ABSTRACT
It is relatively easy for PSM to formulate policies, strategies and plans but it is much more difficult to implement them. Managers can negotiate in their offices, form committees, write reports and policy programmes, draft legislation and make decisions, but these all still have to be implemented. Since the end of the Second World War there has been a tremendous outpouring from PSM of publications, programmes and plans for many sectors, including tourism. Developed industrialised countries and international organisations have been very productive in producing plans for developing countries which could have been of tremendous benefit, but they were never implemented. In some ways the essence of the Weberian bureaucracy is the formulation and production of paper documents. Management documents are not worth the paper they are written on unless the policies and decisions are implemented. Implementation is not easy and requires many kinds of resources, including commitment from political leaders and managers, personnel, finance, leadership, power, knowledge, skill and experience.
