代寫-管理危機和災難情況的風險處理。從災害和危機的角度來看，旅遊、酒店和活動是最脆弱和最易受影響的行業之一。分析影響旅遊、事件和酒店行業中與危機和災難情況相關的風險水平的因素，以及管理危機和災難情況的風險處理選項。最近導致具有破壞性影響的關鍵事件從自然災害到自然或人為的流行病(Becken et al.， 2013)。其他危險因素包括組織管理不善或恐怖分子的攻擊。危機事件處理的成功在於危機前的有效規劃。從本文的分析中可以明顯看出，在處理這些部門內的相關風險因素時，考慮風險管理計劃是很重要的。
The tourism, hospitality and event are amongst the most vulnerable and susceptible industries when viewed from the perspective of disaster and crisis. Recent key events which have resulted in having a devastating influence range from disasters of natural nature to natural or man-made epidemics (Becken et al., 2013). Other risk factors are inclusive of mismanagement by organizations or attacks from terrorist. The success lies to deal with event of crisis which further lies in effectively planning of pre-crisis. It has been made evident from the analysis conducted in this paper that it is important to take into consideration a risk management plan to deal with the related risk factors within these sectors.
Critically analyse the factors that influence the level of risk associated with crisis and disaster situations in the tourism, events and hospitality industry and the risk treatment options to manage crisis and disaster situations.
Identification of risks- This is the second step which has been designed for identifying the risks which require management. A process of systematic nature is required for ensuring that every risk relevantly is understood. Change in risk occurs and therefore an essential part to monitor and review these processes lies in identification of newer risks that might come from destinations in which tourism, event and hospitality sector is based. It is further important to undertake identification of resilience as well as susceptibility (Becken et al., 2013). Resilience is the measure on how fast system have recovered through destination failure. Susceptibility is the capability of being affected through any type of loss. An essential component of the process to manage risk within tourism lies in reducing the susceptibility level along with increasing the destination resilience.
Risk analysis- This is the third step. The aim here lies in developing risk based understanding of a particular region facing the issue. Such type of understanding will support in the making of decision over which risks require treatment and in understanding the applicable best strategy for treatment of risk (Beirman et al., 2014). This step is inclusive of analysis of risks consequences and likelihoods along with the current measures of control.
Evaluating of risks- Decisions further require to be processed to analyse the risks that need treatment and the order in which they have to be treated (Davies et al., 2013). The prior risk analysis practices further indulge in providing data over which decisions have to be made. Risk treatment decision requirements and their priorities need to go under alignment with the expectations of destinations, their risk perceptions and values.
Treatment of risks- This is the final step. Prior to risks being treated, it is essential to identify the available options, further take into consideration relative merits assessments for all and take into consideration the selection of most specific risks (Ritchie et al., 2013). Plans for treatment of risks need to be implemented and developed furthermore.
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