties and
hospitable environment. In vocational courses front, various
trainings of cook, house keeping, front office, bar tender,
small hotel management, tracking and tour guide, rafting
guide and rock climbing etc have uplifted the image of
institution, as we are performing our business with extra
caliber.
The strong internal, external and international relationship
of NATHM with stakeholder has heightened its likeness and
credibility in the tourism sector. The relation with NTB, HAN,
NATA, and TAAN, as its board member, has given additional
value for its acceptance. In similar vein, the credit transfer
with ICHM Australia is an open opportunity for those who
want to pursue advance education in hotel management. The
institutional membership of Management Association of Nepal
(MAN) at national level and the same of International Hotel
and Restaurant Association (IH&RA), EUHOFA international
and International Accreditation Organization (IAO) at
international level have further extended its domestic and
international acceptability.
In this context, I would like to extend my heartfelt and
sincere thanks to all those who has given their sole and mind
to uplift the image of NATHM. In the same way, my genuine
appreciation will go to our team of NATHM for their
determination and dedication. We are all performing for the
shake of tourism sector and I urge for the solidarity. Thanks.
.............
Executive Director
NATHM SOUVENIR 2014
A major step in trying to make Nepal the
destination for Hospitality Education
within SAARC countries. It is a challenge
well understood by the NATHM team
with full support from the government
to harmonize institution and industry
within a same complex.
41st ANNIVERSARY
NATHM
Rabi Bhawan, Kalimati, Kathmandu, Nepal. P. O.Box 4715, Tel: 977-1-4270073, 4270605, Fax: 977-1-4271780
E-mail: nathm@mos.com.np Website: www.nathm.edu.np

NATHM Souvenir 2014

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