ABSTRACT
The coronavirus was first discovered in Wuhan, China in 2019. In fact, the corona virus is one of the crises that recently put not only health, but also all aspects of human life (economic, social, cultural) at risk. The tourism sector is one of the economic sectors that has suffered a lot of losses due to the emergence and spread of this virus, and unfortunately. Although the unsolicited Covid-19 has created problems for human societies, but with proper efforts and policies, it can be turned from a threat into an opportunity and provide the basis for long-term prosperity and development in order to create suitable economic conditions. In this regard, the aim of the current research is to provide a safe tourism model to sustain the businesses of the tourism sector in the current situation of the corona virus in the tourist city of Sareen. The studied community was the owners of businesses in the tourism sector in Sareen city. Purposeful snowball sampling was used to select the interviewees. The criterion for determining the sample size was to reach theoretical saturation, which in this research was achieved by examining 56 samples from the mentioned society. Data collection was done through open questionnaire, note-taking, interview and using documents. Data analysis was done using open, selective and central coding. Based on this, the research model was created. The results of this research showed that it is possible to solve the problems related to the prosperity of the tourism industry in the city of Sarein through accurate and appropriate planning and policy making and with full compliance with health guidelines and with the supervision and coordination of the relevant institutions and the use of new technologies of the tourism improve industry in the crisis situation of Corona.
ABSTRACT
BACKGROUND: Multiple industries and organisations are afflicted by and respond to institutional crises daily. As surgeons, we respond to crisis frequently and individually such as with critically unwell patients or in mass casualty scenarios; but rarely, do we encounter institutional or multi-institutional crisis with multiple actors as we have seen with the COVID-19 pan-demic. Businesses, private industry and the financial sector have been in a more precar-ious position regarding crisis and consequently have developed rapid response strate-gies employing foresight to reduce risk to assets and financial liquidity. Moreover, large nationalised governmental organisations such as the military have strategies in place ow-ing to a rapidly evolving geopolitical climate with the expectation of immediate new chal-lenges either in the negotiating room or indeed the field of conflict. Despite both nation-alised and privatised healthcare systems existing, both appeared ill-prepared for the COVID-19 global crisis. METHODS: A narrative review of the literature was undertaken exploring the approach to crisis man-agement and models used in organisations exposed to institutional crises outside the field of medicine. RESULTS: There are many parallels between the organisational management of private business institutions, large military organisations and surgical organisational management in healthcare. Models from management consultancies and the armed forces were ex-plored discussed and adapted for the surgical leader providing a framework through which the surgical leader can bring about an successful response to an institutional crisis and ensure future resilience. CONCLUSION: We believe that healthcare, and surgeons (as leaders) in particular, can learn from these other organisations and industries to engage appropriate generic operational plans and contingencies in preparation for whatever further crises may arise in the future, both near and distant. As such, following a review of the literature, we have explored a number of models we believe are adaptable for the surgical community to ensure we remain a dy-namically responsive and ever prepared profession.