oudit van bestaande organisasiestrukture, kommunikasiekanale en

this it is concluded that clarity of missions and the objectives set in terms 01 such missions
is lacking in the case of some organizations such as local authorities and RDA's. The
already established structures therefore do not always appear to be conducive to effective
. communication. Moreover, the marketing communication process is handicapped by a lack
of understanding, a poor corporate image and inadequate funding.
On the basis of this research the standpoint is adopted that attention should be given
firstly, to designing a simple, adaptable and effective organization structure derived from
an organization's mission and, secondly, to provide for the establishment of an underlying
tourism culture in order to effectively unleash the potential 01 the tourism industry. This will
enhance management and intra-organizational communications. The periodic exercise of
a promotions audit will optimize the exploitation of communication channels and electronic
communication aids, thereby producing effective marketing communication.
From this research it is concluded that the creation of a mechanism such as a co­
ordinating council or body is of the utmost importance in order to eliminate any activities
that may be conflicting. Suitable training and the provision of adequate funding are
aspects for inclusion in the tourism development plans of each region. SATOUR and/or a
regional and local tourism structure could play a vital role as facililator rather than a
marketing organization in this regard. "
(iv)