scholarly journals Five Star Crisis Management — Examples of Best Practice from the Hotel Industry

10.5772/55209 ◽  
2013 ◽  
Author(s):  
Outi Niininen
Keyword(s):  
Crisis Management ◽  
Best Practice ◽  
Hotel Industry

Crisis Management Strategies in Jordanian Hotel Industry

2021 ◽  
Vol 12 (2) ◽  
pp. 578
Author(s):  
Maisoon ABO MURAD ◽  
Abdullah AL-KHARABSHEH ◽  
Abdulrahman AL-KHARABSHEH
Keyword(s):  
Developing Countries ◽  
Crisis Management ◽  
Management Strategies ◽  
Hotel Industry ◽  
Response Strategies ◽  
Common Strategy

The aim of the current study is to identify the crisis management strategies in five-star hotels in Jordan. The most world wild crisis management strategies in hotel industry were synthesized from the literature. Data for this study were collected from 50 managers in five-star hotels in Amman. Self-administrated questionnaires were distributed to the targeted sample. SPSS was used to analyse the data and test the hypotheses. The findings showed that the strategies used to manage crises are coping and response strategies; furthermore, the most common strategy is the changing path strategy. This study offers some new insights about crisis management in Jordanian hotels. So, it aims to contribute to this growing area of research in developing countries.

scholarly journals Comparing crisis management practices in the hotel industry between initial and pandemic stages of COVID-19

2020 ◽  
Vol 32 (10) ◽  
pp. 3135-3156 ◽  
Author(s):  
Ivan Ka Wai Lai ◽  
Jose Weng Chou Wong
Keyword(s):  
Performance Analysis ◽  
Human Resources ◽  
Crisis Management ◽  
Management Practices ◽  
Management Strategies ◽  
Hotel Industry ◽  
Content Type ◽  
Initial Stage ◽  
Travel Restrictions ◽  
Hotel Managers

Purpose Given the increasing number of travel restrictions, the COVID-19 outbreak has dealt a crippling blow to the hotel industry, and the crisis management practices supporting the industry needs are changing as the pandemic continues. This study aims to compare how the hotel industry has responded to this crisis at the initial stage and the pandemic stage. Design/methodology/approach Data were collected from hotel managers in Macau in two occasions, namely, early February and early April 2020. Importance-usage-performance analysis was conducted to classify six categories of practices (pricing, marketing, maintenance, human resources, government assistance and epidemic prevention) into four executable crisis management strategies (priority, maintain, low priority and possible overkill) for each stage. Follow-up in-person interviews were conducted to validate the results of the study. Findings In the initial stage, priority strategies should be applied in all epidemic prevention, pricing and maintenance practices and in two governmental assistance and human resources practices. In the pandemic stage, all epidemic prevention practices remain at the priority quadrant, but two pricing practices are downgraded. Hotels tended to force labour into unpaid vacations (furlough) and postpone office and system maintenance. Governmental assistance should be at a low priority. Originality/value This study contributes to the knowledge of contingency planning for crisis management across crisis periods. It also demonstrates the processes of importance-usage-performance analysis for researchers to undertake further studies in tourism crisis management. Timely recommendations for governments and hotel industry stakeholders are provided to cope with this crisis.

scholarly journals Human Failure: An Analysis of 2000 Incident Reports

1993 ◽  
Vol 21 (5) ◽  
pp. 678-683 ◽  
Author(s):  
J. A. Williamson ◽  
R. K. Webb ◽  
A. Sellen ◽  
W. B. Runciman ◽  
J. H. Van Der Walt
Keyword(s):  
Crisis Management ◽  
Human Error ◽  
Best Practice ◽  
Contributing Factors ◽  
Rule Based ◽  
Relative Contribution ◽  
Technical Errors ◽  
Human Failure ◽  
Traditional Patterns ◽  
The Individual

Information of relevance to human failure was extracted from the first 2,000 incidents reported to the Australian Incident Monitoring Study (AIMS). All reports were searched for human factors amongst the “factors contributing”, “factors minimising”, and “suggested corrective strategies” categories, and these were classified according to the type of human error with which they were associated. In 83% of the reports elements of human error were scored by reporters. “Knowledge-based errors” contributed directly to about one-quarter of incidents; the outcome of one third of incidents was thought to have been minimised by prior experience or awareness of the potential problems, and in one fifth some strategy to improve knowledge was suggested. Correction of “rule-based errors” or provision of protocols or algorithms were thought, together, to have a potential impact on nearly half of all incidents. Failure to check equipment or the patient contributed to nearly one-quarter of all incidents, and inadequate crisis management contributed to a further I in 8. “Skill-based errors” (slips and lapses) were directly responsible for I in 10 of all incidents, and were thought to make an indirect contribution in up to one quarter. “Technical errors” were responsible for about 1 in 8 incidents. Analysing the relative contribution of each type of error for each type of problem allows the development of rational preventative strategies. Continued efforts must be made to improve the knowledge-base of anaesthetists, but AIMS has shown that there may also be much to gain from directing attention towards eliminating rule-based errors, for promoting the use of protocols, check-lists and crisis management algorithms, and improving anaesthetists’ insight into the factors contributing and circumstances in which slips and lapses may occur. Traditional patterns of behaviour in doctors may also make them more liable to certain types of human error; removing the onus for adhering to standards and approved work practices from the individual to the “system” may lead to more consistent application of the “best practice”.

scholarly journals Praktik Tanggung Jawab Sosial Hotel The Lovina dalam Pembangunan Pariwisata di Desa Kalibukbuk

2021 ◽  
pp. 584
Author(s):  
Dewa Gede Kharisma Putra ◽  
A.A. Ngurah Anom Kumbara ◽  
Ida Bagus Gde Pujaastawa
Keyword(s):  
Best Practice ◽  
Sustainable Tourism ◽  
Hotel Industry ◽  
Tourism Development ◽  
Legal Compliance ◽  
Sustainable Tourism Development ◽  
Study Approach ◽  
Social Legitimacy ◽  
Corporate Social

The practice of corporate social responsibility (TSP) by the hotel industry in Indonesia has been regulated in the Act, but does not provide the expected results to support sustainable tourism development, The Lovina Hotel TSP practice in Kalibukbuk Village can be used as a good example (best practice) for other hotels to have positive implications for sustainable tourism development. This study aims to analyze the practice of The Lovina Hotel TSP program. This research is a qualitative study with a case study approach. The result is that the practice of The Lovina Hotel TSP in Kalibukbuk Village is based on legal compliance, moral encouragement, enhancing hotel image, and social legitimacy. The form of the TSP program is community development and the practical implications of the TSP supporting the development of the 5A tourism component (attraction, amenities, activity, accessibility, ancillary) and has positive implications for stakeholders both hotels, village governments and the community of Kalibukbuk Village. Keywords: Corporate Responsibility, Hotels, Participation, Social Legitimacy, Sustainable Tourism Development

scholarly journals The effects of the first and second wave of COVID-19 pandemic on public health

2020 ◽  
Author(s):  
Mario Coccia
Keyword(s):  
Public Health ◽  
Health Policy ◽  
Crisis Management ◽  
Best Practice ◽  
Summer Season ◽  
Health Policies ◽  
Negative Effects ◽  
Maximum Capacity ◽  
Negative Effect ◽  
Second Wave

Abstract One of the current problems in the presence of COVID-19 pandemic crisis is to analyze the effects of the second wave on public health to design appropriate strategies to reduce negative effects in society. The study here analyzes first and second wave of COVID-19 pandemic in Italy because is one of European countries to experience a rapid increase in confirmed cases and deaths. Results reveal that the first wave of COVID-19 pandemic in Italy had a high negative effect on public health from February to May 2020 that declined with the approaching of summer season and with the health policy of lockdown and quarantine; instead, second wave of the COVID-19 pandemic, from October 2020, has increasing confirmed cases but admission to ICUs is, to date, below maximum capacity and total deaths have a lower level than first wave. This study can support best practice of crisis management to design effective health policies to constrain current and future waves of the COVID-19 pandemic and epidemics of similar viral agents.

scholarly journals The Four Pillars of Halal Crisis Management

ICR Journal ◽  
2021 ◽  
Vol 12 (1) ◽  
pp. 156-160
Author(s):  
Marco Tieman
Keyword(s):  
Crisis Management ◽  
Best Practice ◽  
Product Recall ◽  
Foreign Material ◽  
Bottom Line ◽  
Positive Effects ◽  
Material Problem ◽  
The Right ◽  
A Company ◽  
Islamic Values

This viewpoint paper is about how to prepare and respond to a halal crisis. Many companies are preparing for the wrong kind of crisis. Too many companies treat a halal issue and halal crisis as a foreign material problem, like finding metal or glass in food, for which a trade or public product recall is initiated with apology. Poorly managed halal crises hit the bottom line hard and can ultimately kill a company. Getting it right, on the other hand, can have its positive effects. Halal crises can also be an opportunity, although probably not experienced during a crisis itself, which could improve halal trust, Islamic values, and its network. This could strengthen a halal brand, sales, and company market share. However, this is only possible with the right actions and communication with a halal issue and crisis. Best practice halal crisis management is founded on four pillars: process, control, organisation, and information. This requires solid preparation and practice.

scholarly journals The Hotel Strategy during the Pandemic of COVID-19: The Case of Secondary Cities

2021 ◽  
Vol 3 (2) ◽  
pp. 121-135
Author(s):  
Situmorang, Ringkar ◽  
Choirisa, Septi. Fahmi ◽  
Mehrotra Amit
Keyword(s):  
Crisis Management ◽  
Hotel Industry ◽  
Tourism Industry ◽  
Structured Interviews ◽  
Head Office ◽  
Management Literature ◽  
Hospitality And Tourism Industry ◽  
Branch Office ◽  
Hotel Managers ◽  
Main City

The pandemic of COVID-19 has given a disaster to the business industry. Many businesses have to concede that they have to suffer financially because of this situation. One of those businesses that suffered is the hotel business. Many hotel companies have to find a strategy to ensure their relationship between the main city (head office) and secondary cities (branch office) working seamlessly to mitigate this crisis. The primary purpose of this study is to investigate how the hotel industry is handling the challenges during pandemic COVID-19 in the secondary cities. This study adopted qualitative research with 12 semi-structured interviews from various hotel managers in multiple cities. The result showed some discrepancies in the interrelationship between the head office and the branch office in secondary cities, creating uncertainties among them. This study contributed to the crisis management literature in hospitality and tourism industry by exploring the challenges from the pandemic of COVID-19 among cities in Indonesia.

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