Sim- u - Operation Presentation
-
Upload
christina-teoh -
Category
Documents
-
view
224 -
download
0
Transcript of Sim- u - Operation Presentation
-
8/3/2019 Sim- u - Operation Presentation
1/15
EMERGENCY PREPAREDNESS OF RESORT MANAGEMENT
-
8/3/2019 Sim- u - Operation Presentation
2/15
What is Emergency preparedness?
- is the preparation and planning necessary to effectively handle an emergency/crisis.
- strategic organizational management processes used to protect critical assets of an organization
from hazard risks.
Crisis- Any situation that has the potential to affect long-term operation of an organization, which mayinterfere with its ability to continue operating normally.
-
8/3/2019 Sim- u - Operation Presentation
3/15
ARE WE READY?
-
8/3/2019 Sim- u - Operation Presentation
4/15
Survey findings @ Ocean Shores, Washington on September 2005regarding level of tsunami hazard knowledge and response planning3
-
8/3/2019 Sim- u - Operation Presentation
5/15
18 hotels surveyed, motels and other accommodation establishment.
Result:
Number of employees trained for tsunami and general hazard responsewas found to be low.
Only 4 out of 18 reported being exposed to training on how to respond
to hazard events, such as tsunami warning.
Only 1 out of 4 to have an on-going training programme for tsunami
hazards, and regular exercises such as drills and evacuation practices.
3 other organizations had tsunami specific training described it as partof their orientation to employment.
Only 3 establishment reported having information available to guests
that was specific to tsunamis. Usually consisted on of a brochure or a
poster available for guests to view.
Only 1 hotel have information included in every room and made
readily visible to guests.
-
8/3/2019 Sim- u - Operation Presentation
6/15
Issues/Difficulties to plan for successful Emergency Preparedness:-
-
8/3/2019 Sim- u - Operation Presentation
7/15
Organization:-
General low level ofawareness among the public as well as the state1 Lack public awareness and appreciation of the need for disaster preparedness; publicawareness and policy interest in disaster risk reduction1
Predictive limitations, difficult to prepare for all type of disaster.6
Plans are draft and made, and then left it aside. No continuous process to update or
amend it.5
Perception of business owner that any emphasis on hazards may be bad for business.3
Operations reliance on automation, hotel fail to take into consideration of structuredown time.2
False alarm affect the effectiveness of future warning response. If a false alarm has
occurred in the past, the public may be less likely to take action in response to a future
warning. 3
Assume that if there has been disaster planning there will be successful crisis or
emergency time management.6
The preparedness may stand in conflict with preserving hotels hospitable and
welcoming image creating potentially negative effects on customer service.6
-
8/3/2019 Sim- u - Operation Presentation
8/15
Employees:-
Responsiveness varies from person to person and on a managers ability to think
outside the box when crises occur.1
Difficult to keep planned response properly because employees turn-over and only
have drills to reinforce the emergency preparedness procedures.2
Plans are too rigid, employees do not have flexibility to adapt according to the
situation.2
Willing employees are not given chance to learn by the management.3
Employee orientation fail to pass on essential information, results in employees to learnfrom informal sources and assumptions which may be highly inaccurate or misleading.3
Employees react intuitively and in a relative state of un-preparedness when there areinsufficient knowledge.1
Guests:- Inadequate information about plan are provided to guests.3
Communications between hotel and guests are limited.2
-
8/3/2019 Sim- u - Operation Presentation
9/15
Impact:-
SARS epidemic and Iraq war affected across Asia and the Pacific Region, decline in
tourists arrival ranged from 10 to 50% as an indirect outcome of the uncertainty and
increased level of anxiety.1
Suspend operations and risks of losing customers confidence.2
-
8/3/2019 Sim- u - Operation Presentation
10/15
Good examples: Walt Disney World Resort2
Cause Walt Disney to fine-tune its disaster plan, with an emphasis on communication and
support of employees, the companys plan allowed the Walt Disney World Resort toresume operations after the storms, even while it assisted employees with storm relief.
Employee communication broad communication using internal e-mail system and
hotlines, ensure employees understood the expectations of their actions.
Guest communication Provide guests with information from relevant authority for the
situation assessment and updates. So guests can prepare and are aware of whats happening.
Ability to use broadcast media to give and get information working with broadcast mediato provide operating information to guests and employees.
Compassion considered the impact on employees and not just on the physical assets.
-
8/3/2019 Sim- u - Operation Presentation
11/15
Suggestions:-
To have crisis pre-planning in employee training programmes and to ensure that staffs are
empowered to take appropriate action.1
Continually update contact list of all relevant personnel. Example: Starwood Hotels &
Resorts empowered employees to take key decisions in the event of a crisis.1
PATA framework, suggest that simulation exercise might be used to prepare employees to
implement plans and here, speed of response is a key issue in terms of effectiveness of
threat reduction.1
Emergency management training should be an essential component of new employeeorientation. However, organizations often leave training modules on the periphery of
OSHA out of orientation in order to trim short term costs.3
Need a sufficient structure to hold and exchange valid information that will support
agents actions towards the common goal and processes of self-organization where
informed agents initiate action, but adjust their action to that of others operating towards
the same goal in accordance with changing needs.4
-
8/3/2019 Sim- u - Operation Presentation
12/15
Suggestions:-
Social science knowledge, not myths, should guide program activities, priorities, and
implementation strategies.5
If disaster plans are to be relevant guides for the behavioral response, they must be
developed by those who will implement them.5
Involve the local emergency response agency in the plan development, this will allowed
the response agencies to integrate their plan with the hotel.5
Plan for what actions can reasonably be executed by the property.6
Structure media relationships.6
To have crisis pre-planning in employee training programmes and the ensure that staffs
are empowered to take appropriate action.1
-
8/3/2019 Sim- u - Operation Presentation
13/15
Conclusion :-
Studies show that businesses willing and able to adapt to thedisaster event recovered faster than those businesses that thought they would be unable to
combat the effects of the disaster. In order to have an effective emergency plan, it is
important for the top management to be involved and committed to the planning.
In conclusion, it is important for the resort to have a clear communication line with the
emergency response agencies in order to have a smooth recovery. A goodcommunication with the guest and employees as well will improve recovery effort .
We conclude that an emergency plan for resort will benefit in the event of any disaster
or crisis.
-
8/3/2019 Sim- u - Operation Presentation
14/15
-
8/3/2019 Sim- u - Operation Presentation
15/15
(1) Malhotra, R and Venkatesh, U. (2009). Pre-Crisis Period Planning: Lessons for Hospitality andTourism. Worldwide Hospitality and Tourism Themes, [online] Vol. 1, pp 66-74. Available from:http://www.emeraldinsight.com/journals.htm?articleid=1782760 [Accessed 1st November 2011].
(2) Higgins, B.A (2005). The Storms of Summer: Lessons Learned in the Aftermath of the Hurricanesof 04. Cornell Hotel and Restaurant Administration Quarterly, [online]. Available from:http://cqx.sagepub.com/content/46/1/40 [Accessed 1st November 2011]
(3) Johnston, D. Becker, J. Gregg, C. Houghton, B. Paton, D. Leonard, G. and Garside, R (2007).Developing Warning and Disaster Response Capacity in the Tourism Sector in Coastal Washington,USA. Disaster Prevention and Management, [online] Vol. 16 No.2, pp 210-216. Available from:http://www.emeraldinsight.com/0965-3562.htm [Accessed 1st November 2011].
(4) Paraskevas, A. (2006). Crisis Management or Crisis Response System?: A Complexity ScienceApproach to Organizational Crises. Management Decision, [online] Vol. 44 No. 7, pp 892-907.Available from: http://www.emeraldinsight.com/0025-1747.htm [Accessed 1st November 2011].
(5) Drabek, T. E. 2005. Sociology, Disasters and Emergency Management: History, Contributions,
and Future Agenda. In McEntire, David A. (ed.) Disciplines, Disasters and EmergencyManagement: The Convergence of Concepts Issues and Trends From the Research Literature,[online]. Available from:http://training.fema.gov/EMIWeb/downloads/DrabekSociologyDisastersandEM.pdf [Accessed 30thOctober 2011]
(6) Soraghan, E. (2009. Management and Disaster. Professional Papers. University of Nevada, LasVegas, [online]. Available from: http://digitalcommons.library.unlv.edu/thesesdissertations/638 [Accessed 30th October 2011].
(7) Hoontakul, P. Laitamaki, J. PhD. Tourism Crisis Management Framework: The Thai Experience.
Sasin Graduate Institute of Business Administration of Chulalongkorn Univeristy, [online].Available from:http://www.pongsak.hoontrakul.com/papers/071005_Tourism_Crisis_Management_Framework_The_Thai_Experience_by_Hoontrakul_n_Laitamaki.pdf[Accessed 30th October 2011].
(8) Hystad, P. and Keller, P. (2006). Disaster Management: Kelowna Tourism Industrys Preparedness,Impact and Response to a 2003 Major Forest Fire. Journal of Hospitality and TourismManagement, [online] Vol. 13 Num. 1 pp.44-58. Available from:http://findarticles.com/p/articles/mi_hb1385/is_1_13/ai_n29263649/ [Accessed 30th October2011].
http://www.emeraldinsight.com/journals.htm?articleid=1782760http://cqx.sagepub.com/content/46/1/40http://www.emeraldinsight.com/0965-3562.htmhttp://www.emeraldinsight.com/0025-1747.htmhttp://training.fema.gov/EMIWeb/downloads/DrabekSociologyDisastersandEM.pdfhttp://digitalcommons.library.unlv.edu/thesesdissertations/638http://www.pongsak.hoontrakul.com/papers/071005_Tourism_Crisis_Management_Framework_The_Thai_Experience_by_Hoontrakul_n_Laitamaki.pdfhttp://www.pongsak.hoontrakul.com/papers/071005_Tourism_Crisis_Management_Framework_The_Thai_Experience_by_Hoontrakul_n_Laitamaki.pdfhttp://findarticles.com/p/articles/mi_hb1385/is_1_13/ai_n29263649/http://findarticles.com/p/articles/mi_hb1385/is_1_13/ai_n29263649/http://www.pongsak.hoontrakul.com/papers/071005_Tourism_Crisis_Management_Framework_The_Thai_Experience_by_Hoontrakul_n_Laitamaki.pdfhttp://www.pongsak.hoontrakul.com/papers/071005_Tourism_Crisis_Management_Framework_The_Thai_Experience_by_Hoontrakul_n_Laitamaki.pdfhttp://digitalcommons.library.unlv.edu/thesesdissertations/638http://training.fema.gov/EMIWeb/downloads/DrabekSociologyDisastersandEM.pdfhttp://www.emeraldinsight.com/0025-1747.htmhttp://www.emeraldinsight.com/0025-1747.htmhttp://www.emeraldinsight.com/0025-1747.htmhttp://www.emeraldinsight.com/0965-3562.htmhttp://www.emeraldinsight.com/0965-3562.htmhttp://www.emeraldinsight.com/0965-3562.htmhttp://cqx.sagepub.com/content/46/1/40http://www.emeraldinsight.com/journals.htm?articleid=1782760