Global Journal of Management and Business Research, F: Real Estate, Event and Tourism Management, Volume 23 Issue 3

infrastructure. In the sense that the tourism sector depends on a number of related activities that require investment in a stable and secure environment. Borders need to be crossed more easily by reducing transport- related red tape, which could help to create a new dynamic in international tourist flows. Cameroon's decentralisation law could be one of the tools used to give local authorities greater responsibility and ownership of tourism projects. As a result, decentralised cooperation will have a leverage effect, encouraging other national and international players to take an interest and invest in safeguarding and promoting this cultural heritage. According to the (Organisation mondiale du tourisme, 2015) Cameroon should put in place innovative strategies for the development and management of tourism activities that respect and preserve natural, cultural and social resources in the long term, and contribute positively and equitably to economic development and the fulfilment of the individuals who live, work or stay in these areas. The emphasis here is on preserving cultural heritage, helping people to fulfil their potential, and taking account of their participation in the development of tourism activities. This means training qualified staff (Organisation mondiale du tourisme, 2015). Faced with the structural failure of governance of the tourism sector by unqualified staff who are becoming more and more obsolete, thereby damaging the system. The system in general, in its functional capacities in terms of the systemic approach, must opt for self-regulation or even self-productive capacities by arranging more appropriate training school systems to promote innovation and advance productivity in the tourism sector. This includes a number of considerable financial, human and material investments which should motivate and advance the quality of training. Furthermore, the structures involved in the tourism sector in the face of globalisation need to develop new architectures that attach importance to the introduction of a digitisation system, with new information and communication technologies coming into play with the aim of revolutionising the tourism sector. This will involve the development of websites with the aim of enhancing the value of cultural and natural heritage sites, thereby promoting Cameroon's image as a tourist destination throughout the world. This new remote system must take the lead and be used in the best possible conditions, and must be one of the main driving forces behind tourism governance. It facilitates dissemination and the creation of exchange and cooperation networks in the service of tourism production. From an ergonomic point of view, this technological and organisational device must promote the optimisation of interactions by adapting to human capacities, as well as preserving the physical, psychological and social integrity of human beings and preventing undesirable consequences. New ways of managing knowledge infrastructures and transforming skills need to be considered. It must bring about changes in people, their work and their environment. Tourism is not a monolithic activity that evolves in avacuum; on the contrary, it is part of a whole ecosystem that integrates fields as vast as transport, culture, the local economy and, of course, first and foremost, the local people who live these realities. In this sense, it is important to establish open governance, taking into account all the stakeholders, but also bearing in mind that tourism practices have largely evolved. In fact, the tourism professions have completely exploded, and today everyone has to be capable of providing information, welcoming visitors and communicating with them. In addition, there are other factors that can make governance more complex, such as seasonality, which means that an organisation has to be designed to cater for different flows of visitors throughout the year, and overtourism, which raises the issue of acceptability to local residents, etc. c) Concluding Remarks The tourism industry is one of the key factors contributing to the social, economic and cultural development of the country. The tourism offer (tangible heritage: housing, handicrafts, pottery, weaving, sculpture, archaeology, architecture, waterfalls, etc.) is abundant in Cameroon and requires appropriate management to make it easier to attract tourists and develop this sector in the face of modernity. It is for this reason that this work is devoted to the study of tourism governance in Cameroon in the face of the challenges of modernity: an inventory. Indeed, from the outset we have highlighted concepts such as tourism governance, which is a mode of initiative based on a dynamic, flexible organisational mechanism that makes it possible to consolidate the multiple interests of the plurality and diversity of stakeholders involved in the tourism process. We have thus seen that, faced with the diversity offered by the tourism sector, governance remains an obsolete task in view of the demands imposed by the advance of modernity. This is a real threat to the tourism sector. This sector is doing its best to put in place strategies aimed at preserving its cultural heritage and making it more attractive, in order to attract more tourists from all over the world, even if this remains limited. Faced with this challenge, the tourism industries will have to draw inspiration from tourism governance which, at a systemic level, integrates all the players involved in the tourism sector, as it remains a sector characterised by its diversity and complexity. The policies put in place must promote innovation in tourism and heritage preservation. This can be achieved by promoting behaviour and lifestyles that respect the environment, and by making all stakeholders aware of the need to avoid practices that could compromise the Tourism Governance in Cameroon and the Challenges of Modernity : An Overview Global Journal of Management and Business Research ( F ) XXIII Issue III Version I Year 2023 20 © 2023 Global Journals