Topic: BusinessManagement

Last updated: February 2, 2019

According to the English heritage website their vision is “that people will experience the story of England where it really happened.

” And their priorities are that they want to “create inspiring visitor experiences that bring the story of England to life also that they make sure our historic sites and artefacts are expertly cared for, so that they can be enjoyed by future generations. We’ll find new ways to involve more people in our work and our target is to ensure we’re financially independent by 2022/23.” Some of English heritages aims are 1. Capture the nation’s imagination with a handful of high profile, memorable new visitor experiences and conservation stories.

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2. Significantly improve offers across the board, through consistently excellent presentation, interpretation and visitor facilities3. Draw on deep customer insight to build those experiences, which will give strong local and national appeal4. Develop digital offers, making the most of new technologies to tell the story of England in vivid new ways and engage a wider public5.

Provide outstanding learning opportunities for all, whether they’re visiting the sites, browsing online or reading our publications ( English heritage’s services and products- English heritages provides tourists with many natural and physical tourist attractions like Stonehenge which has a shop present that has products like “souvenirs, clothing, books and gifts to provide memories of your visit, many made in the UK exclusively for Stonehenge” they also have a café that offers locally sourced food like “Stonehenge rock cakes and beer from the Stonehenge Brewery as well as deluxe hot chocolate or in summer, Marshfield Farm ice-cream.” There is also the choice of “soups, sandwiches, Cornish pasties and sweet treats, as well as hot and cold drinks.” (

uk/visit/places/stonehenge/things-to-do/)Stakeholders- From information sourced from a stakeholder’s survey I have found that Respondents felt that English Heritage’s key roles are: • Protecting the historic environment (9.2 average on a scale of 1 to 10 when asked the importance of each role) • Being experts in protecting the historic environment (9.2) • Providing advice on methods of conservation of the historic environment (9.1) • Supporting the heritage sector (9.1) • Ensuring that heritage issues influence strategy and decisions at a local, sub-regional or national level (9.

1). Since 2009 the greatest change has been in the proportion of respondents who state that the “protection of the historic environment” is extremely important (55% in 2012 compared to 44% in 2009) and “managing change in the historic environment” (43% compared to 28%). ( )Environmental responsibility- 70% of respondents to a stakeholders survey were familiar with the range of grants English Heritage offers to protect and promote investment in the historic environment. This is similar to 2009 (64%).

The respondents were asked to assess the importance of each English Heritage grant for the protection of the historic environment. Respondents stated that the most important English Heritage grant was for “expert advice and emergency repairs to ensure that heritage at risk is not lost”. (Just under half of respondents rated this grant as most important). The least important grant was “funding for privately owned heritage at risk”, with 47% rating this grant as least important.

Ethical responsibility- English heritage is part of a charity they state that “As a registered charity, we are governed by a board of trustees who delegate day-to-day responsibility for the running of the organisation to a senior management team. Sir Tim Laurence is Chairman of the board of trustees and Kate Mavor is our Chief Executive.” They are also working on reducing pay gap between men and women by stating “Although we are happy that our top and middle levels of management are balanced from a gender perspective, we know we have to do more to create a better balance across the organisation as a whole. We don’t have an equal pay issue. People doing the same job are paid equally. But we need to make sure that every position is equally attractive and accessible to people, no matter what their gender. We will keep working with unions and staff to achieve this.

We will look at recruitment, making sure that we do more to attract a diverse workforce especially for seasonal roles; and look at our internal communications, making sure that the opportunities for flexible working are clear to everyone.” ( )


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