No description available.

Tourism can be understood as both an economic and social phenomenon. Theories of tourism have, however, failed to take account of this and lack a critical function. One possible solution is to conceptualise tourism as a mass medium. In the Highlands the cultural foundations of mass tourism can be traced to a transformation in the perception of landscape and society dating back to the eighteenth century. In recent years this has been reflected in the production of tourist information by the industry, albeit in the construction of a partial and restricted view of the region's social and physical characteristics. Economically, state intervention has signalled tourism's importance as a developmental alternative in the Highlands. The rationality of state activity suggests that it has become 'systematically integrated' to dominant entrepreneurial groups. Institutional decision-making has however proved impervious to the demands of the wider population, especially the workforce, which is noticeably under-represented in consultations. Tourist employment is notable for the prevalence of marginal groups and a low level of pay and conditions, therefore it may not be appropriate for the indigenous inhabitants. The ownership structure of the industry does not indicate that it exacerbates inter-regional inequality. In contrast tourism can be said to exaggerate existing asymmetries within the local social structure. Certain groups within the population, notably the entrepreneurial middle class, have benefited to a disproportionate extent from the tourist industry's recent expansion. In this sense tourism performs an inequality maintaining function. The state's successful moderation of market laws has contributed to the ascendance of local capital. Given the nature of the small enterprise, it has thus become increasingly difficult to reconcile the public goals bestowed on the industry by state agencies with the private orientation of property owning groups.

No description available.

No description available.

No description available.

No description available.

No description available.

No description available.

TitelSportsligt pris – Ekonomisk kris? En studie om svenska idrottsAB och deras ekonomiska situation.ProblemformuleringIdrott har idag gått från att vara lek och spel till att bli en ekonomisk marknad med stora möjligheter. Svenska idrottsföreningar har överlag visat dåliga ekonomiska resultat de senaste åren. Detta gäller även de idrottsföreningar som valt att bilda ett idrottsAB, varav nästan alla visat dåliga ekonomiska resultat. Studien undersöker vilka åtgärder svenska idrottsAB kan vidta för att försöka vända deras negativa ekonomiska resultat till positiva och skapa en hållbar ekonomi.Teoretisk referensram och metodMed hjälp av olika teorier inom Change management, Strategic management, Sports management och Intressentteorin har idrottsAB i Sverige studerats och analyserats. Relevant fakta och genomförande av intervjuer har lett fram till de problem som har identifierats med associationsformen, styrningen, intressekonflikterna samt det tryck som finns på ledande personer inom ett idrottsAB axlar.AnalysGenom att analysera de genomförda intervjuerna, vetenskapliga artiklar och olika teorier har de största problemen inom ett idrottsAB kunnat konstateras. De största problemen är:- Tryck från supportrar som får idrottsAB att fatta beslut, vilka inte alltid är affärsmässiga.- Brist på kompetens inom aktiebolaget vilket kan leda till att det uppstår svårigheter när ett idrottsAB ska bedriva kringverksamhet för att få in kapital i aktiebolaget.- Felaktiga beslut som kan uppnås då personer inom idrottsAB fattar beslut som gynnar det sportsliga inom bolaget men missgynnar det ekonomiska.Dessutom har andra problem så som höga lönekostnader, lagar och regler som försvårar för ett idrottsAB upptäckts. Ett annat stort problem är det ekonomiska gap som uppstår mellan divisioner vilket kan leda till ekonomiska kriser i samband med degradering.SlutsatsEn modell har skapats för att kunna lösa problemen som analyserats inom svenska idrottsAB. Modellen går ut på att skapa en stark uppdelning mellan idrottsverksamheten och den ekonomiska verksamheten inom ett idrottsAB. Den ekonomiska delen samt företagsdelen sköts i denna modell av en professionell bolagsstyrning. Bolagsstyrningen ansvarar för bolagets ekonomi och lägger upp en budget för idrottsverksamheten inom idrottsAB. Dessutom ska idrottsAB använda sin associationsform bättre och få in kapital från externa investeringar, till exempel gymverksamhet och restauranger. Att arbeta efter denna modell kommer att minska många av de problem som analyserats inom idrottsAB. Det kommer även att leda till att den sportsliga prestationen inte är lika ekonomiskt avgörande som den är idag. / TitleAthletic achievement - Economic crisis? A study about the economic state of Swedish sports clubs.ProblemSport has gone from being a game to be a huge economic market where there are huge possibilities. Swedish sports clubs has in recent years shown poor financial results and almost all sports clubs who have chosen to form a sports company has shown incredibly poor economic performances in recent years. This study examines the actions Swedish idrottsAB can take to reverse their negative results to positive and create a sustainable economy.Theoretical framework and methodWe have through change management, strategic management, sports management and stakeholder theory analyzed sports companies in Sweden, we have also researched articles, books and internet sources about the Swedish sports companies and we interviewed people in the different sports companies to get there point of view. Through all of this we found the problems with managing a sports company in Sweden today. The mayor areas we found were:The legal structure of sports companies in Sweden, Conflicts of interest and the enormous pressures leading individuals within a sports company has to endure, and a lack of competence within the board.AnalysisWe have, by analyzing our interviews found that the main problems in those different areas are: The pressure from fans who wants the sports companies to make decisions that doesn’t reflect economic reality, lack of competence within the corporation, which means that difficulties arise when a sports company will conduct complementary activities that would make the company get access to more capital then the capital they get from the sport. One other problem is when people in the sports companies make decisions that benefit the sports but disadvantage the economy of the company. We have also discovered other problems such as high labor costs, laws and regulations that make it difficult for a sports company and a huge economic gap between thedivisions, which means that if a sports club is going down a division, they will face a huge economic decrease in income.ConclusionTo solve the problems we have found we have created a model that has a very strong distinction between sporting activity and economic activity within a sports company. If we part the financial part and business part from the sports part of the company and let a professional corporate governance control the business part of the company, most of the problems we have detected will decrease. The economy will be handled much well because of more competent governance and activities outside of sports will be better handled and the sports companies will get richer.We would also like the sports companies create more activities outside of their sport, if they do that the companies wouldn't be as dependent on sports performances as they are today to get the economy to work. Examples of those activities could be a restaurant, a gym or other investments that gives the company an income outside of the sports department.

Background: One of the challenges associated with Developmental Coordination Disorder (DCD) is finding the appropriate method of identifying motor difficulties. Motor proficiency tests are used to identify children with motor difficulties; however, it seems that questionnaire-based assessments may be more practical for screening purposes. The Movement Assessment Battery for Children Checklist (MABC-Checklist) has been used as a screening tool to identify motor difficulties in children especially when completed by parents and teachers. Although parents and teachers can identify children with motor difficulties using screening tools, it is still not clear which screening test is the best to use. The original MABC-Checklist (1992) was revised in 2007 and research available on the revised edition (MABC-Checklist-2) is limited indicating that more studies on the MABC-Checklist-2 when completed by parents and teachers are needed. Objectives: The aim of this study was to determine the agreement between identifying motor difficulties with the Movement Assessment Battery for Children second edition Performance Test (MABC-2) and the identifying of motor difficulties with the MABC-Checklist-2 when completed by (i) their parents as well as (ii) their teachers. Methods: This study was done using sampling data and a quantitative research method (i.e. questionnaire). Three-hundred and twenty three learners in Grade 1 between the ages of 5 and 8 years participated in this study. The study consists of n=140 boys (43%) and n=183 girls (57%) of various ethnic groups, which consisted of n=193 Caucasian (59.75%, 6.5 years, SD=0.55), n=120 Black (37.15%, 6.2 years, SD=0.4), n=9 Mixed race (2.79%, 6.4 years, SD=0.5) and n=1 Hispanic (0.31%). A total of three hundred and twenty three parents (n=323) and twenty three teachers (n=23) also took part in the study. The MABC-2 Performance Test was used to determine motor difficulties and DCD in the children. The MABC-Checklist-2 was used by the parents and teachers to identify children with and without motor difficulties. The total test score results of the MABC-2 Performance Test were compared with the total test score results of the MABC-Checklist-2 completed by the parents and teachers. Data from the questionnaires were captured electronically by the researcher on a data form using Microsoft Excel. Further analysis was done by a statistician using SAS Version 9.2. Frequencies and percentages were calculated for categorical data. Medians and percentiles were calculated for numerical data. The measure of agreement with help from the Kappa (k)-coefficient were used to explore the aim. The coefficient is known as the Cohenâs Kappa and it measures inter-judge agreement. Results: The results indicated that out of the 47 children identified with motor difficulties (moderate motor difficulties, n=21, and severe motor difficulties, n=26) by the MABC-2 Performance Test, 15 of these children were also identified with motor difficulties (moderate motor difficulties, n=2; and severe motor difficulties, n=13) by the parent completed MABC-Checklist-2 indicating a sensitivity of 31.9% (15/47). With regard to specificity there were 276 children identified with no motor difficulties with the MABC-2 Performance Test, whereas 197 (71.4%) of these children were also identified without motor difficulties with the MABC-Checklist-2 completed by the parents. Therefore, the specificity between the MABC-2 Performance Test and the parent completed MABC-Checklist-2 was 71.4% (197/276). The (k)-coefficient of 0.143 indicated that only 14.3% agreement between the two assessments were present after correcting for chance and show that the agreement of the two assessments is not high when completed by parents. Results with regard to the teachers indicated that out of the 47 children identified by the MABC-2 Performance Test with motor difficulties (moderate motor difficulties, n=21; and severe motor difficulties, n=24), 16 of these children were also identified with motor difficulties (moderate motor difficulties, n=4; and severe motor difficulties, n=12) by the teacher that completed the MABC-Checklist-2 indicating a sensitivity of 35.6% (16/45). When analysing the specificity there was 276 children identified with no motor difficulties using the MABC-2 Performance Test whereas 193 (72.6%) of these children were also identified with no motor difficulties by the MABC-Checklist-2 completed by teachers. Therefore the specificity between the MABC-2 Performance Test and the teacher completed MABC-Checklist-2 is 72.6% (193/266). The (k)-coefficient of 0.161 reveal that only 16.1% agreement between the two assessments were present after correcting for chance and reveal that the agreement between the two assessments is low when completed by teachers. Conclusion: Several screening tests and questionnaires have been developed to gather information with regard to motor performance of children specifically from parents and teachers. However, studies using parentsâ and teachersâ reports as well as the results in this study have produced conflicting results, thus it is still not clear which screening test is the best to use and whether parents and teachers both need to be used to screen a child.