CRISIS MANAGEMENT
In the last years tourism has become a proven economic tool and
one of the leading drivers of international trade. The tourism
industry contributes substantially to:
strong economic growth
creation of skilled jobs
greater export returns
foreign investments and currencies.
Tourism is a sensitive industry and could be influenced by
change, especially political changes,
epidemics or natural disasters. Therefore, crisis management in
tourism is an art of manner with such events. It
helps the manager of an organization to have a successful
,business and to keep his position during harder times.
Crisis management in tourism context refers to the planning and
performance of processes directed
towards managing the bad effects of crises and disasters on
tourism. It also addresses tourism’s potential
opportunities for the progress in systems and procedures.
Unfortunately, we live in a world full of fear. Every day we hear of
acts of war, terrorist attacks,
diseases and etc. These factors can promote a tourism crisis.
That’s why I chose to write about crisis management in tourism and to explain why we need crisis
management strategies to help minimize the impact
of a crisis on the industry..]
,[II. Definition of crisis and crisis management.
First of all, it is necessary to clarify and define what a crisis
actually is. The word "crisis" originates
from Greek word "krisis" and translated into English it would be
similar to "Decision" or "Choice".
"A crisis is any situation that has the potential to affect long-term
confidence in an organization or a
product, or which may interfere with its ability to continue
operating normally." (2003, in Malhotra and
Venkatesh 2009, 67).
An organizational crisis threatens high priority values of the
organization, presents a restricted amount
of time in which a response can be made, and is unexpected by
, the organization.
Faulkner (2001: 138) points out that the key elements of crisis
situations are:
a triggering event, which is so significant that it challenges the
existing structure, routine operations or
survival of the organization, high threat, short decision time and an element of surprise and
urgency,
a perception of an inability to cope among those directly affected,
a turning point, when decisive change, which may have both
positive and negative connotations, is
imminent,
characterised by ‘fluid, unstable, dynamic’ situations.
In the last years tourism has become a proven economic tool and
one of the leading drivers of international trade. The tourism
industry contributes substantially to:
strong economic growth
creation of skilled jobs
greater export returns
foreign investments and currencies.
Tourism is a sensitive industry and could be influenced by
change, especially political changes,
epidemics or natural disasters. Therefore, crisis management in
tourism is an art of manner with such events. It
helps the manager of an organization to have a successful
,business and to keep his position during harder times.
Crisis management in tourism context refers to the planning and
performance of processes directed
towards managing the bad effects of crises and disasters on
tourism. It also addresses tourism’s potential
opportunities for the progress in systems and procedures.
Unfortunately, we live in a world full of fear. Every day we hear of
acts of war, terrorist attacks,
diseases and etc. These factors can promote a tourism crisis.
That’s why I chose to write about crisis management in tourism and to explain why we need crisis
management strategies to help minimize the impact
of a crisis on the industry..]
,[II. Definition of crisis and crisis management.
First of all, it is necessary to clarify and define what a crisis
actually is. The word "crisis" originates
from Greek word "krisis" and translated into English it would be
similar to "Decision" or "Choice".
"A crisis is any situation that has the potential to affect long-term
confidence in an organization or a
product, or which may interfere with its ability to continue
operating normally." (2003, in Malhotra and
Venkatesh 2009, 67).
An organizational crisis threatens high priority values of the
organization, presents a restricted amount
of time in which a response can be made, and is unexpected by
, the organization.
Faulkner (2001: 138) points out that the key elements of crisis
situations are:
a triggering event, which is so significant that it challenges the
existing structure, routine operations or
survival of the organization, high threat, short decision time and an element of surprise and
urgency,
a perception of an inability to cope among those directly affected,
a turning point, when decisive change, which may have both
positive and negative connotations, is
imminent,
characterised by ‘fluid, unstable, dynamic’ situations.
