ABSTRACT
Organisational structure has significant impact on management style and level of efficiency in planning and decision-making. Within the tourism industry planning for and provision of education and training opportunities is marked with as many challenges as is the diverse nature of the sector. For tourism-dependent Small Island Developing States (SIDS) in general, and the Commonwealth of Dominica in particular, the process can be both daunting and messy due to the interplay of stakeholder dynamics and limiting organisational structure. In illuminating this phenomenon, the chapter explores the impact of organisational structure of flat small tourism enterprises, typically family owned and managed, in contrast to tall bureaucratic government departments and institutions. Theories of bureaucracy, adhocracy, and network structures are evaluated in gaining deeper understanding of the symbiotic relationship between organisational structure and management style on the issue of lifelong learning for tourism. The case study of the Commonwealth of Dominica, a Caribbean island, is pursued in seeking understanding of the interplay of the public sector, private sector, and regional institutions operating within SIDS. The chapter proffers the collaborative network structure as an effective framework for designing and implementing lifelong tourism education and training.
