Professional Documents
Culture Documents
41st ANNIVERSARY
NATHM
Rabi Bhawan, Kalimati, Kathmandu, Nepal. P. O.Box 4715, Tel: 977-1-4270073, 4270605, Fax: 977-1-4271780
E-mail: nathm@mos.com.np Website: www.nathm.edu.np
.............
Chuda Mani Sharma Kattel
Executive Director
Nepal Academy of Tourism and Hotel Management
Bhim Acharya
Minister
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Sushil Ghimire
Secretary - Ministry of Culture, Tourism and Civil Aviation
Chairperson - Nepal Academy of Tourism and Hotel Management
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Sushil Ghimire
Chairperson - NATHM
Secretary
Ministry of Culture, Tourism & Civil Aviation
Director General
Department of Labour
Joint Secretary
National Planning Commission Secretariat
Joint Secretary
Ministry of Finance
President
Nepal Association of Tours & Travel Agents (NATTA)
President
Hotel Association of Nepal
(HAN)
Chairman
Trekking Agencies Association of Nepal
(TAAN)
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OLD
Maintaining its Status Quo of being one of the sought after institution in the country, NATHM will soon be
launching a 4 star hotel with 83 rooms to provide in house training to its students. This project is in line with
making Nepal the destination for hospitality education among SAARC nations.
The team editorial would like to thank all the writers and article contributors of this issue, without which the
magazine would have been of only few pages and not much reader friendly. My sincere thanks to the editorial
team on mission accomplished.
Besides the annual magazine, we publish NATHM UPDATES 4 times a year. We would like to request all the
well wishers and graduates to send contributions for the updates, achievements and even suggestions for
improvement to make it a Centre of Excellence.
Till the next issue when we become 41 years old.
C O N T E N T S
NATHM Introduction __________________________________________________________ 1
Editorial
TEAM
Chief Advisor
Chuda Mani Sharma Kattel
Editor
Ujjwal Satyal
Advisor
Keshav Prasad Thapaliya
Coordinator
Surya Kiran Shrestha
Administrator
Gyan Bahadhur Karki
Assitant Coordinator
Rabin Sapkota
Members
Nima Nurbu Sherpa
Aakriti Shrestha
Malati Pujara
Binaya Adhikari
Swastika Bista
Akanchhya Dahal
Saneep Mainali
Tel: 9851005177
E-mail: dreamworks@ntc.net.np
Photography
Pradip Shakya
NATHM students & staff
Views expressed in the articles are those of the authors that do not necessarily represent the views of Editorial Team or Nepal Academy of Tourism and
Hotel Management (NATHM). All rights reserved to NATHM.
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VISION
Nepal will be established as a preferred
destination for tourism and hospitality
education in the SAARC region.
MISSION
NATHM as the pioneer national
institution dedicated to human resource
development for tourism and hospitality
sector in Nepal, will facilitate and
prepare quality human resources by
improving and expanding educational,
training and research opportunities. It
will thus be a Center of Excellence for
national and international student.
VALUES
NATHM recognizes and embraces the following values:
Team work and shared responsibilities
We, all the staff members of NATHM, are partners in business pursuing our shared
vision. We believe in team work and shared responsibilities.
Inclusion sensitiveness
NATHM will work hard to ensure that tourism training opportunity will be available for
everyone regardless of gender, caste or geographical isolation.
Quality assurance, efficiency and effectiveness
NATHM values on quality human resources preparation. It will strive hard to enhance
its past reputation as institution for preparing quality human resources
We value the public investment made in us and strive to deliver quality results in a most
cost-effective manner through a simple management structure, efficient processes,
effective checks-and-balances and vigorous quality assurance mechanisms.
People
We provide a caring environment in which students and staff pursue personal and
institutional development.
Performance
We demand high performance and reward excellence in performance. We encourage
innovation, practicality, entrepreneurship, and the pursuit of academic and management
excellence. This is applied to both staff members and students.
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BHM 5thSemester
BHM 5thSemester
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BHM 5thSemester
BHM 3rdSemester
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BHM 3rdSemester
BHM 3rdSemester
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BHM 1stSemester
BHM 1stSemester
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BHM 1stSemester
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12
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BHM Interns
BHM Interns
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MHM Seminar
MHM Tour
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MHM Seminar
Orientation
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Research Article
Managerial Conflict
Resolution Skills
Improvement through
Management
Development: A Study of
Nepalese commercial
Banking sector
Dr. Dhruba Raj Pokharel
Assistant Dean, T U
Abstract
Conflict in organization is reality. Where people exist disagreement is common. It is the managerial ability to maintain
conflict in optimum level. Optimization of conflict can be obtained through enhancing functional and discouraging the
dysfunctional conflict. The current study presents the review of conflict related studies and views conflict as indispensable
managerial function. In addition, it explores management development as an important programme to make managers
capable to optimize conflict through improving their conflict management skills in the commercial banks in Nepal.
Keywords: conflict management, conflict management skills, commercial banks.
The Background
Conflicts may have either positive or negative consequences
for the organization; depending on how much it exists
and how it is managed. Organizations with optimum level
of conflict can be considered highly functional and helps
to generate positive performance. When the level of conflict
is too low, performance suffer, innovation and change are
less likely to take place, and the organization may have
difficulty adapting to its changing environment. If the low
level of conflict continues, the very survival of organization
can be threatened. On the other hand, if the conflict level
becomes too high the resulting chaos also can threaten
the survival of organization (Ivancevich et al., 2006:358).
The managers in the organization experience the different
stages of conflict. The stages consist of perceived, felt,
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The rationale
Rahim (2001) suggests certain criteria to make conflict
management effective. First, conflict management
strategies should be designed to improve individual as well
as organizational learning so that managers should
challenge the status quo. Second, strategies should be
designed to find the right skillful persons to solve the
problems collectively. Finally, the conflict management
should be ethical. Gasline et al. (2001) - emphasize that
timely training of the managers and employees will help
to manage the conflicts by making management support
to create conducive organizational culture with fairness,
where the people will feel free to express their opinions
creatively and critically. Therefore, we feel the need of
management, education, development, and training in
Nepalese commercial banks to improve the conflict
management skills of the managers. The current paper
tries to raise the issue and rich the answer to the query
whether management development practices are capable
to enhance such human skills for their managers to make
conflict management effective.
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The objective
The present research aims to analyze the improvement in
the managerial conflict resolving knowledge, skill, and
attitude after participating in management development
programme. Managers were asked to rank the degrees of
improvement in the variables like understanding the
individual differences, ability to express disagreement,
influence to get ideas accepted, tolerance power, respect
to other, and interpersonal relation. All these constitute
the basis for bringing positive changes in the behaviour of
the managers in order to resolve the conflict and enjoy
organizational harmony in their work situation.
Table 1
Managerial perception about improvement in managerial conflict resolution skills
Ownership
Private Bank
Joint venture
Bank
Government &
Influencetoget
ideasaccepted
Tolerancepower
Respecttoother
Mean
2.43
2.49
2.49
3.11
2.68
37
37
37
37
37
Interpersonalrelation
37
Std.Deviation
.959
.768
.804
.906
.884
1.118
Mean
2.16
2.47
2.67
2.62
2.22
2.31
2.97
55
55
55
55
55
Std. Deviation
.834
.604
.818
.933
.854
610
Mean
2.43
2.46
2.56
2.62
2.33
2.31
55
semi-government
174
171
171
172
173
173
bank
Std.Deviation
.895
.842.
.841
.926
.890
.838
Mean
2.37
2.47
2.57
2.69
2.35
2.36
Total
266
263
Std.Deviation
.895
.785
263
264
265
265
.830
.937
.889
.877
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References
Brown, D. L. (1983). Managing Conflict at Organizational Interfaces. Reading
MA: Additional-Wesley.
A Concept note ON
establishing an
autonomous
institution for
Hospitality studies
in nepal
Dr Chandra P Rijal, PhD in Educational Leadership
Specialist in Education and Management Sciences
Preamble
In the recent years there has emerged a new trend of development
and promotion of more applied higher education sectors almost in
every country thereby promoting education, research and
development, and institutional transformation through more
specialized and narrowly focused institutional systems promoted
as autonomous institutions having equivalent to university status.
Such specialized sector-wise areas of development in the national
context of Nepal may include i. tourism and hospitality
management, ii. snow and water resources management, iii.
agriculture and agricultural recreation management, iv. natural
resource management, v. public planning and governance, vi.
public health, medicine and healthcare management, vii.
management of information and technology, viii. polytechnic
studies, ix. rural development studies, and x. international
relations, justice and human rights promotion.
Greater emphasis is required on tourism, water and agriculture
these three sectors are the gift of nature and most of input
resources are either naturally gifted or can be developed with
less cost from the sustainability point of view. On the other hand,
such an institutional development would have depth impact for
multi-sectoral development since the establishment of one such
institution serves as a gateway for the establishment and
sustainable promotion of several other institutions that are
dependent on core or augmented products or services of these
sectors. In fact, tourism, hydropower production and agriculture
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Structural Mandate
Such an institution should be established and promoted with a
mandate equivalent to a university but should be restricted to be
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Functional Coverage
The core products on offer of such an institution should include
education, research, professional development, institutional
development and publications linked to hospitality. Areas linked
to hospitality need be revisited time again based on newer
developments in the sector. For this too, we need to conduct a
number of scientific inquiries.
Steps Next
It has become already late to take relevant action to promote this
very crucial sector of the country as one of the pillars for socioeconomic transformation leading the overall national development.
Moving ahead swiftly and sharply with more discussions, carrying
out many research initiatives, opening a number of dialogues with
relevant stakeholders, and wider publications would help make it
easier for realization of national policy makers in this respect.
Does the structural and functional mandate of the present NATHM
allow all these initiatives? This is the first and biggest question
facing the reform and promotion of NATHM as the ultimate institution
providing leadership for hospitality sector development in Nepal and
south Asian region, at large. But it is possible, quite possible, and also
quite important for which we all need to step ahead, together with
commitment and Truthful Commitment for development.
Plausibility of
Sport Tourism in
Nepal
Dr. RAJIV DAHAL, PhD
Faculty- MHM/BHM/BTTM - NATHM
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References
Cricknepal.com (2014). Cricket receives Rs 50m Budget in 2070/2071.
Accessed on 05 February 2014 from http://www.cricnepal.com/7696/cricketreceives-rs-50m-budget-in-20702071/
Mail Online (2012). Sport provides a boost for UK tourist industry as 900,000
football fans flock to Britain. Accessed on 05th February 2014 from http://
www.dailymail.co.uk/travel/article-2221300/Sport-provides-boost-UK-touristindustry-900-000-football-fans-flock-Britain.html
Ritchie, B. W. and Adair, D. (2004). Sport Tourism: an introduction and
overview. In: B. W. Ritchie and D. Adair (Eds.), Sport tourism interrelationships,
impacts and issues. Clevedon, England: Channel View Publications.
Tourism Insider (Online Magazine) (2011). Sport Tourism, a new spin on an old
theme. Accessed on 05 February 2014 from http://tourism-insider.com/en/
2011/05/english-sport-tourism-a-new-spin-on-an-old-theme/
Trekking Agents Association of Nepal (TAAN) (2013). Discussion on prospects
of sport tourism held. Accessed on 05 February 2014 from http://
www.taan.org.np/newsdetail/discussion-on-prospects-of-sports-tourism-held
My Nathm;
My College
Alina Khanal
BHM, 1ST Semester
My Nathm is in Ravibhawan
Where I can feel very comfortable
NATHM is its logo
where QWQS is used as its motto.
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Abstract
The objective of the study is to validate a conceptual model to measure brand loyalty, as this is an important element
for gaining competitive advantage. The study primarily focuses on measuring brand loyalty using brand awareness and
perceived quality as independent variables across genders and geographic orientation of the customers. The study
reveals that brand awareness and perceived quality are positively related to brand loyalty. In other words, the higher the
brand awareness, the higher the brand loyalty. In addition, the study shows that brand awareness is positively and
significantly related to brand loyalty. The study further demonstrates that perceived quality is positively and significantly
related to brand loyalty. The study also suggests that fast food outlets should emphasize service and ambience quality.
Moreover, fast food outlets should be aware that consumers will evaluate perceived quality of a product and service
from their earlier dining experience. The results are same with the strata of gender and geographic orientation within
Kathmandu (KTM) and outside Kathmandu (OUT KTM)). The research is of value to fast-food owners, academia and
researchers.
Key words: Brand Awareness (BA), Perceived Quality (PQ), Brand Loyalty (BL), Fast food restaurant
Introduction
Fast food industry is a fast growing industry that is rapidly
changing customer eating habits. This rapid growth of
fast food witness the increase in income level of middle
class consumers in third world and developing countries,
changing eating needs of young and adults and the rising
and penetration of multi-national food chains in these
countries. Small business purchase should also have rich
involvement. Scarce resources that are available to firms
cause greater business failure risk. In business sector,
relationship with customers and suppliers is becoming
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I. Review of Literature
"A brand is the total emotional experience a customer has
with your company and its product or service" (Hammond,
2008, p.14). He further describes the brand to be an
experience that is implanted in the mind of customers that
have experienced an interaction with a company or that
got in contact with the companys staff, product or service.
Brand awareness means the ability of a consumer to
recognize and recall a brand in different situations (Aaker,
1996). Consumers purchase decision can be influenced if
a product has higher brand awareness (Dodds, Monroe,&
Grewal, 1991; Grewal, Monroe & Krishnan, 1998). This
explains why a product with higher brand awareness
willhave higher market share and better quality evaluation.
In addition, perceived quality is a relative concept which
possesses situational, comparative, and individual
attributes In sum totality, perceived quality is a consumers
subjective judgment on product quality on the basis of
previous experiences and feelings. The added value of
perceived quality is believed to result in higher brand
loyalty, larger customer base and more efficient marketing
programs (Aaker, 1991; Tellis et.al., 2009). In addition,
while consumers select a product, they care about perceived
quality and brand awareness. Perceived quality can help
consumers to have a subjective judgment on overall product
quality that make a product hold a salient differentiation
and become a selective brand in consumers minds (Aaker,
1991). Product Quality covers the features, aroma,
aesthetics and characteristics of a product or service that
allows satisfying definite or inferred needs of customers.
According to Russel and Taylor (2006), product quality is
the fitness of use of the conformance to the requirement
of customers. In service industry context product quality
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A. Cronbachs Alpha
II. Methodology
A screening process was deemed necessary in conducting
the study. The screening was initially based on a
convenience selection of respondent i.e. convenient
sampling method is used to collect the information. As
the potential customers size is very large, response from
540 valid respondents are collected though the valid sample
size of respondent becomes 384 (Sample size =
=
B. Multiple Regressions
After completing the refinement, the multiple regressions
were implemented to identify quantitative relation of
antecedent factors and brand loyalty. In order to test the
model, this study adopts the quantitative approach in
which the data were collected by means of a questionnaire
survey. The following regression equation was regressed
to find out the percentage contribution of various factors
in brand loyalty for the whole sample, among the strata
of genders and geographic orientation of the customers.
Y=
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Geographic Orientation
Profession
Per cent
Male
282
66.4
Female
143
33.6
Total
425
100
KTM
250
58.8
41.2
58.8
OUT KTM
175
Total
425
100
Business
105
24.7
24.7
100
Service
175
41.2
65.9
Students
129
30.4
96.3
Others
16
3.7
100
Total
425
100
Table one reveals the total number of respondents are 425, among which 282 were male and 143 female, 250 from
within Kathmandu valley and 175 from outside Kathmandu valley and 105, 175, 129 and 16 from the professions of
business, service, students and others respectively.
Table II
Reliability Test
Variables
Measurement items
Retained items
Cronbach's Alpha
BA
0.667
PQ
0.597
BL
0.672
Following the procedures and criteria described in previous chapter, the process of refinement of measurement scales of
the constructs were carried out using SPSS Version 18. In this process, the items which did not meet evaluating criteria
were eliminated and reliability of scales was re-assessed by Cronbachs Alpha. Criteria of refinement of items include:
Cronbachs Alpha > 0.60. The table two reveals the reliability of all the antecedent factors and dependent variable are
above 0.6, which strongly supports the reliability about the questionnaires developed for the study.
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Table III
Estimated Relationship Between Brand Loyalty, Brand Awareness and Perceived Quality
Results are based on the regression model. The basic model is: Y =
Where, Y= Brand Loyalty, = Constant, X1 = Brand Awareness, = Perceived Quality and er = error terms.
Model
BA
PQ
0.795
RSQUARE
F VALUE
0.641
753.795
P VALUE
0.001
0.563
103.788
0.001
0.679
445.306
0.001
(27.455)
2
0.723
(12.188)
0.716
0.674
(25.134)
(8.547)
Brand Awareness and Perceived quality both have a reliably positive influence on Brand loyalty. Model 1 attempts to
unravel the influence of brand awareness on brand loyalty with the beta coefficient of 0.795 and t-statistic suggests
that coefficient is estimated with a high degree of precision. The R Square value suggests that the explanatory power
of brand awareness on brand loyalty is 64.1 per cent. Adding the perceived quality as the next independent variable in
Model 3, the beta coefficients are found to be 0.716 and 0.674 with t-statistics of 25.234 and 8.547 respectively. The
R Square value suggests that the explanatory power using two independent variables increased to 67.9 per cent. The
brand awareness has the largest coefficient and the highest t-statistic in all the three models. The highly significant
value of F-test suggests the model is overall fit.
Table IV
Estimated Relationship Between Brand Loyalty, Brand Awareness and Perceived Quality
among The Gender Strata
Results are based on the regression model. The basic model is: Y =
Where, Y= Brand Loyalty, = Constant, X1 = Brand Awareness, = Perceived Quality and er = error terms.
Gender
Beta
RSQUARE
F VALUE
Male
BA
0.822
21.685
0.627
470.234
Female
BA
0.754
17.578
0.687
308.987
0.001
Male
PQ
0.565
8.032
0.531
64.521
0.001
Female
PQ
0.579
6.267
0.556
39.27
0.001
Beta
RSQUARE
F VALUE
P VALUE
BA
0.737
19.92
0.665
276.431
0.001
PQ
0.767
7.311
BA
0.691
15.839
0.72
179.874
0.001
PQ
0.562
5.673
Gender
Male
Female
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P VALUE
0.001
Table four reveals that beta coefficient for male and female for brand awraeness and perceived quality are positive and
t statistics are also found to be highly significant on the brand loyalty. However, when both the independent variables
are introduced among the gender, the value of R Square was found to be higher in female(0.72) in comparision to 0.665
for male. This indicates brand awareness and perceived quality has more explanatory power for the female customers.
All the six models are overall fit with highly significant F value.
Table V
Estimated Relationship Between Brand Loyalty, Brand Awareness and Perceived Quality
among The Geographic Orientation Strata
Results are based on the regression model. The basic model is: Y =
Where, Y= Brand Loyalty, = Constant, X1 = Brand Awareness, = Perceived Quality and er = error terms.
Location
Beta
KTM
BA
0.835
22.604
0.673
510.934
0.001
OUT KTM
BA
0.732
15.844
0.592
251.043
0.001
KTM
PQ
0.589
7.771
0.512
60.385
0.001
OUT KTM
RSQUARE
F VALUE
P VALUE
PQ
0.542
6.574
0.543
43.221
0.001
Beta
RSQUARE
F VALUE
P VALUE
KTM
BA
0.751
20.443
0.702
290.109
0.001
PQ
0.697
6.471
OUT KTM
BA
0.665
14.763
0.647
157.682
0.001
PQ
0.529
6.18
Location
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References
Aaker, D.A. (1996). Building Strong Brands. The Free Press, New York.
Aaker, J.L. (1997). Dimensions of brand personality. Journal of Marketing
Research. Vol. 34: -356.
Alba, J.W. and Hutchinson, J.W. (1987). Dimensions of consumer expertise.
Journal of Consumer . Vol. 13: 411-454.
Bruner, G.C. and Hensel, P.J. (1996). Marketing Scales Handbook. American
Marketing Association, Chicago, IL.
Chang, T. Z., & Wildt, A. R. (1994). Price, product information, and purchase
intention: an empirical study. Journal of the Academy of Marketing Science,
22(1), 16-27.
Grewal, D., Krishnan, R., Baker, J., & Borin, N. (1998). The effect of store
name, brand name, and price discounts on consumers evaluations and purchase
intentions. Journal of Retailing, 74(3), 331-352.
Grewal, D., Monroe, K. B., & Krishnan, R. (1998). The effects of pricecomparison advertising on buyers perceptions of acquisition value, transaction
value and behavioral intentions. Journal of Marketing, 62(2), 46-59.
Fisher, C. (2007). Researching and Writing a dissertation: A guild Book For
Business Student. Prentice Hall, New Delhi.
Hoyer, W. D. and Brown, S. P. (1990). Effects of Brand Awareness on Choice
for a Common, Repeat Purchase Product. Journal of Consumer Research.
Vol.17: 141148.
Hoeffler, S., & Keller, K. L. (2002). Building brand equity through corporate
societal marketing. Journal of Public Policy & Marketing, 21(1), 78-89.
Keller, K.L. (1993). Conceptualizing, measuring, and managing customer-based
brand Equity. Journal of Marketing. Vol. 57:1-22.
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Tourism
Management in
Post-Conflict Era
in Nepal
SANDEEP BASNYAT
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Conclusion
The post-conflict peace process of Nepal is passing through
a fragile transition phase which has imposed a number of
new structural challenges to the tourism sector to grow
and sustain smoothly (Sharma & Upadhayaya, 2008). A
Post Editorial (2008) covering a report issued by UN World
Food Programme (WFP) states that there were a total of
755 banda (closures) and strikes in the year 2008 in Nepal.
Nepal saw 125 days of banda (closures) in various parts of
References
Adhikari, A. (2010, December 31). 2010 turns into The Year of Banda. The
KathmanduPost, p. 04
Ale, M. (2009). Tourism for Peace 2010 Reviving Shangri-La. A concept
paper submitted to Ministry of Culture, Tourism and Civil Aviation, Nepal
Tourism Board, the Netherlands Development Organisation, and United Nations
Development Programme. Kathmandu: Megh Ale.
Beirman, D. (2003). Restoring Tourism Destination in Crisis. Wallingford, Oxon:
United Kingdom.
Bhandari, K. (2004). Nepalese tourism: Crisis and beyond Nepal s endeavor for
tourism recovery. Tourism. An international interdisciplinary journal, 52(4),
375-383.
Edumnds, L.O. (2011). The Development of Tourism in Post Conflict
Destinations: An Academic Literature Review. Adlib consulting.
Fisher et. al.,(2005). Working with Conflict: Skills & Strategies for action.
United Kingdom: Zed Books.
Ministry of Culture, Tourism and Civil Aviation (MoCTCA) (2013). Nepal Tourism
Statistics 2012. Kathmandu: Ministry of Culture, Tourism and Civil Aviation.
Nepal Tourism Board (NTB). (2066-67). Annual Report. Kathmandu: NTB,
Sharma, S., & Upadhayaya, P.K. (Eds.). (2008). Report on the proceedings of
National Workshop on Post-Conflict Tourism in Nepal: Opportunities and
Challenges. Kathmandu: Human and Natural Resources Studies Centre,
KathmanduUniversity and Swiss National Centre of Competence in Research
(NCCR) North-South.
Upadhayaya, P.K. (2008a). Role of Tourism in Conflict Mitigation and Peace
Building: A Case study of Nepal. Unpublished PhD research proposal. Kathmandu
University. Nepal.
Upadhayaya, P.K. (2009). Post Conflict Tourism in Nepal: Challenges and
Opportunities for Preventing Latent Conflict. The Gaze Journal of Tourism and
Hospitality, 1(1), 28-42.
"Leadership
Is About
Emotion"
-Jagdeep Singh Dhillon
BHM, 3rd Semester
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41
Hospitality
cell
Anies Acharya
(Beverspy)(3rd Semester)
"The literal meaning of Hospitality is looking after the guest with
providing special services and proper care of the guest."
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Abstract
While tourists dine to satisfy some their hunger as necessity, others dine at a particular restaurant to experience as
pleasure the local food. The growth of eating out as a form of consumption and the market forces of globalization have
made the food products and cuisines from all over the world more accessible. From an economic point of view, nearly
cent percent of tourists spend money on food at their destination. Local foods that are unique to an area are one of the
distinctive resources that may be used as marketing tools to get more visitors. Nepal is a land of multi-culture and multi
ethnic group so you can find wide variety of Nepali food with different Nepali ethnic cuisine that link to the particular
ethnic group in there. So, we can promote Nepalese cuisine in global market as tourism product.
Background
With the advent of cyber space the world has never been
the same. People have crossed boundaries in the comforts
of their homes at the click of a button. This has made
them knowledgeable and adventurous. The moment of
people from one to other places for tourism activities, new
job opportunities, make people more accessible to cultures,
cuisines and customs. Technology has made travel and
the crossing the borders easy. While air travel is fast and
convenient, the web allows us to correspond with anyone
in the world instantly. The dining experience as a
consequence, has been presented with new challenges in
the midst of these changes. The new hospitality
professionals need to be aware and sensitive to the changes
in attitudes of the guests who come to dine.
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Newari Food
Newari food is a most tasty food if you are in Nepal
especially in Kathmandu valley. The rich Newari culture of
the Kathmandu valley can be best experience with
"samyabaji" (includes; beaten rice, beans curry, buff and
chicken meat, fish, potato curry, garlic, ginger, egg,
soyabeans, and curd). Also, "choila", "kachila" "Wo" (also
known as "Bara") are very famous Newari foods which
are available in any street corner in Kathmandu valley.
Thakali Food
Thakali food is another best choice of Nepali food. "Thakali
Bhancha ghar" (Thakali food restaurant) originally comes
from western part of Nepal where you can enjoy "Dhido"
(Mush of barley or millet or maize flour), rice, dal, vegetable
curry, local chicken or mutton curry and "Achar" (Pickles
of tomato or any preferred item with the flavor of timur).
Tharu Food
Conversion of forest and grassland to cropland and
prohibitions on hunting shifted the Tharu away from landbased hunting and gathering, toward greater utilization
of fish, prawns and snails from rivers and ponds. Tharu
also raise chickens and are reported to employ dogs to
Reference
Andrews, S (2013). Food and Beverage Service Manual, New Delhi. McGraw
Hill Education Private Limited
Shenoy, S. S (2005). Food Tourism and Culinary Tourist, a Ph. D thesis,
Presented to the Graduate School of Clemson University
Tasmania, T. C (2002). Tasmanian Wine and Food Tourism Strategy
en.wikipedia.org/wiki/Nepalese_cuisine
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Need of Tourism
Development plan for
Rara National Park
Its Opportunities and
Threats
SHARAD REGMI
Senior Urban Planner and
Resource Person for NATHM
Background Information
(On the basis of field studies the text is prepared which is
supported by primary and secondary data and
information.)
Physical features
It lies in the remote north west of the country in Karnili
zone and Mid Western Development Region. Recognized
internationally as a wet land inside High Himal in Mugu
district some part of it however spreads even in Jumla.
Relief features
Nepal is situated in a unique geographical location with
big variation in its relief features. Endowed with rich natural
and cultural landscape it is a good place for its Eco and
Sustainable Tourism Destination. A total of 19 preserved
natural areas with the name of National Park, Wildlife
Reserve, Conservation area and Hunting Reserve exists in
the country occupying some 20% of the total land
accounting for 28586 square km out of 147181 square
km of the nation's total. Realizing the importance and
necessity of preserving and extending such lands the
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Drainage System
Mugu Karnali is the major river that drains out of the lake.
A total of 34 brooklets merge in it of which ten rivers have
perennial flow there.
Access
Difficult access to it is considered a reality by now. A
flight from Nepaljung or Kathmandu to Jumla or Kolti is
the best way of approaching here beyond which it takes
some 3 days trek to get to the destination. However flights
Opportunities
a. The park with lake will be one of the prime tourist
destinations for its mesmerizing natural beauty.
b. Recognized as a wet land it possesses both direct and
indirect role in maintaining productive ecosystem of
the existing natural assets. Also it highly signifies the
value in biology, economy and recreation keeping the
balance in its diversities.
c. In spite of its difficult and expensive excess the nation
has realized the need of developing Karnali sector as a
whole by providing first with physical infrastructure
and accordingly the programmes are set and priority
wise they are getting launched.
d. The culture of Karnali zone is considered highly unique
and that will help to support for the promotion of
tourism development there.
Threats
a) Remoteness and its limited access itself now is taken
into consideration as a major hurdle. Presently the
expenses are considered beyond affordability and
generally available flights are no more regular at all.
b) Existing trails are difficult and long as well that
generally discourage tourism activities.
c) Cattle grazing and rapid deforestation have directly
aggravated from soil creeping towards the lake and
its surface is rising due to deposition of sand, silt and
other materials. This has led to the expansion of the
lake's width with high chances of its burst if the
present situation maintains its continuity. However
the park office has started the scheme of planting
trees and its saplings in the erosion prone areas to
make it complete greenery.
d) Global warming which is an international threat to
environment is expected to have negative implication
for its necessary conservation.
Recommendations
from Nepalgunj Talcha Airport are the closest distance
that can be covered on foot within 2 hours. As regard to
this access regular flights are almost non existence and
chartered services are highly expensive.
47
References
48
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I am
giving a
try
Rabina Maharjan
BTTM 1st semester. Section B
Remittance in
Nepal: Quantity vs.
Quality
- Sudarshan Giri
Introduction
The primitive source of economy of most of the countries of
the World has been purely based in the agricultural outputs
such as cash crops, livestock, food grains, oil seeds, natural
fiber and so on. However, the change components `such as
technological advancement due to scientific innovation and
international trade among the nations influenced remarkably
over such primitive circumstances & primitive bases. As the
result, agricultural base of economy of most of the technically
advanced countries has been shifted into industrial & service
base. Now a-days, due to rapid growth of industrialization,
global trade and increasing trend of inter-country/intercongenital tourism, the process of shifting of economic base
from agricultural base towards the base of industrial tourism,
the process of shifting of economic base from agricultural
base towards the base of industrial output & service
components. Since change is the carrier as well as force that
creates base for development and innovation, technical
advancement forces and this had constantly influencing the
base of economy of the Nepalese society and economy. Such
changes, though acceleration of the same has been noticed
since last Two decades only. The scenario, as described has
constantly creating pressure towards shifting or agricultural
base of the economy towards other day by day. (http://
en.wikipedia.org/wiki/Remittance)
Remittance simply refers to the amount of money sent by
the foreign worker to their home country through different
means of money transfer. Nepal, due to numerous reasons
is not being able to provide the jobs inland to large number
of citizens. Both the educated and uneducated people have
History
The practice of transferringor remitting money by
foreign workers to their home countries has a long,
significant history and is not just a product of the modern
global economy. In the mid-19th century, migrant workers
from southern China began pouring out across Southeast
Asia to provide labor and know-how to colonial
developments of mines, plantations and construction.
Much of the growth of Southeast Asia has been traced to
these so-called "sojourners" who left impoverished
agricultural villages in Guangdong and Fujian provinces to
be wage earners, savers and remitters back to their home
villages. The ability to make these remittances allowed
the remit-tars families to buy land, educate their children
and improve their standard of living and that of their village.
(http://econ.worldbank.org)
As Nepal is a small, land locked and surrounded by China
& India the giant economic power by their largest
geographical territories in all aspects- technical &
economic development, population and geographical sizeChina & India, possibilities of industrial and inter-country
commodity trade ,as of now is not seen viable in large
scale. Moreover, one decade long insurgency, internal
conflict and infrastructures/base and as the result
remaining possibilities of industrial development of the
Nation has moved to downward trend.
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v) Employment Opportunities
Through 26 commercial banks, 2 finance companies and
45 money transferring agencies which are endowed with
the responsibility of transferring foreign currency in the
domestic financial market, vacancies for different senior
and junior post are not a new phenomenon in different
media. Expansion of airlines network and training institutes
are increasing in proportion with increase labor migration.
It is roughly estimated that about 0.34 million jobs are
created all over the country by the phenomenon of labor
migration Foreign employment, remittance and its
contribution to the economy of Nepal. These employment
opportunities are to be understood in term of hotel
accommodation, transport, recruitment agencies and
money transfer agencies etc.
Detrimental Consequences of Remittances inflows
i) As a consumption stimulant
'Dutch Disease'
Negative consequences arising from large increases
in a country's income. Dutch disease is primarily
associated with a natural resource discovery, but
it can result from any large increase in foreign
currency, including foreign direct investment, foreign
aid or a substantial increase in natural resource
prices.
The term "Dutch disease" originates from a crisis
in the Netherlands in the 1960s that resulted from
discoveries of vast natural gas deposits in the North
Sea. The newfound wealth caused the Dutch guilder
to rise, making exports of all non-oil products less
competitive on the world market.
In the 1970s, the same economic condition occurred
in Great Britain, when the price of oil quadrupled
and it became economically viable to drill for North
Sea Oil off the coast of Scotland. By the late 1970s,
Britain had become a net exporter of oil; it had
previously been a net importer. The pound soared
in value, but the country fell into recession when
British workers demanded higher wages and exports
became uncompetitive
The two most reported uses of remittances received are daily
consumption ( 79% ) and repayment of loans (7%). Other
uses are to acquire household property and only a small
51
References
1. http://visitskc.wordpress.com/2012/06/07/effect-of-remittance-in-theeconomy-of-nepal-shekhar-kc/
2. http://www.ekantipur.com/2013/10/06/business/remittance-keepingeconomy-afloat/379016.html
3. KATHMANDU, Oct 5, Karobar daily
4. http://www.imf.org/external/pubs/ft/bop/news/pdf/1205.pdf
5. http://econ.worldbank.org
6. Pangeni Dayaram & Bhandari Sunita ,Mirmire vol 318, Published by NRB
7. www.wikipedia.org
Empty
thoughts
Anita Dangol
BTTM 1st semester, Section B
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ko{6g gLlt
@)^% sf]
sfof{Gjog
cj:yfsf]
;dLIf
lg/fhg l3ld/]
zfvf clws[t ;+:s[lt, ko{6g tyf gful/s p8\8og dGqfno
!= k[i7e"ld
#= k|dv
' gLltx? / ltgLx?sf] sfof{Gjog cj:yf
ko{6g gLlt @)^% sf k|d'v gLltx? / ltgLx?sf]
xfn;Ddsf] sfof{Gjog cj:yfsf ;Djwdf ;+lIfKt ?kdf
lgDgfg';f/ k|:t't ul/Psf] 5 .
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53
k|dv
' gLltx?
sfof{Gjog cj:yf
BOOT k|0ffnLdf
54
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%= k|dv
' ;d:of / r'gf}tLx?
^= ;'wf/sf pkfox?
pko{Q
' m ;d:ofx? ;dfwfg ug{ b]xfosf pkfox? ckgfO
;dGjofTds ?kdf gLltut, ;+:yfut tyf sfo{qmdut
k|of;x? ug{' cfjZos /x]sf] 5 .
55
56
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57
she/he does not have any clue about how it can be applied.
Unlike foreign (especially western) education system, there
is no regular assignment system. Students are treated as
a dumb human being in the class who are there just to
listen. Teachers forget about the very simple facts that
they (students) have ideas and opinions and they can
express themselves. They can share their ideas and
knowledge. It helps teacher and students both. They can
learn from each other. In other words, they can be mutually
benefited. However, it is not happening. Students are not
encouraged to speak in the class. Such kind of class
participation counts in the western education system and
is rewarded with points that matters in passing with good
grades at the end. It encourages students to contribute
and participate in the class discussion.
Furthermore, Nepali students (higher education) rarely write
papers applying what they have learnt in the class while
it is one of the inseparable parts of foreign education
system. They are at least not asked to do so (in most
cases). So, they never think through content of the course
and real life situation. Writing research paper every term
helps students to make use of what they have learnt in
their surroundings. It develops innovation and accelerates
thought process as well as problem solving skills. These
are only few examples of several flaws in our education
system. These flaws have turned those institutions into
educational factories producing unemployed every year.
These institutions are not generating or creating innovators
and entrepreneurs. They are not developing problem solving
skills. What they are doing is spoon feeding mere
theoretical jargons that rarely makes sense in the real
world. They articulate clearly that it is high time to march
ahead for improvement in the system and bring positive
changes.
Recently, there are some institutions affiliated with foreign
university established in Nepal. They have illuminated
some hopes of rays in the educational system. They are
challenging inherent flaws in our existing systems that
are not specifically related to any particular individual such
as a student or a teacher. Problem lies in the system and
that system has to be cleaned and organized. Such kind
of institutions (foreign affiliated) allow students the
opportunity to have quality education in their own country.
They can have access to international degree at much
more affordable cost than actually going abroad and
studying there. On the other hand, educational contents
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Unveiling
Life
Sanju Dangol
BTTM 1st semester Section- B
59
SHADOW ELEVATION
OF TOURISM IN
NEPAL
RABIN SAPKOTA
The revenue collected from Mount Everest is nothing incomparison to that of the business brought by Eiffel Tower.
You just have to pay 10 Euros to climb the Tower in Paris
and that has brought more than eighty million tourists a
year whereas we have less than a million tourists with
eight top ten mountains in the world. Its a fabricated
idea to show happiness over the revenue collected from
the Everest. As long as limited people play a foul game
and isolate the fertile opportunity in Everest not only the
country but also the local people suffer a lot. Garbage
and pollution are only the mere scam to avoid the greater
opportunity that the mountain can bring to our national
economy. We have technically failed to brand Everest to
national interest and economy; instead of finding solution
to our failure we are keener to diversify attention
to minor causes.
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61
Spirituality,
Education and
Society
GAURAV OJHA
MA, MPhil. English, Faculty - NATHM
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My first
day in
NATHM
Alka Rijal
BTTM 1st semester, Section B
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Experience vs Intelligence
Anil Chitrakar in his recent motivating book 'Take the Lead'
writes that good decisions come from experience. But
experience comes at the cost of several bad decisions made".
It is very interesting insight of experience.Ofcourse,
experience counts a lot in hiring. Usually experience is given
higher priority in more than 90% of job hiring. But then
question arises- how can anyone accumulate experience
without really getting chance to earn it. If somebody is
not given chance to work and learn then how will he/she
would gain experience? On the other hand, employers are
not the responsible ones to make sure that new entrants
get opportunity to experience something. They are
concerned with accomplishment of job with perfection.
And nobody is better in that regard than the experienced
candidate. And companies cannot be blamed for that.
However, in the recent time more value is attached to
intelligence over experience. If comparison is made between
Work Ethics
In today's world, we have more than any other generations
had in the past. We have phones to call, internet to
communicate, hospitals for treatment, entertainment
industry to have fun and so much more. Yet, why are not
those things keeping us happy? Are not we supposed to
be the happiest generation? Unfortunately, we are not.
There is degradation in moral values, proliferation of
dishonesty and erosion of ethics in our time. These are
responsible for this state of affairs around us. On the
other side, high moral values and strong ethics are crucial
driving force behind the success of anyone- either at
individuallevel or at an organisational level. Strong will
and positive attitudes are the most. Employees with strong
ethics tend to think in a different way. They remind
themselves time and again that "I am paid for my time at
work and for that I need to give justice to my work so
that my company will get the return for investing on me."
They are worried about proving themselves as the asset
for the organisation instead of being just an extra liability
incurring the cost. They are focused about bringing out
everything and giving hundred percent of their ability to
the organisation they are associated with. When you work,
you just do not work for company or to get salary. You
are evolving yourself as well. That evolution might be good
or bad both. Strong work ethics guarantees to change
you into better person as well as benefits the company or
organisation you are working for.
Honesty
Employers know very well that smart work is just not
enough. Hard work is equally important. So, they are
always in search of employees with honesty and
determination towards the work. Nonetheless, this
attribute is not always easy to flesh out during the
recruitment process. During the interviews, some of the
questions are designed in a way to measure level of
integrity of particular candidate. As for example, what
were the tough decisions you had to make in your life?
And what was decision making process in those
circumstances? Honesty is not important to get into the
job as well as to retain the job and get the promotion. So,
be honest in your job. Be responsible and act responsibly
in every affair of your life from now onwards. It will
automatically develop you as an employee with integrity
and honesty in the future.
Team work
There goes the satiric story about us as Nepali - If several
Nepali frogs are kept in one basket together then it will
not be impossible to retain them there forever.They will
not jump out of it. It is because each frog would be pulling
the leg of others and nobody can actually get out of it.
The key message this satiric story carries is that we are
not a good team player. We inherit the trait of pulling
legs. Therefore, employers are looking for the employees
who are marvelous team players. Team work binds
together strength of various individuals in the team. One
needs to learn to give more importance to goal and objective
of company above than his/her individual goals and
aspirations. Employers seek ego less employees who put
interest and growth of company ahead of everything else.
They are always looking for someone who gives more
priority to achieving collective goals, sharing information
with their colleagues and pulling together collective strength
for collective goals.
References;
www.entrepreneurship.com Accessed on 19/02/2014
Chitrakar, A.'Take the Lead : Nepal's Future Has Begun' 2013. Kathalaya
Publication, Kathmandu.
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Questions ???
And more
questions ???
BISHWAS DAHAL
BTTM 1st Semester
No knowledge about how others might feel but for me life is like stew of
noodles in which I have no idea about the beginning and the end. No idea
about the entrance and the exit. The sole purpose of life itself is deep
mysterious and black ocean bed for me. What is the purpose of me
breathing right now? What is life itself? This world is way too weird and
mysterious for me. I know I dont have any authority to make a statement
that this world is weird or whatever; this is totally my sole feeling and
opinion and got nothing to do with what others feel. Wish life was like
GPS system which would show how long would be my journey, which
roads to take, which turns to make and where my destination is. But
its not. Life is like a bowler in a cricket match and I am like a batsman.
I dont know what it is going to throw at me. I presume, I pretend and
I try and be ready but it is mostly unexpected. I was upset and I was
furious but now I dont regret what has happened before, whats
happening, or what will happen in the future because it is worthless. I
feel people around me are too pretentious and vague. Their portrayal of
happiness is mere showoff than reality. Please explain it to me, I request
my surrounding and ask for the reason but I have no idea whether they
do not have any interest to explain their secrets or is it just plain and
simple and I am stupid to understand them. Everyone start their journey
of life from the mothers womb and why am I the only one who seems
to be lost and everyone around seems to understand the life and look
happy. When we all start the journey together, where did I slipped the
track? Okay, forget where we all started. May be my adolescence mind
was too small and weak to understand what was going on. But now, I
have crossed my teenage limits and believe this is the time where the
brain fully grows, the emotional fully flows and a person is considered
mature enough to understand by nature and law. Did I grow slow or
what exactly is it? Why on earth am I so lost and confused about the
whole worldly operation. They talk about god and the mighty power of
god who showers happiness and protects them. But I question, do god
charges? Does he make appointments? Or I am too poor to afford one?
What is the process to get to him or for him to come to me? Does he
have a system like getting connected with modern hi-tech devices and I
am the only one without the medium or his/her contact info or is it
something that I did has pissed him off? To sum it up, there is no god for
me or at least I havent had any encounter with god.
Why havent I found good reason to smile or solid reason to follow
happiness? I am not saying I dont smile or I am not happy at all, but I
smile to smile with others and I pretend to be happy to keep people
around me happy. Where is my identity? Am I to always live for others?
Or is it wrong to seek for inner truth and enlightenment? Its confusing
and its killing. Inside out.
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67
;'b'/klZrdsf]
;fdflhs /
;f+:s[lts
cfsif{0fx?
1fg]Gb| kl08t
jl/i7 clws[t gfyd
kl/ro
ljleGGf If]qsf] ;Gt'lnt ljsf;af6 dfq l;f] /fi6sf] ;jf{L0f
ljsf; ;Dej x'g] clek|fon] la=;= @)@( ;fn >fj0f $ ut]
g]kfnnfO{ rf/ ljsf; If]qdf ljefhg ul/Psf]df k'gM la=;=
@)#& ;fndf g]kfnnfO{ rf/ ljsf; If]qaf6 kfFr ljsf; If]qdf
ljefhg ul/of] . o; ljefhg adf]lhd @)@( ;fndf sfod
ePsf ;b'/klZrdf~rn ljsf; If]q cGt{utsf @$ lhNnfnfO{
dWoklZrdf~rn ljsf; If]q cGt{ut !% lhNnf / ;'b/' klZrdf~rn
ljsf; If]q cGtu{t ( lhNnfdf laeflht ul/of] . oL (
lhNnfdf ;]tL c~rndf, c5fd, afh'/' f, aemf, 8f]6L / s}nfnL
u/L % lhNnf, dxfsfnL c~rndf, bfr{n
' f, a}t8L, s~rgk'/ /
88]Nw'/f u/L $ lhNnf sfod ul/P .
68
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;fdflhs cfsif{0f
;'b/' klZrd cfkm}df laljw hfthflt / ltgsf] df}lns ;/
;dfh / ;+:s[lt ePsf] If]q xf] . hgu0fgf @)^* adf]lhd o;
If]qdf nueu *) eGbf a9L hft hfltsf] a;f]jf; ePsf]
b]lvG5 . If]qkmndf ;fgf] /x]sf] o; If]qdf lhNnflkR5] / hft
hfltlkR5] km/s km/s efiff ePsf] kfOG5 . oL hfthfltn]
5'f5'} %) eGbf a9L efiff af]Ng] ub{5g\ . olt ;fgf] If]qkmndf
o; k|sf/sf] hflto / eflifs ljljwtf cGoq lj/n} e]6g
;lsG5 . o;nfO{ o; If]qsf] ljz]iftfsf] ?kdf klg lng ;lsG5 .
o; If]qdf a;f]jf; ug]{ laleGg hfthfltsf] cfg} ljz]if e]ife'iff
/ >[uf/ 5 . vf;ul/ k'?ifn] 6fpsf]df ku8L afFWg], cf:sf]6
nufpg], k6'sf afFWg], n'8sL afnf hGt/ nufpg] af]Nofsf] ufbf]
kfg]{ ub{5g\ To:t} dlxnfn] sDd/df ;]tf] k6'sf afFWg] l56 /
a6f}nLsf] u'Go" rf]nf] nufpg] ub{5g eg] u/uxgfdf gfsdf
km'nL, gYyg, a'nfsL, vG6f,] sfgdf 6k, l/, n'8sL afnf, /n
9'u|L cfbL nufpFb5g\ . skfndf ;'gsf] lSnk, sfF6f, lz/jGbL,
;'hk{ m'n cfbL nufpFb5g\ . 3fF6Ldf, ltnx/L, rfksL, /LrL
kf]t,] gf}u8] L, l;qmL d+un;'q cfbL nufpFb5g\ . xftdf 7'n7'nf
rfFbLsf afnf, v'fdf rfFbLs} sNnL klg nufpFb5g\ . To:t}
vfglkgdf ToxfFsf] ;dfhdf vf;ul/ bfn eft /f]6L vfg] ul/P
klg o; afx]s ToxfFsf ljz]if kl/sf/df, cl;sf jf df8f,
s;f/, sfk', kmfF8f], k'jf, /f]6, nfjg afj/, 9's9'Sof /f]6f],
sf]bo\ f kmfF8f], 8f;'Nof, 3f/]kmfF8f], lkgfkfgL, vf]r8] f, 8Nnf cfbL
x'g\ . oL kl/sf/x? cfkm}df laz]if / df}lns k|sl[ tsf 5g\ . o;
k|sf/sf] cfgf] 5'} kl/ro / klxrfg ;'b/' klZrdsf] ;dfh /
;+:s[ltn] af]s] klg o; jfx]s o; If]qsf s]lx hft hfltsf] 5'}
df}lnstf / ljz]iftf 5 ltgdf cfkmg} cfsif{0ftf klg 5 .
69
;f+:s[lts cfsif{0f
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ToxfF uLt ufpFbf s'g} afhf ufhf ahfpg] ul/b}g . b]p8f uLt
d'vn
} ] ufpg] ul/G5 To;}n] ToxfFsf] uLtdf afhf ufhfsf] ;+uLt
eg] 5}g . t/ uLtsf] efSof -efsf_ eg] cg]sf}+ ePsf] kfOG5 .
To:t} gofF / gf}nf] efSofsf] ;[hgf eg] lg/Gt/ eO /x]sf] x'G5 .
ToxfFsf s]6f s]6Ln] dlxgf lkR5] gofF gofF efsfsf] uLt ufO{
/x]sf] eg] ;'lgG5 .
lo / o:t} uLt ;+uLtsf] cnfjf ToxfF k'tnfdf ufO{g] k'tnf uLt,
xf]/Ldf ufO{g] xf]/L uLt, dfun uLt, -z'e sfo{df ufpg] df+un
uLt_ ef/t uLt, ljho ufyf uLt, emf]8f uLt, k':fTofpnL uLt,
j+zfjnL uLt, b]jL b]p8fsf] k|zf:tL uLt cflb klg ufpg]
ul/G5 .
71
;Gbe{ ;fdfu|Lx?
cj:yL 8f=dxfb]j, ;'b/' klZrd g]kfndf efiff tyf ;+:s[ltsf] ;+/If0f
Pj+ ljsf;
P]/ lxSdtl;+x, ;'b/' klZrd g]kfndf ko{6g pwf]usf] jt{dfg l:ylt /
;Defjgf
/ cGtdf=========
s"j/ ;'/F h, /fp6]n] e]6] /fi6klt sflGtk'/ lalxjf/ !& k'; @)^%
72
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CULTURAL
DIVERSITY IN
HOSPITALITY
AND TOURISM
INDUSTRY
BINOD ARYAL
Instructor - NATHM
ABSTRACT
Nepal is a country with highly cultural diversity. From the southern plains of the terai to the worlds highest peaks at
the North, Nepal is a home to wide varieties of ethnic groups, all speaking their own language and possessing their own
cultural traditions.Cultural diversity can have a significant influence on the hospitality business. The cultural diversity
is highly important in hospitality business due to the global customer-related industry. However, this phenomenon
brings lots of challenges to hospitality business as well, for example, communication barriers between employees. The
best practices for enhancing cultural diversity results in establishing a cultural diversity committee, a language bank or
a cultural event. More importantly, customs and traditions are the most appealing cultural attribute which the workforce
needs to discover from other cultures. Cultural diversity has always been considered as an integral to the hospitality
business but is not carefully implemented. Therefore, there is a strong need for more education and training on cultural
diversity in the future.
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References
Aswasthappa, K. (2008). Human Resource Management. New Delhi: Tata
McGraw Hill.
Clements, P. & Jones, J. (2006). The diversity training handbook: A practical
guide to understanding & changing attitudes. Philadephia: Kogan Page.
Dessler, G. & Varkkey, B. (2011). Fundamentals of Human Resource
Management. New Delhi: Pearson.
Gardenswarzt, L. & Rowe, A (2009). The Effective Management of Cultural
Diversity in Moodian, M. (editor) Contemporary Leadership and Intercultural
Competence Exploring the Cross-Cultural Dynamics within Organizations. Los
Angeles: Sage Publications.
Lashley, C. & Lee-Ross, D. (2003). Organization Behavior for Leisure Services.
Oxford: Butterworth-Heinemann.
75
Life: A
Challenging
Highway
(In My Way)
get information of hotel through apps like tripadvisor,
hotel.com and also check the reviews given by guest. Now
no need to carry heavy books, one can have virtual library
within cell phones. Those who wish to have knowledge
of beverage can have special apps for wine, beer, spirit
along with cocktails like "Mixology", "Cocktail Master".
Learn Multilanguage through "Dulingo".
Ashish JBR
MHM 2nd Batch, 4th Semester
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Effect of Cultural
Diversity on
Nepalese Tourism
KRANTI BIKASH POUDYAL
Sr. Hospitality Executive-Ama Dablam Adventures
77
78
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Poem
Be
alright
Jeetendra Karki
BTTM "A"
ko{6g If]qdf
hgzlQm ljsf;
ljgf]b g]kfn
clws[t gfyd
ko{6g If]qdf sfo{ ;Dkfbg ug{sf nflu cfjZos kg]{ >dzlQm
jf dflg; tyf sfddf /x]sf dflg;x? g} ko{6g If]qsf
hgzlQmsf] ?kdf lrlgG5 . ko{6g If]qdf /x]sf k|ToIf / ck|ToIf
?kdf ;lqmo dflg;x?nfO{ hgzlQmsf] ?kdf x]g{ ;lsG5 .
ko{6g If]qdf hgzlQm ljsf; eGgfn] ko{6g;Fu ;DjlGwt
hgzlQmsf] ljsf;sf] cfjZostfsf] klxrfg,hgzlQmsf
;DjGwdf cWoog, cg';Gwfg tyf tflndsf] cj;/ k|bfg
ug],{ Jo:yfkg ljsf; ug],{ j[lQ ljsf;sf] cj;/ k|bfg ug]{ sfo{nfO{
j'emg'k5{ . ko{6g If]qsf] ljsf;sf nflu cfjZos kg]{ k"jf{wf/x?
dWo] hgzlQm ljsf; klg Ps xf] . hgzlQm ljsf;df ePsf
k|of;x?nfO{ ljZn]if0f ubf{ b]xfosf ljifo j:t'df cfwfl/t /lx
ug{ ;lsG5 .
cfjlws of]hgfx?
lqjlif{o of]hgf -@)^& @)&)_
kj{tLo ko{6gdf ;Ifd hgzlQm ljsf; ug{ kj{tL{o k|lzIf0f
k|lti7fg ljsf; ;ldltsf] u'?of]hgf :jLs[t eof] .
ko{6g If]qdf k|ToIf /f]huf/L () xhf/af6 ! nfv %) xhf/
k'ofpg] nIo .
ko{6g If]qsf] nflu cfjZos kg]{ hgzlQm tof/ ug{ g]kfn
ko{6g tyf xf]6n Aoj:yfkg k|lti7fgnfO{ :jlge{/tkm{ pGd"v
u/fpFb} k|lti7fgaf6 pRr:tl/o
79
;+ : yfut Joj:yf
;+:s[lt,ko{6g tyf gful/s p88\g dGqfno
ko{6g If]qsf sfo{qmdxnfO{ Jojl:yt 9n] cufl8 a9fpg
;j{ky| d lj=;+=@)!^ ;fndf ko{6g af]8s
{ f] :yfkgf ul/Psf]
lyof] . To;kl5 lj=;+=@)!* ;fndf lgdf{0f tyf oftfoft
dGqfno cGtu{t ko{6g ljefusf] :yfkgf ePsf] xf] . ko{6g
If]qsf] lgof]lht tyf of]hgfj4 ljsf; tyf k|j4{g 5'}
s]lGb|o lgsfoaf6 u/fpg] cfjZostf dxz'; u/L lj=;+=@)#$
;fndf ko{6g dGqfnosf] :yfkgf eof] . :yfkgfsf] z'?df
ko{6g If]qnfO{ dfq cfj4 ul/Psf]df lj=;+= @)#( ;fndf
lgdf{0f tyf oftfoft dGqfno cGtu{tsf] xjfO{ ljefunfO{
;d]t ufeL ko{6g tyf gful/s pog dGqfno gfdfs/0f
ul/of] . lj=;+=@)%& b]lv ;+:s[ltsf] sfo{ ;d]t o; dGqfnodf
;dfj]z eO{ ;+:s[lt, ko{6g tyf gful/s pog dGqfno
gfdfs/0f ul/of] .
g]kfn ko{6g tyf xf]6n Aoj:yfkg k|lti7fg
xf]6n Joj:yfkg tyf ko{6g -tflnd s]Gb|_ ;ldlt
-u7g_ cfb]z,@)@( cg';f/ :yflkt xf]6n Joj:yfkg tyf
ko{6g tflnd s]Gb| ldlt @)%%.!!.@$ b]lv g]kfn ko{6g
tyf xf]6n Joj:yfkg k|lti7fgsf] ?kdf ;~rfng x'bF } cfPsf]
5 . ko{6g pBf]usf] ljsf;sf] nflu k|lti7fgn] :yfkgf
sfnb]lv g} ko{6g;Fu ;DalGwt ljleGg ljifosf tflndx?
;~rfng u/L cfwf/e"t tyf ;'k/efO{h/L txsf zLko'Qm
|
bIf hgzlQm pTkfbg ub}{ cfPsf] 5 . ko{6g If]qsf] b'Q
ljsf;nfO{ yk ult lbg pRr:t/Lo bIf hgzlQmsf]
cfjZostfnfO{ ;d]t dxz'; u/L lqe'jg ljZj ljBfno;Fu
;DaGwg lnO{ ko{6g;Fu ;DalGwt pRr:t/Lo z}lIfs sfo{qmd
;d]t ;~rfng ug]{ p2]Zoaf6 k|lti7fgsf] -u7g_ cfb]z
@)@( df t]>f] ;+zf]wg u/L cf=j=@)%^ / )%& b]lv # jif]{
:gfts txsf] xf]6n Joj:yfkg sf]if{ / cf=j= )^) / ^!
80
NAT H M
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p2]Zo
!_ ko{6g pBf]usf] nflu cfjZos kg]{ bIf hgzlQm pTkfbg ug{
pRr:t/Lo z}lIfs sfo{qmdx? ;~rfng ug]{ .
@_ ko{6g pBf]usf] nflu cfjZos kg]{ ;Lko'Qm hgzlQm pTkfbg
ug{ ;f];uF ;DalGwt ljleGg ljifosf tflndx? ;~rfng ug]{ .
#_ ko{6g pBf]usf] ljsf;df cfjZos kg]{ hgzlQm ;DaGwL
cg';Gwfg, ;j]I{ f0f d"Nof+sg, k/fdz{ Pjd k|fljlws ;Nnfx,
;'emfj ;d]tsf] ;]jf k|bfg ug]{ .
/0fgLlts NfIo
k|lti7fgnfO{ cem a9L ;Ifd, ;an / ;'b9[ tfsf ;fy ;~rfng
ub}{ xf]6n tyf 6fen If]qdf :gfts, :gftsf]Q/ sIffx? ;~rfng
ug]{ tyf ko{6gsf ljleGGf If]qx?df ;Lko'Qm / clek|/] 0ff lbg]
lsl;dsf tflndx? ;~rfng u/L,u/fO{ blIf0f Plzofs} gd"gf
s]Gb| agfpg] .
bL3{sfnLg ;f]r
!= k|lti7fgnfO{ ;fs{ If]qLo :t/sf] Ps ;zQm Pjd ;Ifd
cWoog ;+:yfsf] ?kdf ljsf; ub}{ pRr:t/Lo z}lIfs lgsfosf]
?kdf ljsf; ub}{ hfg] .
@= :jb]zleq bIf hgzlQmsf] cefjnfO{ Go"g ug{ cfjZos kg]{
bIf hgzlQm pTkfbg u/L k|lt:yfkg ub}{ :jb]zL /f]huf/LnfO{
k|;o lbg] .
#= j}bl] zs /f]huf/Lsf] nflu ;Lko'Qm hgzlQm pTkfbg u/L
yk j}bl] zs /f]huf/Lsf] cj;/ >[hgf ug]{ .
$= ko{6g pBf]u;Fu ;DalGwt cfwf/e"t, dWod:t/Lo, ;]jfsfnLg
Pjd 3'DtL tflndsf] ;fy} pRr:t/Lo sf]if{x? lg/Gt/ ?kdf
;~rfng ub}{ u'0f:t/Lo ;]jf k|jfxdf of]ubfg k'ofpg] .
%= ko{6g If]qdf b]lvPsf] pRr:tl/o hgzlQmsf] dfunfO{ b[li6ut
u/L xf]6n tyf ko{6g ljifo;Fu ;DalGwt :gftsf]Q/ txsf
sf]if{ ;+rfng ug]{ .
^= k|lti7fgsf] sfo{qmdnfO{ ;~rfng ug{ cfjZos ef}lts
k"jf{wf/ tyf ;'ljwfx?sf] ljsf; Pjd lgdf{0f ug]{ .
&= k|lti7fgsf k|lzIfsx?sf] of]Uotf Pjd bIftfsf] clej[l4
ug{ xf]6n, ko{6g Pjd cGo ;DalGwt ljifodf j}bl] zs
5fqj[lQ pknJw u/fpFb+ } hfg] .
Guiding
Mountaineering guide
Religious guide
Airlines ticketing
River guide
Heritage guide
IATA ticketing
Hotel representative
Accommodation
Destination planning
Front office
House keeping
Food preparation
Bell service
Butchery
Tourism development
Customer care
Sustainable tourism
Domestic helper
Dining etiquette
Trekking porter
Trekking guide
Tourism measurement
Tourism promotion
Management
Tourism marketing
Tourism enterprise
development training
Hotel \ lodge management
NAT H M
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81
Master
;jn kIf
cj;/
g]kfn ko{6g If]qsf] pe{/ e"ld ePsfn] oxfF pTkflbt
hgzlQmnfO{ Joj:yfkg ug{ vf;} ;d:of gkg]{ .
lghL If]qsf] ;lqmotfdf ljleGg :t/sf tflnd k|bfo ;+:yfx?
:yfkgf eO{ ;~rfngdf /x]sf / of] qmd j9\bf] ?kdf
/x]sf] .
u'0f:t/ :t/Ls/0f,lgodg / lgoGq0fsf nflu lgodg ug]{
;+:yf :yfkgfsf] ;+efjgf /x]sf] .
r'gf}lt
cGTodf,
sdhf]/L kI
kIf
sf7df8f+} pkTosf jflx/sf u|fld0f tyf lxdfnL If]qsf
b'/b/fhdf ko{6g If]qnfO{ cfjZos kg]{ hgzlQm ljsf;
ug]{ ;+:yfx? :yfkgf x'g ;s]sf] 5}g .
;Gbe{ ;fdfu|L
ko{6g If]qsf] hgzlSt ljsf; ul//x]sf ;+:yfx?nfO{ lgodg
/ u'0f:t/sf] :t/Ls/0f ug]{ ;DaGwdf s'g} 5ftf ;+u7gsf]
:yfkgf / ljsf; x'g ;s]sf] 5}g .
ko{6g If]qsf] hgzlQm ljsf; ul//x]sf ;+:yfx? 5l/P/
ljleGg lgsfo cGt{ut /x]sfn] u'0f:t/df Ps?ktf cfpg
;s]sf] 5}g .
hgzlQm ljsf;sf ;DaGwdf ;/sf/sf] 7f]; sfo{gLlt /
of]hgf /x]sf] 5}g .
g]kfnsf clwsfFz tflndx? sd{sf08L k|jl[ tsf /x]sf 5g\ .
Training need appraisal x'g] u/]sf] 5}g .
82
NAT H M
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The National Tourism Strategy and Action Plan for Nepal 2014-2023
ko{6g If]qsf]
;+/If0f, ljsf;
/ ;'/Iff
s[i0ff /]UdL
;xfos k|zf;g
ljZjdf ;u/dfyfsf] b]z eg]/ lrlgPsf] g]kfn ct'nlgo
k|fs[lts ;f}Gbo{, ef}uf]lns, h}ljs, ;fF:s[lts / wfld{s
ljljwtfn] el/k"0f{ 5 . Psflt/ k|fs[lts ;Dkbfsf] wlg /
csf]l{ t/ ;fF:s[lts ljljwtfn] oxfFsf] ljz]iftf / dxTjnfO{
j]Un} agfPsf] 5 . t/fO{sf ;dt/ e'efub]lv kxf8 clg
cUnf lxdfndf 6lNsPsf] rfFbLs]f bfgfh:t} lxpFn] g]kfnsf]
;f}Gbo{nfO{ ;fFRrLs} dgf]/d clg ;'Gb/ agfPsf] 5 .
k|sl[ tn] ;a} s'/fdf k"0f{ agfPsf] g]kfnnfO{ ko{6g If]qsf]
;' w f/ tLj| ?kdf ug{ plQs} h?/L eO;s] s f] 5 .
ljZj;Dkbfsf] ;'rLdf s]lx ko{6g If]q ;d]t k/]sf] g]kfndf
cfpg] ko{6ssf] ;+Vof kl5Nnf] ;dodf a9]klg o;nfO{
cem} a9fP/ cy{tGqsf] d]?b08 g} ko{6g If]qnfO{ agfpg
;lsof] eg] ;fFRrLs} g]kfnn] cfly{s ?kdf km8\sf] dfg{
;S5 . clxn] klg nfvf}+ g]kfnL o'jfo'jtL ljb]zdf /f]huf/sf]
nflu kl;gf r'xfO/x]sf] cj:yfdf ko{6g If]qsf] ;+/If0f /
ljsf; tLj| ?kdf ug{ ;lsof] eg] ljb]zdf jUg] g]kfnLx?sf]
kl;gfn] cy{tGqnfO{ alnof] agfpg'sf ;fy} :jfjnDjL /
yk lhDd]jf/Laf]w ;d]t u/fpF5 .
Tolt dfq geP/ ko{6g If]qsf] lj:tf/ / Jofks k|rf/k|;f/
ug{ ;lsPdf g]kfndf pTkfbg ePsf vfBj:t', hl8j'6Ln]
;d]t cGt/fli6o ahf/ /fd|f;
] uF kfpF5g\ / g]kfnn] yk
ljb]zL d'bf| ;d]t cfh{g ug{ ;S5 .
;+/If0f M
g]kfndf ct'nlgo ko{6g If]q ePklg o;sf] ;+/If0f /
k|rf/ cem} Jofks ?kdf x'g h?/L 5 . clxn] klg ljb]zaf6
nfvf}s
+ f] ;+Vofdf ko{6sx? Gf]kfn cfO/x]sf 5g\ . ko{6snfO{
nf]Eofpg] ko{6s If]qsf] ;+/If0fdf yk a[l4 ug{ ;lsof] eg]
tL ko{6g If]qx? o'uf}+ o'u;Dd /lx/xG5g\ / g]kfnsf] k|dv
'
cfly{s d]?b08 g} ko{6g If]q aGg ;kmn x'Gf] 5g\ . o;af6
g]kfnsf] ljsf; tLj| ?kdf x'gs
' f ;fy} cfkm\g} b]zdf yk
/f]huf/Lsf cj;/x? l;h{gf x'G5g\ . h;n] ubf{ Pp6f
ljsf;zLn / ;d'Ggt /fi6 aGb} g]kfn ljZjdf tLj|
ljsf;sf] ultdf cuf8L a9\g ;S5 . k/fk"js
{ fnb]lv ag]sf
dlGb/, tfn tn}of, u'kmf,em/gfsf] ;+/If0f Jojl:yt tl/sfn]
ug{ ;lsof] eg] To:tf ;Dkbfn] ko{6ssf] ;+Vof a9fpg'sf
;fy} ljZjdf g]kfnsf] gfd cu|kl+ Qmdf c+lst /lx/xG5 .
Psflt/ r]tgfsf] cefj / csf]l{ t/ lhDd]jf/Laf]wsf] sldsf
sf/0f klg xfdLn] ko{6g If]qsf] jftfj/0fnfO{ ljufl//x]sf
x'G5f}+ . ko{6g If]qdf cJojl:yt a;fO{, hyfefjL kmf]xf]/d}nf
km\ofFSg] k|jl[ tsf sf/0f klg ko{6g If]q ;'Gb/ / /dl0fo
hlt aGg'kg]{ xf] Tolt aGg g;s]sf] oyfy{ xfdL ;fd' tfh}
5 . k|fs[lt ;f}Gbo{tfn] el/k"0f{ tfnx?sf] plrt ;+/If0f /
;/;kmfO{ clg TolQs} dfqfdf k|rf/k|;f/sf] klg h?/t
kb{5 . Tolt dfq geP/ sltko ko{6g If]qx? cem+} klg
k|rf/k|;f/df cfpg ;s]sf 5}gg\ . Psflt/ ;'ne tl/sfn]
NAT H M
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;'/Iff M
ko{6g If]qsf] ef}lts ;'/Iff / ko{6sx?nfO{ lgw{Ss g]kfn
cfP/ 3'Dg / ;fydf ePsf ;fdfgsf] ;'/Iffsf] klg plQs}
cfjZos kb{5 . sltko cj:yfdf xfdLn] ko{6sx?
n' l 6Psf] , anfTsf/ ePsf] , ckx/0fdf k/] s f h:tf
;dfrf/x? ;'Gg] u/]sf 5f}+ . o:tf va/x?n] g]kfn cfpg
rfxfg] ko{6sx? 9'Ss eP/ cfpg g;Sg] cj:yf l;h{gf
ug{ ;Sb5 . To;sf nflu Pp6f ko{6s ;'/Iff ;]gf g}
agfpg h?/L 5 . h;n] ko{6ssf] ;'/Iffdf dfq Wofg
lbcf]; / ko{6sx? lgw{Ss eP/ g]kfnleq 3'Dg / cfglGbt
x'g ;s'g\ . sltko cj:yfdf lxdfn r9\g uPsf ko{6sx?
lxpFn] k'l/P/ d/]sf] va/x? klg cfpg] u/]sf 5g\ . To:tf]
cj:yfdf p4f/ l6dsf] klg Joj:yf ug{ h?/L 5 . o;f]
eof] eg] g]kfndf cfP/ s'g} ko{6s 3fOt] x'g] / csfndf
Hofg u'dfpg] cj:yf l;h{gf x'bF g} . To:t} ko{6s n'l6g]
36gf klg obfsbf ;'Gg] ul/G5 . o:tf 36gfx? 36\g
glbgsf nflu ljz]if ;'/Iffsf] Joj:yf ldnfpg ;s]df
ko{6ssf] ;+Vofdf j[l4 x'g ;S5 .
k|rf/k|;f/ M
elgG5 of] o'u k|rf/sf] o'u xf] . hlt;'s} dxfg sfo{
u/]klg To;sf] k|rf/ ug{ ;lsPg eg] ;kmntf klg k|fKt
x'g ;Sb}g . k|rf/k|;f/sf sf/0f klg ljZjsf] vj/ Ps}
7fpFdf a;]/ yfxf kfpg ;lsG5 . g]kfn ko{6g If]qsf] wlg
/fi6 xf] eGg] s'/f aflx/ gcfP;Dd g]kfn s] xf] < / ToxfF
s:tf ko{6g If]qx? 5g\ eGg] s'/f ko{6snfO{ yfxf x'bF g} .
t;y{ klxnf] s'/f g]kfndf o:tfo:tf ko{6g If]qx? 5g\,
tL of]of] lhNnfdf kb{5g\, ToxfF k'uk] l5 o:tfo:tf k|fs[lts
;Dkbfx? x]g{ kfOG5 eGg] s'/f ko{6sx?n] e|d0fdf
cfpg'eGbf cuf8L g} yfxf kfpg' kb{5 . kl5Nnf] ;dodf
k|rf/nfO{ dxTj glbPsf] eg] xf]Og t/ o;nfO{ cem}+
cGt/fli6o ko{6g ahf/df k|rf/k|;f/ ug{ h?/L 5 .
cGt/fli6o ko{6g ahf/df dfq xf]Og, g]kfndf klg ko{6g
If]qsf] k|rf/k|;f/ ug{ h?/L 5 . ko{6g If]qsf] k|rf/;Fu}
b]zleqsf ;a} gful/snfO{ ko{6g If]qsf] dxTj / o;n]
b]zdf k'ofpg] kmfObfsf ljifodf klg hfgsf/L lbg'kb{5 .
h;af6 g]kfnLx?n] klg cfkm\g} 3/ cfugdf ePsf ko{6g
If]qsf] dxTj a'em\g ;s'g\ / ko{6snfO{ s:tf] Jojxf/
ug'k{ b{5 eGg] s'/f klg l;s'g\ .
cGtdf M
k|fs[lts ;Dkbfsf] wlg b]z g]kfndf ko{6g If]qsf] ;+/If0f,
ljsf; / lj:tf/ clg ;'/IffnfO{ cem}+ dha"t kfg{ ;lsof]
eg] b]zsf] cy{tGqsf] k|dv
' d]?b08 g} ko{6g If]q jGg] 5 .
Psflt/ cfly{s d]?b08sf] dxTjk"0f{ kf6f]nfO{ c+ufNg] 5
eg] csf]l{ t/ g]kfnnfO{ ljZjdf ko{6g If]qsf] wlg b]z
g]kfn eg]/ lrgfpg] 5 . olt dfq geP/ jif]g{ L ljb]lzg]
o'jfx?n] b]zdf g} /f]huf/sf cj;/x? k|fKt ug]{ 5g\ /
Ps5fs 6fg{ g]kfnLn] ljb]zdf kl;gf aufpg] afWotfsf]
;d]t cGTo x'g] 5 . w]/} ;+efjgfx? /x]sf] ko{6g If]qsf]
ljsf;, ;+/If0f / k|rf/k|;f/df kl5Nnf] r/0fdf j[l4 ePklg
o;nfO{ cem} b't| ultdf cuf8L a9fpg h?/L 5 . g]kfn
;/sf/n] cjnDag u/]sf] ko{6g lgltnfO{ Jojxfl/s ?kdf
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lgdf{0f ug]{ 5 / ;d'Ggt / ljsl;t /fi6sf gful/s xf}+
eg]/ xfdLn] klg uj{ ug]{ 7fpF /xg] 5 .
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Music:
Heavy Metal
-Aashma Kc
B.H.M 3rd Semester
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The electric guitar and the sonic power that it projects through
amplification has historically been the key element in heavy metal.
The metal singers tone of voice is more important than the lyrics.
Metal vocal vary widely in style from the multioctave, the article
approach and harsh cream. The prominent role of the bass is also
key to the metal sound and the interplay of bass and guitar is a
central element. The bass guitar provides the low end sound
critical to making the music heavy. It varies widely in complicity
from holding down a low pedal point as foundation to doubling
complex riffs & licks along with the lead rhythm guitars. The
essence of metal drumming is creating a loud constant beat for
the band using trifecta of speed, power and precision. The metal
drum setup is generally much longer than those employed in other
forms of rock music.
Mostly known top bands of heavy metal are Iron Maiden, their
songs have amazing solos, intrans vocal, drum, bass, lyrics that
have deep meaning. Metallica- no other bands can provide the
energy that they demonstrate and even they perfected the heavy
metal band. Black Sabbath-Vocalist has awesome vocal
and they rule.
Along with them, Avenged Sevenfold, Slipknot, Judas Priest,
Megadeth, Pantera Disturbed, Motorhead are also popular.
Whereas the top songs of heavy metal are God of thunder (Kiss),
Crazy Train (Ozzy). Youve got another tring coming (Judas Priest),
F for whom the bell tolls (Metallica) the number of the beast (Iron
Maiden), Back in Black (AC/DC) etc.
At last, Heavy metal is the most popular genre of rock music
among youth. It helps people manipulate their emotion although it
is not that pleasurable.
"Keep calm n listen to Metal"
Why is Fashion
Important?
-Akanksha Dahal
BHM, 3rd Semester
Fashion. When you hear that word you may very well
think of supermodels that strut around in thousand dollar
name brand pieces of fabric. Or you could think of movies
like Confessions of a Shopaholic, The September Issue,
Coco before Chanel, or The Devil Wears Prada. But what
you most likely don't think of is an art, a career, a passion,
or a lifestyle. Fashion can promote creativity that it is
very important in culture, society, and religion, and it can
make you look and feel more professional.
So, I know that you may think that fashion is not
important. That people should find other ways to be
creative, like joining an art class, or getting into
photography. Maybe you think that nowadays the clothing
choices are just not all that great, and I agree with
you in part
First off, fashion can make you more creative in your
everyday life. Of course youre wondering how fashion
could possibly improve someones creativity. But if you
really think about it, when you are getting dressed in the
morning what goes through your mind? No matter what
it is it's probably pretty creative and you most likely put
some thought into it. What I have found is that people
feel extremely happy when they create something that
they like and ends up a success. For example if someone
was getting dressed and they decided to wear an outfit
that they had never worn before and people complimented
them on it they would be happy and self confident. Once
87
God said let there be Rock n Roll and there came Led
Zeppelin. Without a doubt the greatest rock band of all
time. One of the first super rock groups, Led Zeppelin have
always has words such as huge, mammoth, titanic,
enormous etc. attached with them. An entity which just
werent another Rock and Roll band. They are the legends
which showed generations after them what it is all about.
Jimmy Page once wrote to a friend in US, "Do you think
there would be any regard for a guitarist like me? " Damn!
This must be rock n roll greatest understatement of all
time because when Page and Zeppelin hit the US chart
there was nothing like it and never will be. Seriously, people
if Led Zeppelin doesnt turn you on, I dont know what
does!!
Led Zeppelin was formed in the year 1968. The story really
began in the summer of 1968 when the Yardbirds broke
up and Yardbirds guitarist Jimmy Page decided to make a
new band. At first he recruited John Paul Jones, a session
musician in London. He was to be the bass and keyboard
player of Led Zeppelin. Jimmy Page then started searching
for a vocalist. His first choice as Jerry Reid but because of
other commitments he couldnt make it. So, Jerry Reid
suggested Robert Plant, a young vocalist. Robert had
played a several pub bands, one of them was The Band of
joy, whose drummer was John Bonham. Eventually Plant
convinced Bonham to join the band. One more influential
person in the formation of Led Zeppelin and its success
was Peter Grant. He is often called the fifth member of
Led Zeppelin. He was the manager
who knew all the tricks of the
trade and had a strong sense of
how things in the music business
worked and where they were
going towards.
The name Led Zeppelin has always
been in scrutiny with people like
Keith Moon and John Enwhistle
claiming that it was their idea. But
no one will ever know for sure
what the real story behind the
name is. In the early years they
had LEAD ZEPPELIN as their
spelling but they drooped "a" so
that
it
wouldnt
be
mispronounced. After some
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Sharing the
secrets of our
soul
Rachana Maharjan
BTTM Section B
Gopal song " gajalu teii thula ankha ." A diehard fan of
Harry Edward Styles, Yajjula Dangol who calls herself Mrs.
Syles. Gorgeous lady Shriya Tamang with awesome voice
quality and cute Dangol sisters with their amazing
imperfect Newari language- Sanju and Anita Dangol. And
the lady with lots of thygos" very own Reshuna Shakya.
The one and only expression queen Nuna Thapa Magar
and Nepali Korean Sabina Tamang, with their silly fights
makes class even more intresting. Here comes the actress,
Nirma Nakarmi who mostly caricature the acts and her
silly talks along with Jessica Prajapati, the innocent face,
chatter patter box. One with the cutest smile Swastika
Bista and Alka Rijal, the sincere student with complain of
no homework for student's i.e "Us" by the teachers, and
both of them are just OVERTALENTED!! Now the four
beautiful girls who share a great bond with eachother,
Jaya Giri, Sushmita Saud, Riya Chetteri,
Anisha K.C. enjoys eachother company. And
last but not the least the late comers,
Abhilasha Karki and Alina Regmi. They
resemble one dialogue "heroine ki entry baad
mey hoti hai"
Now, its the boys, starting with the leader
and basketball player Chitra Jung Chhetri
and great photographer Ang Nuru Sherpa
followed by quite Sudin Shrestha. There is
a famous saying of NATHM, "it's better to
be not known and do not present a bad
image of yourself infront of our very own
SUbham Sir" this saying perfectly suits
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Tourism Destination:
Marketing & Branding
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Travelling it
leaves you
Speechless then
turns you into a
Storyteller
Aakriti Shrestha
3rd Semester, BTTM
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Tourism in Nepal
"Success Factors for
Tourism and Hospitality
Business"
Rajendra Timilsina
MHM 3rd Batch, 2nd Semester
1) Customize Package
Tourism is not a single product. This is the multi choice
activities which deal with the peoples needs rather than
host resources. Especially people in Nepal more focus on
uncustomize package which is difficult to choose the
traveler. Travel agency focus more on long duration
3) Easy access
4) Familiar environment
The key factor is not the high dcor and multiple choices
but tourist prefers the familiar environment which base on
the authentic hospitality. Many services sectors focusing
on high class services but they do not go on the deep
analysis which is very much different, the perception
between host and guest. Tourist are seeking for the familiar
service it means friendly and home away from home
95
8) Destination Marketing
Destination is the powerful resources for the travelers,
which should be sustain for at least twenty five years but
while talking about our country on the one hand we are
rich in destination and the unbelievable religious and
cultural aspects as well but in the other hand the life cycle
of the destination is very low so how we serve our travelers
and where to send. So the major problem is lack of
destination marketing. The stakeholders should involve in
this effective marketing process through the various tools
For example: Mostly service providers only focus on
Pokhara, lumbini, Kathmandu, Bhaktapur, Chitwan etc.
besides this we are rich in destination but those tourist
expectation towards destination stay on shadow so for
the success of our industry we should use the effective
destination marketing which helps to flourished our
destination.
9) Market segmentation
Tourist needs are unlimited and this is not the involvement
of homogenous people and their activities so the multi
choice activities for the multi class people are the part of
our sectors. The different characteristics of tourist based
on their class, race, budget, age, sex, region, size, structure,
taste etc. are the segmentation factor which should be
consider while selling our product to the destination.
For example: Mostly service sectors focus on the business
class people and ignoring the budget travelers. Similarly
we have found same taste and limited choices which creates
the boundaries for our potential travelers.
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Dean, T U
Prof. Dr. Dev Raj Adhikari, an academician, started his
carrier in management. He was influenced to be an
academician because of the satisfaction which he got
from this field, support from family, opportunity to do
Ph. D, regular promotion and many other invisible
factors. He also added that everything today has
become possible not because of luck but because of
continuous hard work and focus. Truly, the smile on
his face resembles his personality that reflects his
profession.
According to Dr. Adhikari , paradigm shift in education
system is necessary in todays context because of
influenced increasing competition, social need,
technological factor and so on. Since the 1st decade
of 21st century, frequent change in modern technology
and class curriculum, the way of study need to be
changed. May be by providing motivation to the students
and involving them in more practical work, Dr. Adhikari
addressed together policy of government has to be
changed.
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President, PATA
Mr. Suman Panday, President of PATA, an entrepreneur in tourism
field since decades, who loves to complete his missions and is
well known as workaholic in the eyes of his friends, but the one
views his life as an interesting and exiting episode.
Tourism is interesting subject. It has got challenges, innovation,
and oppurtunity to creativity. Everyday you have these things to
tackle. There are also public relation management, event
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Batch: 2008
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Batch: 8 th
I come from a place where there are lots of tourism opportunities, but
lack of skilled manpower. With an intention to do something for my place
I enrolled in the BTTM program in NATHM. I found the 3 year course really
helpful for knowing about tourism industry more vastly. I got an opportunity
to be a part of reputed organization because of my knowledge and
sincerity, which was taught in NATHM. Every moment that I spent in NATHM
was one of the memorable moments of my life.
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Program: BTTM
Batch: 6 th Batch
The biggest lesson of my life is what I have learnt from NATHM, "I CAN".
My professional responsibility towards KGH group is to look after the
sales and marketing of their property in Chitwan i.e. Maruni Sanctuary
Lodge. And I feel honored to be approached for this profile print. I can
never describe how grateful I am towards NATHM, for making me who I
am today. THANK YOU FOR MAKING ME BELIEVE!!!
Name: Manoj Khanal
Post: Reservation and Ticketing Agent
Organization: Qatar Airways
Batch: 7th Batch, BTTM
I have been working here in Qatar Airways for last two years. So far the
code "Hard work is the key to success" has been my everyday motto. The
education that I got from NATHM BTTM program has supported me a lot on
my pursuit of professional career. The memories from NATHM are some of
the best memories of my life. Thinking about the canteen, classroom and
the good times with friends makes me nostalgic every time.
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Program: BTTM
Batch: 7th
Greetings!
I'm very happy to write about myself& always feel proud to call myself as a NATHM product. I
have completed my BTTM from NATHM with a Distinction on the year 2012 and presently
working in Incentive Holidays under Incentive Group of Companies. I was a person with
Zero idea regarding Travel & Tourism industry but today I grain myself as a luckiest person to
be a part of Travel & Tourism Industry. We have a lot of opportunities in Tourism industry just
we need to develop a positive ethics with some dedication.
Dear New Comers just cheers for your right decision as you have chosen NATHM as your
Institution which is always a center of excellence and believed in Nepal Travel& Tourism Industry
for your career development. I am damn sure that all are going to make a lot of contribution to
Nepal Travel & Tourism Industry.
I wish all the best!!!!
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Sapana Thapa
NATHM-9th Batch
Front Office Assistant (Hotel Annapurna de'1 Kathmandu)
Well being graduated from NATHM each steps are leading towards success. There used to be
question in mind that m I in a good track?, For sure I have a one shot answer yes. Currently
I am working in Front Office at Hotel Annapurna Kathmandu, and the practices in college such
as good leadership, punctuality, hardworking, teamwork are good friends from college time.
With good experience I came to know that if you wish for good and have dedication towards
something that go for it, dedication and determination always supports you to achieve goal
with success. As a Hotel Management graduate when I took oath than that time I feel; it is my
responsibility to do a genuine work and deliver my excellence anywhere in the world what I
taught in college time.
Its not a hard and fast rule in hospitality but simplicity and common sense is the utmost rule
so far I believe. You required a good smile and yourself in a presentable way to deliver a good
and excellent service in world at any time. As being in college we are raw and unpolished but
when we are in field of work each mistakes, learning and observation will lead you to shine.
Each day is not always a great day so we need to grow up with so many obstacles and barriers
thus, there is a say "there is no shortcut to success". I have experience in Intercontinental Hotel Group (Holiday Inn), Hotel Annapurna and other local
business entity where I found the same base of hospitality. So in basic experience I would like highlight some points that are most useful in each step
of hospitality career growth enhancement. They are smile, punctuality, commonsense, dedication to work, enthusiasm, self motivation, respect, we
feelings, loyal and most important guts to challenge each moment.
I would like to congrats to all students who will be graduating and getting ready to run in competition of success. There is no more comfort zone further
so be prepared and manage yourself to make up mind to work hard and smart. Once you feel comfortable in difficulties than you will be joining a winning
team of hospitality. Get ready to sharpen yourself and manage to left footprint of success and be successor. Open your eyes and live your dream,
you are the leader and manger of self so you are one who should lead yourself to be who you want to be. Good luck to your upcoming future.
Hema Shreepali
Executive Assistant - Hotel Annapurna
Currently working as Executive Assistant to CEO at Hotel Annapurna,
Durbarmarg, Kathmandu. I started my career as Front Office
Assistant at Annapurna itself (2012) in Front Office Department.
I felt like my best decision in my life is choosing the Hotel
Management subject and it was dream come true when I was
selected for NATHM. It was amazing feeling to be honored for
Gold Medal by Tribhuvan University for the highest Scorer of
10th batch and Princess Jayanti award from Hotel Annapurna
2nd year (2011) and 3rd year (2012)
Education has always been important aspect of my life. My
patience and dedication towards it had always helped me to
achieve my aim. NATHM is that Pillar which has built all the
confidence and knowledge to compete in hospitality market. I
am so much grateful to all NATHM Family for providing such a
wonderful environment.
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Blink of an eye and three years passed by! When I walk down my memory lane, I cherish every moment spent in
NATHM. The memory of my first day at NATHM is still fresh but time has passed so fast and now I have been working
in a very good company coming out as a product of NATHM. I am heartily grateful towards NATHM for where I am
today.I would like to give my sincere thanks to all my teachers including Subham Sir for his continuous support and
guidance. I would also like to convey my gratitude to the entire NATHM management team for giving such a good
learning environment and grooming me for a person I am now. The way I have been taught and the opportunities
I got to gain practical based knowledge through internship program have made me capable of getting exposed in
the platforms of tourism and hospitality industry and I am assured I will reach the height of my career in a better
and smooth way. So, I am very proud to be the product of NATHM.
Recently, I am working as an administrator and asst.Tour Executive for Adventure Geo Treks (P).Ltd. I handle the
responsibilities of all the services required for operating tours along with administration works. All the skills I
learned during my internship tenure at Nepal airlines Corporation (NAC) have been really useful in my professional
life. Before that I worked for one year in Nepal Sagarmatha Travels, Lazimpat. Since I have started my professional
career in which ever company I get opportunities my experiences have always been awesome.
So, once again many thanks to NATHM for giving me good and strong base to build my career in the field of tourism
and hospitality.
Its always a proud moment for me to answer that Im a product of NATHM. It has
always given me an opportunity to learn better and do the best out of it.
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817 2074
Housekeeping
Accommodation Operation
Tourist Guide
Trekking Guide
Agritourism
Mobile/Homestay Training
Total
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
666
280
205
48
884
71
372
34
338
115
63
22
339
55
106
169
30
13 1568
191
100 1002
110
526
36 1025
14
87
46
19
38
11
27
171
228
21
34
209
41
31
29
333
16
13
46
21
97
74
054/55
25 Years**
93
25
11
28
16
27
24
63
14
11
17
26
11
68
91
980
158
78
122
37
217
055/56
419
90
237
27
16
97
13
17
29
49
48
19
129 1068
57
17
23
11
056/57
19
71
73
26
17
32
31
25
21
79 1047
37 364
2 368
14
10
057/58
70
11
16
17
16
F
-
30
18
64
22
11
19
933
198
183
388
058/59
17
51
297
63
25
32
79
25
48 738
- 149
19
10
059/60
58
64
19
57
16
42
15
18
276 1192
122 345
8 162
47
9 396
12
42
18
060/61
142
205
582
64
30
12
60
70
24
18
062/63
48
14
27
57
17
37
13
85
11 218
5 327
14
35
89
10
14
10
10
19
061/62
17
48
47
17
69
15
16
32
18
236 1085
41
20 311
45
3 359
25
13
10
13
27 136
29
063/64
72
19
33
74
17
39
234 1274
43 274
30 341
40
22 398
13
18
14
39
064/65
53
41
16
57
18
68
14
223 1348
34 110
19 206
42
9 503
12 124
16
11 133
25
36
065/66
214
219
46
50
656
40
185
11
19
91
42
40
388 1613
143
15
45
12
17
28
20
17
10
34
38
066/67
M
29
166
125
69
58
931
24
166
19
23
58
38
42
459 1757
194
16
76
14
22
15
12
43
38
11
067/68
M
21
Total
18
M
50
263
430
487
30
242
82
71
389
459
88
493
344
64
144
523
44
52
306
169 2646
549
20
28
32
135 8118
282
53
256 2569
204 1176
792
54 1578
110 1721
179
359
75 1764 4962
125
220
35
682
35
82
71
40
59
32352
6726
358
2815
893
84
172
555
44
8253
462
93
775
442
76
2825
33
243
82
1380
1279
1632
1831
442
789
68
Grand Total
62
13
177
15
16
14
40
61
068/69
NATHM
S
Ujwal Satyal
Krishna Kharel
Executive Director
Head of Department,
Hotel and Curriculum
Head of Department,
Travel and Research
Head of Department,
Administration and Planning
Chief Instructor,
Food Production
Chief Officer,
Administration, Planning,
Monitoring and Evaluation
Tikajit Rai
Chief Instructor,
Pastry and Bakery
Senior Instructor,
Food and Beverage Services
Senior Officer,
Maintenance
Senior Officer,
Resource Center
Shibendra Mallik
Bipin Nepal
Hiragyan Maharjan
Senior Instructor,
Food & Beverage Services
Senior Instructor,
Food Production
Senior Instructor,
Computer
Ringo Pradhan
Senior Instructor,
Computer
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NATHM
S
Umesh Subedi
Naresh Dangol
Senior Officer,
Planning
Senior Officer,
Store
Senior Officer,
Administration
Officer
Planning & Administration
Subham Poudel
Instructor,
Travel and Tourism
Binod Nepal
Sreejana Baidya
Jivan Mahat
Officer,
Examination & Statistic
Officer,
Resource Centre
Officer,
Account
Ratan Saud
Binod Aryal
Upasana Dhakal
Khagnath Regmi
Senior Assistant,
Plannning, Monitoring and
Evaluation
Instructor,
Food Production and Control
Instructor,
Accommodation
Officer,
Mohan Rajak
Dinesh Subedi
Suraj Ghimire
Laundry Assistant,
Accommodation
Kitchen Steward,
Food Production
Librarian,
Resource Center
Assistant Acountant
Acount
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NATHM
S
Rama Timalsina
Assistant,
Planning, Monitoring and
Evaluation
Shivahari Luitel
Assistant,
Assistant,
Krishna Maharjan
Shriram Timilsina
Driver (Heavy)
Utility Worker,
Food and Beverage Services
Gardener
Gardener
Kumar Pode
Office Assistant
Office Assistant
Office Assistant
Office Assistant
Rama Gautam
Bikash Pode
Office Assistant
Office Assistant
Office Assistant
Office Assistant
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Rabin Sapkota
MHM Supervisor
RESOURCE INSTRUCTORS
Prasuram Khadka
Rekha Adhikari
Ujala Manandhar
Instructor,
Pastry
Instructor,
Accommodation
Instructor,
Housekeeping
Umesh Thapa
Laxman Maharjan
Instructor,
Food Production
Instructor,
Food Production
Instructor,
Bishnu Shrestha
Plumber
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B. K. Singh
Culture
Rajiv Bhandari
Business Finance
Sustainable Tourism
Gaurav Ojha
English
POM / HRM
First Aid
Madan Phuyal
Flora/ Fauna
Pabitra Kafle
Marketing/Tourism
Sanjaya Jha
Accommodation
Govinda Bhatta
Wild Life
Santosh Thapa
Research Methodology
Deepak Mahat
Trekking
Birendra Mahato
Accountancy
B. N. Shrestha
Trekking
Sujan Neupane
Quality Management
Krishna Sharma
Economics
Moharaj Jaishi
Statistics
Lakpa Sherpa
Rock Climbing
Basanta Bidary
Archeology
Mohan Khanal
Iconography
Krishna Khatri
Trekking
Mridul Mainali
Communication/Management
Prakash Neupane
Wild Life
Religion
Tika Tamang
Culture
Kishor Basnet
Accountancy
Rishi Ghimire
POM
Raman Joshi
Kamal Gautam
Statistics
Bhes N. Dahal
Archeology
French
Satish Ranjit
Engineering
Cargo Management
Om Raj Dhakal
Sharad Regmi
Tourism Geography
Accountancy
Rock Climb
Engineering
Tirth Ghimire
Quality Management
Nagendra Dangol
E - Commerce
Harka Rawal
Hospitality Law
Event Management
Suman Kharel
Rural Tourism
Food Science/Nutrition
Pawan Karel
Statistics
Sudarshan Giri
Accountancy
Krishna Sharma
Economics
Yubraj Chaulagain
French
Bhim Nepal
Culture
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Dr. C. P. Rijal
Organization Behaviour
Enviornment Management
Kapil Khanal
Statistics
Ramesh Panta
Enviornment Management
Prakash Poudel
Accountancy
Strategic Management
Dipankar Sherpa
HRM
Finance
Sunil Sharma
Tourism
Marketing
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.............
Chuda Mani Sharma Kattel
Executive Director
Nepal Academy of Tourism and Hotel Management
41st ANNIVERSARY
NATHM
Rabi Bhawan, Kalimati, Kathmandu, Nepal. P. O.Box 4715, Tel: 977-1-4270073, 4270605, Fax: 977-1-4271780
E-mail: nathm@mos.com.np Website: www.nathm.edu.np