Health Care for All in South Africa Essay example - 535 Words

Topic: Health Care for All 1.1 Constraints to the expansion of Economy and Business. The ANC-led government introduced various systems to improve access to health care for all South African citizens. As a result of this system, pregnant women and children under the age of six are able to access free health care and every South African citizen is able to access free primary care. Senior citizens who qualify for social grant are also receiving secondary health care services free of charge. Currently, the public funded hospitals in South Africa serve approximately 80% of the population because of charging small fees for treatment and this deprives many low income earners from accessing quality health care services. The health care systems†¦show more content†¦This will enable everyone to have equal standard of care irrespective of one’s social standing. The NDP also emphasizes an easy access to primary health care in terms of ensuring that primary health care teams are established throughout the country with the required number of doctors, specialists, physicians and nurses. 1.3 Business Opportunities and Economic Advantages that may potentially arise from the successful implementation of the National Development Plan The benefits of implementing the National Health Care System will create opportunities for the low income earners to access quality health care, hence; life expectancy will increase up to 70 years (National Planning Commission, 2011). Unemployment rate in South Africa is high and a successful implementation of the NDP strategies will result in more jobs being created. Hence, the plan is targeting approximately 5 million new job opportunities, which should be created by 2020 and by 2030, 11 million jobs are targeted (National Planning Commission, 2011). Since National Development Plan is aiming at achieving an average economic growth of 5.4% by 2030, this is likely to be possible depending on the success of the National Development Plan. Thus, if the economy of a country is able to grow by more than five percent a year, government revenue and the profits of private firms will obviously double over theShow MoreRelatedUnited States vs South Africa Healthcare1251 Words   |  6 PagesAF RICA VS UNITED STATES In our world each country has a set of standards to follow in order to establish health care insurance for people in different communities. The state contributes about 40% of all the expenditures on health while the public health sector delivers 80% of the population. Many resources are concentrated in the private health sector. These resources see to the health needs of the remaining 20% of the population. 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Euripides Feminism Vs Misogynist - 1422 Words

Kasey Sanchez Mr. De Filippis English 4 (H) P.5 December 12 2015 Euripides: Proto Feminism Vs Misogynist At the time of writing Medea in ancient Greece it was the complete norm for men to be incredibly misogynistic sexist, and although there are many that say otherwise, Euripides falls under the same category as the men of the time. Scholars, professors, and students alike proclaim that Euripides was one of the first few men who would be considered a feminist, a â€Å"champion of woman’s equality† (Wright 7), because of his writing of Medea, a play which depicts a demigod woman by the name of Medea wreaking revenge upon her unfaithful husband. Many would instantly attach themselves to the idea that Euripides was a feminist first by reading Medea’s grand speech at the beginning at of the play. Hadas refers to the speech as being â€Å"a fine feminist harangue† and also notes that English suffragettes would campaign for their ability to vote first by opening their meetings with a recital of the speech. Me dea is going against men and their view of women and their place in a marriage â€Å"a critique whose essential spirit of dislike and contempt of women goes back to an ancient anti-feministic tradition†¦Ã¢â‚¬  (Reckford 336). Medea, as well, is portrayed as no weak, foolish women; instead she is depicted as â€Å"a woman of great intellectual capacity† (March 38) who even in her most monstrous form, when she kills her children in the name of retribution and vengeance, is still being

Amalise Strategic Management Free Essays

string(122) " Provincial Government achieve the goals it promised the citizens of Gauteng, unqualified municipalities should be fired\." Running Head: Amalise Strategic Management Name University Course Tutor Date Gauteng Provincial Government is working to the best of its capability with utmost dedication and efficiency to serve the citizens of Gauteng. It demands high performance and competence accompanied by motivation geared with ambition from the various departments it constitutes, to be able to prioritize and fulfill the needs of Gauteng citizens and development of the Gauteng province. The Gauteng Provincial Treasury department handles all the financial matters pertaining to the Provincial Government. We will write a custom essay sample on Amalise Strategic Management or any similar topic only for you Order Now It collects, manages and forms strategies to act as guidelines when planning on the usage of revenue contributed by the public. The treasury department works with diligence to ensure government priorities as outlined in a number of documents and key initiatives such as Gauteng Growth and Development Strategy (GDS), The Global City Region (GRC) strategic intent, the shared vision of creating a smart province and as reflected by the innovation programs such as the Blue IQ, Gauteng-online, Gautrain and the Batho Pele principles of delivering high quality services to the citizens of Gauteng are achieved. The treasury also works hand in hand with the provincial departments and municipalities to increase the capacity of financial management, achieve operational efficiency, promote accountability in government, provide strategic leadership and technical support in financial management and budgeting, develop and implement efficient internal systems and processes and provide guidance and leadership in the implementation of financial management reforms for both provincial and local government. To enhance effective and efficient allocation and utilization of fund geared towards fulfilling Gauteng Provincial Government priorities and improving the financial management system, the Provincial Treasury stipulated a statement of purpose to guide it. According to the Gauteng Provincial Treasury five-year strategic and performance plans for the period 2009-2014 second draft (5th September 2008) the goal of the treasury was, â€Å"to provide sound financial management leadership that maximizes service delivery through effective and efficient use of limited resources in the Gauteng Province† (p. 36). The vision of the treasury was, â€Å"to be the pioneer in financial management leadership and fiscal discipline within the public sector in South Africa thus enabling shared economic growth† (p. 37). The Gauteng Provincial Treasury five-year strategic and performance plans for the period 2009-2014 second draft (5th September 2008) states the mission that the Gauteng treasury follows to implement their vision. â€Å"We strive to be an innovative, pro-active and value adding partner to our stakeholders, by: researching and implementing best practice approaches to financial management, enhancing vertical and horizontal alignment in government, promoting and encouraging more informed understanding of the financial management framework, instilling accountability, sound analytical reporting, good enterprise governance and transparency as the norm, ensuring allocative efficiency and optimal utilization of resources facilitating strategic alternative funding solutions thereby supporting an environment of sustainable economic growth and social development† (p. 37). The Gauteng Provincial Treasury exhibits reliability and efficiency by performing duties given to them in accordance to the legislative mandate. It ensures the principles it has formed are aligned in accordance to the Batho Pele principles by enabling the provision of technical assistance and analysis, ensuring the spending agencies value the function of money and thus do not misuse the money or misinterpret the role the treasury plays when managing the government’s financial materials. This is done through training programs such as CIBA and SAM. Also the treasury should promoting transparency by publication of their annual reports and budgets through local newspapers, budget statements and MTBPS. The treasury department also ensures the allocation of funds to every department are according to the provincial priorities which include building a competitive Gauteng GCR, implementing Gauteng social GDS and building the capacity and organization of the state. The Gauteng Provincial Treasury being an independent department has a critical role to perform thus needs to be able to motivate the program levels it is working with, to be able to achieve the stipulated goals. The treasury department should be able to plan, organize, have good interpersonal skills and be able to evaluate performance so as to run the duties outlined to it in the most competent and accurate manner (Rees Porter, 2001). The head of the treasury department was able to show good leadership skills by involving each department in decision making, when reviewing and updating the strategic plan for the period of 2009-2014, developing medium term tactical plans and outlining the methods to use when evaluating performance of the department after every year. In the period of 2006-2009 the treasury did not fully accomplish some of the roles it played. When formulating the strategic plan for the period of 2009-2014, it discussed ways of overcoming that short fall by improving and adding value to maximize their performance so as be able to raise the living standard of the Gauteng citizens, creating a parallel line between their corporate services function and their core strategies, using internal and external auditors to monitor and evaluate those sent to work in the municipalities to prevent creation of too much dependency which may bring undesirable outcome, interns and the credibility of their data. The results the auditors present should be discussed and the solutions given implemented to lay a competent foundation of performing duties in the most qualified way. The treasury department should form a partnership with the Chief Financial officer (CFO) and professional bodies to enable it function in a reliable manner towards achieving the department’s vision. The treasury should work with the CFO working for Gauteng Provincial Treasury to be able to evaluate the performance of the department in reference to achieving the department’s vision. It should also liaise with other CFO’s to gain more knowledge and tactics of performing the role it has defined to fulfill the department’s vision. Strategies of communicating with other departments in the Provincial Treasury must be improved, to enable full understanding of the duties they perform. For the treasury department to set a good trend of performing the roles given, to enable the Gauteng Provincial Government achieve the goals it promised the citizens of Gauteng, unqualified municipalities should be fired. You read "Amalise Strategic Management" in category "Management" This means that the treasury should review its strategy of staffing to ensure that it has a quality staff in the right quantity. It should design KSAOs (knowledge, skills, abilities and other characteristics of the organization) that it will use when staffing, to employ qualified and competent people who will work to the maximum of their capability to improve the overall performance of the treasury department. This will place the department in a better position to perform their duties according the preference and priority of the Gauteng citizens. The head of department in the Gauteng Provincial Treasury should have an ambition that drives him, so as to plan and organize the various departments under his disposal and the duties to be carried out by each department in an efficient way. He should have a power of influence and inspiration so as to win the trust of the subordinate leaders by leading the department in an appropriate manner that will accomplish their vision. The HOD should also be innovative and posses qualities of being able to implement and develop the ideas that have come up and those that existed. This will enable excellent performance and smooth running of the treasury department and thus demolish the foundation of the risks that the Gauteng treasury department faced (Caroselli, 2000). By adopting the right staffing strategies the Gauteng treasury will have competent and qualified staff members that will be able to understand any policy or strategy formed for them to implement as they perform their duties, this will prevent the problem of under and over staffing, lack of motivation and good guidance to the staff and poor management in the departments (Rees Porter, 2001). For instance due to poor strategies of staffing the Gauteng treasury was unable to implement the strategy given to it by the Gauteng provincial government (GPG). The HOD should evaluate the performance of the department on a regular basis to be able to understand the strengths and weaknesses of every member and delegate duties to them in a fair manner and according to their skill, capacity and competence. This will also help to raise any problem like lack of resources and technology and thus be in a position to provide them. The same system of organization and running of duties will be maintained eliminating the chances of a confusion cropping up during the performance period. This will curb the problem of lack of integration of financial systems (Caroselli, 2000). As the Gauteng treasury department continues to expand, appropriate measures should be carried out to also expand the working space and enable comfort to prevail to the staff as they are working. This will increase the overall out put and efficiency of each staff member. The HOD should set up a reliable information and technology management system to prevent loss of data that will give the treasury a history of their performance which is very important when evaluating the performance of the department. This will also prevent the loss of any current information or data being worked on thus maintain the efficiency of the department, because time will not be wasted repeating the same thing again. A back up measure that is reliable and easy to operate and manage should be devised (Rees Porter, 2001). Administrative skills and policies have been implemented into each department, enabling good relationship to prevail in the treasury department thus contributing to the overall efficiency of performance in the department. This can be portrayed by the good relationship between the HOD and the employees, national treasury, implementation of NCOP, with the investors and human resource services among others. The Provincial Treasury must take care to prevent the functioning of the treasury to run under the influence of the politicians as this will make them rule biased decisions that favors only one party instead of working to satisfy the desires of the citizens of Gauteng. The treasury department should avoid over reliance to politicians to act as their guarantors in case of financial crisis but instead should work closely with the DED and GEP. Contracts formed must be fulfilled according to the terms agreed on this can be guided by implementation of SLA with ABSA. This will ensure trust between the treasury departments and the organization or person they are drawing a contract with is maintained. The HOD should ensure the municipalities are thoroughly audited to ensure the funds allocated to them are put in to their correct use and thus eliminate mismanagement of funds. Before initiating any planning methodologies, appropriate and sufficient research should be done to help accurate and adequate allocation of funds to every department in the treasury (Rees Porter, 2001). Implementation of good leadership skills will enable the Provincial Treasury to meet their objectives which include; being recognized as the leading Provincial Treasury in South Africa, ensuring good governance of all financial matters in the province, promoting integration and alignment of planning processes within the Province, exploring, implementing and managing strategic financing solutions, ensuring the effective and efficient management of Gauteng Provincial Treasury and to be a preferred employer, attracting and retaining high performing individuals (Caroselli, 2000). The strategic management of the Provincial Treasury department should implement good management and leadership skills in the period of 2009-2014, to enable the department to go by their goal, vision, mission and objectives and uplift the performance of the Gauteng Provincial Government. This will make the Gauteng citizens to trust that the Gauteng Provincial Government will act on their needs and will re-elect it back to power. Word Count: 1930 Reference List Caroselli, M. (2000). Leadership Skill for Managers. New York: Mc Graw Hill Professional. Five-year Strategic Plan and Performance Plan (Second draft). (5th September 2008). Gauteng: Gauteng Provincial Treasury. Rees, D. W. and Porter, C. (2001). The Skills of Management. 5th Ed. Bedford Row, London: Cengage Learning EMEA. How to cite Amalise Strategic Management, Essays

Risk Management Linking Tourism into Emergency Management

Question: Discuss about the Risk Management for Linking Tourism into Emergency Management. Answer: Requirement 1 The legislations involving the Work Health and Safety (WHS) offer a vast range of corrective measures and enforcement alternatives to promote the workplace scenario. The legislations include the roles and responsibilities played by the health and safety representatives (HSRs) to issue the provisional improvement notices. In order to bring possible improvement to the workplace condition, the on-the-spot fines are also issued by the WHS regulators and inspectors (Davies and Walters 2013). The same process also facilitates the reduction of any breaches related to the provisions outlined by the WHS. From the information mentioned in the earlier paragraph, it can be acknowledged that the roles and responsibilities of the HSR are essential for developing the condition of the tourism destination. The major responsibility of the HSR is issuing the provisional improvement notices (PINs) after finding the possible breaches in the compliance of the WHS Act. In case of the breaches in the tourism businesses, they are likely to be repeated in the future (Becken and Hughey 2013). At the same time, the HSRs must need to arrange a discussion with the person responsible for the identified breach. Regarding the current case study, the possible breach of WHS legislation occurs considering the following situations: The risk experienced by the person due to the injury Possible occurrence of illness or death of the staffs Absence of possible implementation of corrective measures for eliminating the risky scenarios Failure to comply with the regulatory guidelines and requirements of WHS or NSW legislations Firstly, the health and safety related risks are observed in terms of the particular location of the restored hotel. The surrounding area of the hotel is dimly lit, where the considerable number of robberies and assaults happened previously. Not only the staffs but also the guests of the hotel are highly exposed to the breach of standard safety protocols (Paraskevas et al. 2013). On the other hand, the facilities of the hotel are not maintained properly over the months. As a result, staffs and guests have to suffer from different kinds of health issues. Apart from that, the major issues are found in the knowledge level of the HSRs, as they are less trained to cause troubles in the administration area. Lastly, multiple illnesses and health injuries are determined from the individual staff reports of the hotel. These include the breathing difficulties and burns to hands and eyes. There is no information obtained about the chemicals used in these incidents as per the investigation (Ritc hie et al. 2013). Therefore, the staffs are not informed about the hazards of the chemical bottles, which are critically holding back the incorporation of the health and safety measures mentioned by NSW legislation. The combination of these incidents is causing the breach in WHS legislations with reference to the NSW guidelines. Requirement 2 There are multiple examples of hazards found in the workplace setting. These hazards potentially push the workers or the clients to the face multiple difficulties regarding the occupational health and safety. The high chances of hazard can also occur due to the use of specific equipment by the operators who are not trained properly. On the other hand, the preliminary set of investigation suggests that the statements related to the operations and methods of the work are not notified to the workplace health and safety guidelines developed by the specific authority (Rittichainuwat 2013). It causes serious health related illnesses or injuries to the staffs as well as the guests of the tourism business. The same scenario is observed in the selection of a location for the restored hotel, which is vulnerable to the downgrading impacts of assaults and robberies. The incident was formerly accounted for harming the safety and security of the staffs and guests of the tourism business. One of the significant issues comes from the ineffective knowledge of the HSRs associated with the administration department of the tourism business. Due to the situation, the equipment and facilities are not appropriately reviewed by the HSRs for their operational capabilities. As a result, the life has broken down at least five times in the last month causing the guest to suffer major health problems (Paraskevas and Altinay 2013). Alternatively, the staffs in the housekeeping department are mostly belonging to the non-English speaking backgrounds leading towards the ineffectiveness of communication. These incidents at a whole are responsible for raising the workplace hazards in the identified hotel. Requirement 3 Workplace hazards are commonly referred as the occupational health and safety related factors. Considering the definition of hazard, it is known as the potential source of harm providing different kind of adverse effect on the individuals of the business. In terms of hazards and risks, these two factors are used interchangeably. For an example, the spill of water in the room of a hotel would cause a slipping hazard to a person who is passing through (Hanna Salman Sawalha, Eid Jraisat, and Al-Qudah 2013). If any physical barrier were applied to prevent the access to the particular area, then the possibility of risks from the hazard would be minimised though the hazard would remain. This is known as the risk treatment, which requires essential priority to be provided by the hotel and tourism businesses. In relation to the above understanding, risk refers to the likelihood that a person may be suffered or harmed by the adverse effects of the different degrading conditions of the occupational settings. Therefore, the chances of risks related to occupational health and safety increase when the individual is exposed to the hazards (Beirman, Ritchie, and Campiranon 2014). The incidents related to the breaking down of the lift five times in a month or the potential exposure to the harmful chemical bottles in the newly restored hotel had caused significant health risks to both the staffs and the guests. Therefore, the hotel business should need to develop a suitable control measure to satisfy the requirement of the risk treatment. It will help the development of the tourism business to attract more guests and staffs with their skills in managing occupational risks and health-related factors. Requirement 4 As discussed in the earlier about the need of risk treatment, it is essential for the hotel and tourism business to develop a comprehensive control measure for planning and implementing the proposed set of actions. Due to the application of these actions, the hotel can effectively reduce the potential exposure to the different hazards identified in the workplace (Paraskevas 2013). Before adopting such techniques and functions, the management of the hotel must need to take the initial responsibilities to control the outcomes for addressing the non-compliance with the legislations. In this case, the managerial level of control must need to explain the rationale of the proposed framework to the board for highlighting the key elements of the same framework. The basic aim of the process is ensuring the development of the revised approach contributing the reformation of the project objectives. The newly modified objectives ensure the establishment of a framework for guiding the HSRs when t hey come across the individually identified actions. The management level of controls is required to be developed by including the integrity and professional behaviour for deliberating the way forward to the light of the WHS legislations (Williams and Bal 2015). Here integrity maintained in developing the control measures will effectively contribute to the improvement of professional and business relationships. It will assist the hotel to create a professional workforce for the respective job roles. On the other hand, controlling the professional behaviour will help the hotel to comply with the relevant laws of NSW while avoiding any misconduct causing harms to the health and safety of the overall environment. Requirement 5 Considering the identified risks and hazards within the internal setting of the hotel, there is the requirement of developing the hierarchy of controls. Such process is required to define for ensuring the application of risk controls. As the hotel is newly restored, it is essential to develop a simple control measure for guiding the approaches followed by the different personnel as part of the workplace (Hamid et al. 2013). Therefore, a hierarchy of control measures is often an essential factor when it comes to developing the control measures. (Hierarchy of Control Measures appropriate for the chosen workplace setting; Source: Hsa.ie 2016) Based on the above diagram, different stages associated with the control measures are defined as part of the hierarchy of control. The first stage, i.e. eliminate refers to the elimination of the hazards for reducing the exposure to the risks. However, total elimination of hazards is not always achievable. Substituting means the introducing a replacement for the identified hazards for minimising the possibility of risks. Isolate suggests the isolation of hazardous place in the hotel for ensuring the strict restriction of public access (Orchiston 2013). Subsequently, the engineering control might need to be adopted for redesigning the process ensuring the placement of an appropriate barrier between the individuals and the hazards. In case of the administrative controls, it should be prioritised by the hotel significantly. The controls include undertaking standard operating procedures or safe working practices for providing effective training to the staffs and instructing them about th e information to reduce the potential risks from occupational hazards (Shreve, Davis, and Fordham 2016). Lastly, personal protective equipment or PPE include the utilisation of protective appliances by the staffs to minimise the exposure to the identified hazards. Requirement 6 Failure to comply with the WHS legislations with reference to the NSW legislation causes some serious hazards providing risks to the health and safety of the individuals associated with the workplace. The particular workplace should need to bear the costs of such non-compliance. In case of the hotel restored and located in The Rocks, the business is exposed to multiple risks from different categories of hazards. Due to the scenario, the business will be highly liable for the cost of providing benefits to the various staffs or guests for their work-related injuries or illnesses (Wang and Ritchie 2013). Due to the consequence of hazards, the business will be held responsible for the wellbeing related costs for risks suffered by the employees and guests. On the other hand, the staffs will feel unwilling to participate in their job roles due to the non-compliance with the WHS guidelines. Thus, the particular scenario will give rise to the avoidance arrangements causing the offence conducted by the staffs as part of the workforce. The situation will significantly cause the downturn of the financial as well as the operational condition of the hotel. Lastly, the hierarchy of control measures recommended for the hotel is developed to achieve considerable amount of benefits regarding the perspectives of occupational health and safety (Dahles and Susilowati 2015). Substituting and eliminating the hazards by adopting the engineering and administrative controls will cause the reduction of risks generated from the high exposure to the potential hazards. As a result, more motivated and skilled workforce can be formed while ensuring the standard services provided to the guests. Requirement 7 In case of failure to take the corrective measures for improving the workplace hazards, little problems often become big. Serious injuries or threats could be suffered by staffs and guests of the hotel if the responsible personnel does not bother to report the malfunctioning of a lift or the slip-and-fall hazard in the hotel floors. It will significantly raise the possibility of risks or injuries, which could have been prevented. Although, the severity of the consequences varies according to the failure to report hazards by the staffs of the hotel (Chew and Jahari 2014). The underreporting of hazards may occur from the mindset of the staffs if they feel of not having the authority to report the hazards. Lawsuits are an adverse actuality that the hotel business often needs to face as the major consequence of not complying with the WHS guidelines. The cost associated with defending the particular lawsuit often becomes a burden for the business even if it wins the case (Hamid et al. 201 3). On the other hand, accidents or injuries highly suffer productivity of the business. It is obvious that the injured staffs of the hotel will be unable to attend the work for weeks and resulted in affecting the productivity. References Becken, S. and Hughey, K.F., 2013. Linking tourism into emergency management structures to enhance disaster risk reduction.Tourism Management,36, pp.77-85. Beirman, D., Ritchie, B.W. and Campiranon, K., 2014. The development of a transnational tourism risk, crisis and recovery management network.Tourism crisis and disaster management in the Asia-Pacific,1, p.175. Chew, E.Y.T. and Jahari, S.A., 2014. Destination image as a mediator between perceived risks and revisit intention: A case of post-disaster Japan.Tourism Management,40, pp.382-393. Dahles, H. and Susilowati, T.P., 2015. Business resilience in times of growth and crisis.Annals of Tourism Research,51, pp.34-50. Davies, H. and Walters, M., 2013. Do all crises have to become disasters? Risk and risk mitigation.Disaster Prevention and Management: An International Journal. Hamid, A.H.A., Rozan, M., Ibrahim, R., Deris, S., Nik Rushdi, H. and Yunus, M.N., 2013. Business process analysis of emergency plan using work system theory.Journal of Information Systems Research and Innovation (JISRI),3, pp.37-43. Hanna Salman Sawalha, I., Eid Jraisat, L. and Al-Qudah, K.A., 2013. Crisis and disaster management in Jordanian hotels: practices and cultural considerations.Disaster Prevention and Management: An International Journal,22(3), pp.210-228. Orchiston, C., 2013. Tourism business preparedness, resilience and disaster planning in a region of high seismic risk: the case of the Southern Alps, New Zealand.Current Issues in Tourism,16(5), pp.477-494. Paraskevas, A. and Altinay, L., 2013. Signal detection as the first line of defence in tourism crisis management.Tourism Management,34, pp.158-171. Paraskevas, A., 2013. Aligning strategy to threat: a baseline anti-terrorism strategy for hotels.International Journal of Contemporary Hospitality Management,25(1), pp.140-162. Paraskevas, A., Altinay, L., McLean, J. and Cooper, C., 2013. Crisis knowledge in tourism: Types, flows and governance.Annals of Tourism Research,41, pp.130-152. Ritchie, B.W., Crotts, J.C., Zehrer, A. and Volsky, G.T., 2013. Understanding the effects of a tourism crisis: the impact of the BP oil spill on regional lodging demand.Journal of Travel Research, p.0047287513482775. Rittichainuwat, B.N., 2013. Tourists' and tourism suppliers' perceptions toward crisis management on tsunami.Tourism Management,34, pp.112-121. Shreve, C., Davis, B. and Fordham, M., 2016. Integrating animal disease epidemics into disaster risk management.Disaster Prevention and Management: An International Journal,25(4). Wang, J. and Ritchie, B.W., 2013. Attitudes and perceptions of crisis planning among accommodation managers: Results from an Australian study.Safety science,52, pp.81-91. Williams, A.M. and Bal, V., 2015. Tourism Risk and Uncertainty Theoretical Reflections.Journal of Travel Research,54(3), pp.271-287.