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HOLLINGS FACULTY

DEPARTMENT OF FOOD AND TOURISM MANAGEMENT

HOSPITALITY MANAGEMENT

Honours Degree Programmes

DEFINITIVE DOCUMENT

Approved after approval/review/modification on 23 May 2008

With effect from intakes in Academic Year 2008– 2009

Document last modified on 16 May 2008

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CONTENTS Page

Part One – Programme Specification 4

Programme Specification 4

Part Two – Programme Regulations 18

1 Admission Regulations 18Standard Entry Requirements 18Admission with Exemption 20Admission with Specific Credit 20Accreditation of Prior (Experiential) Learning (AP(E)L 21

2 Curriculum Design and Organisation 21

Curriculum Design Overview 21Relationship to Subject Benchmark Statement(s 39Assessment Criteria for Marking Schemes 57Arrangements for anonymous marking of summative assessments 61Arrangements for the quality management of placement learning 62Academic Partnership activity 65Professional, statutory and regulatory body links 65Flexible and distributed learning (including e-learning) 65

3 Assessment Regulations 65

Programme-specific regulations 65

4 Programme Management and Student Support 66

Programme Committee 66Board of Examiners 67Programme Leader 68Other Staff Responsibilities 69Student Support Strategy 69Student evaluation 69

Part Three – Curriculum Content 71

Level 4Business Accounting

72Facilities Management and Accommodation Operations 74Food and Beverage Management 77Hospitality Industry in Context 81Marketing 84

Level 5Business Planning 87Career Development 91Cross Cultural Management 94

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Dimensions of International Business and Travel 98Equipment Evaluation and Product Development 102Events Human Resource Management Event Risk and Legal Issues 108Food Production Management 111Issues in Licensed Retail Operations 116Licensed Retail Industry 119Management of Events OperationsManagement of Wine and Alcoholic Beverages 122Meetings, Incentives, Conferences and Exhibitions 125Patisserie 128Services Marketing and Operations Management 130The Tourist Experience 134Themed Project Management 136Tourism and Global Sustainability 139

Level 6Dissertation 142Food in Society 149Gastronomy 152Globalisation 155Group Consultancy Project – Licensed Retail Management 157International Human Resource Management 160International Services Marketing 164Operations Strategy 168Product Development and Cultural Issues 171Sponsorship and Funding 174Strategic Issues in Licensed Retail Management 177Strategic Management 180Sustainable and strategic Issues for Events 184Systems Approach to Quality Management 188Tourism Development 190Tourism Diversity 193

Appendix 1

Hospitality Management Honours Degrees Assessment Matrices

Appendix 2

Personal and Professional Development Matrices

Appendix 3

Hollings Faculty Sandwich Award Placement unit

Appendix 4

Uniwide Languages Provision

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Hospitality Management Honours Degrees Definitive Document

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PART ONE

PROGRAMME SPECIFICATION P/S1

0 Brief descriptive summary

The Hospitality honours degree programmes will provide students with a critical insight into the hospitality industry and associated sectors and equip them with the necessary knowledge and intellectual and vocational skills to gain employment at a managerial level. The portfolio of hospitality honours degree sandwich programmes has been extended to include a 4 year Hospitality with Event Management programme and the Hospitality Business Management programme has been extended to create a 4 year Sandwich route. The inclusion of the Hospitality with Event Management programme, with its Event sectorial emphasis, is in line with the other Hospitality Sandwich programmes. The expansion of the Hospitality Business Management route, into a 4 year programme, offers additional opportunities for overseas recruitment and also brings this programme into line with the other hospitality honours degree programmes.

In addition, all sandwich honours degree programmes will have a named, full time, final year associated honours degree route. This will offer further opportunities for recruitment without expanding the need for additional resources, as final year sandwich honours and full time students will be taught together. These final year named awards will provide a clearly defined route for UK and overseas students with appropriate HND, Foundation Degree or international equivalent level 5 entry qualifications.

Basic Programme Details

1 Overarching Programme Network/Title and programme

specification code(s)Hospitality Management

2 Final award(s)/title(s)(including any PSRB final awards conferred as an automatic result of successful completion of the programme)

BSc (Hons) Hospitality ManagementBA (Hons) Hospitality Business ManagementBA (Hons) Hospitality Management with Culinary Arts.BA (Hons) Hospitality with Event Management BA (Hons) International Hospitality ManagementBA (Hons) Hospitality and Licensed Retail ManagementBA (Hons) Hospitality Management with Tourism

BSc (Hons) Hospitality Management (Full Time)

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BA (Hons) Hospitality Business Management (Full Time)BA (Hons) Hospitality Management with Culinary Arts (Full Time)BA (Hons) Hospitality with Event Management BA (Hons) International Hospitality Management (Full Time)BA (Hons) Hospitality and Licensed Retail Management (Full Time)BA (Hons) Hospitality Management with Tourism (Full Time)

3 Combined Honours Subject(s)offered through programme specification together with associated final award(s)(where relevant)

N/A

4 Interim exit award(s)/title(s)(including Combined Honours interim exit awards)

Cert. HE Hospitality ManagementDip. HE Hospitality Management

Cert. HE Hospitality Business ManagementDip. HE Hospitality Business Management

Cert. HE Hospitality Management with Culinary ArtsDip. HE Hospitality Management with Culinary Arts

Cert. HE Hospitality with Event Management Dip. HE Hospitality with Event Management

Cert. HE International Hospitality ManagementDip. HE International Hospitality Management

Cert. HE Hospitality and Licensed Retail ManagementDip. HE Hospitality Management and Licensed Retail Management

Cert. HE Hospitality Management with TourismDip. HE Hospitality Management with Tourism

5 Mode(s) and duration BSc (Hons) Hospitality ManagementBA (Hons) Hospitality Business ManagementBA (Hons) Hospitality Management with Culinary Arts.BA (Hons) Hospitality with Event Management

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BA (Hons) International Hospitality ManagementBA (Hons) Hospitality and Licensed Retail ManagementBA (Hons) Hospitality Management with Tourism

All Sandwich mode 4 Years

BSc (Hons) Hospitality Management (Full Time)BA (Hons) Hospitality Business Management (Full Time)BA (Hons) Hospitality Management with Culinary Arts (Full Time)BA (Hons) Hospitality with Event Management (Full Time)BA (Hons) International Hospitality Management (Full Time)BA (Hons) Hospitality and Licensed Retail Management (Full Time)BA (Hons) Hospitality Management with Tourism (Full Time)

All Full-time mode 1 Year

6 FHEQ position of final award(s) Honours (Level 6)

7 Awarding institution (include PSRBs which confer a joint or additional qualification on successful completion of programme)

The Manchester Metropolitan University

8 Teaching institution(s) The Manchester Metropolitan University

9 Relationship with Foundation Year Foundation year unit delivered by Department staff: Events, Hospitality and Tourism Management

Administrative Details

10 Home Department/ School/ Institute

Department of Food and Tourism Management

11 Home Faculty Hollings Faculty: Food, Clothing and Hospitality Management

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12 UCAS code(s) BSc (Hons) Hospitality ManagementBA (Hons) Hospitality Business ManagementBA (Hons) Hospitality Management with Culinary Arts.BA (Hons) Hospitality with Event ManagementBA (Hons) International Hospitality ManagementBA (Hons) Hospitality and Licensed Retail ManagementBA (Hons) Hospitality Management with TourismFull Time Awards:BSc (Hons) Hospitality Management (Full Time)BA (Hons) Hospitality Business Management (Full Time)BA (Hons) Hospitality Management with Culinary Arts (Full Time)BA (Hons) Hospitality with Event Management (Full Time)BA (Hons) International Hospitality Management (Full Time)BA (Hons) Hospitality and Licensed Retail Management (Full Time)BA (Hons) Hospitality Management with Tourism (Full Time)

13 Approved Collaborative partner(s) N/A14 Description of type of

collaborative provision or academic partnership

N/A

Approval Status

15 Date and outcome of most recent MMU review/ approval

December 2003

16 Next Scheduled Review Date: May 2013

17 PS/1 effective date:(ie date from which the outcome of approval or last review is effective OR the date from which amendments to the programme specification are effective)

September 2004

External References/Relationships

18 QAA Benchmark Statement(s) Hospitality, Leisure, Sport and Tourism 2008

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19 Date/outcome of last QAA engagement (or equivalent)

March 2001CDC&O 4 TL&A 3SP&A 4 SS&G 4LR 4 QM&E 3

20 PSRB(s) associated with final award of programme(eg those which offer professional status/membership/license to practise as result of successful completion of the final award.

N/A

21 Date and outcome of last PSRB approval(s)

N/A

Programme Information

22 University and Programme Educational Aims

University Educational Aims:

To develop flexible approaches to programme delivery and student support which reflect the needs and expectations of our students.

To provide a learning experience and support for our learners that encourages and properly sustains a diverse learning community.

To provide a learning environment that is free from discrimination and focussed on success for all learners.

To enable the development of students’ skills and personal attributes that will enhance employment opportunities on graduation in all programmes.

To establish a culture of quality enhancement and progressive innovation in learning, teaching and assessment that is anticipatory, enabling, supportive, rewarding and fully aligned with the institution’s strategic goals.

To provide a learning experience that is informed by research, scholarship and reflective practice.

Programme Educational Aims:

The aims of all hospitality honours degree programmes are to:

offer opportunities to students who wish to pursue managerial careers in the hospitality industry and its associated sectors, and who are capable of benefiting from the experience.

assist students to realise their potential by providing a challenging and appropriately resourced learning environment.

enable students to develop those intellectual, vocational and personal skills relevant to further learning challenges and to management careers in the hospitality and associated sectors.

produce high calibre graduates capable of successful management careers in the hospitality industry.

23 Programme Learning Outcomes

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MMU Educational Outcomes:

Successful students will be able to develop and demonstrate transferable intellectual skills, in particular their ability to:

communicate clearly in speech, writing and other appropriate modes of expression argue rationally and draw independent conclusions based on a rigorous, analytical and

critical approach to data, demonstration and argument apply what has been learned demonstrate an awareness of the programme of study in a wider context

Programme Learning Outcomes:

Graduates of all honours degree hospitality programmes will be able to demonstrate:

A critical understanding of the development of knowledge in relation to the hospitality industry.

A critical understanding of the need for both a multi-disciplinary and inter-disciplinary approach to study, drawing, as appropriate, from service, research and professional contexts.

A critical understanding of hospitality management through both academic and professional reflective practice.

Research, critical review and problem-solving abilities by critically understanding methods of acquiring, interpreting and analysing information appropriate to their context of study.

Knowledge, understanding and critical awareness of, the moral, ethical, environmental, safety and legal issues which underpin best practice in the hospitality industry.

Key transferable skills and also responsibility for their own learning and continuing professional development.

Vocationally relevant management skills and knowledge by exposure to professional practice in food production, service and other hospitality contexts.

A recognition of the centrality of the hospitality consumer in relation to their needs. An ability to respond appropriately to the diversity that prevails within the hospitality

industry in relation to stakeholders.

Learning outcomes of specific programmes: Upon completion of these programmes students will also be able to:

Hospitality Management: Understand and assess issues associated with food and beverage commodities. Understand and evaluate food production operations, equipment and the importance

of food product design in the context of different sectors. Enhance production efficiencies and food safety standards through the

understanding, use and evaluation of modern food production equipment. Appreciate, understand and evaluate policy development in the hospitality industry in

the context of different sectors.

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Hospitality Business Management: Understand and evaluate the global environment in which hospitality businesses

operate. Assess global strategic incentives for companies and identify when global strategies

are most effective. Review and assess the importance of the international dimensions of the hospitality

industry and associated multi-national management issues. Understand and assess the diverse nature of the international hospitality and tourism

industry.

Hospitality Management with Culinary Arts: Understand and assess issues associated with food and beverage commodities. Demonstrate high levels of competence, innovation and creativity in respect of

practical, personal and managerial skills, relating to all aspects of food production and service within the context of the restaurant sector.

Analyse and evaluate the significance of gastronomy within the cultural framework of global culinary customs, and apply product innovation to a specific culture.

Understand, evaluate and apply key management principles in restaurant operations and services.

Hospitality with Event Management: Understand and evaluate the diverse nature of the event industry. Understand, evaluate and apply key management principles in event related

operations and services. Understand and evaluate the operational and management requirements for an event

and identify business opportunities Analyse and evaluate the strategic issues associated with event management and

the organisation of major events.

International Hospitality Management: Review and assess the importance of the international dimensions of the hospitality

industry and associated multi-national management issues Understand, evaluate and apply key management principles in international

hospitality operations and services. Examine and evaluate the factors which will enhance international management and

cultural synergy in hospitality organisations which cross borders. Analyse and evaluate issues associated with international services marketing in the

context of the hospitality industry.

Learning outcome for students choosing a language option: Display an acceptable level of competence in terms of the ability to comprehend and

communicate in a language or languages other than English.

Hospitality and Licensed Retail Management: Understand and evaluate the operational and management structures of licensed

retailing within the hospitality industry. Understand, evaluate and apply key management principles in hospitality licensed

retail operations and services. Understand and evaluate the totality of hospitality licensed retail operations and

identify business opportunities.

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Review and evaluate strategic issues in the licensed retail industry.

Hospitality Management with Tourism: Understand and assess the diverse nature of the domestic and international

hospitality and tourism industry. Understand, apply and evaluate key management principles in tourism related

operations and services. Define tourism products and markets and analyse tourism business operations. Evaluate Tourism developments and propose strategic solutions.

Pass Degree Learning Outcomes:

Students qualifying for the award of a pass degree will be able to demonstrate:

An understanding of the development of knowledge in relation to the hospitality industry.

An understanding of the need for both a multi-disciplinary and inter-disciplinary approach to study, drawing, as appropriate, from service, research and professional contexts.

An understanding of hospitality management through both academic and professional reflective practice.

Research and problem-solving abilities by understanding methods of acquiring, interpreting and analysing information appropriate to their context of study.

Knowledge, understanding and critical awareness of, the moral, ethical, environmental, safety and legal issues which underpin best practice in the hospitality industry.

Key transferable skills and also responsibility for their own learning and continuing professional development.

Vocationally relevant management skills and knowledge by exposure to professional practice in food production, service and other hospitality contexts.

A recognition of the centrality of the hospitality consumer in relation to their needs. An ability to respond appropriately to the diversity that prevails within the hospitality

industry in relation to stakeholders.

Upon completion of the following programmes students will also be able to:Hospitality Management:

Understand and assess issues associated with food and beverage commodities. Understand and assess food production operations, equipment and the importance of

food product design in the context of different sectors. Enhance production efficiencies and food safety standards through the understanding

and use of modern food production equipment. Appreciate and understand policy development in the hospitality industry in the

context of different sectors.

Hospitality Business Management: Understand and assess the global environment in which hospitality businesses

operate. Understand global strategic incentives for companies and identify when global

strategies are most effective. Review the importance of the international dimensions of the hospitality industry and

associated multi-national management issues. Understand and assess the diverse nature of the international hospitality and tourism

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industry.

Hospitality Management with Culinary Arts: Understand and assess issues associated with food and beverage commodities. Demonstrate competence, innovation and creativity in respect of

practical, personal and managerial skills, relating to all aspects of food production and service within the context of the restaurant sector.

Review the significance of gastronomy within the cultural framework of global culinary customs, and apply product innovation to a specific culture.

Understand and apply key management principles in restaurant operations and services.

Hospitality with Event Management: Understand and assess the diverse nature of the event industry. Understand and apply key management principles in event related operations and

services. Understand and assess the operational and management requirements for an event

and identify business opportunities Understand the strategic issues associated with event management and the

organisation of major events.

International Hospitality Management: Understand and assess the importance of the international dimensions of the

hospitality industry and associated multi-national management issues Understand and apply key management principles in international hospitality

operations and services. Examine and assess the factors which will enhance international management and

cultural synergy in hospitality organisations which cross borders. Review issues associated with international services marketing in the context of the

hospitality industry.

Learning outcome for students choosing a language option: display an acceptable level of competence in terms of the ability to comprehend and

communicate in a language or languages other than English.

Hospitality and Licensed Retail Management: Understand and assess the operational and management structures of licensed

retailing within the hospitality industry. Understand and apply key management principles in hospitality licensed retail

operations and services. Understand and assess the totality of hospitality licensed retail operations and

identify business opportunities. Understand strategic issues in the licensed retail industry.

Hospitality Management with Tourism: Understand and assess the diverse nature of the domestic and international

hospitality and tourism industry. Understand and apply key management principles in tourism related operations and

services. Explain tourism products and markets and analyse tourism business operations. Review Tourism developments and understand strategic solutions.

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24 Interim Award Learning Outcomes

Students who have successfully completed Level 4 studies will have demonstrated: knowledge of the underlying concepts and principles associated with their area(s) of

study, and an ability to interpret these within the context of that area of study. an ability to present and interpret qualitative and quantitative data, to develop lines of

argument and make sound judgements in accordance with basic theories and concepts of their subject(s) of study.

an ability to communicate the results of their study/work accurately and reliably, and with structured and coherent arguments.

the qualities and transferable skills necessary for employment requiring the exercise of personal responsibility.

Students who have successfully completed Level 5 studies will have demonstrated:

an ability to evaluate the established principles of their area(s) of study, and the way in which those principles have developed.

the ability to apply underlying concepts and principles outside the context in which they were first studied, including, where appropriate, the application of those principles in an employment context.

knowledge of the main methods of enquiry in their subject(s), and an ability to evaluate the appropriateness of different approaches to solving problems in the field of study.

an understanding of the limits of their knowledge, and how this influences interpretations based on that knowledge.

an ability to communicate effectively information, arguments, explanations, in a variety of forms, to specialist and non-specialist audiences, and deploy key techniques of the discipline effectively.

25 Teaching/Learning and Assessment Strategy

Learning and Teaching Strategy:

The process by which students acquire the necessary analytical and evaluative skills will be based upon a strategy which ensures that responsibility for learning is accepted by students as their programme of study progresses. Initially, emphasis will be on the learning of principles and techniques alongside raising awareness and understanding through tutor-led delivery. In addition, those professional and transferable skills necessary for the work-place will be developed and students encouraged to build on their intellectual abilities and to cultivate interpersonal skills, self-confidence and independence. At level 5, the approach will build on the earlier work by promoting more active student participation in learning. The objectives of level 6 can then be achieved through a student-centred approach in which higher level skills are needed for the analysis of complex issues and organisations, and also for research on a current programme-specific issue.

The strategies and teaching techniques described have been selected to progress effective

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learning at each level. The active participation of students as individuals and in teams will be a major factor in their development from being a recipient of knowledge at level four to a pro-active participant at level 6.

To achieve the objectives of the latter part of the programmes, student learning will be more focussed on strategic issues, critical analysis and evaluation. Learning manifests itself through demonstration of the ability to argue rationally from a sound basis, a rigorous approach to analysis, and a mature reflective view of information collected during research.

All teaching and learning will be supported by unit material, some interactive, hosted through WebCT.Assessment strategy:

Assessment is perceived as an integral part of the learning process. The instruments therefore will not only confirm that learning outcomes have been met but also provide an additional challenge to students to demonstrate their range of skills. Demands will increase with each level as students are tasked to reveal their ability to work independently or in teams. Feedback on student assessments from external and internal examiners and internal moderators will ensure that work is consistently at the right level of challenge and also enables the programme to confirm that outcomes have been achieved.

Assessment practices will vary, but examples include: examinations, written coursework assignments in essay form, business reports, business plans, cultural portfolios, spreadsheet generated financial models, CAD based assignments, WEB-based assignments, case study analyses, seminar presentations, and seen case studies / publications.

26 Programme structures, levels, credits, awards and curriculum mapIncluding specific progression arrangements for Foundation Degrees

4 year Sandwich Awards:

BSc (Hons) Hospitality ManagementBA (Hons) Hospitality Business ManagementBA (Hons) Hospitality Management with Culinary Arts.BA (Hons) Hospitality with Event ManagementBA (Hons) International Hospitality ManagementBA (Hons) Hospitality and Licensed Retail ManagementBA (Hons) Hospitality Management with Tourism

1 year, Final Year, Full Time Awards:

BSc (Hons) Hospitality Management (Full Time)BA (Hons) Hospitality Business Management (Full Time)BA (Hons) Hospitality Management with Culinary Arts (Full Time)BA (Hons) Hospitality with Event Management (Full Time)BA (Hons) International Hospitality Management (Full Time)BA (Hons) Hospitality and Licensed Retail Management (Full Time)BA (Hons) Hospitality Management with Tourism (Full Time)

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Programme Structures:Level 4 Mandatory Core units for all Hospitality Honours Degree Sandwich Awards:

Business Accounting: 20 CreditsMarketing: 20 CreditsFacilities Management & Accommodation Operations: 20 CreditsFood and Beverage Management: 40 Credits*The Hospitality Industry in Context: 20 Credits

*Except the International Hospitality Management programme where a language option may be substituted. Level 5 Mandatory Core units for all Hospitality Honours Degree Sandwich Awards: Business Planning: 20 CreditsServices Marketing & Operations Management: 20 CreditsHospitality Human Resources Management: 10 CreditsCareer Development: 10 CreditsThemed Project Management: 20 Credits

Level 5 Mandatory Field units for all Hospitality Honours Degree Sandwich Awards: BSc (Hons) Hospitality Management:Management of Wine and Alcoholic Beverages: 10 CreditsMeetings Incentives Conferences & Exhibitions: 10 CreditsEquipment Evaluation & Product Development: 20 Credits

BA (Hons) Hospitality Business Management:Dimensions of International Business & Travel: 20 CreditsTourism & Global Sustainability: 20 Credits

BA (Hons) Hospitality Management with Culinary Arts:Food Production Management: 20 CreditsPatisserie: 20 Credits

BA (Hons) Hospitality with Event Management: Event Risk and Legal Issues: 20 Credits

BA (Hons) International Hospitality Management:*Cross Cultural Management: 20 Credits*Dimensions of International Business and Travel: 20 Credits

*A language option may be substituted.

BA (Hons) Hospitality and Licensed Retail Management:Issues in Licensed Retail Operations: 20 CreditsLicensed Retail Industry: 20 Credits

BA (Hons) Hospitality Management with Tourism:The Tourist Experience: 20 CreditsTourism & Global Sustainability: 20 Credits

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Placement (120 Practice Credits)

Level 6 Mandatory Core units for all Hospitality Honours Degree Sandwich Awards and Full Time Awards: Strategic Management: 20 CreditsOperations Strategy: 20 CreditsDissertation: 40 Credits

Level 6 Mandatory Field units for all Hospitality Honours Degree Sandwich Awards and all Full Time Awards: BSc (Hons) Hospitality Management:BSc (Hons) Hospitality Management (Full Time):Systems Approach to Quality Management: 20 CreditsFood in Society: 20 Credits

BA (Hons) Hospitality Business Management:BA (Hons) Hospitality Business Management (Full Time):International Services Marketing: 20 CreditsGlobalisation: 20 Credits

BA (Hons) Hospitality Management with Culinary Arts:BA (Hons) Hospitality Management with Culinary Arts (Full Time):Product Development & Cultural Issues: 20 CreditsGastronomy: 20 Credits

BA (Hons) Hospitality with Event Management:BA (Hons) Hospitality with Event Management (Full Time): Sponsorship & Funding: 20 CreditsSustainable & Strategic Issues for Events: 20 Credits

BA (Hons) International Hospitality Management:BA (Hons) International Hospitality Management (Full Time):*International Human Resources Management: 20 Credits*International Services Marketing: 20 Credits

*A language option may be substituted.

BA (Hons) Hospitality and Licensed Retail Management:BA (Hons) Hospitality and Licensed Retail Management (Full Time):Group Consultancy Project: 20 CreditsStrategic Issues in Licensed Retail Management: 20 Credits

BA (Hons) Hospitality Management with Tourism:BA (Hons) Hospitality Management with Tourism (Full Time):Tourism Diversity: 20 CreditsTourism Development: 20 Credits

Please see section 2.1 for award/curriculum maps.

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27 Personal Development Planning

Certain key skills e.g. managing self; communication; numeracy etc will be developed and assessed through the assessment package. A matrix of these skills and the units through which they will be assessed can be seen in section 2.1. Students will be made aware of the ‘mapping’ of skills within the programme of study but encouraged to gather evidence of their skills from within the University and for outside activities. These activities will include skills obtained during part-time work, voluntary work, hobbies, study abroad or working as a student representative or ambassador.

All sandwich degree honours students will study the Career Development unit at level 5 and achievements and assessments from the placement year can also contribute to the PDP portfolio.

This record of learning and achievement is for the student to compile.

28 Placement Learning

All sandwich students will be expected to undertake a 48 week period of placement learning. This will take place during their third year of study after they have successfully completed taught units on level 4 and 5. Whilst on placement students will undertake assessments which are linked to their placement experience (see Section 2.5).

29 Points of Reference

Internal:

University Mission and Strategic Aims Regulations for the Academic Awards of the University University Regulations for Undergraduate or Taught Postgraduate Programmes of Study Academic Regulations and Procedures Handbook Faculty Programme Approval/Review/Modification Report University Learning and Teaching Strategy Staff research Staff/Student Liaison Committee

External:

QAA Subject Benchmark statement QAA Framework for HE Qualifications QAA Code of Practice QAA Subject Review report External examiner reports

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This Programme Specification provides a concise summary of the main features of a Programme and the learning outcomes that a typical student might reasonably be expected to achieve and demonstrate if s/he take full advantage of the learning opportunities provided. More detailed information on the learning outcomes, curriculum content, teaching/learning, assessment methods for each unit and on the Programme’s relationship to QAA Subject Benchmark Statements may be found in the definitive document and student handbook for the Programme. The accuracy of the information in this document is reviewed periodically by the University and may be subject to verification by the Quality Assurance Agency for Higher Education.

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PART TWO

PROGRAMME REGULATIONS

1: Admission Regulations

i. Admission to these programmes shall be subject to the principle that the University, through the Admissions Tutor concerned, has a reasonable expectation that the applicant will be able to fulfil the objectives of the programme and achieve the standard required for the award.

ii. In dealing with admissions the Programme Leader / Admissions Tutor and any other staff involved, shall have regard to such policies as the Academic Board may from time to time determine.

iii. In considering an application to the programme, evidence will be sought of personal, professional and educational experience that provides indications of the applicant’s ability to meet the demands of the programme.

iv. All applicants shall be considered having regard for the University’s equal opportunity policy and such anti-discrimination legislation as may be in force.

v. Candidates must have a sufficient command of the language in which the programme is taught to be able to meet the requirements of the programme in every respect.

vi. Application shall only be made through UCAS.vii. When considering the suitability of an applicant for a place on the programme the

following factors will usually be taken into account:

The applicant’s qualifications; The information given in supporting academic references; The applicant’s personal statement.

The programmes admissions and entry requirements comply with the Universities policy, regulations and institutional code of practice on recruitment and admissions and the scheme for the admission of students with advanced standing following the accreditation of prior learning.

1.1: Standard Entry Requirements

1.1.1: Entry to Year 1

Candidates admitted to the programme should be able to benefit from a learning experience at undergraduate level. This requirement can be fulfilled by citing academic achievement or proof of an academic level relevant to the programme. An applicant will normally be considered for entry to a programme provided that the requirements stated below are met. Applications are also welcomed from those without formal entry qualifications or who do not meet the precise entry requirements specified but who can nevertheless demonstrate through some other means their potential ability to satisfactorily complete the programme.

Applicants must have sufficient command of the English language to meet the requirements of the programme in every respect and are normally expected to have attained either a grade C or above in GCSE English Language, or its equivalent. For

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international students for whom English is not their first language, IELTS at grade 6 or TOEFL 550+ (or 213+ points on the computer based test) is a requirement for admission to the programme. In addition, applicants should possess GCSE Mathematics at grade C or above. Alternative qualifications that demonstrate numerical ability will be considered.

With, in addition:

Two Advanced GCSE or VCE 6-unit awards supported by GCSE grade C or above in three other subjects or:

three Advanced GCE or VCE6 – unit awards supported by GCSE grade C or above in one other subject or:

one 12 – unit VCE Double Award supported by GCSE grade C or above in three other subjects or:

Advanced General National Vocational Qualification (GNVQ) or: Scottish Certificate of Education with passes in three subjects at Higher grade (C or

above) and two subjects at Standard grade (3 or above) or: Irish Leaving Certificate with passes in five subjects at Higher grade (C or above) and

two subjects at Standard grade (3 or above) or: a National Certificate or Diploma or: International Baccalaureate with a minimum of 24 points or: successful completion of a recognised Access programme or other qualification

considered to be equivalent to the above. two Advanced Subsidiary 3 – unit examinations may be offered in lieu of a third

Advanced Level pass, where this is required, and one Advanced GCE/VCE supported by four Advanced Subsidiary 3 – unit passes may be considered for admission.

1.1.2: Entry to Subsequent Years

Entry to Level 5 of the programme is normally available for applicants who have successfully completed:

level 4 of an appropriate Higher National Diploma achieving 50% or more Credits at Merit level or above or;

level 4 of an appropriate Foundation Degree achieving 50% or more Credits at 60% or above or;

level 4 of another degree programme in a subject or subjects appropriate to their intended programme of study.

Entry to Level 6 of the programme is normally available for applicants who have successfully completed the requirements for entry at level 5 and have also completed:

level 5 of an appropriate Higher National Diploma and have 50% or more Credits at Merit level or above or;

level 5 of an appropriate Foundation Degree achieving 50% or more Credits at 60% or above or;

level 5 of another degree programme in a subject or subjects appropriate to their intended programme of study.

Normally there must be a close match between the applicant’s prior learning and the requirements of the programme.

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1.1.3: Entry to Combined Honours SubjectsNot applicable to these programmes.

1.1.4: Admission Arrangements with Foundation DegreesFoundation Degree graduates have a direct route onto the final year BSc Hospitality Management Programme (Full Time).

Foundation Degree graduates may progress onto any MMU Hospitality based sandwich route providing their work based unit coursework explicitly relates to their intended field/sector honours degree and their intended placement experience is located in an establishment explicitly related to their honours degree field/sector of choice.

Application/expression of interest in progressing to the Honours Degree must be made during the second year of Foundation degree studies. To gain entry to the final year of the BSc honours degree or qualify for admission onto a Sandwich degree placement year applicants will normally have achieved their foundation Degree with an average mark of 60% in both years. Formal application will normally be made via the UCAS system unless otherwise advised.

1.2: Admission with Exemption

At the discretion of the Programme Committee, on the advice of the Programme Leader and Admission Tutor, an applicant may be admitted with general credit to an appropriate point in the programme, provided it is clear that the applicant has fulfilled some of the progression and assessment requirements of the programme (or equivalent requirements), and will be able, by completing the remaining requirements, to fulfil the learning outcomes of the programme and attain the standard required for the level / degree award. This may be achieved through application of the University CAT scheme or through a formal submission accompanied by evidence of learning experiences and the standards achieved.

Applicants will not normally be exempted from more than half the credits for the Stage/Level at which they are admitted.

Admission with general credit is subject to the same principles as admission to any stage of the programme.

1.3: Admission with Specific Credit

At the discretion of the Programme Committee, on the advice of the Programme Leader and the Admission Tutor, an applicant may be admitted with specific credit to an appropriate point in the programme. This is provided that:

it is clear that the applicant has fulfilled some of the progression and assessment requirements of the programme (or equivalent requirements)

and will be able, by completing the remaining requirements, to fulfil the learning outcomes of the programme and attain the standard required for the stage/degree award.

21


__________________________________________________________________________________________

This may be achieved through application of the University CAT scheme or through a formal submission accompanied by evidence of learning experiences and the standards achieved.

Applicants will not normally be exempted from more than half the credits for the Stage/Level at which they are admitted unless there is a close match between the students prior learning and the requirements of the programme.

Admission with specific credit is subject to the same principles as admission to any Stage of the programme.

1.4: Accreditation of Prior (Experiential) Learning (AP(E)L)

Applicants who do not possess all the necessary formal academic qualifications for entry to a programme may be considered if they can demonstrate that they have experience, motivation and personal qualities appropriate for degree level work.

Applicants will be asked to make a formal submission identifying the learning experiences which they consider to support their planned future study in relation to the aims and learn-ing outcomes of the programme; the submission should be accompanied by appropriate evidence of such experience and standards achieved.

Applicants may be asked to provide evidence of academic capacity in the form of a formal assignment prescribed by the Programme Leader.

1.5 Relationship with the University Foundation Year

Students who successfully pass the University Foundation Year will be eligible for entry onto level 4 of an honours degree programme.

2: CURRICULUM DESIGN AND ORGANISATION

2.1 Curriculum Design Overview

The development of the Hospitality honours degree programmes, over successive reviews, has been an evolutionary process. The design of the programmes for this review continues that pattern. Existing sandwich degree programmes have been retained, the Hospitality Business Management programme has been expanded into a 4 year sandwich award and a new programme has been added, ie, Hospitality with Event Management. Additionally each, Sandwich honours programme now has a named full time final year award.

The retention of the existing sandwich degree programmes allows the Department to continue to offer, in it’s programmes provision, diversity of educational opportunity related to the most important sectors of the hospitality industry. The inclusion of the Hospitality with Event Management programme expands this range of provision and directly reflects the growing importance of the event industry, the relationship between the hospitality and the event industries and the current student demand for event related programmes of study. Additionally, just as the Hospitality Management with Tourism programme provides a direct link with the other tourism programmes in the department, the Hospitality with Event Management programme provides a similar direct link with the other events programmes in the department. This facilitates a sharing of staff resources but also reflects the synergy between the departments Hospitality, Tourism and Event Management programmes provision. The expansion of the Hospitality Business Management programme will, we are

22


__________________________________________________________________________________________

advised by the University International Office, facilitate greater opportunities for overseas recruitment. In ensuring each honours sandwich programme has a related named final year award we are able to market a full range of ‘top up’ degrees; a way of increasing the recruitment of additional students without necessarily increasing resources provision. In short, increased diversity, of an existing diverse portfolio of programmes provision, has been enabled within the constraints of resources provision. This increased diversity will also enhance inclusivity, ie, in providing greater choice for applicants wishing to study at MMU.

Student inclusivity is not only the consequence of diversity of choice. Student inclusivity within programmes is also enhanced by units which emphasise teamwork, eg, the retained level 5 units ‘Themed Project Management’ and ‘Business Planning’. The very nature of group and team work, brings students together, but also reflects the reality that the hospitality industry is a team industry. Additionally, the continued diversity that will prevail through the delivery and assessment practices outlined in the learning and teaching strategy (see section 25 of PS/1), particularly the emphasis on student active participation and the accessibility to unit materials through Web CT, facilitates inclusivity.

The detail in the revised curriculum design of the Hospitality portfolio of programmes has been influenced by a number of other factors:

The need to continue to reflect the aspirations of the HLST Benchmark Statement. The need to provide greater student ‘flexibility’ of programme choice at the end of

year 1. The need for more curriculum ‘uniqueness’ in individual programmes. The need to reduce the ‘strategic’ overemphasis in level 6. The move of the placement year to year 3.

The current programmes reflect the content of the year 2000 published HLST benchmark statement. The year 2008 HLST benchmark statement, in terms of hospitality, is similar in content to the original statement. As such, it is appropriate that the proposed revised programmes cover similar curriculum content areas as the current programmes.

The current programmes, because of their design, make it difficult for students to change between hospitality programmes and, as such, they restrict flexibility of opportunity. Many of our students enter university at the age of 18 without necessarily fully considering their choice of hospitality programme and some do make an inappropriate sectorial choice. The first year of all hospitality honours degree programmes has been re-shaped to provide similarity in content whilst at the same time, through the new ‘Hospitality Industry in Context’ unit, allow an exploration of different sectors of the hospitality industry and their relationships. It will now be possible for a student to change programmes at the end of level 4 if they so choose, ie, flexibility of student opportunity has been enhanced. The exception will be in relation to the International Hospitality Management programme, where the ‘Hospitality Industry in Context’ unit is offset against a Languages option: here it is recognised that a student taking the language option, without prior experience of the language or low level language ability, will need to ensure language studies commence at level 4 to be able to progress successfully onto languages study in future years.

Programme uniqueness has been enhanced by the inclusion of additional ‘field’ units at levels 5 and 6, increasing the sectorial uniqueness of each programme beyond level 4. This has been achieved through the re-packaging of the core level 5 curriculum to remove some areas of overlap and to allow a closer working relationship between core units. Additionally,

23


__________________________________________________________________________________________

the ‘Business Environmental Analysis’ unit has been removed at level 6, the programmes team recognise that the current ‘Strategies in Action’ unit and ‘Business Environmental Analysis’ unit are too similar in their strategic emphasis. These units have been consolidated into a new ‘Strategic Management’ Unit, thus allowing the inclusion of an additional Level 6 field unit for all programmes.The very vocational nature of the Hospitality programmes helps ensure that students and graduates are employable. The Self Evaluation Document outlines the extent of employer contacts, employer demand for students and the very positive impact placement opportunities have on the relationship between employers, students and the programmes team. The introduction of the level 5 ‘Career Development’ unit is intended to further boost the employability of students and help inform and prepare for the year 3 placement. The move of the placement to year 3 is seen as a positive step by employers

Robust department quality assurance systems are in place and their impact is outlined and illustrated in the Self Evaluation Document. The programmes team have been mindful of these systems during the curriculum design process and the revised curriculum is, in large part, a consequence of feedback from these systems. As a consequence, the quality of the curriculum will be improved through the changes proposed.

A number of units both revised and new, will require students to engage in research, scholarship and reflective practice (see unit descriptors). Not least, the retained ‘Dissertation’ unit. The work of students through this unit has, over a number of years, been highly regarded by external examiners. The programmes team see this unit as central to students achieving certain higher level programme learning outcomes and as preparation for any intended postgraduate study. From the standpoint of all staff, the design of the revised curriculum has necessitated research, scholarship and reflective practice, ie, in updating or changing units and in considering how best to react to imposed ‘external’ changes and those changes deemed necessary as a consequence of feedback mechanisms.

The following pages show the Hospitality honours degree programmes curriculum maps:

24


__________________________________________________________________________________________

PROGRAMME MAPSBSc (Hons) HOSPITALITY MANAGEMENT

LEVEL 4: YEAR 1 LEVEL 5: YEAR 2 YEAR 3

PLACEMENT48 WEEKS MANDATORY CORE UNIT

LEVEL 6: YEAR 4BUSINESS ACCOUNTING20 CREDITSMANDATORY CORE UNIT

BUSINESS PLANNING20 CREDITSMANDATORY CORE UNIT

STRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNIT

MARKETING20 CREDITSMANDATORY CORE UNIT

SERVICES MARK. & OPS. MAN. 20 CREDITSMANDATORY CORE UNIT

OPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNIT

FAC. MAN. & ACC. OPS.20 CREDITSMANDATORY CORE UNIT

HOSP. HUMAN RESOURCES MAN.10 CREDITSMANDATORY CORE UNIT

DISSERTATION40 CREDITSMANDATORY CORE UNIT

FOOD AND BEVERAGE MAN. 40 CREDITSMANDATORY CORE UNIT

CAREER DEVELOPMENT10 CREDITSMANDATORY CORE UNIT

SYST. APP. TO QUAL. MAN.20 CREDITSMANDATORY FIELD UNIT

THE HOSP. IND. IN CONTEXT 20 CREDITSMANDATORY CORE UNIT

THEMED PROJECT MAN.20 CREDITSMANDATORY CORE UNIT

FOOD IN SOCIETY. 20 CREDITSMANDATORY FIELD UNIT

MAN. OF WINE & ALC. BEV.10 CREDITS MANDATORY FIELD UNITMEET. INCENT. CONF. & EXHIB.10 CREDITSMANDATORY FIELD UNITEQUIP. EVAL. & PROD. DEV.20 CREDITS.MANDATORY FIELD UNIT

25


__________________________________________________________________________________________

BA (Hons) HOSPITALITY BUSINESS MANAGEMENTLEVEL 4: YEAR 1 LEVEL 5: YEAR 2 YEAR 3


LEVEL 6: YEAR 4

BUSINESS ACCOUNTING20 CREDITSMANDATORY CORE UNIT




SERVICES MARK. & OPS. MAN.20 CREDITSMANDATORY CORE UNIT



HUMAN RESOURCES MAN.10 CREDITSMANDATORY CORE UNIT




INT. SERV. MARK.20 CREDITSMANDATORY FIELD UNIT



GLOBALISATION20 CREDITSMANDATORY FIELD UNIT

DIMS. OF INT. BUS. & TRAV.20 CREDITSMANDATORY FIELD UNITTOUR. & GLOB. SUST.20 CREDITSMANDATORY FIELD UNIT

26


__________________________________________________________________________________________

BA (Hons) HOSPITALITY MANAGEMENT WITH CULINARY ARTS

LEVEL 4: YEAR 1 LEVEL 5: YEAR 2 YEAR 3


LEVEL 6: YEAR 4












PROD. DEV. & CULT. ISSUES20 CREDITSMANDATORY FIELD UNIT



GASTRONOMY20 CREDITSMANDATORY FIELD UNIT

FOOD PROD. MAN.20 CREDITSMANDATORY FIELD UNITPATISSERIE20 CREDITSMANDATORY FIELD UNIT

BA (Hons) HOSPITALITY WITH EVENT MANAGEMENT

LEVEL 4: YEAR 1 LEVEL 5: YEAR 2 YEAR 3 LEVEL 6: YEAR 4

27


__________________________________________________________________________________________









EVENTS HUMAN RESOURCES MAN.20 CREDITSMANDATORY CORE UNIT




SPONS. & FUNDING20 CREDITSMANDATORY FIELD UNIT



SUS & STRAT ISSUES FOR EVENTS20 CREDITSMANDATORY FIELD UNIT

EVENT RISK & LEGAL ISSUES20 CREDITSMANDATORY FIELD UNITMANAGEMENT OF EVENTS OPERATIONS10 CREDITSMANDATORY FIELD UNIT

BA (Hons) INTERNATIONAL HOSPITALITY MANAGEMENT


28


__________________________________________________________________________________________













INT. HUM. RES. MAN.OR LANGUAGEMANDATORY FIELD UNIT20 CREDITS

THE HOSP. IND. IN CONTEXT OR LANGUAGE MANDATORY CORE UNIT20 CREDITS


INT. SERV. MARK.20 CREDITSMANDATORY FIELD UNIT

CROSS CULTURAL MAN.OR LANGUAGEMANDATORY FIELD UNIT20 CREDITSDIMS. OF INT. BUS. & TRAV.20 CREDITSMANDATORY FIELD UNIT

BA (Hons) HOSPITALITY AND LICENSED MANAGEMENT


29


__________________________________________________________________________________________













GROUP CONS. PROJ.20 CREDITSMANDATORY FIELD UNIT



STRAT. ISS. IN LIC. RET. MAN.20 CREDITSMANDATORY FIELD UNIT

ISS. IN LIC. RET. OPS.20 CREDITSMANDATORY FIELD UNITLICENSED RETAIL INDUSTRY20 CREDITSMANDATORY FIELD UNIT

BA (Hons) HOSPITALITY MANAGEMENT WITH TOURISM


30


__________________________________________________________________________________________













TOURISM DIVERSITY20 CREDITSMANDATORY FIELD UNIT



TOURISM DEVELOPMENT20 CREDITSMANDATORY FIELD UNIT

THE TOURIST EXPERIENCE20 CREDITSMANDATORY FIELD UNITTOUR. & GLOB. SUSTAIN.20 CREDITSMANDATORY FIELD UNIT

BSc (Hons) HOSPITALITY MANAGEMENT (FULL TIME)LEVEL 6: YEAR 1


31


__________________________________________________________________________________________

OPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNITDISSERTATION40 CREDITSMANDATORY CORE UNITSYST. APP. TO QUAL. MAN.20 CREDITSMANDATORY FIELD UNITFOOD IN SOCIETY. 20 CREDITSMANDATORY FIELD UNIT

32


__________________________________________________________________________________________

BA (Hons) HOSPITALITY BUSINESS MANAGEMENT (FULL TIME)

LEVEL 6: YEAR 1

STRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNITOPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNITDISSERTATION40 CREDITSMANDATORY CORE UNITINT. SERV. MARK.20 CREDITSMANDATORY FIELD UNITGLOBALISTAION20 CREDITSMANDATORY FIELD UNIT

33


__________________________________________________________________________________________

BA (Hons) HOSPITALITY MANAGEMENT WITH CULINARY ARTS (FULL TIME)

LEVEL 6: YEAR 1

STRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNITOPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNITDISSERTATION40 CREDITSMANDATORY CORE UNITPROD. DEV. & CULT. ISSUES20 CREDITSMANDATORY FIELD UNITGASTRONOMY20 CREDITSMANDATORY FIELD UNIT

34


__________________________________________________________________________________________

BA (Hons) HOSPITALITY WITH EVENTS MANAGEMENT (FULL TIME)

LEVEL 6: YEAR 1

STRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNITOPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNITDISSERTATION40 CREDITSMANDATORY CORE UNITSPONS. & FUNDING20 CREDITSMANDATORY FIELD UNITSUS & STRAT ISSUES FOR EVENTS20 CREDITSMANDATORY FIELD UNIT

35


__________________________________________________________________________________________

BA (Hons) INTERNATIONAL HOSPITALITY MANAGEMENT (FULL TIME)LEVEL 6: YEAR 1

STRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNITOPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNITDISSERTATION40 CREDITSMANDATORY CORE UNITINT. HUM. RES. MAN.20 CREDITSMANDATORY FIELD UNITINT. SERV. MARK.20 CREDITSMANDATORY FIELD UNIT

36


__________________________________________________________________________________________

BA (Hons) HOSPITALITY AND LICENSED RETAIL MANAGEMENT (FULL TIME)

LEVEL 6: YEAR 1

STRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNITOPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNITDISSERTATION40 CREDITSMANDATORY CORE UNITGROUP CONS. PROJ.20 CREDITSMANDATORY FIELD UNITSTRAT. ISS. IN LIC. RET. MAN.20 CREDITSMANDATORY FIELD UNIT

37


__________________________________________________________________________________________

BA (Hons) HOSPITALITY MANAGEMENT WITH TOURISM (FULL TIME)LEVEL 6: YEAR 1

STRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNITOPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNITDISSERTATION40 CREDITSMANDATORY CORE UNITTOURISM DIVERSITY20 CREDITSMANDATORY FIELD UNITTOURISM DEVELOPMENT20 CREDITSMANDATORY FIELD UNIT

38

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________

2.2: Relationship to Subject Benchmark Statement(s)

The Hospitality Honours Degrees programmes aims and outcomes are designed, through its constituent units, to achieve the relevant QAA benchmarks identified for the Hospitality, Leisure, Sport and Tourism (2008) subject area. The programmes team have contributed directly to the QAA revisions process and a member of the programmes team has been part of the QAA writing and editing group. This has facilitated a match between the Hospitality, Leisure, Sport and Tourism benchmark statement and programme content.

The following matrices are the most explicit way to demonstrate the relationship between the hospitality curriculum and the HLST subject benchmark statements.

39

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ BENCHMARK STATEMENTS

HOSPITALITY MANAGEMENT HONOURS DEGREES

QAA BENCHMARK STATEMENT IN RELATION TO UNITS:

MANDATORY CORE UNIT NUMBERS AND TITLES:

LEVEL 4:1: BUSINESS ACCOUNTING2: MARKETING3: FACILITIES MANAGEMENT AND ACCOMMODATION OPERATIONS4: FOOD AND BEVERAGE MANAGEMENT5: THE HOSPITALITY INDUSTRY IN CONTEXT

LEVEL 5:6: BUSINESS PLANNING7: SERVICES MARKETING AND OPERATIONS MANAGEMENT8: HUMAN RESOURCES MANAGEMENT9: CAREER DEVELOPMENT10: THEMED PROJECT MANAGEMENT

11: PLACEMENT

LEVEL 6:12: STRATEGIC MANAGEMENT13: OPERATIONS STRATEGY14: DISSERTATION

40

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ MANDATORY FIELD UNIT NUMBERS AND TITLES:

LEVEL 5:15: MANAGEMENT OF WINE AND ALCOHOLIC BEVERAGES16: MEETINGS, INCENTIVES, CONFERENCES & EXHIBITIONS (MICE)17: EQUIPMENT EVALUATION AND PRODUCT DEVELOPMENT18: DIMENSIONS OF INTERNATIONAL BUSINESS AND TRAVEL19: TOURISM AND GLOBAL SUSTAINABILITY20: FOOD PRODUCTION MANAGEMENT21: PATISSERE22: EVENT RISK & LEGAL IMPLICATIONS23: EVENT OPERATIONS24: CROSS CULTURAL MANAGEMENT25: ISSUES IN LICENSED RETAIL OPERATIONS26: LICENSED RETAIL INDUSTRY27: THE TOURIST EXPERIENCE

LEVEL 6: 28: SYSTEMS APPROACH TO QUALITY MANAGEMENT29: FOOD IN SOCIETY30: GLOBALISATION31: PRODUCT DEVELOPMENT AND CULTURAL ISSUES32: GASTRONOMY33: SPONSORSHIP AND FUNDING34: SUSTAINABLE EVENTS35: INTERNATIONAL HUMAN RESOURCES MANAGEMENT36: INTERNATIONAL SERVICES MARKETING37: GROUP CONSULTANCY PROJECT38: STRATEGIC ISSUES IN LICENSED RETAIL MANAGEMENT39: TOURISM DIVERSITY40: TOURISM DEVELOPMENT

41


GENERIC LEARNING STANDARDS: MANDATORY COREGraduates of Hospitality programmes will have developed a range of skills and aptitudes, including their being able to:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1 2 3 4 5 6 7 8 9 10 11 12 13 14

research and assess paradigms, theories, principles, concepts, factual information, and apply such skills to them in explaining and solving problems.

X X X X X X X X X X X X X

critically assess and evaluate evidence in the context of research methodologies and data sources. X X Xcritically interpret data of different kinds and appraise the strengths and weaknesses of approaches adopted X

X X X X X X X X

describe, synthesise, interpret, analyse and evaluate information and data relevant to a professional or vocational context.

X X X X X X X X X X X X X X

plan, design, execute and communicate a sustained piece of independent intellectual work which provides evidence of critical engagement with and interpretation of, appropriate data.

X

apply knowledge to the solution of familiar and unfamiliar problems X X

X X X X X X X X X X X X

develop a sustained reasoned argument, perhaps challenging previously held assumptions.

X X X XX X X

demonstrate effective communication and presentation skills. X X X X X X X X X X X X X Xwork effectively independently and with others. X X X X X X X X X X X X X Xtake and demonstrate responsibility for their own learning and continuing personal and professional development. X X X X X X X X X X X X Xto self-appraise and reflect on practice. X X X X X X X X X X X X

plan, design, manage and execute practical activities using appropriate techniques and procedures whilst demonstrating high levels of relevant skills.

X X X

42


recognise and respond to moral, ethical and safety issues which directly pertain to the context of study including relevant legislation and professional codes of conduct.


undertake fieldwork with continuous regard for safety and risk assessment.

X

MANAGEMENT PROGRAMMES STANDARDS: MANDATORY CORE

Where a programme title contains the word 'management' then it should inter alia enable students to:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1

2

3 4

5

6

7

8 9 10

11

12 13 14

demonstrate vocationally relevant managerial skills and knowledge by exposure to professional practice. X X X X X X X X X X X X X Xevaluate and apply vocationally relevant concepts associated with the operational and strategic management of financial, human and physical resources.


43

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ HOSPITALITY PROGRAMMES STANDARDS: MANDATORY CORE: ALL LEVELS

An honours graduate in hospitality will be able to use technical and interpersonal skills and knowledge to propose and evaluate practical and theoretical solutions to complex problems in the core areas of hospitality, including being able to:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1

2

3

4

5

6

7

8

9 10

11

12 13 14

operate and manage human and technical resources X X X X X X X Xapply theory to the solution of complex problems within the core areas of hospitality. X X X X X X X X X X X X X Xanalyse and evaluate food, beverage and/or accommodation service systems, their implementation and operation.

X X X X X X X X X

An honours graduate in hospitality will be able to recognise and value the centrality of the hospitality consumer and meet and respond to their needs, including being able to:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1

2

3 4

5

6

7

8 9 10

11

12 13 14

understand and apply the theories and concepts underpinning consumer behaviour within the hospitality context.

X X X X X X X X X

analyse the needs and expectations of different hospitality consumers and develop appropriate responses.


analyse the quality of the service encounter and its impact on the hospitality consumer and the service provider.

X X X X X X X X X

44


An honours graduate in hospitality will be able to identify and respond appropriately to the diversity that prevails within the hospitality industry in relation to stakeholders such as:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1

2

3 4

5

6

7

8 9 10

11

12 13 14

hospitality consumers. X X X X X X X X X X X X X

hospitality employees. X X X X X X X X X X X X X X

hospitality organisations. X X X X X X X X X X X X X X

government and external agencies. X X X X X X X X X X X X X X

An honours graduate in hospitality will be able to evaluate and apply, within the hospitality context, appropriate theories and concepts from the generic management areas of:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1

2

3 4

5

6

7

8 9 10

11

12 13 14

operations management. X X X X X X X X X X X

finance and management accounting. X X X X X X

human resources and organisational behaviour. X X X X X X X X X X

services marketing. X X X X X X X X

information systems and technology. X X X X X X X X X X X X

strategic management. X X X X X

45


An honours graduate in hospitality will be able to analyse and evaluate the defining characteristics of hospitality as a phenomenon, including being able to:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1

2

3 4

5

6

7

8 9 10

11

12 13 14

critically reflect upon the origin, meanings and development of hospitality. X X X X X X X X X X

analyse and reflect on the different cultural concepts of hospitality. X X X X X X X X

demonstrate a critical awareness of the boundaries of hospitality. X X X X X X X X X

An honours graduate in hospitality will be able to analyse and evaluate the business environment and its impact on the hospitality industry, including being able to:

LEVEL 4

LEVEL 5 PLACEMENT

LEVEL 6

1

2

3 4

5

6

7

8 9 10

11

12 13 14

display an insight into the structure of the hospitality industry and the contribution that it makes to the global economy.


analyse and reflect upon the environmental influences which impact on hospitality organisations. X X X X X X X X X X X X X

evaluate the factors which influence the development of organisations operating within the hospitality industry. X X X X X X X X X X X X X X

review and analyse the political, technological, social and economic factors which affect the supply of and demand for hospitality.


46

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ GENERIC LEARNING STANDARDS: MANDATORY FIELD: LEVEL 5

Graduates of hospitality programmes will have developed a range of skills and aptitudes, including their being able to:

HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19research and assess paradigms, theories, principles, concepts, factual information, and apply such skills to them in explaining and solving problems.

X X X X X X X X X X X X X X X

critically assess and evaluate evidence in the context of research methodologies and data sources. Xcritically interpret data of different kinds and appraise the strengths and weaknesses of approaches adopted X X X X X X X X X X X X X X




apply knowledge to the solution of familiar and unfamiliar problems. X X X X X X X X X X X X X X XDevelop a sustained reasoned argument, perhaps challenging previously held assumptions. X

XX X X X X X

demonstrate effective communication and presentation skills. X X X X X X X X X X X X X X Xwork effectively independently and with others. X X X X X X X X X X X X X X Xtake and demonstrate responsibility for their own learning and continuing personal and professional development.


to self-appraise and reflect on practice. X X X X X X X X X X X X X X X

47



X X X X X




X X X X

MANAGEMENT PROGRAMMES STANDARDS: MANDATORY FIELD: LEVEL 5


HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19demonstrate vocationally relevant managerial skills and knowledge by exposure to professional practice.


evaluate and apply vocationally relevant concepts associated with the operational and strategic management of financial, human and physical resources and/or understand and apply concepts associated with the allocation of resources in the community.


48


HOSPITALITY PROGRAMMES STANDARDS: MANDATORY FIELD: LEVEL 5


HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19

operate and manage human and technical resources X X X Xapply theory to the solution of complex problems within the core areas of hospitality.


analyse and evaluate food, beverage and/or accommodation service systems, their implementation and operation.

X X X X X X X X X


HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19







49



HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19

hospitality consumers. X X X X X X X X X X X X X X X

hospitality employees. X X X X X X X X X X X X X X X

hospitality organisations. X X X X X X X X X X X X X X X

government and external agencies. X X X X X X X X X X X X X X X

An honours graduate in hospitality be will able to evaluate and apply, within the hospitality context, appropriate theories and concepts from the generic management areas of:

HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19

operations management. X X X X X X X X X X X

finance and management accounting. X X X X

human resources and organisational behaviour. X X X X X X X X X X X

services marketing. X X X X X X

information systems and technology. X X X X X X X X X X

strategic management. X X X X X X

50



HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19

critically reflect upon the origin, meanings and development of hospitality. X X X X X

analyse and reflect on the different cultural concepts of hospitality. X X X X X X X X X X

demonstrate a critical awareness of the boundaries of hospitality. X X X X X X X


HM

HBM

HMCA

HEM

IHM

HLRM

HMT

15 16 17 18 19 20 21 22 23 24 18 25 26 27 19



analyse and reflect upon the environmental influences which impact on hospitality organisations.


evaluate the factors which influence the development of organisations operating within the hospitality industry.




51


GENERIC LEARNING STANDARDS: MANDATORY FIELD: LEVEL 6

Graduates of hospitality programmes will have developed a range of skills and aptitudes, including their being able to:

HM

HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40research and assess paradigms, theories, principles, concepts, factual information, and apply such skills to them in explaining and solving problems.


critically assess and evaluate evidence in the context of research methodologies and data sources.


critically interpret data of different kinds and appraise the strengths and weaknesses of approaches adopted.





apply knowledge to the solution of familiar and unfamiliar problems.


develop a sustained reasoned argument, perhaps challenging previously held assumptions.


demonstrate effective communication and presentation skills.


work effectively independently and with others. X X X X X X X X X X X X X Xtake and demonstrate responsibility for their own learning and continuing personal and professional development.


to self-appraise and reflect on practice. X X X X X X X X X X X X X X

52



X X




X

MANAGEMENT PROGRAMMES STANDARDS: MANDATORY FIELD: LEVEL 6


HM

HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40demonstrate vocationally relevant managerial skills and knowledge by exposure to professional practice.


evaluate and apply vocationally relevant concepts associated with the operational and strategic management of financial, human and physical resources and/or understand and apply concepts associated with the allocation of resources in the community.


53

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ HOSPITALITY PROGRAMMES STANDARDS: MANDATORY FIELD: LEVEL 6


HM

HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40

operate and manage human and technical resources X X Xapply theory to the solution of complex problems within the core areas of hospitality.


analyse and evaluate food, beverage and/or accommodation service systems, their implementation and operation.

X X X X X X X


HM HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40


X X X X X X X




X X X X X X X X

54



HM

HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40

hospitality consumers. X X X X X X X X X X X X X X

hospitality employees. X X X X X X X X X X X X X X

hospitality organisations. X X X X X X X X X X X X X X

government and external agencies. X X X X X X X X X X X X X X

An honours graduate in hospitality be will able to evaluate and apply, within the hospitality context, appropriate theories and concepts from the generic management areas of:

HM HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40

operations management. X X X X X X X X

finance and management accounting. X X X

human resources and organisational behaviour. X X X X

services marketing. X X X X X

information systems and technology. X X X X X

strategic management. X X X X X X X X X X X X X X

55



HM HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40

critically reflect upon the origin, meanings and development of hospitality.

X X X X X X

analyse and reflect on the different cultural concepts of hospitality.

X X X X X X X X X

demonstrate a critical awareness of the boundaries of hospitality.

X X X X X X


HM

HBM

HMCA

HEM

IHM

HLRM

HMT

28 29 28 30 31 32 33 34 35 36 37 38 39 40



analyse and reflect upon the environmental influences which impact on hospitality organisations.


evaluate the factors which influence the development of organisations operating within the hospitality industry.




56

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ 2.3: Assessment Criteria for Marking Schemes

2.3.1: Generic Criteria


knowledge of the underlying concepts and principles associated with their area(s) of study, and an ability to interpret these within the context of that area of study.

an ability to present and interpret qualitative and quantitative data, to develop lines of argument and make sound judgements in accordance with basic theories and concepts of their subject(s) of study.

an ability to communicate the results of their study/work accurately and reliably, and with structured and coherent arguments.

the qualities and transferable skills necessary for employment requiring the exercise of personal responsibility.


an ability to evaluate the established principles of their area(s) of study, and the way in which those principles have developed.

the ability to apply underlying concepts and principles outside the context in which they were first studied, including, where appropriate, the application of those principles in an employment context.

knowledge of the main methods of enquiry in their subject(s), and an ability to evaluate the appropriateness of different approaches to solving problems in the field of study.

an understanding of the limits of their knowledge, and how this influences interpretations based on that knowledge.

an ability to communicate effectively information, arguments, explanations, in a variety of forms, to specialist and non-specialist audiences, and deploy key techniques of the discipline effectively.


a systematic understanding of key aspects of their field of study, including acquisition of coherent and detailed knowledge of a discipline.

an ability to undertake established techniques of analysis and enquiry within a discipline.

conceptual understanding that enables the student:

o to devise and sustain arguments, and/or to solve problems, using ideas and techniques, some of which are at the forefront of a discipline.

o to describe and comment upon particular aspects of current research, or equivalent advanced scholarship, in the discipline.

o to evaluate critically arguments, assumptions and data.

the ability to manage their own learning, and to make use of scholarly reviews and primary sources (eg, refereed research articles and/or original materials appropriate to the discipline).

the learning ability needed to undertake a career which involves appropriate further training of a professional or equivalent nature.

57

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ Students who are awarded a Pass degree

Students who are awarded a Pass degree are those students who, in the judgement of the Board of Examiners, have failed to demonstrate the outcomes achieved by an Honours graduate. These students however have, by virtue of the University Regulations for Undergraduate Programmes of Study, already demonstrated that they possess those attributes associated with Level 2 studies. In addition, they have completed the whole range of Level 3 studies associated with their award and have demonstrated a sub-set of those associated outcomes.

2.3.2: Programme-Specific Criteria

Generic Criteria;

All summative assessment will be marked in accordance with the University's marking scheme:

Mark Outcome Descriptor< 35 fail Unit learning outcomes not achieved35 to 39 marginal fail Most unit learning outcomes achieved at

threshold level40 to 49 pass All unit learning outcomes achieved at a

threshold level50 to 59 pass All unit learning outcomes achieved at

a good level60 to 69 pass All unit learning outcomes achieved at

a very good level> 70% pass All unit learning outcomes achieved at

an excellent/outstanding level

In utilising this marking scheme examiners will be assured that candidates successfully completing all levels of a programme (and therefore eligible for the award of an Honours Degree) will have met the requirements of the following generic criteria.

Level 4

70% or more

Excellent knowledge and understanding of relevant issues and theories, which shows a capacity to understand and explain interrelationships between concepts and apply them to practice.

Evidence of knowledge gained from a range of literature and other sources. Accurate referencing used to support arguments. Written and oral communication which is clear and coherent. Accomplished use, reporting and evaluation of a range of basic research methods

and data analyses.

60-69%:

Substantial knowledge of relevant issues and theories, which is evidenced in the ability to relate these to practical application in a balanced way.

Accurate referencing of appropriate literature, which generally substantiates arguments.

Written and oral communication is clear and coherent.

58


Proficient use, reporting and evaluation of a range of basic research methods and data analyses.

50-59%:

Generally appropriate knowledge, with ability to discuss and compare concepts and their relationship to practice.

Evidence of referencing to support argument. Written and oral communication shows evidence of logical structure and competent

expression. Competent use, reporting and evaluation of a range of basic research methods and

data analyses.

40-49%:

Accurate recall of facts with some minor confusions. Limited ability to relate knowledge to practice or draw on breadth of relevant theories. Limited referencing and argument. Written and oral communication lack structure and clarity. Ability to use and report on a range of basic research methods and data analyses.

<39%

Limited recall of facts which may contain some confusions. Poor ability to relate knowledge to the topic. Poor referencing and argument. Written and oral communication lacks structure and clarity. Poor ability to use and report on a range of basic research methods and data

analyses.

Level 5

70% or more:

Excellent integration of knowledge and understanding with respect to relevant issues and theories, which shows a capacity to apply concepts in imaginative ways and to apply them in practice.

Evidence of knowledge gained from a wide range of appropriate literature and other sources.

Accurate referencing used to support arguments. Written and oral communication is clear and coherent and synthesises knowledge in

a balanced way. Comprehensive ability to frame and operationalise research questions and to use,

report and evaluate a range of research methods and data analyses.

60-69%:

Substantial knowledge of relevant issues and theories, which is evidenced in the ability to accurately explain their interrelationships and to relate these to practical application in a balanced way.

Competent choice and critical use of appropriate material to address the topic from a broad range of literature, which is accurately referenced.

Written and oral communication is clear and coherent. Proficient ability to frame and operationalise research questions and to use, report

and evaluate a range of research methods and data analyses.

59


50-59%:

Generally appropriate knowledge, with ability to discuss and compare concepts and their relationship to practice.

Appropriate choice and some critical use of material to address the topic from a range of literature, which is generally well referenced.

Written and oral communication shows evidence of logical structure and competent expression.

Competent ability to frame and operationalise research questions and to use, report and evaluate a range of research methods and data analyses.

40-49%:

Largely descriptive discussion of theories with limited ability to critically apply these to the topic.

Inadequate referencing and development of argument. Written and oral communication lacks cohesive structure and clarity. Adequate ability to frame and operationalise research questions and to use, report

and evaluate a range of research methods and data analyses.

<39%:

Limited and descriptive discussion of theories. Little critical analyses of the topic, with limited reference to the literature. Poor integration of knowledge gained from different sources. Written and oral lacks structure and clarity. Limited ability to frame and operationalise research questions and to use, report and

evaluate a range of research methods and data analyses.

Level 6

First class:

Excellent integrated and coherent research – based theoretical knowledge, applied with authority to support critical analysis of the topic, synthesis to produce specific solutions and skilful consideration of application to practice.

Accurate referencing of a wide range of literature, including recent literature, used to select and support arguments.

Written and oral communication is clear and coherent and both synthesises and contextualises knowledge.

Accomplished in the initiation, design, conduction, reporting and evaluation of empirical research under appropriate supervision.

Upper second class:

Detailed and coherent research-based theoretical knowledge, applied with balanced critical analysis of the topic, synthesis to propose specific solutions and consideration of application to practice.

Accurate referencing of a wide range of literature used to select and support arguments

Written and oral communication is clear and coherent and largely synthesises and contextualises knowledge.

Proficient in the initiation design, conduction, reporting and evaluation of empirical research under appropriate supervision.

60


Lower second class:

Generally detailed and coherent research-based theoretical knowledge, applied with critical analysis of the topic, synthesis to suggest approaches to specific solutions and consideration of application to practice.

Accurate referencing of a range of literature used to support arguments. Written and oral communication is generally clear and logically structured, and

attempts to synthesise and contextualise knowledge. Competent in the initiation, design, conduction, reporting and evaluation of empirical

research under appropriate supervision.

Third class:

Largely explanatory treatment of research-based theoretical knowledge, with some critical analysis of the topic, some evidence of synthesis to produce specific solutions and consideration of application to practice.

Limited use of relevant literature to support arguments. Written and oral communication is generally clear and shows some structure, but

attempts to synthesise and contextualise knowledge are limited. Can initiate, design, conduct, report and evaluate empirical research under

appropriate supervision.

Fail:

Largely descriptive account of research-based theoretical knowledge, with limited critical analysis of the topic or synthesis and consideration of application to practice.

Written and oral communication lacks clarity and / or logical structure, with little attempt to synthesise and contextualise knowledge.

Selection of material may be inappropriate. Limited use of relevant literature. Poor ability to initiate, design, conduct, report and evaluate empirical research

despite appropriate supervision.

2.4: Arrangements for anonymous marking of summative assessments

For most summative coursework assessment the programme will adopt the Faculty procedure on anonymous marking. Students submit coursework to the Faculty Office with a completed submission form identifying themselves solely by student number. The appropriate academic will mark the submitted assignments, they will be internally moderated and only identified to the student prior to the marks being input into the marks database.

Similarly, examination scripts are only identified by student number until the marking process is complete following the University-wide arrangements for the anonymous marking of examinations.

The only exceptions to these arrangements are (1) final year dissertations where a student has worked closely with a supervisor and anonymity is not possible and (2) presentations where it is apparent to the assessor who the student is.

2.5: Arrangements for the quality management of placement learning

All Hospitality Sandwich programmes will incorporate placement learning (see Appendix 3). This will take place in year 3 of their study. The management, organisation and

61

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ implementation of the placement experience will be made in accordance with the University's institutional code of practice on placement learning. This will be detailed in the placement unit handbook, which clearly indicates the roles of the university, the student and the employer.

2.5.1: Management of the process

Within the Department of Food and Tourism Management designated Placement Officers/Academics will be responsible for the delivery of academic units which will support the students’ development and ability to choose the appropriate placement. This will be specifically embodied within the Career Development unit at level 5. During the placement year, students will be allocated a Visiting Placement Tutor who will visit them at least once and will oversee the placement experience for the student.

The Placement Officer/Academic will be responsible for overseeing the whole process of placement and duties will include:

Providing advice to students with regard to securing placements and liaising with appropriate placement providers.

supporting students through the preparation for placement period (e.g., understanding the academic requirements of the placement period; assisting with CV preparation and interview techniques etc).

providing a programme of opportunities for placement employers to come and present to students and in some cases to recruit on site.

ensuring both student and placement provider understand and have agreed to conform to Health and Safety requirements.

monitoring the quality of the placement process and reporting to the Programmes Committee.

During the placement period the student is under the direct supervision of the industry mentor. In addition, a named member of academic staff is allocated to each student as ‘visiting tutor’ in order to provide support and guidance. They will usually visit the student on at least one occasion, assess the student’s progress and monitor their welfare. The Visiting Tutor will:

Undertake at least one placement visit and will question if Health and Safety requirements have been met by the placement employer.

Give guidance and advice on the assessment requirements of the placement year;Mark the assessments and provide feedback to the students.Be the first point of contact for students who may be experiencing difficulties whilst on

placement.

2.5.2: Learning Outcomes:

Placement Learning is not an academic unit in itself and in accordance with MMU regulations the Practice credits (P) awarded to the Placement means that assessments are marked on a pass/fail basis. Learning outcomes will be summatively assessed. At the end of the placement the student will:

have developed an awareness of the social, economic and managerial factors which exist within the working environment.

have developed individual competencies and vocationally relevant skills through practical experience within the appropriate organisation.

have demonstrated that they are able to contribute to a specific area of the organisation.

62


be able to place the theoretical understanding of their previous studies into the practical application of the working environment.

recognise the importance of personal development and have further developed their employability/transferable skills.

2.5.3: Nature of the placement:

There is a Department requirement for the student to attend a placement for 48 weeks full time (37.5 hrs min) in an approved placement location. This is the minimum requirement for a sandwich degree but also fulfils contractual arrangements as agreed between the employer, the Department and the student prior to the start of the placement. During the academic year preceding their placement opportunities will be presented for students to meet prospective placement employers when they visit the Department to give talks and in some cases to recruit directly.

Students will also be required to complete and submit a Personal Development portfolio and an organisation report. During the placement it is also a requirement that students achieve a satisfactory overall review of performance and development. This appraisal will take place during the tutor visit and at the end of the placement period. It will include the student and the company supervisor / manager.

Any student who is dismissed from their placement post will be considered through a separate disciplinary procedure.

2.5.4: Securing the placement:

Through the designated Placement Officer/Academic, every assistance will be given to ensure students have the opportunity to secure a suitable placement experience. However it is ultimately the responsibility of the student alone to prepare an appropriate CV and to secure the place at interview. The preparation for placement will begin during the second year of study and mandatory Health and Safety briefings will be held before the end of that academic year.

Due regard will be given to factors that might affect an individual student's ability to undertake the placement. These may include:

special educational needs. Disability.family commitments. religious commitments.

The Disability Discrimination Act (2005) protects disabled students from discrimination in the field of employment. As part of this protection, employers have to make “reasonable adjustments”. The learning support unit at the university will provide help and advice, in conjunction with the Placement Unit. These two parties can discuss and advise with regards to specific students prior to placement commencement. They can also advise if students are not happy with arrangements once placements have commenced.

2.5.4: Monitoring the quality of industrial placement experience: The standard of the placement is continuously monitored. The systems utilised are many and varied. Performance indicators of experiential learning include:

Codes of practice: (i) University (ii) Employer (iii) Students Visiting tutor reports:

63


o Reflective Learning diary/ Critical incident pro-formaso Review Learning Contractso Review of Student/Placement provision with industry mentoro Review of Placement/project with studento Review Health & Safety provisiono Comments/action for future placements

Assessment of student assignments from placement

The student will submit two coursework assessments to meet the unit’s learning outcomes. It is from these documents that the visiting tutor and the placement co-ordinator will gain a clearer picture and a deeper understanding as to the qualitative nature of the position for purposes of developing the required transferable skills.

Employer Reports

The employer is required to give a report on the experiential learning opportunities that the student was exposed to during their placement year. This serves to feedback the qualitative nature of transferable skills being acquired and the appropriateness of the Industrial placement for future use.

Contact made by student and/or employer

Responses to areas of concern will be actioned quickly and an investigation can be started immediately from within the placement office. This may take the form of telephone calls, one-to-one discussions, or personal visits made by the visiting tutor or the placement co-ordinator.

Post-placement de-briefing session

On return from placement the students attend a qualitative de-briefing session organised by the group tutor. The student will be required to give a 10-minute presentation on their “Experiences whilst on placement”. This session is designed to achieve two objectives (i) Give the student a platform for discussion about his/her experiential learning (ii) Facilitate the evaluation of the placement experience for present and for future purposes.

2.5.6: Student responsibilities:

Students must be aware of their responsibilities whilst on their placement:

as representatives of the University for maintaining goodwill within the host organisation, fulfilling contracted obligations and demonstrating commitment and appropriate attitude and behaviour.

towards the placement provider and its customers/clients/employees . for recording their progress and achievements. for alerting the placement provider and the University to problems with the placement

that might prevent the progress or satisfactory completion of the placement, including any health and safety or ethical matters.

for undertaking any assessments during the placement which may be required in fulfilment of the programme regulations.

Students unable to complete their period of placement and associated assessments will be referred to the next appropriate Examination Board.

2.6: Academic partnership activity

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Not applicable to these programmes.

2.7 Professional, statutory and regulatory body links

Not applicable to these programmes.

2.8 Flexible and distributed learning (including e-learning)

All unit leaders will make online support available through Web CT Vista.

3: ASSESSMENT REGULATIONS

3.1: Statement on MMU Regulations for Undergraduate or Postgraduate Programmes of Study

This programme conforms to the regulations laid down in ‘The Manchester Metropolitan University Regulations for Undergraduate and Postgraduate Programmes of Study ‘ document with regard to assessment, reassessment and progression.

3.2: Programme-specific regulations

3.2.1: Student attendance and absence

This programme conforms to the regulations laid down in ‘The Manchester Metropolitan University Regulations for Undergraduate and Postgraduate Programmes of Study’ document with regard to student attendance and absence.

The current ‘Food and Beverage Studies’ and ‘Themed Project Management’ units have compulsory attendance requirements because of the food production and service nature of the student activities and the involvement of the general public in the delivery of these units through restaurant operations. These requirements will continue in the context of the ‘Food and Beverage Management’ unit and the ‘Themed Project Management’ unit (see unit descriptors and unit handbooks).

Non-compliance, unless extenuating circumstances apply, will result in failure of the unit. Students are able to redeem failure during the course of the following academic year during the next round of restaurant operations.

3.2.2: Approved variation or exemption from MMU Regulations

The programme does not seek any variation from MMU regulations.

4: PROGRAMME MANAGEMENT AND STUDENT SUPPORT

4.1: Programme Committee

4.1.1: Membership

The Programme Committee will consist of the following members:

Programme Leader (Chair) Head of Department of Food and Tourism Management (ex officio) Dean of Faculty (ex officio) Staff with particular programme responsibility:

65


Unit Leaders (as identified within the unit descriptors in the appendix)Group TutorsPlacement Officer

Members of full-time and part-time staff teaching on the Programme Student representatives elected from each level of the full-time route (at least one

from each tutor group) Additional membership categories: representative of the University Library; Faculty

Student Support Officer; representative of Information and Communication Technology Services.

4.1.2: Responsibilities

The Committee will meet once a term, or more frequently if necessary. It will be responsible for:

i the maintenance and enhancement of the academic standards of the Programme.ii the monitoring and evaluation of the Programme and in particular evaluating its

operation, its delivery and standard, its teaching methods, its curriculum aims and students' needs.

iii ensuring the Programme operates in accordance with the approved Programme scheme.

iv agreeing recommendations for changes to the Programme (content and structure) and on any matter affecting the operation of the Programme.

v considering and implementing at Programme level such policies as may be determined by the Academic and Faculty Board in relation to:

Programmes, teaching and learning, the content of the curriculum the assessment and examination of students (in conjunction with Board of

Examiners) criteria for the admission of students research, scholarship and Programme-related staff development the appointment of internal and external examiners the retention, support and progression of students.

vi advising the Academic Board on such matters as v above.vii ensuring the academic development of the Programme.viii advising the relevant Head of Department/Dean through the Programme Leader on

the resources needed to support the Programme.ix contributing to the formulation of institutional academic policy and considering such

other matters as may be appropriate to the operation of the Programme or as may be referred to the committee by Faculty or Academic Board.

4.2 Board of Examiners

4.2.1 Membership

The Board of Examiners shall comprise:

Head of Department of Food and Tourism Management Dean of Faculty (ex-officio) Programme Leaders Internal Examiners (defined as those staff, both full and part-time associated with

assessment which are the responsibility of the Board) The External Examiners appointed for the programme

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Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ 4.2.2 Responsibilities

i The Board of Examiners shall be responsible to the Academic Board for all the programme assessments that contribute to the granting of academic awards and for recommending the granting of awards to candidates who the Board is satisfied have fulfilled the objectives of the programme of study, demonstrated fulfilment of the associated learning outcomes and achieved the required standard.

ii In exercising its responsibilities, the Board of Examiners has the discretion, subject to the provision of the regulations of the University, to reach such a decision in respect of candidate’s assessment(s) and award as it may deem appropriate having regard for the need to ensure that justice is done to individual students and that the standards of the University’s awards are maintained.

4.2.3 Functions

The Board’s functions shall include:i recommending the conferment of an award upon a student who, in the judgement of

the board, has fulfilled the objectives of the approved programmes of studies, demonstrated fulfilment of the associated learning outcomes and achieved the standard required for the award.

ii determining the award, including the level of Honours where applicable, to be recommended under (i) above.

iii applying the University’s examination and assessment regulations to the programme.iv considering, moderating and approving examination papers, and marking schemes, if

any, for all assessed examinations relating to the programme.v consider and approving and assignments or projects which form part of the scheme

of assessment.vi assessing written or oral examinations.vii assessing any project or coursework which forms part of the scheme of assessment.vii receiving and considering any communication relevant to its functions.ix reporting matters of policy and significance to the Academic board.x such other functions as the Academic board shall determine.

4.2.4 Sub-Committees

The Board of Examiners may appoint sub-committees to deal with special aspects of its work other than the final assessment of candidates and may delegate to sub-committees such duties as preparing draft examination papers and assignments, marking scripts, considering and approving the titles and outlines of projects and theses, assessing course work and preparing evidence for presentation to the Board of Examiners, subject to the overriding authority of Board of Examiners and the rights and responsibilities of individual examiners.

4.2.5 Subsidiary Examination Committees

The Board may appoint subsidiary examination committees which must include at least one approved external examiner in their membership. Such subsidiary examinations committees may not make decision on behalf of the Board of Examiners but shall make such recommendations as they may consider appropriate to the main Board of Examiners.

4.2.6 Duties of Board Members

i The duties of the Chair of the Board of Examiners shall include convening meetings, corresponding and communicating with External examiners between meetings and accepting responsibility for the correct recording of decisions and recommendations of the Board.

67

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ ii The duties of the Internal Examiners shall include preparation of draft examination

papers, assessment schemes, marking scripts, assessing projects and theses, drawing up and presenting to the Board of Examiners such reports as may be required and attending meetings of the Board.

iii The role, authority, duties and rights of External Examiners shall be defined in the regulations on external examiners made by the Academic Board.

4.2.7 Treatment of Extenuating Circumstances

It is the responsibility of the Board to ensure that student extenuating/mitigating circumstances are addressed according to University regulations. In accordance with University regulations within the Hollings Faculty there will be a Faculty Board dealing with Extenuating Circumstances allowing for an equitable and fair cross-faculty approach to the process. This will take place prior to the Exam Boards and will consider individual cases and make recommendations to the Board. Only in exceptional cases will details be revealed to the full Board and only with the student’s written permission.

4.3 Programme Leader(s)

The appointment and duration of office of a Programme Leader shall be determined by the Head of Department in consultation with the appropriate Dean of Faculty. Programme Committee recommendations shall be addressed through the Programme Leaders to the Head of Department who in turn shall report to the relevant Dean of Faculty.

The Programme Leader is responsible for the day to day management of the programme including (with the assistance of a designated admissions tutor from within the programme team if desired) admissions decisions. The programme leader will also be responsible for producing the annual monitoring exercise with assistance from the programme team and reference to the Head of Department.

The Programme Leaders are:

Hospitality Management: R. Smith Hospitality Business Management: To be appointed. Hospitality Management with Culinary Arts: L. Hill Hospitality with Event Management: C: Feeney International Hospitality Management: C: Branston Hospitality and Licensed Retail Management: J. Hobson Hospitality Management with Tourism: C. Mitchell

4.4 Other Staff Responsibilities

All academic staff who teach on the hospitality programmes are members of the programme team and may be allocated specific responsibilities relating to the organisation of the programme. These might include, group or year tutorships, admissions, presentations at open days etc.

4.5 Student Support Strategy

Group Tutors (level 4 and 5) are the students’ first point of call and have a duty to ensure students are given all the relevant information about their teaching programme.

In level 6 dissertation supervisors are the students’ first point of call for assistance relating to personal issues or difficulties with their programme

68


Programme handbooks and unit handbooks give students relevant information on learning, teaching and assessment.

Induction programmes ensure that students are given information and advice on using the Library facilities. IT facilities and Support Services.

Student group representatives are elected to the Programme Committee and are able to voice any general concerns regarding learning and teaching.

Unit tutors are available with specific advice regarding their part of the syllabus. Group tutors are available on an appointment basis and students are ensured

confidentiality when requested. Tutors will guide the student to the most appropriate help. Students are introduced to Student Services and are encouraged to seek the most

appropriate help. Within the Faculty, the Faculty Student Support Officer provides an invaluable service

ranging from one to one tutorials to regular workshops (such as time management, stress management, examination revision).

4.6 Student Evaluation

Student feedback is essential to programme development and student comments are used to enhance both the successful management of the programme and the teaching/ learning strategies.

Student observations are considered through the tutorial systems and through the student voice on Programme Committees. An annual questionnaire survey takes place towards the end of term 2 which assesses the students’ opinions of respective units undertaken. Students are also strongly encouraged to take part in the National Student Survey. These sources of information feed into the programmes Quality Action Plan.

4.7 Engagement with Employers

In undertaking the delivery of a vocational programme it is very important to develop and maintain links with employers. The placement officer’s continually aim to develop employer links, by consulting and visiting potential employers and by inviting placement employers to give presentations to students. Within the review period local employers have been invited in for consultation on programmes content. Relationships with employers have also led to short term employment and consultancy opportunities for students. Employers are invited regularly to provide guest lectures linked to specific subject areas in units and they also visit to deliver careers talks and offer graduate employment opportunities to students.

Some of the major employers with whom we have forged links include:

Accor group, Jury’s Doyle Hotels, Radisson Edwardian Hotels, Premiere inn Hotels, Intercontinental Hotels, Shire Hotels, Marriott Hotels, Principal Hotels, Radisson Group, Debenhams (Restaurant management), McDonalds Hotels The Starwood Group Kessler Collection Yummy Jobs (Disney)

69


Hilton USA Sinnott Brooks (Ireland) TUI (Europe) Wedgwood USA Universal USA

There are also a large number of smaller employers and hotel groups with which the department has relations.

70

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ PART THREE – CURRICULUM CONTENT

Unit Specification Templates

71


1 UNIT TITLE BUSINESS ACCOUNTING2 BRIEF SUMMARY This unit introduces financial techniques to enable students to

plan effectively, organise, control and report on a business entity.

3 UNIT CODE NUMBER 33BA10014 HOME PROGRAMME BA (Hons) Event Management – Full Time and Sandwich

All BA / Bsc Hospitality Management programmes

Foundation Degree Hospitality Management

Foundation Degree Event Management

5 HOME DEPARTMENT Food and Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) Neil Symon

8 CREDIT VALUE 20 CREDITS AT LEVEL:

4

9 TOTAL AMOUNT OF STUDENT LEARNING (NOTIONAL HOURS OF LEARNING)

200

10 UNIT STATUS Mandatory Core

11 PRE-REQUISITES None

12 CO-REQUISITES None

13 UNIT LEARNING OUTCOMES

On successful completion of this unit students will be able to:1) Understand and interpret a set of final accounts using

appropriate ratios.2) Use financial Forecasting techniques.3) Organise data for input into a spreadsheet and

complete computerised accounting.

14 CURRICULUM OUTLINE

An introduction to business accounting Pricing techniques Costing: marginal and absorption Cash flow forecasts Basic book-keeping Final accounts: trading, profit and loss accounts Departmental accounts Balance sheets Adjustments to final accounts Performance indicators: Ratios Cash accounting Spreadsheet models

15 LEARNING & TEACHING ACTIVITIES

Class Contact:Lectures 19 x 1 hourTutorials 19 x 1 hourComputer workshops 5 x 2 hourThe unit leader will also make available online support via the Web CT Vista portal

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16 ASSESSMENT STRATEGIES

Ass Number Outcomes Weighting Ass Type1 1,2,3 40 Course work

1500 words2 1,2 60 Exam

Students to complete a course work in groups of 3s and 4s mainly on spread sheet. A two hour exam covering cash flows, cash accounts, ratios, and final accounts. This carries 60% of the overall grade for this unit.

17 ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT

Detailed assessment criteria for this unit will be related to learning outcomes and will be included within the unit handbook. These criteria will be derived from the Programme Specific Criteria contained in Section 2.3.2 of the Definitive Document.

18 INDICATIVE STUDENT LEARNING RESOURCES

Key Texts:Fardon, M. and Cox, D. (2000) Accounting: An Introduction to the Principles of Accounting, 2nd edition, Bath: Osborne Books Ltd.Other BooksAtrill, P, McClaney, E (2001), Accounting and Finance for Non-Specialists, 3rd ed., Harlow: Financial Times Prentice Hall

Atrill, P, McClaney, E (2002), Finance Accounting for Non-Specialists, 3rd ed., Harlow: Financial Times Prentice Hall

Atrill, P, McClaney, E (2002), Management Accounting for Non-Specialists, 3rd ed, Financial Times Prentice Hall

Drummond, D (1998), Purchasing and Costing for the Hospitality Industry, London: Hodder and Stoughton Educational

Wood, F. (2002), Frank Wood's Business Accounting. - 1. - 9th ed., Harlow: Financial Times Prentice Hall

Wood, F. (2002), Frank Wood's Business Accounting. - 2. - 9th ed., Harlow: Financial Times Prentice Hall,

Journals and Periodicals:These will be recommended by the unit tutor during the academic year.

Web sites and electronic resources:These will be recommended by the unit tutor during the academic year.

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1 UNIT TITLE FACILITIES MANAGEMENT AND ACCOMMODATION OPERATIONS

2 BRIEF SUMMARY This unit will focus on a study of the systems and procedures for operating and controlling accommodation activities in a variety of hospitality outlets. It will also enable students to study the design and building process related to Hospitality buildings and the factors that affect the design and management of such facilities.

3 UNIT CODE NUMBER 33FM10034 HOME PROGRAMME All BA/BSc (Hons) Hospitality Programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) S. Anderson


4


200





On successful completion of this unit students will be able to:

1. Understand the, systems and procedures for operating and controlling accommodation activities in a variety of hospitality outlets.

2. Understand the design, building and maintenance processes as they apply to hospitality accommodation and facilities:

3. Understand and assess the factors affecting the design and management of hospitality accommodation and facilities: including the need for creative solutions to problems.


The guest cycle. Organisation and structures. Social skills and customer care. Rights and responsibilities of the guest and

accommodation provider. Reservation and registration systems. Guest room management. Guest room sales, yield and demand forecasting. Point of sales systems. The architectural product cycle. Formulating a design brief. Factors affecting accommodation layout and design. The building fabric Utility distribution and environmental services.

74


Safety and security systems. Lighting, heating, ventilations and air conditioning

systems Energy Management. Accommodation and facilities maintenance

procedures.

75



Class Contact:Lectures: 24 weeks x 1 hourTutorials: 24 weeks x 1 hour

Teaching will be through keynote lectures supported by tutorials and workshop activities. The practical activities will focus on accommodation management systems and studio design work.

The unit leader will also make available online support via Web CT vista.


Ass Number Outcomes Weighting Ass Type1 3 50% Coursework:

2000 word/design project equivalent.

2 1&2 50% Exam (2hrs) The coursework will be group based and involve a design activity with associated evaluation.




Key Texts: Abbott, P and Lewry, S (1999), ‘Front Office ‘,(2nd Edition)’, Oxford, UK Butterworth.

Burberry, P (1997), ‘Environment and services’, Harlow – Longman.

Fellows, R and J, (1998) ‘Buildings for Hospitality’, Pitman.Dix, C & Baird, C (1998), ‘Front Office Operations’, Essex, UK Addison Wesley Longman.

Ransley, J, a – 2nd ed (2004) ‘Developing hospitality properties and facilities’, Oxford, Elsevier Butterworth - Heinemann.

Journals and Periodicals: Caterer and Hotel KeeperHuman Resource Management JournalPeople ManagementFacilities design

Web Sites and Electronic Resources:Developing Hospitalities and Facilities – Google Books Result, by Josef Ransley, Hadyn Ingram - 2004

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1 UNIT TITLE FOOD AND BEVERAGE MANAGEMENT2 BRIEF SUMMARY This unit will develop the students understanding of the

basic principles in the preparation, presentation and service of food and beverage products within appropriate Health and Safety and Hygiene regulations and procedures.

3 UNIT CODE NUMBER 33FB10024 HOME PROGRAMME All BA/BSc Hospitality Programmes

5 HOME DEPARTMENT Department of Food and Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) Frank McDowall


4


400






1. Appreciate the development and application of, the basic principles involved, in the preparation and presentation of food and beverage products, within appropriate ‘Health and Safety’ and ‘Hygiene’ regulations and procedures

2. Understand the importance of and demonstration of, acceptable levels of service and social skills

3. Evaluate the concept of quality within the production and service environment

4. Appreciate the application of food and beverage control principles involved in a variety of ‘hospitality’ and ‘events’ operations.


Management and application of a number of processes of the food production environment including: thickening, deep and shallow poaching, deep and shallow frying, steaming, boiling, baking, dry and moist methods of meat cookery, grilling, and aerated products

Food and Beverage Service techniques The Food Theory programme that underpins the

practical applications in the Food Production environment

The Legislation that applies to Food and Beverage operations

Food Hygiene Management Project Planning

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Class Contact:Term 1Practical Production Skills - 4 hours per week – 12 sessionsFood Production and Service Theory - 1 hour per week – 12 sessionsFood Service Skills and Alcoholic Beverages– 1 hour per week – 12 sessionsFood Hygiene Management – 2 hours per week – 12 sessions

Term 2Food Production and Service with Customers and Workshop activities – 5 hours – 12 sessionsProject Planning – 1 hour per week – 12 sessions

The teaching and learning strategies will include practical skills training sessions in the specialist training kitchens and restaurants, supported by a structured lecture programme to deliver the under pinning theory and Food Hygiene Management. The practical sessions not only develop the psychomotor, social and intellectual skills of the students but also begin to address the student’s management and academic requirements through the analysis and evaluation of the practical and workshop sessions.



Ass Number Outcomes Weighting Ass Type1 1&2 20% Beverage

Assignment2 1,3 &4 20% Food

Practical Assignment

3 1,2,3 &4 30% Unit Investigation3000 words

4 2 10% Practical Service Skills

5 1 20% Food Hygiene Exam

This unit is assessed using 5 elements of coursework. The ‘Beverage Assignment’ is associated with the production, service and presentation of alcoholic and non-alcoholic beverages.The ‘’Food Practical Assignment’ is associated with food production and control.The ‘Unit Investigation Assignment’ is designed to allow students to demonstrate their understanding and application of the management and practical skills acquired over the course of the programme. This assignment links directly to the ‘Themed Project’ at Level 2.

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The ‘Practical Service Skills Test’ is designed to ensure that all students have the necessary service skills to allow them to perform effectively in the service environment.The Food Hygiene Management exam allow students demonstrate a thorough understanding of the Food Hygiene issues associated with this topic

79





.

Key Texts : Ceserani,V, Kinton,R, Foskett,D, (2004), ‘Practical Cookery’,10th Ed, London, Hodder and Stoughton.

Davis, B, Lockwood, A and Stone, S, (2007), ‘Food and Beverage Management’, 4th Ed, Oxford, Butterworth Heinemann.

Durkan, A and Cousins, J, (2000), ‘The Beverage Book’, London, Hodder and Stoughton

Foskett,D and Ceserani,V, (2007), ‘Ceserani and Kintons, The Theory of Catering’, 11th ed. London, Hodder and Stoughton.

Julyan,B,K, (2003), ‘Sales and Service for the Wine Professional’, 2nd ed, London,Thompson

Knowles,T,(1998), ‘Hospitality Management - An Introduction’, London, Longman.

Lillicrap,D, Cousins,J and Smith, R (2006), ‘Food and Beverage Service’ 7th ed, London, Hodder and Stoughton

Tuor,C, (2002), ‘Wine and Food Handbook’ , 2nd.ed. London, Hodder and Stoughton

Journals and Periodicals:Caterer and HotelkeeperCornell Hotel and Restaurant Administration Quarterly. DecanterHospitalityHotel and Restaurants InternationalIndependent RestaurantsRestaurantKeynote, Mintel and Henley CentreWine Trade Journal

Web Sites and Electronic Resources: Practical Cookery, 11th ed. Dynamic Learning DVD, Hodder EducationTheory of Catering, 11th ed. Dynamic Learning DVD, Hodder Education

19 ANY ADDITIONAL NOTES AND COMMENTS

This unit requires compulsory attendance because all practical and taught sessions are directly related to food production and service for a live customer base. The

80


specific food safety and customer service outcomes can only be achieved with attendance. The attendance requirement applies to all of the practical sessions. Failure on the attendance requirement will mean that a student has to repeat the year and cannot progress to Level 2.

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1 UNIT TITLE HOSPITALITY INDUSTRY IN CONTEXT.2 BRIEF SUMMARY This unit focuses on an overview of the structure of the

hospitality industry, and factors that influence the development of organisations from supply and demand perspectives, and how the various sectors of the hospitality industry interact with each other. Factors influenced by the business environments in which organisations operate in will also be considered .

3 UNIT CODE NUMBER 33HI10014 HOME PROGRAMME All BA/BSc (Hons) Hospitality Programmes.


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Chris Mitchell


4


200






1) Understand the structure of the hospitality industry and the contribution it makes to the economy.

2) Determine the environmental influences which impact upon hospitality organisations.

3) Examine the factors, which influence the development of organisations operating in the hospitality industry.

4) Explore the diverse structures and operating characteristics of the international hospitality industry

5) Understand the boundaries of hospitality


The Accommodation Sector The Food Service Sector The Licensed Retail Sector The Culinary Arts Sector The Tourism Sector The Events Sectors The International Hospitality Industry

15 LEARNING & TEACHING ACTIVITIES.

Class Contact:Lectures: 24 weeks x 1 hourSeminars: 24 weeks x 1 hour

The students will attend a weekly lecture and seminar programme. The core cognitive elements of the unit will be

82


presented in the lecture programme. In the weekly seminar programme students will experience a range of learning situations such as discussion, presentation and case studies: these will complement lectures. Students are also expected to undertake appropriate independent study and reading.


83



Ass Number Outcomes Weighting Ass Type1 1,3&5 40% Coursework

1500 word essay

2 2,3&4 60% 3000 word equivalent coursework

Assignment 1 will relate to a students understanding of the hospitality industry and the ‘boundaries of the industry’.Assignment 2 will focus on the students specific choice of programme and field and the environmental influences, organisational development factors and the diversity of operations related to this field in the context of the hospitality industry as a whole.




Key Texts:Brotherton, B (2000) An Introduction to the UK Hospitality Industry. A comparative Approach. Butterworth- Heinemann

Brotherton , B (2003) The International Hospitality Industry. Butterworth-Heinemann

Jones, P (2002) Introduction to Hospitality Operations. An Indispensable Guide to the Industry. 2nd Edition. Thompson

Lashley, C (2000) Hospitality Retail Management: A Unit Manager’s Guide. Butterworth-Heinemann

Powers, T & Barrows, C. W (2003) Introduction to the Hospitality Industry. 5th ed John Wiley & Son.

Powers, T & Barrows, C.W (2005) Introduction to Management in the Hospitality Industry: Student Workbook. 8th Edition. John Wiley and Sons.Journals and Periodicals Caterer & Hotelkeeper.Cornell Hospitality QuarterlyInternational Journal of Hospitality ManagementInternational Journal of Contemporary Hospitality Management.

Web Sites and Electronic Resources: British Hospitality Association.http://www.bha.org.uk/Institute of Hospitality.http://www.instituteofhospitality.org/People 1st.http://www.people1st.co.uk/The websites of various hotel chains and hospitality

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http://www.people1st.co.uk/

http://www.instituteofhospitality.org/

http://www.bha.org.uk/


companies.


20 DATE OF APPROVAL

21 DATE OF MOST RECENT CONSIDERATION:

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1 UNIT TITLE MARKETING2 BRIEF SUMMARY This unit is an introduction to marketing concepts. Marketing

is presented within the dynamic hospitality sector through the introduction and application of theory to case study material of markets, companies and professional roles.

3 UNIT CODE NUMBER 33MK1001

4 HOME PROGRAMME All BA/BSc (Hons) Hospitality Programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) David Holgate


4


200






1. Understand the theory of services marketing in the context of the interface between customers and companies in the hospitality sector.2. Understand the principles of integrated marketing communications and be able to apply appropriate techniques to communicate effectively and efficiently.3. Identify and explain significant aspects of the business environment of the hospitality sector and assess their impact on companies and their markets.4. Understand the relationship between Marketing and the business planning process in order to assess appropriate performance measures for the marketing function and professional roles in hospitality.


The consumer and business sectors of the hospitality market.

The marketing concept and the characteristics of services marketing.

The extended services marketing mix and customer care.

Market segmentation, targeting & positioning. Introduction to market research techniques and

consumer analysis. Influences on consumer buyer behaviour and models

of analysis. Market, segmentation and competitive analysis.

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The business and marketing environment. The SWOT marketing audit tool in marketing

planning. The marketing communications mix. Communication and consumer behaviour. Communications techniques and their assessment. Integrated marketing communications planning. Business to business marketing in the hospitality

sector. Service development for competitive edge. Pricing and profit targets. Marketing ethics and company social responsibility Appropriate professional competencies for

experiential marketing.

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Class Contact:Lectutres: 18 weeks x 1 hour Seminars/syndicate activities: 18 weeks x 1 hour On-line learning / Action Learning activities: 12hrs



Ass Number Outcomes Weighting Ass Type1 2&4 50% Course work

2000 words2 1,2,3&4 50% Exam (2hrs)

The coursework will be based on a case study.The exam will have a compulsory reflective question on the case study and / or on-line learning / action learning activities.




Key Texts : Bowie, D. & Buttle, F. (2007), Hospitality Marketing: An Introduction, Butterworth-Heinemann, Oxford

Dibb S, Simkin L, (2006) Pride W M, Ferrell O C. “Marketing Concepts and Strategies” Fifth European Edition, Houghton Mifflin

Palmer, A., (2008),4th ed., Principles of Services Marketing, McGraw-Hill: London

Palmer, A. and Hartley, B. (2006) The Business Environment, 5th Edition, McGraw-Hill.

Schmidt, R A and Wright, H ( 1996). Financial Aspects of Marketing, Macmillan

Journals and Periodicals : Journal of Hospitality and Leisure MarketingMintel

Web Sites and Electronic Resources:www.marketingonline.comhttp://www.marketingteacher.com/Hospitality Company websites


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http://www.marketingteacher.com/

http://www.marketingonline.com/


20 DATE OF APPROVAL


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1 UNIT TITLE BUSINESS PLANNING 2 BRIEF SUMMARY Students will learn the process that underpins the

entrepreneurial journey from the identification, evaluation and shaping of a business idea right through to eventual creation and running of an event industry based company.

3 UNIT CODE NUMBER4 HOME PROGRAMME BA (Hons) Event Management - Full time and sandwich

programmes.All BSc & BA Hospitality Management programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Dave Hill

8 CREDIT VALUE 20 20 20


200






1) Identify and evaluate the factors needed to set-up, develop and resource a sustainable business for the events or hospitality industry

2) Develop business planning skills with particular reference to Marketing, Operating and Financial planning.

3) Evaluate and apply the concepts of entrepreneurial financial management

4) Develop and resource a business plan for the events or hospitality industry


Introduction to business planning and the importance of the business plan, sources of advice

Generating business ideas, skill profiles, legalities for forming and naming business

Market Research - competitor analysis, internal and external factors, use of research tools

Marketing Plan Operational Issues – staffing and human resource

implications, physical resources. Costing, Pricing and Breakeven Budgeting and Control Forecasting sales, Cash Budgets, Profit & Loss A/C

and Balance Sheet Taxation, Rates, VAT & Insurance Investment Appraisal / Contingency Plans

15 LEARNING &

90


TEACHING ACTIVITIES Class Contact:Lectures 24 x 1 HourSeminars 24 x 1 Hour

This unit will be delivered through a combination of lectures and seminars. Lectures will introduce key fundamental points whilst seminars will provide the opportunity to discuss and analyse issues and develop material through case study examples and individual group tutorials.

The unit leader will also make available online support via the Web CT Vista

91



Ass Number Outcomes Weighting Ass Type1 3 30 Assignment2 1,2,4 70 Business

Plan


Detailed assessment criteria for this unit will be related to learning outcomes and will be included within the unit handbook.


Atkinson, H; Berry, A; Jarvis, R (1995), Business Accounting for Hospitality and Tourism, Chapman Hall

Atrill P (2003), Financial Management for Non-specialists, Prentice Hall

Atrill, P and McLaney, E (2006) Accounting and Finance for Non-Specialists. Financial Times/ Prentice Hall

Barringer B, Ireland R (2008) Entrepreneurship, Successfully Launching New Ventures, Pearson Prentice Hall

Barrow, C, Burke, G, Molian, D and Brown, R (2005) Enterprise Development, The Challenges of Starting, Growing and Selling Businesses. London: Thomson Learning.

Bridge, S, O’Neill, K, Cromie, S (2003) Understanding Enterprise, Entrepreneurship and Small Business (2nd edn). Basingstoke: Palgrave MacMillan.

Burns, P (2006) Entrepreneurship and Small Business (2nd edn). Basingstoke: Palgrave MacMillan.

Burns, P (2005) Corporate Entrepreneurship - Building an Entrepreneurial Organisation. Basingstoke: Palgrave MacMillan.

Calvin, R J (2002) Entrepreneurial Management. London; New York: McGraw-Hill.

Drummond, D (1998), Purchasing and Costing for the Hospitality Industry. Hodder and Stoughton

Dyson J (2007) Accounting for Non-Accounting Students (7th edn).Financial Times/ Prentice Hall.

Ehrenfeld, T (2002) The Start Up Garden; how growing a business grows you. New York: McGraw-Hill.

Fardon, M and Cox, D. (1998) Accounting: An Introduction to the Principles of Accounting ( 2nd ed). Osborne Books Lmt.

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http://www.amazon.co.uk/Accounting-Non-Accounting-Students-John-Dyson/dp/0273709224/ref=sr_1_2?ie=UTF8&s=books&qid=1202893441&sr=1-2

http://www.amazon.co.uk/Accounting-Finance-Non-Specialists-Peter-Atrill/dp/0273702440/ref=pd_bbs_sr_2?ie=UTF8&s=gateway&qid=1202891988&sr=8-2

http://www.amazon.co.uk/Accounting-Finance-Non-Specialists-Peter-Atrill/dp/0273702440/ref=pd_bbs_sr_2?ie=UTF8&s=gateway&qid=1202891988&sr=8-2


Finch (2006) How to Write a Business Plan Kogan Page Ltd

Harris, P, and Mongiello, M, (2006) Accounting and Financial Management: Developments in the International Hospitality Industry, Butterworth-Heinemann

Morrison, A, Rimmington M and Williams, C (1999) Entrepreneurship in the Hospitality, Tourism and Leisure Industries. Oxford: Butterworth Heinemann.

McLaney, E and Atrill, P (2008) Accounting, An Introduction. (4th ed) FT Prentice HallOwen, G (1994) Accounting for Hospitality Tourism & Leisure. Pitman Publishing

Rae, D (2007) Entrepreneurship from opportunity to action. Palgrave Macmillan

Stutely R (2006) The Definitive Business Plan: The Fast Track to Intelligent Business Planning for Executives and Entrepreneurs: Financial Times/ Prentice Hall.

Williams, S (2003) Small Business Guide (16th edn). Lloyds/TSB Presse Vitesse.

Wood, F and Sangster, A (2005) Business Accounting: v. 1 (10th edn.) Financial Times/ Prentice Hall.

Journals

Enterprise and Society

European Enterprise Journal

Journal of Small Business and Enterprise Development

Entrepreneurship and Regional Development

Entrepreneurship Theory and Practice

International Journal of Entrepreneurship and Innovation

Websites

www.businesslink.gov.uk

www.hmce.gov.uk HM Revenue & Customs

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http://www.hmce.gov.uk/

http://www.businesslink.gov.uk/

http://www.ippublishing.com/general_entrepreneurship.htm%20

http://www.blackwellpublishing.com/journal.asp?ref=1042-2587

http://www.tandf.co.uk/journals/titles/08985626.asp%20

http://miranda.emeraldinsight.com/vl=3927756/cl=133/nw=1/rpsv/academic/index.htm

http://www.european-enterprise.org/%20

http://es.oupjournals.org/

http://www.amazon.co.uk/Definitive-Business-Plan-Intelligent-Entrepreneurs/dp/0273710966/ref=sr_1_2?ie=UTF8&s=books&qid=1202816972&sr=1-2



http://www.amazon.co.uk/Accounting-Financial-Management-Developments-International/dp/075066729X/ref=sr_1_2?ie=UTF8&s=books&qid=1202892844&sr=1-2

http://www.amazon.co.uk/Accounting-Financial-Management-Developments-International/dp/075066729X/ref=sr_1_2?ie=UTF8&s=books&qid=1202892844&sr=1-2


www.cii.co.uk/knowledge/ Chartered Institute of Insurers


20 DATE OF APPROVAL21 DATE OF MOST

RECENT CONSIDERATION:

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http://www.cii.co.uk/knowledge/


1 UNIT TITLE CAREER DEVELOPMENT 2 BRIEF SUMMARY To allow students to reflect critically on the competences

and processes required for enhancing employability and career development within the hospitality industry.

3 UNIT CODE NUMBER4 HOME PROGRAMME BSc Hospitality Management

BA(Hons) International Hospitality Management BA(Hons) Hospitality Management with Culinary ArtsBA(Hons) Hospitality & Licensed Retail Management BA(Hons) Hospitality Management with TourismBA(Hons) Hospitality Business ManagementBA(Hons) Hospitality Management with Events


6 SUBJECT AREA Hospitality Management

7 UNIT LEADER(S) Diane Connelly

8 CREDIT VALUE 20 Credits at level

5


200

10 UNIT STATUS MANDATORY CORE




.

On successful completion of this unit students will be able to have attained or demonstrated:

1. Analyse the graduate employability market and competencies of hospitality graduates.

2. Critically evaluate career management practices within organisations and methods used for enhancing career development

3. Employ a self-assessment approach for identifying personal learning and development needs.

4. Understand the requirements for making effective applications for employment within hospitality


Employability Employability; Graduate employability; Competencies; skills and attributes; Assertiveness; Influencing; Communication; Presentation skills; Results focus; Making applications for employment; Employment selection techniques

Careers Career Management Vs Career Development; Individual Vs business needs; Relationships with other HR processes; Career development across cultures; International employment opportunities; Expatriate learning &

95


development needs

Career development strategiesEmployee development; Self assessment; Personal development planning; Work-based learning; Reflective practice; secondment; Training; situation based learning; Management Development; Development centres; Coaching, mentoring; External suppliers.

96



Seminars: 12 x 2 hours Private Study: 76 hours

Due to the varied nature of the content of the unit and student awareness, a mixture of strategies will be used in delivery. These will include: formal lectures and seminars; individual/group exercises; personal presentations; private study; on and off-site employer and industry presentations; careers events; e-learning and e-placement support.


Coursework 100%

Coursework 1: 1500 Word essay 60%. Learning Outcomes 1 and 2.

Coursework 2: Personal Development Portfolio (PDP) 40%. Learning Outcomes 3 and 4. (PDP & CV)


In assessing the 1500 word essay the following criteria will be taken into account: selection of an appropriate literature base and correct

citation of source material discussion of key issues and sustainability of the

arguments put forward depth of analysis of the evidence and the conclusions

reached. overall clarity, style, logic and coherence of the written

submission.

In assessing the portfolio the following criteria will be taken into account:PDP:

Completeness of the personal development plan The creativity within the identification of action to be

taken CV Completeness of the CV An appropriate business style of documents

produced The execution of the format required


Core text books:Baruch, Y(2004) Managing Careers, Theory and Practice, Prentice Hall

Brockbank A, McGill, I, Beech N. (2002) Reflective learning in Practice, Gower, London

Chartered Institute of Personnel and Development. (2003) Survey: Managing employee careers - Issues, trends and prospects, June

Collins, V. R. (2004) Careers and Jobs in Travel and Tourism, The Times/ Kogan Page, London.

97


Crawshaw, J. R. ( 2006)Justice source and justice content: evaluating the fairness of organisational career management practices, Human Resources Management Journal, Vol. 16:1

Cunningham, I., Bennett, B. and Dawes, G. (eds) (2000) Self managed learning in action: putting SML into practice, Gower, Aldershot

DeFillippi, R.J. and Arthur, M.B. (1994) The boundaryless career: a competency-based prospective. Journal of Organizational Behavior. Vol.15:4, pp 307-24

Hall, D.T. and Moss, J.E. (1998) The new protean career contract: Helping organizations and employees adapt, Organizational Dynamics, Vol. 26:3, pp 22-37

Ladkin, A. (2002) Career analysis: a case study of hotel general managers in Australia, Tourism Management Vol. 23, pp379-388.

Littlejohn, D. and Watson, S. (2004) Developing graduate managers for hospitality and tourism, Tourism Management, Vol. 20, pp. 229-35. Megginson, D. and Whitaker, V. (2004) Continuing Professional Development ( 2nd Ed), CIPD, London

Moon,J, A. (2004) Handbook of Reflective and Experiential Learning, Routledge, London

Mumford, A. and Gold, J. (2004) Management development- Strategies for action (4th Ed), CIPD, London

Riley, M., Ladkin, A., and Szivas, E. (2002) Tourism Employment: Analysis and Planning, Channel View Publications, Clevedon.

Rousseau, D. M. (1995) Psychological Contracts in Organizations: Written and Unwritten Agreements, Sage Newbury Park, California.

Stewart, J. and Knowles, V. (1999) The changing nature of graduate careers, Career Development International, Vol. 4:7, pp 370-383.

Stringer, R. and Cheloha, R.S. (2003) The power of a development plan, Human resource planning. Vol 26: 4, pp10-17.

Journals Include: Cross Cultural Management: An International JournalHuman Resource Management Journal

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http://www.emeraldinsight.com/info/journals/ccm/ccm.jsp


International Human Resource Management JournalIncomes Data services (IDS)International Journal of Culture, Tourism and Hospitality ResearchJournal of Management DevelopmentJournal of Workplace Learning People Management

Electronic resources: www.agcas.co.uk Association of Graduate Careers Advisory Servicewww.cipd.co.uk Chartered Institute of Personnel and Developmentwww.crac.org.uk Career Development Organisation and theNational Institute for Careers Education and Counselling (NICEC)www.ilo.org International Labour Organisationwww.prospects.co.uk Careers Advisory Servicewww.windmillsprogramme.com The Windmills virtual career coach

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http://www.windmillsprogramme.com/

http://www.prospects.co.uk/

http://www.ilo.org/

http://www.crac.org.uk/

http://www.cipd.co.uk/

http://www.agcas.co.uk/

http://www.emeraldinsight.com/info/journals/jwl/jwl.jsp


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1 UNIT TITLE CROSS CULTURAL MANAGEMENT2 BRIEF SUMMARY International hospitality management in the 21st century requires

an awareness of the different dimensions of culture that can influence business performance, both within an organisation and when working across boarders. This unit examines the challenges of cross-cultural management, and in particular, intercultural communication.

3 UNIT CODE NUMBER

33CC2002

4 HOME PROGRAMME

BA (Hons) International Hospitality Management

5 HOME DEPARTMENT

Food and Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) C. S. Branston


5


200





On successful completion of this unit students will be able to:1. Define the concept of culture

2. Analyse models of national culture & Intercultural communication as explanations of cultural/ International difference.

3. Evaluate those elements of culture and national difference that may pose challenges for managing organisations and their business.


Defining Culture Definitions; Historical underpinning; Norms, values and assumptions; Culture and the International environment; Sources and functions of culture; Personal identifications; Formal and Informal cultures; Cultural diversity.

National Culture International dimensions; Models of national culture; Comparative studies; Values and dilemmas; Behaviour patterns; Impact on business relationships; Similarities and difference; Frameworks for analysis; Transference into the workplace.

101


Organisational culture: Definitions; Corporate culture and corporate climate; Typologies; Manifestations, structures and leadership; Informal sub-cultures; Culture shock and culture surprise; Culture change and change management.

Ethical behaviour Intercultural Communication

Interaction and communication; Awareness and behaviour; Language and communication tools; Barriers and enhancements; High context-Low context; Conflict; Intercultural competencies and training.

102



Class Contact:Tutorials: 24 weeks x 2 hour

Due to the varied nature of the content of the unit and diverse student cohort, a mixture of strategies will be used in delivery. These will include structured interactive seminars; individual/group exercises; case studies; videos; personal presentations; private study; e-learning support; Industry and specialist presentations as available; Field trip.






Key Texts:Baum, T. et al. (2007), ‘Cultural diversity in hospitality work’, Cross Cultural management: an International Journal. Vol. 14: 3, pp 229-239.

Buchanan, D. and Huczynski, A. (2004) Organisational ‘Behaviour: an introductory text’, (5th Ed), Financial Times/ Prentice Hall, Essex.

D’Annunzio-Green, N. (2002), ‘An examination of the organizational and cross-cultural challenges facing international hotel managers in Russia’, International Journal of Contemporary Hospitality Management. Vol.14:6, pp 266 –274.

Devine, F., Baum, T., Hearns, N. and Devine, A (2007),’Managing cultural diversity: opportunities and challenges for Northern Ireland hoteliers’, International Journal of Contemporary Hospitality Management, Vol. 19: 2; pp 120-132.

Farnham, D. (2005),’Managing in a strategic business context’, CIPD, London.

Ferraro, G. P. (2005),’The Cultural Dimensions of International Business’, (5th Ed), Pearson Education Ltd, Upper Saddle River.

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Ass Number Outcomes Weighting Ass Type1 1 & 2 40% Coursework:

2000 word case study investigation

2 3 60% Coursework: 2000 word essay


French, R. (2007), ‘Cross-cultural management: In work organisations’, CIPD, London.

Geddie, M. W., DeFranco, A. L. and Geddie, M. F. (2005), ‘A comparison of relationship marketing and Guanxi: its implications for the hospitality industry’, International Journal of Contemporary Hospitality Management. Vol.17:6, pp 614 -632

Hofstede, G. (2001), ‘Culture's consequences: international differences in work-related values’, (2nd Ed) London, Sage

Kirton, G. and Greene, AM. (2005),’The dynamics of managing diversity; a critical approach’, (2nd Ed), Elsevier Butterworth-Heinemann, Oxford.

Mead, R. (2005), ‘International Management: Cross Cultural Dimensions’, (3rd Ed), Blackwell Publishers, Cambridge.

Moran, R. T., Harris, P. R. and Moran, S. V. (2007), ‘Managing Cultural Differences: Global Leadership Strategies for the 21st

Century’, (7th Ed), Butterworth-Heinemann, Burlington, M.A.

Reisinger, Y. and Turner, L. (2002),’ Cross-Cultural behaviour in Tourism: Concepts and Analysis’, Elsevier, London.

Trompenaars, F. and Hampden-Turner, C. (2004), ‘Managing people across cultures’, Capstone Publishing, West Sussex.

Trompenaars, F. and Woolliams, P. (2004), ‘Marketing across cultures’, Capstone Publishing, West Sussex.

Velo, V. and Mittaz, C. (2006),‘Breaking into emerging international hotel markets: skills needed to face this challenge and ways to develop them in hospitality management students’, International Journal of Contemporary Hospitality Management, Vol. 18:6, pp 496-508.

Journals and Periodicals: Cross Cultural ManagementInternational Journal of Cross-Cultural ManagementInternational Journal of Contemporary Hospitality ManagementInternational Journal of Human Resource ManagementJournal of Cross Cultural PsychologyJournal of Enterprising CultureJournal of Intercultural CommunicationJournal of Intercultural StudiesJournal of Management Studies

Web Sites and Electronic Resources: www.globaledge.msu.edu/resourceDesk/globalResources.aspwww.news.bbc.co.uk/1/hi/programmes/crossingcontinents/default.stmwww.geoleadership.com/index.html

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http://www.geoleadership.com/index.html

http://news.bbc.co.uk/1/hi/programmes/crossing_continents/default.stm

http://news.bbc.co.uk/1/hi/programmes/crossing_continents/default.stm

http://globaledge.msu.edu/resourceDesk/globalResources.asp

http://globaledge.msu.edu/resourceDesk/globalResources.asp



20 DATE OF APPROVAL


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106


1 UNIT TITLE DIMENSIONS OF INTERNATIONAL BUSINESS AND TRAVEL

2 BRIEF SUMMARY Hospitality organisations are increasingly operating in a global market, attempting to export their infrastructure to countries overseas, resulting in markedly differential impacts on the international hospitality business environment. Similarly, contemporary business travel and tourism operators have been compelled to reorganise and forming international product/service alliances, networks and other partnerships, to meet consequent changing needs of hospitality business clients.

International hospitality managers need to have awareness of these changing forces both within and external to their organisations if they are to maintain currency and increase competitive advantage in the market.

3 UNIT CODE NUMBER 33DI2001

4 HOME PROGRAMME BA (Hons) International Hospitality Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) C. Branston & A. Thomas


5


200

10 UNIT STATUS Mandatory Field





1. Examine diversity within the international operating environment of international hospitality organisations.

2. Analyse the influence of both historical and contemporary factors on the process Internationalisation and globalisation. 3. Critically analyse product and service provision for international business travel and tourism.


Historical factors influencing process of internationalisation; impacts of expansion/growth of international business travel and tourism.

Diversity models for scanning international external environment; Key drivers - economics, government (regulatory and legal), geography, technology transfer.

Contemporary market and competitive trends in international hospitality provision - eating-out and accommodation in the industrialised, newly industrialised

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nations and developing nations. Core components and sectors which make up the

tourism destination and the ‘push-pull’ factors which influence the international travel market and hospitality company investments

different types of destination and the source of their appeal to the visitor in developed regions and developing regions in the global market place

Diversity in gastronomy and impacts of the macro factors and the physical resources of the destination.

International travel -Land, sea, air; Travel terminal management including branding, system and retailing.

LCC airlines; Cruises; Euro rail and other product development.

e- marketing; Strategic air alliances; Airline Loyalty Marketing

Business meetings incentives, conference and events E-tourism; Leisure & business relationships; Distribution networks; Changing role; travel Agency;

Intermediary.

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The teaching and learning strategy involves student-centred approaches to underpin and enhance a structured lecture programme. The approach includes discussions, group work, problem solving, case studies, DVDs, individual tutorials, industry and student presentations and guest speakers as available. In addition, field trips may be utilised where appropriate, to enhance a thorough understanding of the international business traveller and tourist experience.

This unit will use web CT vista in virtual and collaborative learning to meet the Faculty’s strategic goals in Teaching & Learning via blended learning.


Ass Number Outcomes Weighting Ass Type1 1 & 2 60% Exam:

2 hours2 1 & 3 40% Coursework:

2000 word

Examination 1: Open Book Exam (2 questions)

Coursework 1: 1500 word portfolio and presentation




Key Texts: Buhalis, D. (2003) eTourism: Information technology for strategic tourism management, Financial Times/ Prentice Hall, Essex.

Boniface, B. and Cooper, C. (2003) Worldwide Destinations: The Geography of Travel and Tourism’ (2nd Ed), Butterworth Heinemann.

Brotherton, B. (2002) The international Hospitality Industry: Structure, Characteristics and Issues, Butterworth Heinemann

Cox, R. and Brittain, P. (2004) Retaiing: an introduction (5th Ed), Financial Times/Prentice, Essex.

Davidson, R. and Cope, B. (2003) Business Travel: Conferences, Incentive Travel, Exhibitions, Corporate Hospitality and Corporate Travel, Financial Times/Prentice Hall, Essex.Davidson, R. and Maitland, R. (1997) Tourism Destinations, Hodder and Stoughton

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Doganis, R. (2006) The airline business (2nd Ed), Routledge, Oxon.

Farnham, D. (2005) Managing in a strategic business context, CIPD, London.

Holloway, J. C. (2004) Marketing for tourism, Pearson Education, ltd, Essex

Page, S. J. (2007) Tourism Management: Managing for change (2nd Ed), Elsevier Ltd, Oxford.

Timothy, D. J. (2005) Shopping tourism, retailing and leisure, Channel view publications, Clevedon.

Trompenaars, F. and Woolliams, P. (2004) Marketing across cultures, Capstone Publishing, West Sussex.

Yu,L.(1999) The International Hospitality Business, Haworth Hospitality Press, New York.

Yu,L. (2005) The international hospitality business: management and operations, Jaico Publishing House, Mumbai.

Usunier, J. C. and Lee, J.A. (2005) Marketing across cultures (4th Ed) Financial Times/ Prentice Hall, Essex.

Journals and Periodicals: European Journal of MarketingInternational Journal of Contemporary Hospitality ManagementInternational Statistical YearbookJournal of Hospitality & Leisure MarketingJournal of Retailing and consumer servicesJournal of Travel & Tourism MarketingJournal of Vacational MarketingTourism EconomicsTourism ManagementTourist ReviewTravel and Tourism Intelligence

Web Sites and Electronic Resources: Electronic sources :Individual countries websites www.wttc.comWorld Tourism Organisation: www.world-tourism.org (Global forum for tourism policy issues and a practical source of tourism know-how.)Unesco: www.unesco.org (case studies)Trade Environment Database (TED): www.american.edu/TED/ (case studies of destinations.

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http://www.american.edu/TED/

http://www.unesco.org/

http://www.world-tourism.org/

http://www.wttc.com/





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1 UNIT TITLE EQUIPMENT EVALUATION AND PRODUCT DEVELOPMENT

2 BRIEF SUMMARY Students will be able to evaluate the operation of a range of catering equipment and understand diets and heath and how to develop new food products.

3 UNIT CODE NUMBER 33EE20014 HOME PROGRAMME BSc (Hons) Hospitality Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) J. Wong


5


200






1. understand basic nutrition.2. relate an understanding of diets and health to

general catering management.3. evaluate the operation of a range of catering

equipment.4. understand food product design and its role in

catering operations and develop a range of products within specified constraints including special diets.

5. evaluate the sectors comprising hospitality in relation to their differing technical requirements.


An overview of basic nutrition. An overview of sectors with particular reference to

the aspects used as exemplars within the unit. Equipment evaluation. Appropriate measuring,

recording and manipulation of data. Presentation of data. Investigation of different groups of equipment. Sensory evaluation including taste panels and

appropriate statistical analysis. Food product design practicals investigating the

constraints of the chosen sector, nutritional aspects and utilising taste panels.

Diet and ill-heath: modified diets. Basic principles underlying the diet regimes for

selected nutritional disorders. The positive role of Healthy Eating in some of the above diet related problems.

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Dietary management in (a) institutional catering and (b) catering for “at risk” groups.

The differentiation of menu design for various sectors.

Practical sessions on the production of some modified diets in line with current healthy eating concepts – weight reduction diets, low fat diets, diabetic diets, soft diets…etc.

Factors affecting consumer choice as it impacts differentially on various sectors.

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Class Contact:Lectures: 24 weeks x 1 hourPracticals: 24 weeks x 1 hour

The lecture programme will include underpinning theoretical aspects.The practicals will be lab based, student led but lecturer directed, covering theoretical points and student presentations.




report 11000 words

2 1&2 30% Coursework: report 21000 words

2 4&5 30% Coursework: report 31000 words

2 1,2,3,4&5 10% Presentation

Coursework to be based on lab work. Student presentation to be to rest of group and be based on report findings.




Key Texts: Fuller, G. W. (2004), New food product development: from concept to marketplace, 2nd ed. London Boca Raton, Fla.

Fuller, J., Kirk, D. (1991), Kitchen Planning and Management. Oxford Butterworth-Heinemann.

Milson, T., Kirk, D. (1980), ‘Principles of Design and Operation of Catering Equipment’. Chichester Ellis Horwood.

Thomas, B. (2007), ‘Manual of Dietetic Practice’, 4th ed. Oxford Blackwell Scientific.

Journals and Periodicals: These will be recommended by the unit tutor during the academic year.

Web Sites and Electronic Resources:Computer based nutritional analysis programmeDatabase: WHATT

Specialist Facilities:

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Catering Technology Laboratory

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1 UNIT TITLE EVENT HUMAN RESOURCE MANAGEMENT2 BRIEF SUMMARY This unit provides an insight into, and understanding of, core human

resource issues and activities. Specific focus will be on current practice within Event Management organisations. By understanding the key legislation and theory of HR, students will be able to recruit, train and manage employees effectively.

3 UNIT CODE NUMBER

33EH2001

4 HOME PROGRAMME

BA (Hons) Hospitality with Event Management

5 HOME DEPARTMENT


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Miriam Firth

8 CREDIT VALUE 20 CREDITS AT LEVEL: 5


200






1. Examine and analyse the contribution of human resources and HRM activities within the events industry.

2. Identify and evaluate the knowledge and skill requirements needed when resourcing, performance managing, developing, and maintaining employee relations for human resources at Events.

3. Review and analyse a range of models and theories related to HRM and how these may be applied to the events industry.


INTRODUCTION TO HRM HRM responsibilities of management and HRM process. Importance of the human resource to the event experience. Context of labour markets, employment and workforce

characteristics;

RESOURCING Legislation and key management policy on equal opportunities

and managing diversity. Volunteer management. HR planning, recruitment and selection. Induction & orientation process; “psychological”, economic and

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legal contracts, Managing absenteeism and turnover.

PERFORMANCE AND DEVELOPMENT The learning and training process. Performance management process, motivation, remuneration

and reward. Individual performance assessment and appraisal. Team performance and group dynamics. Management of health and safety at work

EMLOYMENT RELATIONS Approaches to leadership, management and culture within event

organisations. Communication, representation and involvement Conflict, grievances and organisational justice. Discipline and termination

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Class Contact:Lectures: 24 x 1 hourTutorials / workshops: 24 x 1 hour

1 hour lecture per week to present the core cognitive elements. 1 hour group tutorial per week, including discussion, seminar presentation, case studies and practical exercises, providing an opportunity for the application of theory in a variety of events / hospitality related contexts.

Independent study and reading as appropriate. The unit leader will also make available online support via the Web CT Vista


Ass Number Outcomes Weighting Ass Type1 3 50 Course work:

2000 words equivalent

2 1 and 2 50 Exam (2hrs)

Coursework: Written

Assessment 1: 2000 word essay/ project/ portfolio(Depending on availability of industry case study)

Assessment 2: 2 hour exam.




Baum, T (2006) Human Resource Management for Tourism, Hospitality and Leisure, Thompson, London

Bowdin, G., Allen Allen, J., O’Toole, W., Harris, R and McDonnell, I (2006) Events Management, 2nd edn. Butterworth-Heinemann, Oxford.

Hollinshead, G., Nicholls, P., and Tailby, S., (2003) Employee Relations, 2nd Edition, Pearson Education, Essex.

Lewis, D and Sargent, M (2008) Essentials of Employment Law, Chartered Institute of Personnel and Development, London

Lewis, P., Thronhill, A., and Saunders, M., (2003), Employee Relations; understanding the employment relationship, Pearson Education, Essex.

Lucas, R., Lupton, B and Mathieson, H. (2006) Human resource Management in an International Context. Chartered Institute of Personnel and Development, London

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Mullins, L. (2007) Management and Organisational Behaviour. 8th ed. Financial Times Prentice Hall, Harlow

Nickson, D. (2007) Human Resource Management: for the Hospitality and Tourism Industries. Butterworth-Heinemann. Oxford

Taylor, S (2008) People Resourcing. 4th ed. Chartered Institute of Personnel and Development, London

Torrington. D., Hall. L and Taylor. S (2005) Human Resource Management. 6th edn. Prentice Hall, Harlow

Tum,J., Norton,P and Nevan Wright,J (2006) Management of Event Operations. Butterworth-Heinemann, Oxford

Van der Wagen, L (2007) Human Resource Management for Events. Butterworth-Heinemann, Oxford

Journals.Event ManagementHuman Resource Management Journal Incomes Data Services, (Briefs, Focus, Studies, European Reports) International Journal of Contemporary Hospitality Management;Journal of Convention and Event TourismJournal of Human Resources in Hospitality and Tourism Journal of Sport and TourismLabour Market Trends Leisure ManagementPeople Management Tourism Management

Websites www.acas.org.uk Advisory, Conciliation and Arbitration Service www.cipd.co.uk Chartered Institute of Personnel and Developmentwww.culture.gov.uk Department of Culture, Media & Sportwww.dti.gov.uk Department of Trade and Industrywww.equalityhumanrights.com Equality and Human Rights Commission www. eventsreview .com Events review www.hse.gov.uk Health and Safety Executive www.open.gov.uk Government statistics and policieswww.people1st.co.uk Sector Skills Council: Hospitality, Leisure, Travel & Tourism www.peoplemanagement.co.uk People Managementwww.personneltoday.com Personnel Today www.tuc.org.uk Trades Union Congress

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http://www.tuc.org.uk/

http://www.personneltoday.com/

http://www.peoplemanagement.co.uk/

http://www.people1st.co.uk/

http://www.open.gov.uk/

http://www.hse.gov.uk/

http://www.eventsreview.com/

http://www.dti.gov.uk/

http://www.culture.gov.uk/tourism




20 DATE OF APPROVAL


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1 UNIT TITLE EVENT RISK AND LEGAL ISSUES2 BRIEF SUMMARY The aim of this unit is to give learners an insight into risk

management and legal issues that are necessary for effective operation within the events industry.

3 UNIT CODE NUMBER 33ER20024 HOME PROGRAMME BA (Hons) Hospitality with Event Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Shaun Litler


5


200





On successful completion of this unit students will be able to:1. Analyse and evaluate the importance of risk

management at a range of events2. Investigate, plan and explain a risk management

process for an identified event3. Recognise, interpret and apply key principles of law with

regard to the events industry4. Identify and critically evaluate the importance of a range

of legislation key to the events industry


Introduction to Risk Management concepts and principles

Risk assessment – HSE five step plan Responsibility for risk at event destinations Contract law for the event industry – elements of a

contract, specific terms, riders, tort Other Business Law Health and Safety legislation to include the role of the

HSE Licensing and Copyright


Class Contact:

Lectures: 24 x 1 HoursSeminars: 24 x 1 Hours

This unit will be delivered through a combination of lectures and seminars. Lectures will introduce key fundamental points and seminars will provide the opportunity to discuss and analyse issues and develop this material through case study examples

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and student input.


125



Ass Number Outcomes Weighting Ass Type1 1,2 50 Portfolio of

evidence which includes a risk management plan linked to a presentation for a given event

2 1,2,3,4 50 Exam (2hrs)




Key Texts: AE, BECA & EVA 920020 The Guide to Managing Health & Safety at Exhibitions and Events (The Red Book), Berkhamsted:

Adams A (2006) Law for Business Students Longman

Bowdin, G, McDonnell, I, Allen, J & O'Toole, W,(2006) Events Management, Butterworth-Heinmann, London

Conway C (2006) The Events Managers Bible – The Complete Guide to Planning and Organising a Voluntary or Public Event, How To Books Ltd

Getz (2007) Event Studies: Theory, Research and Policy for Planned Events, Butterworth-Heinemann

Hannan C (2004) Health and Safety Management in the Live Music and Events Industry, Entertainment Technology Press Ltd

Health and Safety Executive (1999) The Event Safety Guide, London :HSE

Health and Safety Executive (2000) Managing Crowds Safely (2nd Edn) London: HSE Books

Health and Safety Executive (2006) Five steps to risk assessment: HSE

Kemp, C and Hill, I (2004) Health and Safety Aspects in the Live Music Industry, Entertainment Technology Press Ltd

Keenan D (2007) Smith and Keenan's English Law: Text and Cases, Longman; 15 h edition

Matthews D (2008) Special Event Production – The Process, Butterworth-Heinemann

Mckendrick E (2007) Contract Law, Palgrave Macmillan; 7Rev Ed edition

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http://www.amazon.co.uk/Event-Studies-Research-Multi-disciplinary-Management/dp/0750669594/ref=pd_bbs_sr_11?ie=UTF8&s=gateway&qid=1202462716&sr=8-11

http://www.amazon.co.uk/Event-Studies-Research-Multi-disciplinary-Management/dp/0750669594/ref=pd_bbs_sr_11?ie=UTF8&s=gateway&qid=1202462716&sr=8-11

http://www.amazon.co.uk/Law-Business-Students-Alix-Adams/dp/1405832622/ref=pd_bbs_sr_1?ie=UTF8&s=gateway&qid=1202984755&sr=8-1


Murphy, J (2007) Street on Torts Oxford University

Richards P (2007) Law of Contract, Longman; 8th edition

Tarlow, P (2002) Event Risk Management & Safety, New York, Wiley

Turner S (2007) Unlocking Contract Law (Unlocking the Law) Hodder Arnold; 2Rev Ed edition

Wenster I, Leib J, and Button J (2007) The Concise Guide to Licensing, Matador

Journals and Periodicals:Event Management Journal (pre 2000 known as Festival and Event Journal)Festival Management and Event Tourism JournalInternational Journal of Sports Marketing and SponsorshipJournal of Travel and Tourism Marketing





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http://www.amazon.co.uk/Street-Torts-John-Murphy/dp/0199291667/ref=sr_1_1?ie=UTF8&s=gateway&qid=1202984943&sr=8-1


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1 UNIT TITLE FOOD PRODUCTION MANAGEMENT2 BRIEF SUMMARY This unit will develop the students understanding of the

basic principles involved in the preparation, production and presentation of high class cuisine within the restaurant sector, adhering to appropriate health and safety regulations and procedures

3 UNIT CODE NUMBER 33FP20014 HOME PROGRAMME BA (Hons) Hospitality Management with Culinary Arts


6 SUBJECT AREA HLST



5


200


11 PRE-REQUISITES Level 1 unit in Food and Beverage Studies required as the precursor to Level 2 unit.



Upon successful completion of this unit, students will be able to:1) Demonstrate high levels of practical food production skills and kitchen management principals, appropriate to the restaurant sector, through a sound understanding and knowledge of raw materials and commodities. 2) Plan, design, manage, execute and evaluate practical activities demonstrating high levels of competence, innovation and creativity using appropriate techniques and procedures applicable to professional codes of practice and current trends within the restaurant sector.


food culture and commodities raw / cooked commodities- purchasing, storage

and handling HACCP - applications kitchen management and control food production planning, costing and promotion food production, recipe development and

evaluation comparison and evaluation of convenience foods current food trends within the restaurant sector


Class Contact:Lectures: 24 x 4 hours

The teaching and learning strategies will embrace a variety of approaches, supported by a structured lecture programme. Student centred learning activities will include: practical workshops, organoleptic testing, tutorials and

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discussions.



Ass Number Outcomes Weighting Ass Type1 1, 2 50 Operational

Plan2 1,2, 50 Practical

assignment + evaluation




Key Texts:Ceserani, V, Kinton, R, and Foskett, D, (2004), Advanced Practical Cookery, London, Hodder and Stoughton.Davis, D, Lockwood,A and Stone S, (2000), Food and Beverage Management, 3rd Ed, Oxford, Butterworth HeinemannLeto, M and Bode, W, (2000), 3rd Ed. The Larder Chef, Oxford, Butterworth Heinemann.




This unit requires compulsory attendance due to all practical and taught sessions involving operational skills.



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1 UNIT TITLE HUMAN RESOURCE MANAGEMENT (BRIDGING UNIT)2 BRIEF SUMMARY This unit explores the ways of managing employees in the

hospitality industry. It will review how hospitality organisations can attract, maintain and develop an effective workforce.

3 UNIT CODE NUMBER4 HOME PROGRAMME All BA/BSc (Hons) Hospitality Programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Richard Smith


5


200




13 UNIT LEARNING OUTCOMES On successful completion of this unit students will be able

to:

1. examine and analyse the contribution of the human resource, and variety of HRM activities within hospitality organisations.

2. evaluate and apply the knowledge and skill requirements for the management of employee resourcing, performance, training and development, and employee relations at unit level.

3. review and analyse a range of models/theories concerned with HRM and how these might be applied to the hospitality industry.

14 CURRICULUM OUTLINE HRM IN CONTEXT

Role of management and HR function, context, process and importance of management and HRM.

RESOURCING THE ORGANISATION Labour markets and employment

characteristics, HR planning, recruitment, selection and induction process and interviews. Equal opportunities, managing diversity. The employment contract and employment legislation.

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PERFORMANCE AND DEVELOPMENT Training provision, the learning and

training process. Performance man-agement process, individual perform-ance assessment, appraisal schemes and interviews. Group dynamics and team performance, motivation and management of health and safety at work.

EMPLOYEE RELATIONS Representation, participation and

involvement, leadership, management and motivation. Pay, incentives and rewards, conflict and organisational justice, grievance, discipline and termination.

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15 LEARNING & TEACHING ACTIVITIES Class Contact:

Lectures: 24 weeks x 1 hourTutorials: 24 weeks x 1 hour

Students will attend a weekly lecture programme comprising of 1-hour lectures presenting the core cognitive elements of the unit. In addition, these lectures will be complemented by a weekly seminar programme comprising 1 hour individual group sessions, where students will experience a range of learning situations such as, discussion, seminar presentation and case studies. These will provide an opportunity for the application of theory in a variety of contexts.

Students are also expected to undertake appropriate independent study and reading.



Ass Number

Outcomes Weighting Ass Type

1 Predominately but not exclusively 1

40% Coursework 1500 words.

2 Predominately but not exclusively ,2&3

60%% Exam (2hrs)

The coursework is designed to develop the

student’s research and analytical skills related

to topical hospitality, and tourism management

and HR issues. It will have a strong academic

base but may also incorporate student’s

placement and part-time employment

experience as a means of applying theory to the

workplace.

The exam questions ensure evaluation of the range of topics covered in the lecture and seminar material.

17 ASSESSMENT Detailed assessment criteria for this unit will be related to

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CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT

learning outcomes and will be included within the unit handbook.

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Key Texts: Baum, T (2006) Human Resource Management for Tourism, Hospitality & Leisure. London: Thompson

Buchanan, D. and Huczynski, A. (2004) Organisational Behaviour: An Introductory Text. 5th ed. Harlow: Financial Times Prentice Hall

Hollinshead, G., Nicholls, P. and Tailby, S. (2003), Employee Relations. 2nd ed. Harlow: Prentice Hall.

Lucas, R (2004) Employment Relations in the Hospitality & Tourism Industry. London: Routledge

Nickson, D. (2007) Human Resource Management for the Hospitality and Tourism Industries. Oxford: Butterworth-Heinemann

Taylor, S. (2005) People Resourcing. 3rd ed., London: CIPD

Torrington, D., Hall, l. and Taylor, S (2005) Human Resource Management. 6th ed. Harlow: Prentice Hall

Journals and Periodicals: Human Resource Management Journal. International Journal of Contemporary Hospitality Management.International Journal of Hospitality Management. International Journal of Human Resource Management.Journal of Human Resources in Hospitality and Tourism.Labour Market Trends.People Management.

Web Site’s and Electronic Resources:Advisory, Conciliation and Arbitration Service (ACAS) Website, http://www.acas.org.ukCharted Institute of Personnel Development (CIPD) Website, http:// www.cipd.co.ukDepartment of Trade and Industry Website, http://www.dti.gov.ukHealth and Safety Executive Website, http://www.hse.gov.ukEqual Opportunities Commission Website, http//www.eoc.org.uk


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http://www.eoc.org.uk/

http://www.hse.gov.uk/

http://www.dti.gov.uk/


http://www.acas.org.uk/




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137


1 UNIT TITLE ISSUES IN LICENSED RETAIL OPERATIONS2 BRIEF SUMMARY The unit will develop students understanding and awareness

of key licensed retail operations issues such as: moral and ethical dilemmas facing licensed retail managers, human resource issues and their application to the sector, financial constraints and control, legal and regulatory frameworks, future trends and developments in product information delivery systems.

3 UNIT CODE NUMBER 33IL20014 HOME PROGRAMME BA (Hons) Hospitality and Licensed Retail Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) C. Mitchell


5


200






1. Identify and explain the duties and responsibilities of ‘Licensed Retail Operators’ and identify issues of ethical and social responsibility that face both the employer and employee in the industry.

2. Analyse and evaluate management practices within ‘Licensed Retail Operations’ and appreciate the sales opportunities created by the expanded access to global markets in relation to ‘Licensed Retail Management’.

3. Theorise on key aspects of the issues that affect the competitive nature of the licensed retail industry from an operation perspective.

4. Conduct research into key aspects of the licensed retail sector and reflect on the process.


The identification of moral and ethical dilemmas facing licensed retail managers.

Human resource issues and their application to the sector.

Financial constraints and control. Legal and regulatory frameworks, future

developments in product information delivery systems

Research design.

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Data collection and evaluation

139



Class Contact:Lectures: 24 weeks x 1 hourTutorials weeks x 1 hour

The teaching and learning strategies will embrace a variety of approaches. These include, structured lecture programme, practical research seminars, video presentations..



Ass Number Outcomes Weighting Ass Type1 1,2,3 &4 10% Course

work: Research Proposal 500 Words

2 1,2,3 &4 30% Presentation (Equivalent 1000 Words)

3 1,2,3 &4 60% Course work: Research Paper3000 Words

The assignment will involve the analysis and evaluation of primary and secondary data in the production of a research paper concerning a management issue (of the students choice) in the Licensed Retail Sector.




Key Texts:Davis, B, Lockwood, A, and Stone, S. (1999). ‘Food and Beverage Management’, 3rd Ed. Oxford. Butterworth & Heinemann.

Fitzsimmons, J, and Fitzsimmons, M, (1994), ‘Service Management for Competitive Advantage’, NY, McGraw-Hill.

Flynn, M, Ritchie,C and Roberts,A. (2000). ‘Public House and Beverage Management’. Oxford, Butterworth & Heinemann.

Jones,P. (1990). ‘Food Service Operations’. London Holt Reinehart.

Jones, P and Merricks, P. (1994). ‘The Management of Food Service Operations’. London. Cassell.

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Lashley, C. (2000). Hospitality Retail Management, Butterworth & Heinemann.

Lashley, C, Lincoln, G, (2003), ‘Business Development in Licence Retail’, Butterworth Heinemann.

Lawson,F. (1998). ‘Restaurants, Clubs and Bars’. Oxford Butterworth Heinemann.

Journals and Periodicals: Caterer and HotelkeeperCornell Hotel and Restaurant Administration Quarterly. HospitalityHotel and Restaurants InternationalIndependent RestaurantsThe LicenseeThe Publican

Keynote: Mintel and Henley Centre.

Web Sites and Electronic Resources WebCTBIIAB- http://www.bii.orgWebCTPublican- http://www.thepublican.com/Decanter- http://www.decanter.com/Caterer & Hotelkeeper- http://www.caterer.com/home/




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142


1 UNIT TITLE LICENSED RETAIL INDUSTRY2 BRIEF SUMMARY The unit will further develop a students knowledge of

licensed retail operations and raise awareness and understanding of the structural and operational characteristics of the sector. It will also be expected that students will further develop knowledge of specialist products, services and operational skills.

3 UNIT CODE NUMBER BA (Hons) Hospitality Licensed Retail Management

4 HOME PROGRAMME 33LR20015 HOME DEPARTMENT Department of Food and Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) C. Mitchell


5


200






1. Explain the development of the licensed retail sector and evaluate the complex nature of the Licensed Retail Industry.

2. Assess the market potential for products, services and calculate profitable returns from sales.

3. Apply specialist distribution, handling techniques and delivery systems.

4. Understand and appraise licensing legislation and the role of the licensee.


Licensed retail operations, structural and operational characteristics.

Further development of the sector, specialist products and services. Product mix and profitability, licensing, market segmentation, trends and developments.

Beverage production and development, product range, availability, manufacture and distribution, product display, purchasing and sales.

Specialist skills required in managing licensed premises.

Licensing legislation to include gaming.



143


The teaching and learning strategies will embrace a variety of approaches. These include, structured lecture programme, seminars, product testing, video presentations and visits to licensed premises and production plants. Some of the assessment will be delivered on-line using Web CT technology.


144



Ass Number Outcomes Weighting Ass Type1 1,2,3&4 70% Course

work: Business Design Project.2000 Words

2 2&3 30% On line assessment

Assessment 1:Business Design Project; the students will develop a detailed specification for a characteristic licensed retail business in the areas of: a public house, wine bar, hotel bar, club (sports or entertainment) and casino. This will be presented in report format.Assessment 2: the students will complete an on-line assessment which will cover a range of beverage product knowledge, including wines, beers and spirits.




Key Texts:Davis, B, Lockwood, A, and Stone, S. (1999). ‘Food and Beverage Management’, 3rd Ed. Oxford. Butterworth & Heinemann.

Durkan, A, and Cousins, J. (2000). ‘The Beverage Book’. London, Hodder and Stoughton.

Fattorinin, J. (1997). ‘Managing wine and food sales’. Thompson.

Flynn, M, Ritchie,C and Roberts,A. (2000). ‘Public House and Beverage Management’. Oxford, Butterworth & Heinemann.

Jones, P and Merricks, P. (1994). ‘The Management of Food Service Operations’. London. Cassell.

Julyan, B. (2003). ‘Sales and service for the wine professional’. Thompson.

Kinton, R, Ceserani, V and Foskett, D. (2003). ‘The Theory of Catering’, 10th ed. London. Hodder and Stoughton.

Knowles, T. (1998).’ Hospitality Management, An Introduction’.

Lashley, C. (2000). ‘Hospitality Retail Management, Butterworth & Heinemann.

Lashley, C, Lincoln, G, (2003), ‘Business Development in

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Licence Retail’, Butterworth Heinemann.

Robinson, J. (1994). ‘The Oxford Companion of Wine’, Oxford Press.

Spence, G. (2003). ‘Teach yourself wine tasting’. Hodder and Stoughton.

Journals and Periodicals:

Caterer and HotelkeeperCornell Hotel and Restaurant Administration Quarterly. HospitalityHotel and Restaurants InternationalIndependent RestaurantsKeynote: Mintel and Henley Centre .

Web Sites and Electronic Resources: WebCTBIIAB- http://www.bii.orgWebCTPublican- http://www.thepublican.com/Decanter- http://www.decanter.com/Caterer & Hotelkeeper- http://www.caterer.com/home/




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147


1 UNIT TITLE MANAGEMENT OF WINE AND ALCOHOLIC BEVERAGES

2 BRIEF SUMMARY This unit explores the world of wine and alcoholic beverages. It examines the management, selection, purchasing, marketing, merchandising and selling of wine and alcoholic beverages so as to ensure a good return for the business.

3 UNIT CODE NUMBER 33MO20014 HOME PROGRAMME BSc (Hons) Hospitality Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) R. Smith


5


100






4. Understand and assess wines and alcoholic beverages and the trends and issues in the wine and alcoholic beverages industry.

5. Understand and assess the management of wines and alcoholic beverages and legal aspects relating to their storage and sale.

6. Understand and explain how to manage the sales of wine and alcoholic beverages to achieve profitability.


The wine and alcoholic beverage consumer and market trends.

Legal issues relating to the sale of wine and alcoholic beverages.

The production and range of beer. The production and range of spirits, liqueurs and

fortified wine. Wine production and the sensory evaluation of wine. Wine sourcing and buying policy. Pricing for profit. The design of a wine/drinks list. The marketing and merchandising of wine and

alcoholic beverages. Food and wine relationships.

15 LEARNING & Class Contact:

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TEACHING ACTIVITIES Seminars: 12 weeks x 2 hours

Students will attend a weekly seminar programme comprising of 2-hour seminars presenting the core cognitive elements of the unit. The students will experience a range of learning situations such as, taught content, discussion, DVD, online learning and the sensory evaluation of wine and alcoholic beverages.

Students are also expected to undertake appropriate independent study and reading.


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Ass Number Outcomes Weighting Ass Type1 1, 2 & 3 70% Coursework:

1200 words 2 1 30% Online

assessment

The coursework will relate to trends in the industry and the management of wine and spirits.

On-line assessment relating to the range of wines, grape varieties and trends and issues in the wine trade. This will link to a DVD course.




?

Key Texts: Hall, M & Mitchell, R (2008) Wine Marketing: A Practical Guide. Butterworth & Heinemann.

Fattorini, J (1997) Managing Wine and Wine Sales. Thompson.

Julyan, B (2003) Sales and Service for the Wine Professional. Thompson.

Lillicrap, D & Cousins, J (2006) Food & Beverage Service. 7th ed. Hodder Arnold.

Spence, G (2003) Wine Tasting. Wine & Spirit Educational Trust.

Journals and Periodicals: Caterer and HotelkeeperDecanterCornell Hospitality QuarterlyThe PublicanMintel

Web Sites and Electronic Resources: British Beer and Pub Association.http://www.beerandpub.com/Campaign for Real Alehttp://www.camra.org.uk/Decanter.comhttp://www.decanter.com/Wine and Spirit Associationhttp://www.wine-spirit.com/

19 ANY ADDITIONAL NOTES AND

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http://www.wine-spirit.com/

http://www.decanter.com/

http://www.camra.org.uk/

http://www.beerandpub.com/


COMMENTS20 DATE OF APPROVAL21 DATE OF MOST


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152


1 UNIT TITLE Management of Event Operations2 BRIEF SUMMARY This unit aims to investigate and develop student knowledge

and understanding of the operational intricacies associated with different type of events. With further investigation into the fundamental requirement for cementing the overall operation to customer expectation and service delivery. Various theoretical models will be presented to illustrate the link between theory and practice. A number of industry case studies with industry speakers will form an element of the teaching programme. The unit should give sufficient knowledge to apply procedures and policies to operational activities at an event; along with all the legal and contractual requirements needed.

3 UNIT CODE NUMBER 33EO2001

4 HOME PROGRAMME BA (Hons) Hospitality with Event Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Paul Walters


5


100






1) Plan, control, analyse and evaluate events, support service provision and their logistics.

2) Possess the skills to write and review event plans, event strategies and to recognise and meet the need of specific stakeholders.

3) Analyse and evaluate the quality of the event experience and its impact on the event consumer and/or client and the wider organisation.

4) Work effectively independently and with others


The process of introducing products and services into the operation activities.

Quality management issues across the operation and business

Capacity management and forecastingThe application of service agreements, warranties linked to terms and conditions

Supply chain and supply chain managementLogistical requirements

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Health and safety issues with the operational environment..

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Class Contact:Lectures: 12 x 1 hourSeminars: 12 x 1 hour

Standard lectures will be delivered with accompanying seminars/tutorial to run in tandem. Industry visit will be arranged over the two semesters to demonstrate operational practice and procedures.



Ass Number Outcomes Weighting Ass Type1 1,4 40 Report –

1500 words2 2,3 60 Exam (2hrs)




Raj R, Walters P, Rashid T (2008) Events Management: An Integrated and Practical Approach. London: Sage Publications.

Armstead, C (1994) The Future of Services management The Cranfield

Cox, A. Ireland, P. Lonsdale, C. Sanderson, J. Watson, G (2002) Supply Chains Markets and Powe,. Routledge

Johnston, R & Clark, G (2001) Service Operations management, Prentice Hall

Jones, B. Quayle, M. (2001) Logistics an integrated approach, Liverpool Business Publishing

Schroeder G, R (2000) Operations Management Contemporary Concepts and cases Mc Graw-Hill

Journals and Periodicals:Event ManagementThe International Journal of Events Management research

Web sites and electronic resources:http://www.oft.gov.uk/

Web Sites and Electronic Resources:www.meetpie.comhttp://www.abpco.org.ukhttp://www.eventia.org.ukhttp://www.meetings.orghttp://www.ises.comhttp://www.visitbritain.com

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http://www.visitbritain.com/

http://www.ises.com/

http://www.meetings.org/

http://www.meetpie.com/

http://www.oft.gov.uk/


http://www.martex.co.uk/ace




156


157


158


1 UNIT TITLE MEETINGS, INCENTIVES, CONFERENCES & EXHIBITIONS (MICE)

2 BRIEF SUMMARY This unit will provide students with an understanding of the skills, knowledge and techniques necessary for the management of meetings, incentives, conferences and exhibitions.

3 UNIT CODE NUMBER 33MI20014 HOME PROGRAMME BSc (Hons) Hospitality Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) N. Smith


5


100






1. Analyse the significance of the MICE sector to the tourism and hospitality industry and the demand for MICE facilities.

2. Evaluate the significance of various forms of provision across all sectors including specialist, non-specialist, permanent and temporary facilities.

3. Understand the techniques used in the preparation, planning, running and evaluation of a meeting, incentive, conference, or exhibition.

4. Understand issues relating to the provision of food and beverages at events.


Introduction to the sector. Demand, market segments, trends and

developments The provision of facilities, The preparation, planning, running and evaluation of

an event. The provision of food and beverages.



The students will attend a weekly lecture programme comprising of 1-hour lectures presenting the core cognitive elements of the unit. In addition, a weekly seminar programme comprising 1-hour individual group sessions,

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where students will experience a range of learning situations. Students are also expected to undertake appropriate independent study and reading.


160



Ass Number Outcomes Weighting Ass Type1 1,2,3&4 100% Coursework:

2,000 wordsThe assessment for this unit is coursework based (100%) and consists of two components:Research Report (80%)Presentation (20%)




Key Texts: Allen, J (2000) Event Planning: The Ultimate Guide to Successful Meetings, Corporate Events, Fundraising Galas, Conferences and Conventions. John Wiley & Son

Campbell, F; Brown, S; Race, P & Robinson, P (2003) Essential Guide for Organising Conferences and Events. Routledge Falmer.

Johansens, (2007) Johansens International Recommended Venus: For Conferences, Meetings and Special Events. Conde Nast Johansens Ltd.

Shone, A & Parry, B (2004) Successful Event Management. A Practical Handbook. 2nd Edition. Thompson.

Rogers, T (2003) Conference and Conventions – a global Industry. A twenty-First Century Industry. Oxford: Butterworth-Heinemann

Journals and Periodicals: Meetings and Incentive TravelConference and Exhibition FactfinderThe StandCaterer and HotelkeeperFestival Management and Event Tourism Annals of TourismEvent Management Journal (2002) known as Festivals and Event Journal vol1 no:1AMI (Association Meetings International)

Web Sites and Electronic Resources:www.meetpie.comhttp://www.abpco.org.ukhttp://www.eventia.org.ukhttp://www.meetings.orghttp://www.ises.comhttp://www.visitbritain.com

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http://www.visitbritain.com/

http://www.ises.com/

http://www.meetings.org/

http://www.meetpie.com/


http://www.martex.co.uk/ace




162


163


1 UNIT TITLE PATISSERIE 2 BRIEF SUMMARY This unit will develop the students’ understanding and

knowledge of the principles involved in the preparation, production and presentation of high class patisserie products, adhering to appropriate health and safety regulations and procedures

3 UNIT CODE NUMBER 33PT2001 4 HOME PROGRAMME BA (Hons) Hospitality Management with Culinary Arts


6 SUBJECT AREA HLST



5


200


11 PRE-REQUISITES Level 1 Food and Beverage Studies unit

12 CO-REQUISITES13 UNIT LEARNING

OUTCOMESOn successful completion of this unit students will be able to: 1) Understand and demonstrate the necessary specialist skills relating to the art of patisserie.2) Recognise and appreciate the physical and chemical properties of related raw ingredients.3) Achieve consistent standards in relation to portion and cost control 4) Apply appropriate hygiene and safety procedures. 5) Display creative product development techniques, in-keeping with current trends within the restaurant sector6) Evaluate performance in relation to production and control procedures


Associated ingredients- purchasing, storage and handling

Application of HACCP principles Patisserie principles and techniques Application of basic control systems in relation to

portion and cost


Class Contact:Lectures: 24 x 4 hours

A structured lecture programme will be supported by practical demonstrations, workshop activities and tutorials


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Ass Number Outcomes Weighting Ass Type1 1, 2, 4 50 Operational

Plan2 1,2,3,4,5,6 50 Practical

assignment + evaluation

The assessment will include an in-class assessment, requiring the production of specific patisserie items, together with supporting written material in the form of an operational plan and critical evaluation.




Key Texts:Ceserani V, Kinton R and Foskett D (2004) Advanced Practical Cookery< London, Hodder and Stoughton

Hannemann L,J (1999) 2nd ed. Patisserie, London, Butterworth Heinemann




This unit requires compulsory attendance due to the practical nature requiring operational skills.



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166


1 UNIT TITLE SERVICES MARKETING AND OPERATIONS MANAGEMENT

2 BRIEF SUMMARY The unit builds on the academic literature in Services Marketing Management. Managing hospitality and tourism services requires integration between operations and marketing due to the interdependencies in service delivery and marketing decisions. The service operations has a project management focus to support complex marketing systems whereby organisations interact in contemporary relationship marketing between its internal and external stakeholders. This unit underpins level 3 units in strategic management and operations strategy.

3 UNIT CODE NUMBER 33SM20014 HOME PROGRAMME All BA/BSc (Hons) Hospitality Programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) A. S. Thomas


5


200


11 PRE-REQUISITES Level 1 Marketing

12 CO-REQUISITES Business Planning and Human Resource Management



1. Evaluate appropriate theories, concepts and services marketing practices in the context of relationship marketing management.

2. Explain the systems approach and its use in managing operations, and the general principles of project operations management.

3. Evaluate a variety of data using a number of quantitative techniques for services management decision making.4. Analyse and apply services marketing/operations.

management techniques and systems in the design, development and implementation of a customer relationship plan for a specified service organisation.

5. Assess and display project management and personal skills in achieving coursework project objectives.


Overview of the integration between service operations and marketing, frameworks in transactional and relationship marketing.

Market and business environmental analysis using a systems approach.

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Market and competitor analysis-’B-2-B’. organisational buyer behaviour/market segments. Managing service delivery, customer /stakeholder

relationships and their influence on services branding and product-service strategies.

Services marketing mix polices/strategies, influence of relationship marketing through the six markets model-intermediaries/supply networks, referral alliances, sales networks, collaboration/partnerships, consortia in promotion planning and selling, influencer markets and societal marketing.

managing operational capacity in services marketing plans.

Managing customer complaints and service recovery, measuring service satisfaction and 'service gaps', appraising service performance - analysing customer feedback and customer tracking.

Facilitating services -CRM, impact of technology via e-marketing ,managing 'place' through CRS/GDS, internet marketing ,e-Airlines, e-travel mediaries, e-Hospitality and virtual intermediaries.

Principles of service operations management. Systems approaches to the theoretical aspects of

operations management, systems performance and appraisal of customer relationship delivery, planning and service improvement- blueprinting in managing the process and people in the services marketing mix.

Data analysis techniques: application of SPSS and appropriate statistical and forecasting techniques fro management decision making.

Operations Management techniques for facilitating management decision making.

Team effectiveness and application of Belbin team role tasks, use of in-tray exercises in problem solving, effective use of time management, scheduling, team interactions, and written communications/report writing.

Use of in-tray exercise using virtual learning environment (VLE) -in management decision making.

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Class Contact:Lectures: 24 weeks x 1 hourTutorials: 24 weeks x 1 hour The weekly keynote lectures will be reinforced with interactive tutorials designed to encourage application of main concepts to the coursework elements.

Data analysis computerised workshops will occur in the first 7 weeks aimed at facilitating case study analysis for the unit, the dissertation quantitative research processes and operations management strategy at level 3.

e-Learning strategies will focus on VLE support for the in-tray exercises, and the use of a literature review search for the case study analysis.

This unit will use Web CT vista in virtual and collaborative learning to meet the Faculty’s strategic goals of blended learning in Teaching & Learning.



Data analysis.

2 1,4,5 50% Coursework:1500 words

3 1, 2 40% Exam (2hrs)

Coursework 1 will be a data analysis exerciseCoursework 2 will be a mini project to include an integrated customer relationship plan linked to the two main subject areas of operations and marketing. 1500 words contribution per student culminating in a 6,000 word two phased team report




Key Texts: Brun, M.,Dominik,D.G.,(2006), Services Marketing-Managing the Service Value Chain, FT., Prentice-Hall

Dickman, S.(1999), Tourism and Hospitality Marketing, Oxford Press

Gronroos, C. (2006),3RD ed., Services Management and Marketing: Customer Management in Service Competition, John WileyFoley,J.& Kendrick,J.,(2006), Balanced Brand: how to balance the stakeholder forces that can make or break your

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business, San Francisco, Calif:Jossey-Bass

Hollensen, S., (2003) Marketing Management A Relationship Approach, Financial Times Prentice Hall

Hudson,S.(2008),Tourism and Hospitality Marketing-a global perspective, Sage

Johnston,C.,Clark,G.(2006), 2nd. Ed., Service Operations Management-Improving Service Delivery, FT Prentice-Hall

Kinnear, P.R., (2006) SPSS 14 for Windows made simple.Hove: Psychology

Kotler, P. et al (2006), (4th ed) Marketing for Hospitality and Tourism, Prentice Hall International.

Little,E., and Marandi,E.(2003) Relationship Marketing Management, Thomson

Pickton,D.,& Broderick,A.,3rd.ed.,(2005),Integrated Marketing Communications, FT,Prentice Hall

Rowntree, D (1981) Statistics without Tears. Harmondsworth Pelican

Slack, N. & Chambers.S.(2005), Operations Management ,ft.,Prentice Hall

Journals and Periodicals: Hospitality ReviewInternational Journal of Contemporary Hospitality ManagementInternational Journal of Hospitality ManagementJournal of customer service in marketing & managementJournal of Relationship MarketingJournal of Services MarketingJournal of Hospitality and Leisure MarketingManaging Service Quality, IFS Publication

Web Sites and Electronic Resources: http://www.gvcu.com/http://www.hotelschool.cornell.edu/research/chr/pubs/reportshttp://www.hotelschool.cornell.edu/industryInternational company web sites as appropriate and library data bases for coursework investigations




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http://www.hotelschool.cornell.edu/industry

http://www.hotelschool.cornell.edu/research/chr/pubs/reports

http://www.gvcu.com/


171


172


1 UNIT TITLE THE TOURIST EXPERIENCE2 BRIEF SUMMARY Focused upon the tourist experience in its widest context

(incorporating pre- and post-holiday experiences as well as those occurring whilst on holiday), the unit draws upon the fields of consumer behaviour, social psychology, sociology and marketing. The assessment (fieldwork) allows students to develop research skills and apply the knowledge learned, and provides the opportunity for first-hand involvement with managers/employees in the tourism industry.

3 UNIT CODE NUMBER 33TE20014 HOME PROGRAMME BA (Hons) Tourism Management

BA (Hons) Hospitality Management with TourismBA/BSc (Hons) Combined Honours Programme - Tourism


6 SUBJECT AREA N800 Tourism. Transport and Travel

7 UNIT LEADER(S) Steven Rhoden and Dr Amanda Miller


5


200






1. Analyse the tourists’ needs and wants.2. Evaluate tourists’ experiences of their involvement

with of the tourism industry, destinations and cultures.


Consumer decision-making process Factors influencing tourism demand: motivations;

behaviour; attitudes; personality Tourism typologies and market segmentation Tourism, leisure and work Authenticity Expectations, perceptions and satisfaction On-site experiences: flow and absorption Fieldwork skills: literature search/review, critical

reading/writing, fieldwork data collection/analysis, report writing

Residential fieldtrip and/or on-site fieldwork


Lectures: 23 Tutorials: 23 Residential fieldtrip: 40 hoursPrivate Study: 114 hours This unit is delivered through a combination of lectures,

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tutorials and fieldwork. Lectures introduce the theoretical framework. Tutorials further develop this material through analysis and discussion. Fieldwork provides opportunities for students to apply the knowledge and skills developed in lectures and tutorials in a ‘real world’ setting.


Coursework 100% A 4,000 word research project which addresses all learning outcomes.


Criteria used to determine the achievement of the unit’s intended learning outcomes are linked to those at programme level (see programme definitive document).


Core text books:Bell, J. (2005) Doing your Research Project, (4th Edn.), OUP, Maidenhead. Burns, R.B. (2000) Introduction to Research Methods, Sage, London.Cooper, C., Fletcher, J., Gilbert, D. and Wanhill, S. (2005) Tourism Principles and Practice. 3rd Edn. London: Addison Wesley Longman.MacCannell, D. (1976) The Tourist: A New Theory of the Leisure Class. London: The Macmillam Press Ltd.Metcalfe, M. (2006) Reading Critically at University. Sage, London.Pizam, A. and Mansfeld, Y. (eds) (1999) Consumer Behaviour in Travel and Tourism. New York: Haworth Hospitality Press.Ryan, C. (ed) (2002) The Tourist Experience. 2nd Edn. London: Continuum.Saunders, M., Lewis, P. and Thornhill A. (2003) Research Methods for Business Students, (3rd Edn.) Prentice Hall, London.Urry, J. (2002) The Tourist Gaze. 2nd Edn. London: Sage Publications.Wallace, M. and Wray, A. (2006) Critical Reading and Writing for Postgraduates. Sage, London.Journal:Annals of Tourism ResearchInsightsInternational Journal of Tourism ResearchJournal of Tourism StudiesJournal of Vacation MarketingTourism ManagementTravel and Tourism Analyst

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1 UNIT TITLE THEMED PROJECT MANAGEMENT2 BRIEF SUMMARY This unit will provide a framework in which a series of

Themed Events/Projects are planned, organised and controlled, to ensure that a detailed analysis and evaluation of the managerial processes are completed, ensuring a successfully simulated project

3 UNIT CODE NUMBER 33TP20014 HOME PROGRAMME All BA/BSc (Hons) Hospitality Programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) John Hobson


5


200


11 PRE-REQUISITES Level 4 Food and Beverage Studies

12 CO-REQUISITES Business Planning and Human Resource Management



1. Produce a management plan based on a supplied brief to be used as a blue print for the management of an event or catering activity and show an understanding of the training needs of the working group.

2. Supervise a project according to pre-determined standards developing the necessary skills to work as an effective member and ensure that the project is operated within Health, Safety and Hygiene guidelines.

3. Critically evaluate the range of operational management issues that have evolved from the project.


This unit will provide a framework in which a series of themed events/projects are planned, organised and controlled to ensure a detailed analysis and evaluation of the managerial processes involved to ensure successful operation. Typical events/project would be:

Pub lunch/Steakhouse Speciality Restaurant Carvery Banquet/Event Brasserie/Café BarManagement issues to be reviewed in relation to a specific event/project include the review of the ‘Business

175


Plan’, the ‘Marketing activities’, the ‘Human Resource and Training requirements’, ‘Food Production planning and control’, ‘Restaurant and Kitchen Operations’, ‘Beverage Sales’ and ‘Service Quality’.

176



Class contact:Term 1Project Planning and Product Development in the training restaurants and kitchens – 12 weeks x 5 hours per week.Term 2Project delivery in the training restaurants and kitchens – 6 weeks x 6 hours per session.

The majority of this unit will be taught through the use of student centred learning activities which will embrace a variety of approaches, including, demonstration of management skills through project activity, product development, case study appraisal of a similar event/project, briefings, presentations and written assignments.


Ass Number Outcomes Weighting Ass Type1 1 25% Operational

Plan 1000 words

2 3 20% Project Presentation

3 2 15% Project Briefing

4 3 40% Final ManagementReport2000 words

The assessment strategy for this unit will involve the production, in a management project team, of an ‘Operational Plan’ which will cover the areas of: ‘Food Production’, ‘Food and Beverage Service’ and ‘Support activities’. Having developed the plan the management team will present their plans for the project using Powerpoint to the rest of the peer group and be responsible for critically reviewing their performance on the day and producing a final report identifying the key management issues emerging from the project.





Key Texts : Ceserani, V, Kinton, R, Foskett, D. (2004), Practical Cookery, 10th Ed, London, Hodder and Stoughton.

Davis, B, Lockwood, A and Stone, S, (2007), Food and Beverage Management, 4th ed, Oxford, Butterworth Heinemann.

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Durkan, A and Cousins J (2004) The Beverage Book, London, Hodder and Stoughton Foskett, D, and Ceserani, V, (2007) ‘Ceserani and Kinton’s, The Theory of Catering,’ 11th ed. London, Hodder and Stoughton

Lashley, C, (2000). Hospitality Retail Management, Oxford, Butterworth Heinemann.

Lashley, C, Lincoln, G (2003). Business Development in Licensed Retailing, Oxford, Butterworth Heinemann.

Journals and Periodicals:Caterer and HotelkeeperCornell Hotel and Restaurant Administration Quarterly. HospitalityHotel and Restaurants InternationalIndependent RestaurantsKeynote and Mintel

Web Sites and Electronic Resources: These will be recommended by the unit tutor during the academic year.


This unit requires compulsory attendance because all practical and taught sessions are directly related to Food Production and Service for a live customer base. The specific food safety and customer service outcomes can only be achieved with attendance.

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1 UNIT TITLE TOURISM & GLOBAL SUSTAINABILTY 2 BRIEF SUMMARY The unit explores concepts of sustainable development and their

links to tourism management. Tourism is an expanding and increasingly pervasive globalised industry, and must respond to the issues presented by the global sustainability agenda. The subject is addressed from both 'business' and 'conceptual' standpoints, examining tourism’s environmental and social context, changing markets for tourism, and strategies and techniques.

3 UNIT CODE NUMBER 33TG20014 HOME PROGRAMME BA (Hons) Tourism Management

BA (Hons) Tourism Management with EventsBA/BSc (Hons) Combined Honours Programme - Tourism BA(Hons) Hospitality Management with Tourism


6 SUBJECT AREA N800 Tourism. Transport and Travel

7 UNIT LEADER(S) Dr Chris Stone


5


200

10 UNIT STATUS CORE OPTION (all programmes except BA(Hons) Hospitality Management with Tourism)

MANDATORY CORE (BA(Hons) Hospitality Management with Tourism)





1. Critically review relationships between the development and operation of the tourism industry and principles of sustainability.

2. Critically analyse links between and impacts of individual decisions about tourism consumption and global sustainability.

3. Assess techniques and strategies to apply sustainable development principles to the development and operation of tourism businesses, destinations, and flows.

4. Critically evaluate the application of the principles of sustainability as applied to international tourism development and management.


Key concepts associated with tourism and sustainability Definitions of sustainable development and sustainable

tourism development and management Tourism, economics and environments; externalities; the ‘triple

179


bottom line’ of sustainability Climate change – implications for tourism flows, destination

management and adaptation, carbon footprints, winter tourism (eg ski destinations)

Environmental management systems and tools; environmental reporting; environmental impact assessment; environmental auditing; corporate social responsibility

Markets - mass & niche – and tourism marketing, transport, and destinations. Case studies from developed and developing countries

Environments for tourism; environmental ethics Managing tourism – destination management; attractions ;

area protection; visitor management; carrying capacities and limits of acceptable change; consultation & participation; sustainability indicators

Principles into practice - ‘sustainable tourism’, ‘the responsible tourist’, ‘ecotourism’/’nature tourism’, ‘community tourism’, fair trade, ethical product development and labelling; ‘tourist codes’, individual carbon budgets

The future – making tourism sustainable?

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Lectures: 24 hoursSeminars: 12 hoursPrivate Study: 164 hours

A tutor-led programme of lectures which will introduce the key cognitive content of the unit, including theoretical aspects and core issues, and provide supporting case study material on the subject. The lecture programme will be supported by a weekly programme providing for the application of theory through a variety of alternative learning approaches including seminars, case studies, practical exercises, student presentations, and small-group discussions. Students are expected to undertake appropriate directed independent study and recommended reading.


Coursework 100%1. A 2000 word assignment (80%) on an aspect of tourism in

relation to global sustainability issues. Students will be presented with a range of assignment titles from which they may choose, or alternatively they may opt for a negotiated assignment on a subject of their choice in consultation with academic staff. Assessing predominantly but not exclusively learning

outcomes 1,2, & 4 2. An assessed case study presentation on a subject relevant to

the unit content, conducted on either an individual or a group basis (20%). Assessing predominantly but not exclusively learning

outcomes 3 & 4

There will be opportunities for formative assessment during the semester.


Coursework will assess research ability and analytical and evaluative skills related to the academic base on the relationships between tourism and global sustainability.


Core text books:Becken, S. & Hay, J. (2007) Tourism and Climate Change: Risks

and Opportunities, Clevedon: Channel View PublicationsFrance, L.A. (Ed.) (1997) The Earthscan Reader in Sustainable

Tourism, Earthscan Publications LtdGossling, S. & Hall, M. (2006) Tourism & Global Environmental

Change: Ecological, Social, Economic and Political Interrelationships, London: Routledge

Hall, C M & Higham, J (Eds.) (2005) Tourism, Recreation and Climate Change, Clevedon: Channel View Publications

Holden, A. (2007) Environment and Tourism, 2nd edition, London: Routledge

Ioannides, D. et. Al. (2001) Mediterranean Islands and Sustainable Tourism Development. London: Continuum

Middleton, V. (1998) Sustainable Tourism: A Marketing Perspective, London: Butterworth-Heinemann

Pattullo, P. (2006) The Ethical Travel Guide: Your Passport to Exciting Alternative Holidays, London: Earthscan Publications Ltd

WTO-UNEP (2006) Making Tourism More Sustainable, Madrid: WTO

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Journals Include::Annals of Tourism ResearchCurrent Issues in TourismEnvironmental ConservationInsightsJournal of Sustainable TourismJournal of Travel ResearchTourism Management

Electronic Resources:www.Enviro.aero - the air transport industry is making efforts to limit its environmental impactEthical Traveler - http://www.ethicaltraveler.org/ The Responsible Tourism Partnership - www.responsibletourismpartnership.orgEco-labels and Awards in Tourism in Europe - www.eco-tip.org/Eco-labels/ecolabels.htmTourism Concern http://www.tourismconcern.org.uk/ WTO Sustainable Development of Tourism site - www.world-tourism.org/frameset/frame_sustainable.html


The unit reflects research interests of lecturing staff and current research will underpin the course delivery.

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http://www.responsibletourismpartnership.org/


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1 UNIT TITLE DISSERTATION2 BRIEF SUMMARY The unit is a sustained an-depth independent study of the

student’s choice, directly related to their programmes’ aims. It allows the student to consolidate their intellectual development and apply their knowledge and skills to enhance their personal, vocational, research and academic interests through both academic and professional reflective practice.

The unit’s approach will be flexible to take into account the design and overall aims of each specific programme.

Consequently, the unit may encompass a range of methods in order to achieve the learning outcomes of the dissertation as it applies to the students’ specific topic area. Thus, students can select to undertake a dissertation (empirical or conceptual in nature); an advanced focused critical literature evaluation; a market research survey; an evaluation of organisation and workplace practices, or other research.

Similarly, the amount and content of research methods teaching in this unit, designed to underpin and enable critical engagement with and interpretation of appropriate data, will vary for each programme to take into account the programmes’ design and research methods content in previous levels.

3 UNIT CODE NUMBER 33HP30014 HOME PROGRAMME All Events Management related programmes

All Hospitality Management related programmesAll Tourism Management related programmesBA/BSc (Hons) Combined Honours Programme - Tourism


6 SUBJECT AREA N800 Tourism, Transport and Travel

7 UNIT LEADER(S) Rita Ralson


6


400






1. Plan, design, execute and communicate a sustained

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piece of independent intellectual work which provides evidence of critical engagement with and interpretation of, appropriate data

2. Demonstrate the development of their conceptual understanding and critical capacity; identify, use and evaluate appropriate research methods

3. Demonstrate evidence of personal initiative, responsibility and decision making; work independently, organise and manage time and resources, and operationalise ideas.; demonstrate the extension of their of their project management and research skills

4. Reflect critically on achievement of the dissertation’s aim and objectives and the unit’s learning outcomes.

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The nature, structure and process of a dissertation; identifying topics and planning research.

The research process, introduction to research philosophies, ethics and methodologies; research types, methods & techniques.

Formulating aims and objectives; research design and research questions; hypothesis generation. Problem identification, analysis and solution techniques.

Information retrieval and collection; literature search and evaluation;

Secondary and primary data collection; quantitative and qualitative data collection and analysis;

Interpretation, analysis and critical review. Validity, reliability, causation and correlation. Writing a research report, presentation


Varies according to programme design but typically:

Lectures: 24 hrs Seminars: 6hrsData collection & analysis workshops: 6 hrs Private Study: 364 hours

Independent study, individual supervision and guidance, lectures, seminars and workshops.

Staff submit suggested topics and areas of interest and will be allocated a quota of students to supervise, taking into account availability and student numbers.

Students will receive an initial briefing on the requirements of the dissertation and an indication of staff supervision areas towards the latter part of level 5 to encourage them to begin conceptualising and planning their dissertation. Students are responsible for selecting their own topic and supervisor.

At the beginning of level six there will be a block of lectures, workshops and individual tutorials giving more in-depth coverage of the unit’s learning outcomes, dissertation process and the development of topic aims and objectives, research ethics and appropriate methodologies.

Following this, students will produce a 1000 word proposal which outlines the dissertation’s aim and objectives; initial literature search and review identifying a range of key texts, the background to the topic and developing the research argument; and provide an overview of the proposed methodology. It will not form part of the unit assessment weighting but will be diagnostically reviewed and students will be given full written and verbal feedback on an acceptable and proceed / unacceptable and revise basis. Students will also submit an ethics and risk assessment in accordance with the Faculty research ethics code of conduct.

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Students will also be supported by a phased series of lectures, seminars and workshops covering a range of research methodologies, appropriate to the flexibility of the unit, including inter alia: literature search and evaluation; secondary and primary data collection; quantitative and qualitative data collection and analysis techniques; organisation based research; writing a research report.

Students whose programmes do not include research methods at level 5 will be expected to attend these sessions. Those students who have already studied research methods at a previous level will strongly be encouraged to attend by way of a refresher and further application to the dissertation process.

Each student will be supported by a supervisor who will provide advice and guidance appropriate for an independent study through regular individual tutorial sessions. Student progress will be reviewed in term 1 and term 2.

Students will also be supported by a dissertation handbook and all teaching material will be available on the Faculty intranet.

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Dissertation Report – 11,000 – 13,000 words (100%) (all learning outcomes)

Students will be required to submit drafts of work in progress throughout all stages of the study, in accordance with the dissertation handbook. Supervisors will provide comments on these as part of the formative process. Students will also be required to produce evidence of data collection of data collection and analysis before submission of the dissertation.


Identification and definition of a feasible and quality topic for study, through clear aims and objectives, and discussion of background issues.

Critical understanding and evaluation of the conceptual base of the study. Selection, application and critique of relevant ideas, concepts, theories and empirical research; interaction with appropriate range and depth of literature, especially recent academic journals. Development of a sustained reasoned argument that challenges assumptions.

Understanding, selection, justification, execution and critical evaluation of appropriate research techniques and methodologies.

Presentation, rigorous and systematic analysis, critical evaluation and reflection of the data, evidence and results including reliability, validity and relevance; relationship with the conceptual base;

Critical understanding and evaluation of the conclusions and recommendations, theoretical implications and practical application of their chosen topic; critical reflections and recommendations for future research.

Critical self-evaluation and justification, demonstrating evidence of personal initiative, independent and analytical thought, reflective skills and the ability to operationalise ideas. Overall achievement of the projects aim and objectives and the unit’s learning outcomes.

Presentation of a properly documented and referenced report, demonstrating ability to present a coherent and structured argument, to write selectively and relevantly, and to present information in an accessible form.


Students will be issued with a dissertation handbook at the beginning of level 6. The handbook gives substantial and comprehensive coverage of the dissertation process and requirements for this unit.

The dissertation handbook, documentation, research methods lecture, tutorial and workshop materials will be available on the Faculty intranet.

Given the flexibility of this unit, it is not appropriate to

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provide a prescriptive set of reading references. However, the following text is recommended as the core reading.

Saunders, M., Lewis, P. and Thornhill A. (2007) Research Methods for Business Students, (4th ed.) Prentice Hall, London

In addition, students are recommended to consult a number of the following texts as appropriate to their independent study. Further references on more specific aspects of the research process and methodologies will be given in the Research Methods sessions.

Bell,J and Opie,C (2002) Learning from research: getting more from your data, Buckingham: Open University Press,Bell, J (2005) Doing Your research Project: A Guide for First Time Researchers (3rd ed.) Maidenhead: Open University PressBlaikie, N. (2000) Designing Social Research. Cambridge, Maldon MA.Blaxter, L., Hughes, C. and Tight, M. (2001) How to Research. 2nd ed, Milton Keynes: Open University PressBradburn, N (2004) Asking Questions: The Definitive Guide to Questionnaire Design, San Francisco, CA: Jossey Bass Brotherton R.(ed) (1999) The Handbook of Contemporary Hospitality Management Research. WileyBryman, A. (2004) Social Research Methods. 2nd ed. Oxford: Oxford University PressBryman, A. and Cramer, D. (2001). Quantitative Data Analysis with SPSS for Windows. Hove: RoutledgeBuglear, J. (2000) Stats to Go: A Guide to Statistics for Hospitality Tourism and Leisure. Oxford: Butterworth-HeinemannBurns, R.B. (2000) Introduction to Research Methods. London: SAGECombes, H.C. (2001). The Research Students Guide to Success. Milton Keynes: Open University Press, Clark, M., Riley, M., Wilkie E. and Wood R. (1998) Researching and Writing Dissertations in Hospitality and Tourism. International Thomson Business Press. Creswell, J (2002) Research Design : Qualitative, Quantitative, and Mixed Method Approaches , 2nd ed., London: SAGECryer, P (2000) Research using IT. Basingstoke: Palgrave MacmillanCryer, P (2006) The Research Student’s Guide to Success, 3rd ed. Maidenhead: Open University Press,Davies, M (2007) Doing a Successful Research Project: Using Qualitative or Quantitative Methods. Palgarve Macmillan, BaisingstokeEasterby-Smith, M., Thorpe, R and Lowe,A (2002) Management Research (2nd ed.) London: SAGE Finn, M., Elliott-White, M and Walton,M (2000) Tourism and Leisure Research Methods. Harlow: Pearson EducationGeorge,D (2005) SPSS for Windows Step by Step: Simple

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Guide and Reference, 5th ed. Boston: Pearson Education Gerring, J (2007) Case Study Research: Principles and Practice Cambridge University Press: CambridgeGillham, B (2000) Developing a Questionnaire, London: ContinuumGillham, B (2000) The Research Interview, London: ContinuumMiles, M and Huberman, A (1994) Qualitative Data Analysis, Thousand Oakes, CA, SAGEOppenheim, A (2000) Questionnaire Design, Interviewing and Attitude Measurement. London: ContinuumPallant, J (2007) SPSS Survival Manual: a step by step guide to data analysis using SPSS for Windows. 3rd ed. Maidenhead: Open University Richie, B and Burns, P (2006) Tourism Research Methods: Integrating Theory and Practice, Wallingford: CABIRudestam ,K. and Newton, R. (2007). Surviving Your Dissertation. 3rd ed. London: .SAGESappsford , R and Jupp, V (ed.) (2006) Data Collection and Analysis, London: SAGEVeal, A (2006) Research Methods for Leisure and Tourism, 3rd ed. Harlow: Financial Times Prentice Hall Yin, R (2003) Case Study Research, 3rd ed. London: SAGE

Research Related JournalsThe following journals give more prominence to research methodology and can be a useful source of critiquing the methods researchers use.

Annals of Tourism ResearchEvents ManagementHospitality Education and Research JournalHospitality Research JournalInternational Journal of Contemporary Hospitality ManagementInternational Journal of Tourism ResearchJournal of Applied Recreation and ResearchJournal of Hospitality and Leisure MarketingJournal of Hospitality and Tourism ResearchJournal of Leisure ResearchJournal of Sport and TourismJournal of Sustainable TourismJournal of Tourism StudiesJournal of Travel and Tourism MarketingJournal of Travel ResearchJournal of Vacation MarketingLeisure StudiesTourism ManagementTourism Recreation ResearchTravel and Tourism Analyst

Electronic resources:Hospitality, Leisure, Sport and Tourism Network Research Gateway http://www.hlst.heacademy.ac.uk/gateway

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http://www.hlst.heacademy.ac.uk/



The chosen study may be collaborative with an external organisation or agency, providing the student is still able to meet the unit’s learning outcomes within the required time scale.

The unit’s approach will be flexible to take into account the varied design and overall aims of each specific programme.



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192


1 UNIT TITLE FOOD IN SOCIETY2 BRIEF SUMMARY This unit examines the issues relating to production,

processing and consumption of food.

3 UNIT CODE NUMBER 33FI30014 HOME PROGRAMME BSc (Hons) Hospitality Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) R. Smith


6


200



12 CO-REQUISITES Systems Approach to Quality Management



1. Have an appreciation of the political economy of food.

2. Critically evaluate the factors affecting food choice.

3. Critically evaluate the influence of various organisations and agencies on food policy.


Primary and secondary food production systems.

External influences on food production. Food quality, ethics and health. Factors affecting food choice. Sectoral and cultural differentiation.



A structured lecture programme supported by a flexible seminar programme using a range of teaching methods.Students are also expected to undertake appropriate independent study and reading.

The unit leader will also make available online support via Web CT vista where appropriate

16 ASSESSMENT Ass Outcome Weighting Ass Type

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STRATEGIES

.

Number1 2,3 40% Coursework

1500 words and presentation

2 1,2,3 60% Exam (3hrs)

The coursework will be a 1500 word essay relating to food policy. The presentation will relate to the coursework and there will be an opportunity for the students to question and debate with the presenter.

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Key Texts: Atkins, P. & Bowler, I (2001) Food in Society London, Hodder Arnold

Beardsworth, A & Keil, T (1997) Sociology on the Menu: Invitation to the Study of Food and Society. Routledge.

Blythman, J (2005) Shopped: The Shocking Power of British Supermarkets. Harperperenial.

Lang,T & Haesman, M (2004) Food Wars: The Battle for Minds, Mouths & Markets. Earthscan Ltd.

Meiselman, H (2000) Dimensions of the Meal. Maryland, Aspen Publishers.

Nestle, M (2007) Food Politics: How the Food Industry Influences Nutrition and Health (California Studies in Food & Culture). University of California Press.

Tudge, C (2004) So Shall We Reap: What's Gone Wrong with the World's Food - and How to Fix It. Penguin.

Journals and Periodicals: British Food JournalFood, Culture and Society: An International Journal of Multidisciplinary Research.Journal of Agriculture and Environmental Ethics

Web Sites and Electronic Resources: Department of Agriculture and Rural Development.http://www.dardni.gov.uk/index.htm

DEFRAhttp://www.defra.gov.uk/Food Standard Agencyhttp://www.food.gov.uk/Soil Associationhttp://www.soilassociation.org/Slow Food in the UKhttp://www.slowfood.org.uk/WTOhttp://www.wto.org/Vegetarian Societyhttp://www.vegsoc.org/

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http://www.vegsoc.org/

http://www.wto.org/

http://www.slowfood.org.uk/

http://www.soilassociation.org/

http://www.food.gov.uk/

http://www.defra.gov.uk/

http://www.dardni.gov.uk/index.htm





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197


1 UNIT TITLE GASTRONOMY2 BRIEF SUMMARY To provide an understanding of the significant influences

which impact upon the different eating habits and cultures across the globe.

3 UNIT CODE NUMBER 33GA30304 HOME PROGRAMME BA (Hons) Hospitality Management with Culinary Arts


6 SUBJECT AREA HLST

7 UNIT LEADER(S) L. Hill


6


200


11 PRE-REQUISITES NONE

12 CO-REQUISITES Level 3 Product Development and Cultural issues


On completion of this unit, the student will be able to:

1) Demonstrate a full understanding of applied theories and concepts in relation to gastronomy.

2) Identify and appraise cultural diversity and its significance within the restaurant sector.

3) Investigate, evaluate and report on current issues in relation to significant global food related topics.


The evolution of gastronomy and the development of eating habits and practices across cultures, evolution of the modern menu.

Religious and ethnic influences Political and economic factors, their contribution to

local economies, significance of indigenous foods. The impacts of geography and technology on

production and distribution within the food chain. Nutritional aspects, changes in eating habits, special

diets. Influences and issues in relation to contemporary

meal experiences and market trends


Class Contact:Lectures / seminars: 24 weeks x 1 hour The delivery of the unit will comprise a series of lectures supplemented with group discussions and seminars. Students will also participate in student centred learning activities for the coursework by means of information retrieval using library database sources.

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199




2000 words 2 1&2 50% Exam (3hrs)

Coursework: based upon an investigative exercise relating to current global food issues.Examination: Three hour written paper covering all aspects of the syllabus




Key Texts: Atkins, P, Bowler, I (2007) Food in Society, London, Hodder Arnold

Beardsworth, A and Keil, T (1997) Sociology on the Menu: An Invitation to the Study of Food and Society, London, Routledge

Hall, C.M, Sharples, Mitchell, Macionis, Cambourne (2003) Food Tourism Around the World, Oxford, Butterworth-Heinemann

Kiple, K and Ornelas, K (2001) The Cambridge World History of Food, Cambridge, Cambridge University Press

Kittler, P and Sucher K (2001) Food and Culture, London, Wadsworth / Thomson Learning, 3rd ed

Meislemann, H L (2000) Dimensions of the Meal, Maryland, Aspen Publication

Murray, Sarah (2007) Moveable Feasts, London, Aurum Press Ltd

Sloan, D (Ed.) (2004) Culinary Taste: Consumer Behaviour in the International Restaurant Sector, Oxford, Elsevier, Butterworth-Heinemann, 1st Ed.

Trott, P (2002) Innovation Management and New product Development, London, Prentice Hall , 2nd Ed.

Warde, A (1997) Consumption, Food and Taste: Culinary Antinomies and Commodity Culture, London, Sage

Warde, A and Martens, L (2000) Eating Out: Social Differentiation, Consumption and Pleasures, Cambridge, Cambridge University Press

Wood, R C (1995) The Sociology of a Meal, Edinburgh, Edinburgh University Press

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Yeatman, Marwood (2007) The Last Food of England, London, Ebury Publishing

Journals and Periodicals: These will be recommended by the unit tutor during the academic year.

Web Sites and Electronic Resources: These will be recommended by the unit tutor during the academic year.




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202


1 UNIT TITLE GLOBALISATION2 BRIEF SUMMARY This module is concerned with approaches to informed

decision making in the context of the global hospitality industry.

3 UNIT CODE NUMBER 33GB30054 HOME PROGRAMME BA (Hons) Hospitality Business Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) J. Theodore


6


200






1. Critically evaluate the global options available to firms for expansion and market dominance.

2. Assess the global strategic incentives that spur firms to engage in vertical integration, to diversify their portfolio or to merge with another firm.

3. Assess situations when particular global strategies are most effective.

4. Critically evaluate the motivations and concepts behind the trend towards globalisation.


The concept of Globalisation; The process of consolidation; Evolution of multi national structures; Alternative integration and diversification strategies; Mergers and acquisitions - theory and evidence; Economies of scale, economies of scope, synergies; Types of merger and takeovers; Project Appraisal; Growth Strategies



The learning and teaching strategy is designed to develop knowledge and competencies in the range of management and planning skills through the active use of relevant case

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study material. This module will facilitate learning through a combination of keynote lectures, supported open learning and self-directed learning.



Ass Number Outcomes Weighting Ass Type1 3&4 40% Coursework:

2000 words2 1&2 60% Exam (3hrs)

The coursework will be submitted in essay form and will relate to global business strategies and the concepts behind such strategies.




Key Texts: Knowles T, Diamantis D, El-Mourhabi J Bey, (2004), ‘The Globalisation of Tourism and Hospitality: A Strategic Perspective’, 2ndEd, Thomson Publishing International, London. UK.

Hussey, D. E., (1998), ‘Strategic Management, from Theory to Implementation’, fourth edn., Butterworth Heinemann

John, R., Letto-Gillies, G., et al, (1997) ‘Global Business Strategy’, International Thomson

Guy, F (2007), ‘The Global Environment of Business’, Oxford University Press.Journals and Periodicals: These will be recommended by the unit tutor during the academic year.

Web Sites and Electronic Resources: These will be recommended by the unit tutor during the academic year

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1 UNIT TITLE GROUP CONSULTANCY PROJECT- LICENSED RETAIL MANAGEMENT

2 BRIEF SUMMARY This unit will allow students the chance to directly apply management strategies to a live business in the Licensed Retail Sector. The unit will be taught alongside Strategic Issues in Licensed Retail Management and will tap into the models, theories and concepts used to illustrate the theoretical underpinning of the industry. Students will have a client appointed, with whom they will work to develop an element of their business. The ‘element of business’ will be decided jointly by the client and unit leader. Students will carry out an initial audit of the business; comply with a brief to produce an interim report of their proposals; complete appropriate research leading to a final report and give their recommendations to solve the problem posed in the brief. Finally, the students will deliver a business presentation of their findings and recommendations to the unit leader and client.

3 UNIT CODE NUMBER 33GC30014 HOME PROGRAMME BA (Hons) Hospitality and Licensed Retail Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) John Hobson


6


200



12 CO-REQUISITES Level 6 Strategic Issues in Licensed Retail Management



1. Analyse and evaluate a Licensed Retail business, identify key management issues and make recommendations for improvement in performance of an element or the whole entity.

2. Apply strategic management models, concepts and theories to the issue under consideration in the consultancy.

3. Prepare a plan of action to tackle the consultancy brief, apply appropriate research methods to investigate the issue, evaluate the problems posed, draw conclusions and make recommendations to improve performance.

4. Present their findings in the form of a business report

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and a business presentation.

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An overview of business operations in the Licensed Retail Industry

A review of the key issues that impact on the licensed retail sector

An appreciation of management strategies in relation to a consultancy problem. Strategies will be considered at Corporate, Management and Unit levels

Review of a live licensed retail business operation and identification of the key problems posed by such an operation including, financial and operational areas

Analysis of the framework of environmental and stakeholder requirements of a business

Consideration of the special legislation that underpins the industry (UK and EU)


Class Contact:Lectures: 24 weeks x 1 hourTutorials: 24 weeks x 1 hourThese to be taught together as a 2 hour session

The unit will be delivered using a variety of teaching and learning strategies: these will be flexible enough to cope with the demands of the consultancy. These strategies could include formal lectures, visits to the business and interviews with the client and business employees, tutorials and periodic review of progress.

The unit leader will also make available online support


Ass Outcomes Weighting Ass Type1 2, 3 20% Coursework:

Interim Report 1000 words

2 1, 2, 4 50% Course work: Final Report 2000 words

3 4 30% Presentation

There will be 3 elements to the assessment. The students after being presented with the consultancy brief and discussing the issues posed with the client will prepare an interim report which will be agreed with the client and unit leader before the consultancy can start. The students will complete the consultancy investigation and prepare a final report. The main findings and recommendations will be presented to the client using a ‘Powerpoint’ presentation



18 INDICATIVE STUDENT Key Texts:

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LEARNING RESOURCES

Brown, A. (2004) ‘Organizational Culture’ Harlow, Pearson Education Limited

Fitzsimmons, J and Fitzsimmons, M. (2006) ‘Service Management’, 5th ed, NY, McGraw-Hill.

Flynn, M, Ritchie, C and Roberts, A (2000) ‘Public House and Beverage Management: Key Principles and Issues’ Oxford, Butterworth/Heinemann.

Johnson, G and Scholes, K (1996) ‘Exploring Corporate Strategy’ Hemel Hempstead, Prentice Hall.

Lashley, C (2000) ‘Hospitality Retail Management’ Oxford, Butterworth/Heinemann.

Lashley, C and Lincoln, G. (2003) ‘Business Development in the Licensed Retail Sector’ Oxford, Butterworth/Heinemann

Mabey, C and Mayon-White, W, ed. (1993) ‘Managing Change’ 2nd. ed. London, Paul Chapman Publishing.

Porter, M, E. (1994) ‘Competitive Strategy: Techniques for Analysing Industries and Competitors’ London, Collier/Macmillan Publishers.

Stacey, R (1996) ‘Strategic Management and Organizational Dynamics’ 2nd. ed. London, Pitman Publishing.

Journals and Periodicals: Caterer and HotelkeeperCornell Hotel and Restaurant Administration QuarterlyHospitalityInternational Journal of Wine MarketingInternational Journal of Contemporary Hospitality ManagementInternational Journal of Service Industries ManagementThe PublicanThe LicenseeWeb Sites and Electronic Resources: BII, Company and Professional Web Sites will be recommended as appropriate

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1 UNIT TITLE INTERNATIONAL HUMAN RESOURCE MANAGEMENT2 BRIEF SUMMARY To succeed within the rapid growth of the global market

economy, international hospitality and tourism organisations need effective people managers to harness their most distinct competitive advantage, their employees. International Human Resource Management facilitates this requisite knowledge and understanding by examining this function and its constraints, specifically within a global multinational management context.

3 UNIT CODE NUMBER 33IH30014 HOME PROGRAMME BA (Hons) International Hospitality Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) C.S. Branston


6


200


11 PRE-REQUISITES Level 5 Hospitality Human Resources Management




1. Critically examine the importance of International human resource management for managers of hospitality.

2. Analyse the differing roles and status of employees within an international business environment.

3. Evaluate critically, strategies for people management and development within the International Hospitality and Tourism Industry.


Defining IHRM: The employment relationship; Importance to global business; Organisational context; Divergence and convergence with domestic HRM; Comparative models of HRM.

International Human Resources: Differences and similarities of employee status:- Host-country nationals (HCNs); Parent-country nationals (PCNs); Third-country nationals (TCNs); Expatriates; Inpatriates.

Employee Resourcing: Comparative recruitment and selection and retention strategies; Practices within multinational national organisations, across boarders and for international assignments. Personal and family challenges of international working.

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Performance Management: Comparative performance management strategies; Processes and systems: Individual and team performance; Managing international and expatriate employees; Performance management as international reward.

Employee Development: Comparative learning, training & development strategies; Cultural impact; Careers; International management/ leadership development; Diversity Management.

Rewarding Management: Defining the concept; Comparative approaches; Implications for reward strategies; Impact on expatriate and international employee reward.

Employee Relations: Comparative employee relations; Impact of culture on the employment relationship; International employment regulation and empowerment; Equality and law.

212




Due to the varied nature of the content of the unit and diverse student cohort, a mixture of strategies will be used in delivery. These will include formal lectures; Interactive seminars; Individual/group exercises; case studies; DVDs; Personal presentations; Private study and industry presentation as appropriate.




2000 words 2 1&2 60% Exam (3hrs)

Coursework: Written Assessment 1: 2000 word essay/ project (Depending on availability of industry case study).

Assessment 2: 2 hour exam (2 questions)




Key Texts:Brewster, C., Sparrow, P. and Vernon, G. (2007) International human resource management (2nd Ed), CIPD, London

Dowling, P. J. and Welch, D. E. (2008) International human resource management: Managing people in a multinational context (5th Ed), Thompson, London

D’Annunzio Green, N.(1997) ‘Developing international managers in the hospitality industry’, International Journal of Contemporary Hospitality Management, Vol. 9:5/6, pp199-208

D’Annunzio-Green, N. (2002) ‘An examination of the organizational and cross-cultural challenges facing international hotel managers in Russia’, International Journal of Contemporary Hospitality Management. Vol.14:6, pp 266 –274

D’Annunzio-Green, N., Maxwell, G. A. and Watson, S. (2002) Human resource management: International perspectives in hospitality and tourism, Thompson Learning,

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Padstow

French, R. (2007) Cross-cultural management in work organisations CIPD, London.

Groeschl, S. (2003) ‘Cultural Implications for the Appraisal Process’, Cross Cultural Management. Vol. 10: 1

Lucas, R. E. (2004) Employment Relations in the hospitality and tourism industries, Routledge, London.

Lucas, R., Marinova, M., Kucerova, J. and Vetrokova, M. (2004) ‘HRM practices in emerging economies: a long way to go in the Slovak hotel industry?’, International Journal of Human Resource Management, Vol. 15:7, pp 1262-1279

Lucas, R., Lupton, B. and Mathieson, H. (2006) Human resource management in an international context, CIPD, London.

Marschan-Piekkari, M., Welch, D. and Welch, L. (1999) ‘Adopting a common corporate language: IHRM implications’, International Journal of Human Resource Management, Vol. 10: 3

Tahvanainen, M. (2000) ‘Expatriate performance management: the case of Nokia telecommunications’, Human Resource Management, Vol. 37:4, pp 267-75

Torrington, D., Hall. L. and Taylor, S. (2008) Human Resource Management (7th Ed), Pearson Education Ltd, Harlow

Trompenaars, F. and Hampden-Turner, C. (2004) Managing people across cultures, Capstone Publishing, Chichester.

Zhang, H. and Wu, E (2004) ‘Human resource issues facing the hotel and travel industry in China’, International Journal of Contemporary Hospitality Management, Vol.16:7, pp 424-428.

Journals and Periodicals: Compensation and benefits ReviewEuropean Journal of Industrial RelationsHotel and Restaurant Administration QuarterlyHuman Resource Management JournalInternational Journal of Contemporary Hospitality ManagementInternational Journal of Hospitality ManagementInternational Journal of Human Resource ManagementInternational Journal of Selection and Assessment

Web Sites and Electronic Resources: www.cipd.co.uk

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1 UNIT TITLE INTERNATIONAL SERVICES MARKETING2 BRIEF SUMMARY Hospitality and travel organizations are often strategically

vertically integrated and operate in an increasingly global market .The sectors are inherently services-dominant and operate in complex trading environments in countries/regions with markedly different environmental impacts. The discipline has a strategic perspective and focuses on international services marketing.

3 UNIT CODE NUMBER 33IS30014 HOME

PROGRAMME(S)BA (Hons) International Hospitality ManagementBA (Hons) Hospitality Business Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) A.S. Thomas


6


200


11 PRE-REQUISITES Level 5 Services Marketing & Operations Management

12 CO-REQUISITES



1. Articulate and critically analyse the processes of the internationalisation of firms and postulate the impacts of globalisation and e-globalisation in the context of hospitality travel and other service sectors.

2. Assess the complexities of the international trading environment, in the context of hospitality travel and

other services sectors.3. Assess market country screening variables and

critically review strategic services market entry modes for entering new and mature markets

4. Critically review targeting, positioning, global branding and services marketing mix strategies in the context of international hospitality, travel and other service enterprises.

5. Critically assess strategic service quality management when operating across borders

6. Synthesise cultural and ethical consequences of international services marketing strategic decisions

14 CURRICULUM Globalisation and the theories of internationalisation in influencing international services marketing strategies,

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OUTLINE e-globalisation Organisational structures and centricity models-

international typologies (international, MNE, transnational, global enterprises), Export, International Multinational, Global marketing; and strategic change. Divisional, matrix structures, HQ focus-subsidiary , Market entry strategies-franchising, licensing, joint ventures, Direct Foreign Investment

Vertical relationships in the international travel trade and their impact on relationship marketing practices, market entry and globalisation form a supply-perspective , vertical channel relationships, strategic alliances, partnerships, collaboration and network marketing for competitive advantage.'B-2-B' Relationships in the international travel trade and their impact on relationship marketing practices and globalisation .

Intercultural marketing and cultural consequences in decision making, client negotiations/international relationship marketing

Managing global brands-image, brand identity, targeting positioning and ethical issues-values in exchange relationships across borders, conflicts of interests and diversity of international stakeholders

IGMC and the integrated communications effort across borders.

Managing differentiation/adaptation/ standardisation in the international services marketing mix

Managing standardisation, adaptation, mass customisation and customization of service levels and quality in service delivery.

Managing Service quality for world-class delivery : frameworks in international quality management, international external bodies-Business Excellence model/EFQM/ Malcolm Baldridge Award, benchmarking strategies across borders

International marketing research and managing Client-customer data and e-service quality feedback .

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Class Contact:Lectures: 24 weeks x 1 hourTutorials: 2 weeks x 1 hourOn line collaboration: 4 weeks x 1 hour.

The weekly keynote lectures will be reinforced with interactive tutorials designed to encourage application of main concepts to the coursework elements using case studies and key literature sources.

Key library information handling workshop to support the market entry screening process for the coursework and e-Learning strategies will focus on VLE support for on-line collaboration in country screening intelligence gathering.

This unit will use Web CT vista in virtual and collaborative learning to meet the Faculty’s strategic goals of blended learning in Teaching & Learning.


Ass Number Outcomes Weighting Ass Type1 1,2,3,6 50% Coursework:

2000 words2 1,4,5,6 50% Exam (3hrs)

Coursework: Academic consultancy report. The key focus will be on students participating in their own learning as 'reflective learners'. This will involve information retrieval using library database sources and web sites for assessing market entry for an international hospitality organisation.Examination: Consisting of three sections to reflect the learning outcomes of the unit overall




Key Texts: Bradley,F.,(2005),5TH.ed., ‘International Marketing Strategy’, Prentice-Hall.

Buhalis,D(2003’) ‘eTourism : Information Technologies for strategic Tourism Management’, Prentice-Hall.

Brotherton, B. (2002), ‘The international Hospitality Industry: Structure, Characteristics and Issues’, Butterworth Heinemann.

Bridgewater,S., & Egan.C. (2002), ’International Marketing Relationships’, Palgrave.

Doole,I.,(2002)’International Marketing Strategy’, 3 e, TomsonKasper, H,Helsdingen,P.V.,et.al.(2000),’Services Marketing

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Management -An International Perspective’, Wiley.

Lovelock,C.,Wirtz,.J.,6th. Ed.,(2006),’Services Marketing-People, Technology, Strategy’, Pearson-Prentice Hall.

Keegan, W.(2005),(8th ed),’Global Marketing Managemen’t, Prentice-Hall.Knowles T, Diamantis D, El Mourhabi J, (2003) ‘Globalisation within Tourism and Hospitality a strategic perspective’, 2nd Edition, Continuum, London.

Rugimbana,R.,(2003), ‘Cross Cultural Marketing’, Thomson.

Usunier, J. C. (2005). 'Marketing across cultures’, (4th ed.) Harlow, Prentice Hall.

Millar,C.,&Grant,R.M.,(2000),’ International Business-Emerging Issues and Emerging Markets’, Macmillan-Business

Yu,L. (2005), ‘The International Hospitality Business Management and Operations’, Jaico Publishing House.

Journals and Periodicals: Asia Pacific Journal of Marketing & logisticsCornell Hotel and Restaurant Admin QuarterlyHospitality reviewHotelsEuropean Journal of MarketingInternational Business ReviewInternational Journal of Contemporary Hospitality ManagementInternational Journal of Hospitality ManagementInternational Journal of Hospitality and Tourism AdministrationInternational Journal of Service Industry ManagementInternational Journal of Tourism ManagementJournal of Hospitality and Leisure MarketingJournal of International MarketingJournal of International Consumer MarketingJournal of Services MarketingJournal of Travel & Tourism MarketingJournal of Vacation Marketing

Web Sites and Electronic Resources: http://www.gvcu.com/http://www.hotelschool.cornell.edu/research/chr/pubs/reportshttp://www.hotelschool.cornell.edu/industryhttp://www.world-tourism.org/http://www.businessfordiplomaticaction.org/https://www.uktradeinvest.gov.uk/https://www.cia.gov/cia/publications/factbook/index.htmlhttp://news.bbc.co.uk/2/hi/country_profiles/default.stmhttp://www.economist.com/countries/

219

http://www.economist.com/countries/

http://news.bbc.co.uk/2/hi/country_profiles/default.stm

https://www.cia.gov/cia/publications/factbook/index.html

http://www.uktradeinvest.gov.uk/

http://www.businessfordiplomaticaction.org/


http://www.hotelschool.cornell.edu/industry

http://www.hotelschool.cornell.edu/research/chr/pubs/reports

http://www.gvcu.com/


www.unesco.org (case studies)Trade Environment Database (TED): www.american.edu/TED/ (case studies of destinations)other data bases via http://www.library.mmu.ac.ukGMID,Euomonitor,Mintel, Datamonitor company reports

220

http://www.library.mmu.ac.uk/

http://www.american.edu/TED/



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1 UNIT TITLE OPERATIONS STRATEGY 2 BRIEF SUMMARY This unit builds upon competencies and understanding of

tactical operations decision making developed at level 5. At level 6 a strategic perspective is developed through coverage of issues/scenarios presented within and from outside the hospitality and events sector.

3 UNIT CODE NUMBER 33OS30014 HOME PROGRAMME All BA/BSc (Hons) Hospitality Programmes

BA Event Management - Full time and sandwich programmes.


6 SUBJECT AREA HLST

7 UNIT LEADER(S) D. Briggs


6


200






1. Critically analyse theoretical frameworks applicable to operational aspects of the hospitality / events industry

2. Critically evaluate operational strategies and their influence upon principal sectors of the hospitality / events industry

3. Critically evaluate solutions derived from the application of operations research techniques and other problem solving methodologies applicable to core operational decision areas


Operational characteristics of hospitality related products: open systems view, key operations interfaces, drivers, challenges (impact of new technologies, external operating environment)

Design of delivery systems: system taxonomies, Capacity planning, demand forecasting, waiting line

management theory/project evaluation Managing operating capacity: supply and demand side

strategies, yield management, analytical tools and decision-making techniques, labour scheduling/job design, inventory management techniques and

222


philosophies System performance and appraisal: performance criteria,

tools and approaches for monitoring and appraising operational performance, planning for operations improvement, failure planning and recovery business continuity planning, ethical issues and future challenges

Operations research/quantitative techniques integrated with above areas include:

Forecasting techniques Decision theory Analytical queuing models/simulation Linear programming Deterministic/Probabilistic inventory models Statistical quality control techniques

223




Lectures will focus upon key principles and theories, tutorials will cover interpretation of quantitative aspects, operations research and problem solving activities.



Ass Number


1 3 25% Coursework: in class assignment.


3 1,2&3 50% Exam (3hrs)

Coursework: In-class assignments (to be completed in term 1) require application of operations research techniques to problem solving exercises. Exam: Paper comprises two sections, each having four questions. Students must answer at least one question from each section. One section requires evaluation of problem data through application of quantitative techniques.




Key texts:Slack, N. Chambers, S. and Johnston R.(2007), Operations Management ,5th edn. Harlow: Financial Times Prentice Hall.

Slack, N. and Lewis, M.(2008), Operations Strategy,2nd edn., Financial Times,Prentice Hall, UK.

Other Texts:Fitzsimmons, J and Fitzsimmons, M.(2006), Service Management: operations strategy and information technology 5th edn., McGraw- Hill, London.

Johnston, R. and Clark, C. (2004), Service Operations Management, 4th ed Harlow: Financial Times/Prentice Hall.

Krajewski,L. and Ritzman L.(2002), Operations Management: Strategy and Analysis.,6th Edn New Jersey : Prentice Hall

Shafer, S. and Meredith, J.(1998), Operations Management: a process approach with spreadsheets, New York: Wiley

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Journals and Periodicals: Annals of Tourism ResearchCornell Hotel and Restaurants Administration QuarterlyHospitalityInternational Journal of Contemporary Hospitality ManagementInternational Journal of Operations and Production ManagementInternational Journal of Tourism ResearchHarvard Business ReviewJournal of Business ResearchJournal of Tourism StudiesJournal of Vacation MarketingService Industries JournalSloan Management ReviewTourism EconomicsTourism ManagementTravel and Tourism Analyst





225


226


1 UNIT TITLE PRODUCT DEVELOPMENT AND CULTURAL ISSUES2 BRIEF SUMMARY This unit enables the student to investigate the relevant

sociological, technical, economic and political factors which significantly influence the food from a specific country / region and apply product innovation within a cultural framework.

3 UNIT CODE NUMBER 33PD30014 HOME PROGRAMME BA (Hons) Hospitality Management with Culinary Arts


6 SUBJECT AREA HLST

7 UNIT LEADER(S) L. Hill


6


200



12 CO-REQUISITES Level 3 Gastronomy unit


On successful completion of this unit the student will be able to:

1. Plan, design, execute and communicate a sustained piece of intellectual work in relation to consumer acceptability of products representative of a culture of their choice.

2. Critically analyse and evaluate the significance of gastronomy within the cultural framework of global culinary customs and apply product innovation to a specific culture.


Applied recipe and product development Application of sociological, technological,

economical and political influences to food of a specific country / region

Organoleptic aspects in relation to quality Data collection, analysis and evaluation Appreciation and understanding of market

knowledge and consumer behaviour, expectations and attitudes linked to diverse cultural backgrounds


Class Contact:Practical / theoretical workshops / seminars: 12 weeks x 4 hours per week

The delivery of the unit will combine a variety of approaches supported by a structured lecture

227


programme. These will include student centred learning activities - product development workshops, related organoleptic testing, seminar presentations and group discussions. It is expected that students will conduct independent secondary research into the cuisine / culture of their choice,

228



Ass Number


1 1 40% Coursework: Seminar paper and presentation1500 words

2 2 60% Coursework:Cultural Portfolio / Report3500 words

The assessment associated with this unit is summative, assessing the student’s ability to apply and critically evaluate significant gastronomic aspects in relation to chosen products as well as demonstrating an understanding of global cultural and culinary theories.

Coursework 1: Seminar paper and presentation (to include delivery of paper).Coursework 2: Cultural Portfolio / Report. The report will take the form of a research based, critical

analytical and evaluative exercise, applying secondary and primary data to a specific culture in relation to their product

development.




Key Texts: Rudder, A (2002) A Model for Successful New Product Development (NPD) in the UK Food Market, Ph.D. Thesis, Hollings Faculty, Manchester Metropolitan University

Trott, P (2002) Innovation Management and New product Development, London, Prentice Hall , 2nd Ed.

Because of the nature of this unit students are expected to collect secondary data in relation to their specific culture / cuisine and therefore will select and generate their own references lists/ texts.



229


230


231


1 UNIT TITLE SPONSORSHIP AND FUNDING FOR EVENTS2 BRIEF

SUMMARYThe purpose of this unit is to give a global and national insight into the economic appeal of event sponsorship. The unit will critically analyse the fiscal sponsorship arrangement for events. The unit will establish how sponsorship has its heritage within the area of marketing, while presenting the case that sponsorship is a highly specialist and beneficial activity within the event sector. A combined approach between sponsorship and public funding will also take precedence when investigating the competitive and dynamic business landscape. The strategic business application will be applied to the event planning model for sponsoring international, Hall Mark and Mega Events.

3 UNIT CODE NUMBER

33SF3001

4 HOME PROGRAMME

BA (Hons) Event Management - Full time and Sandwich programmes.BA (Hons) Hospitality with Event Management

5 HOME DEPARTMENT


6 SUBJECT AREA HLST



6


200


11 PRE-REQUISITES

None




1) Critically analyse and evaluate fiscal sponsorship arrangements for events.

2) Demonstrate a critical awareness and appreciation of existing and emerging standards, policies, initiatives, frameworks and contemporary issues that impact on sponsorship.

3) Evaluate the contribution and impacts of events sponsorship in social, economic, environmental, political, technological and other terms.


The Key themes of this unit will include: - strategies for developing sponsorship proposals identifying sources of funding securing partnership and strategic alliances through

232


sponsorship external factors effecting sponsorship deals the emerging market of sponsorship, branding,

naming rights and exclusivity deals evaluating the impact of sponsorship (ROI) the economic impact of sponsorship on sporting

events public funding strategies

233



The teaching for this unit will consist of : -24 x 1 hour lectures24 x 1 hour seminars

The teaching for this unit will be over two semesters, culminating with a written course work to be handed in at the end of the first semester. An exam will also be arranged for the end of the academic teaching year.

The unit leader will also make available online support via the Web CT Vista.


Ass Number Outcomes Weighting Ass Type1 1,2 40 Report

2000 words2 3,1 60 Exam (3hrs)




Key Texts:Copley, P. (2004). ‘Marketing Communication Management’. Oxford, Elsevier Butterworth-Heinemann.

Kolah, A. (1999). .Maximising the Value of Sports Sponsorship’, London, Financial Times Business Limited

Lagae, W. (2005). ‘Sports Sponsorship and Marketing Communications – A European Perspective’, Essex, Pearson Education Limited.

Pickton, D. & Broderick A. (2005). ‘Integrated Marketing Communications’, 2nd ed., Essex, Pearson Education Limited

Bagehot, R. (1998). ‘Bagehot on Sponsorship, Merchandising and Endorsement’, London : Sweet & Maxwell

Journals and Periodicals:The International Journal of Events Management researchEvent Management

Web sites and electronic resources:http://mmu.library.ingentaconnect.com/content/cog/emwww.sportbusiness.comhttp://www.volvooceanrace.org

234

http://www.volvooceanrace.org/

http://www.sportbusiness.com/

http://mmu.library.ingentaconnect.com/content/cog/em


235


1 UNIT TITLE STRATEGIC ISSUES IN LICENSED RETAIL MANAGEMENT

2 BRIEF SUMMARY Students will analyse and evaluate management strategies which are appropriate to the hospitality and licensed retail industries. The industry is a dynamic and ever changing environment and students will review the application of appropriate strategic models, concepts and theories, to current issues which the industry is having to deal with. UK and EU initiatives will be examined in this context

3 UNIT CODE NUMBER 33SI30014 HOME PROGRAMME BA (Hons) Hospitality and Licensed Retail Management

5 HOME DEPARTMENT Department of Food and Tourism

6 SUBJECT AREA HLST

7 UNIT LEADER(S) J. Hobson


6


200






1. Apply appropriate models concepts and theories on Strategic Management, to the Hospitality and Licensed Retail Industry.

2. Evaluate the rapidly changing business environment in the Licensed Retail Industry.

3. Review and reflect on the UK and EU legislation that affects the industry.

4. Explore the impact of global developments on the industry.


An overview of business operators involved in the licensed retail business sector.

A review of appropriate management strategies which can be applied to Licensed Retail operations at unit and corporate level.

An exploration of how the environment impacts on the industry with particular reference to Government initiatives and legislation.

Consideration of financial, marketing, people and operational strategies which impact on the management of the industry, society and the environment.

236




The unit will be delivered using a variety of teaching and learning strategies, which include formal lectures, tutorials, seminars, case studies and guest speakers.



Ass Number


1 1&3 20% Course work: 1000 words


3 1,2,&4 60% Open book Exam (2hrs)

The assessment rubric will include a mixture of assignments and examination. There will be 2 assignments which will critically review management strategies and there application to the industry and an open book examination based on a case study showing the application of specific strategies to a ‘Licensed Retail’ business but also including strategies to deal with current issues affecting the industry.




Key Texts:Brown, A. (2004) ‘Organizational Culture’ Harlow, Pearson Education Limited.

Fitzsimmons, J and Fitzsimmons, M. (2006) ‘Service Management’, 5th ed, NY, McGraw-Hill.

Flynn, M, Ritchie, C and Roberts, A (2000) ‘Public House and Beverage Management: Key Principles and Issues’ Oxford, Butterworth/Heinemann.

Johnson, G and Scholes, K (1996) ‘Exploring Corporate Strategy’ Hemel Hempstead, Prentice Hall.

Lashley, C (2000) ‘Hospitality Retail Management’ Oxford, Butterworth/Heinemann.

Lashley, C and Lincoln, G. (2003) ‘Business Development in the Licensed Retail Sector’ Oxford, Butterworth/Heinemann

Mabey, C and Mayon-White, W, ed. (1993) ‘Managing Change’ 2nd. ed. London, Paul Chapman Publishing.

237


Porter, M, E. (1994) ‘Competitive Strategy: Techniques for Analysing Industries and Competitors’ London, Collier/Macmillan Publishers.

Stacey, R (1996) ‘Strategic Management and Organizational Dynamics’ 2nd. ed. London, Pitman Publishing. Journals and Periodicals: Caterer and HotelkeeperCornell Hotel and Restaurant Administration QuarterlyHospitalityInternational Journal of Wine MarketingInternational Journal of Contemporary Hospitality ManagementInternational Journal of Service Industries ManagementThe PublicanThe Licensee

Web Sites and Electronic Resources: BII, Company and Professional Web Sites will be recommended as appropriate

238


239


1 UNIT TITLE STRATEGIC MANAGEMENT2 BRIEF SUMMARY To adopt a strategic perspective in considering the overall

planning process as applied in the Hospitality industries.

3 UNIT CODE NUMBER

33SM3001

4 HOME PROGRAMME

All BA/BSc (Hons) Hospitality Programmes

5 HOME DEPARTMENT

Food and Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) T. Knowles


6

9 TOTAL AMOUNT OF STUDENT LEARNING

200






1) identify key concepts, theories and practices in the national and international management process;

2) select, interpret and review data of a strategic nature, related to a selected firm, organisation or industry sector;

3) synthesise recommendations based on the results of analysis, relevant to the contemporary environment;

4) communicate written information, ideas, problems and strategic solutions to specialist and non-specialist audiences to a professional standard;

5) engage in independent learning.


The purpose of this unit is to build on the economic, marketing and management experiences of level 5 units. This will be achieved through the examination of external and internal influences that impact upon organisational business strategy in relation to the product market, organisation structure and behaviour and the management of human resources. The unit enables the student to gain a better understanding of corporate behaviour for companies operating in market economies, exploring the effect of the relationship between organisational structure and the behaviour of individuals on organisational practices and procedures, and determining appropriate human resource strategies that will lead to competitive advantage. Issues considered include:

International tourism and hospitality competitive issues and trends.

Business policy models and principles related to tourism

240


and hospitality. Environmental analysis and decision-making. Strategic options, evaluation and formulation. Strategies for growth including; franchising and

management contracts, consortia and partnerships. Use and relevance of Technology within tourism and

hospitality. The application of relationship marketing.

241




The learning and teaching strategy is designed to develop knowledge and competencies in the range of management and planning skills required by professionals in the Hospitality and Food service industries. This module will facilitate learning through a combination of keynote lectures, and workshops, supported open learning and self-directed learning. The module will throughout engage students in the development of sector applied strategic management case studies.

The unit leader and teaching team will also make available online support where appropriate.


Ass Number Outcomes Weighting Ass Type1 1,2,5 40% Written

Coursework 2000 words

2 1,2,3,4. 60% Exam (3hrs)

The written coursework will take the form of an essay or case study or group work




Key Texts: Anderson, C. and Vincze, J. (2003), Strategic Marketing Management, Houghton Mifflin, USA.

Baker, M.J. (2002), Marketing Strategy and Management, Macmillan Business Press, UK.

Blythe, J. (2002), Consumer Marketing Strategy, McGraw Hill, UK.

Boyd, H.W. Walker, O.C. Mullins, J. and Larreche, J-C. (2001), Marketing Management: a strategic decision making approach, 5th Edition, McGraw Hill, UK.

Chaston, I. (1999), New Marketing Strategy, Sage Publication, UK.

Doole, I. and Lowe, R. (2004), Strategic Marketing Decisions in Global Markets, Thomson, UK.

Hill, C. and Jones, G. (2002), Strategic Management: An Integrated Approach, 6th Edition, Houghton Mifflin, USA.

Kerin, R. and Peterson, R. (2003), Strategic marketing

242


problems: cases and comments, 10th Edition, Prentice Hall, UK.

Knowles T, Diamantis D, El-Mourhabi J Bey, (2004), The Globalisation of Tourism and Hospitality: A Strategic Perspective, 2ndEd, Thomson Publishing International, UK.

Knowles, T. (1998), Hospitality Management: An Introduction, Pearson, 2nd ed, UK.

Knowles, T. (1996), Corporate Strategy for Hospitality, Longman, UK.

Kotler, P. (2003), Marketing Management, Prentice Hall, USA.

Lowe, D. (2004), Applied Strategic Marketing, 1st Edition, Oxford: Oxford University Press, UK.

McDonald, M. (2003), The Marketing Plan, Butterworth Heinemann. UK.

Middleton, V.T.C. and Clarke, J. (2001), Marketing in Travel and Tourism, Butterworth-Heinemann, UK.

Pizam, A. Jones, P. (1993), International Hospitality Industry, Pitman, UK.

Piercy, N.F. (2003), Market Led Strategic Change, Oxford: Butterworth Heinemann, UK.

Vellas, F. and Bécherel, L. (1995), International tourism: an economic perspective. Houndmills, Basingstoke, Macmillan, UK.

Witt, S. F., Brooke, M. Z. and Buckley, P. J. (1995), The management of international tourism, 2nd ed. London, Routledge, UK.

Witt, S. F. and Mouthino, L. (Eds) (1995), Tourism Marketing and Management Handbook: Student Edition, Prentice Hall, USA & UK.

Journals and Periodicals: Caterer and HotelKeeperCornell Hotel Restaurant Association QuarterlyInternational Journal of Contemporary Hospitality ManagementInternational Journal of Hospitality ManagementTourism Management

Web Sites and Electronic Resources: Emerald DatabaseMintel Database

243



20 DATE OF APPROVAL


244


245


1 UNIT TITLE SUSTAINABILITY AND STRATEGIC ISSUES FOR EVENTS

2 BRIEF SUMMARY This unit will aim to investigate the current international geo-political framework on climate change and strategic issues that have an impact on events. The global issues will be presented through critical debate, analysis of published papers and government documents which support a particular ideology. The international view point will be investigated to asses the positive and negative impacts to countries throughout the world. A national approach will form the main backbone of the teaching programme. This national approach will present government adopted policies, legislation with support from independent organisations, culminating into a new agenda for event organisations and managers.

3 UNIT CODE NUMBER 33SS30014 HOME PROGRAMME BA (Hons) Event Management - Full time and Sandwich

programmes.BA (Hons) Hospitality with Event Management


6 SUBJECT AREA HLST



6


200





On successful completion of this unit students will be able to: -

1) Explain, interpret and challenge theories and concepts which are used to understand the origin, purpose, meaning and development of events from a range of critical perspectives.

2) Analyse and reflect on the different cultural and business concepts, inter-cultural and international dimensions, of events.

3) Demonstrate a critical awareness and understanding of how core values, for example, ethics, integration, sustainability, creativity, strategic and continuous improvement, relate to and are reflected in, events.

4) Appraise the ethical and sustainability issues associated with the operation and development of events.

246



The challenges of climate change linked to C02 emission

Carbon calculator for event organisers Reducing environmental waste through waste

management protocol Sustainable event policies and procedures National, regional and local sustainable event

policies Funding for sustainable events Socio cultural & economic impacts of events Politics and international events Public policies for international events The legal framework for international events


Class Contact:24 x 1 hour lectures20 x 1 hour seminars4 x 1 hour sessions for presentations

Over the two semesters the unit will be delivered by standard lectures. Some lectures, will have film archive to demonstrate a particular issue, ideology or agenda. Additional teaching from industry speakers will form the basis of the unit with.

A total of two week seminars will be arranged as an informal group study environment for the development of the course work.

Students will be given a list of local events where they can research and develop the carbon calculator theory. This field work exercise will be part of the course work requirement.

The unit leader will also make available online support via the Web CT Vista.


Ass Number Outcomes Weighting Ass Type1 3,4 40% Report 2000

words2 3,4 20% Presentation3 1,2 40% Exam (3hrs)

The assignment will be a three part summative assessment based on an event from the list provided by the unit leader at the start of the academic year. Students will work in pairs and engage with one of the events. The first part of the assignment, to apply the carbon calculator theory to your chosen event. The 2nd stage is to critically evaluate the negative impact to the environment in line with the local authority strategy for sustainable events in Manchester. This will be brought together in a 2500 word report for each working pair. The third and final stage, a presentation of the key findings with recommendations for future sustainable

247


strategies. Presentations and hand-in of report will be in the penultimate teaching week of the 2nd semester. All presentations will be arranged within allocated seminar groups as prescribed by the teaching time table.

248





Books:

Aronsson, L. (2000) The development of sustainable tourism. London : Continuum

Breen, H., Bull, A. and Walo, M. (2001) A comparison of survey methods to estimate visitor expenditure at a local event, Tourism Management, 22, 473-479

Burgan, B. and Mules, T. (2001) Reconciling cost-benefit and economic impact assessment for event tourism, Tourism Economics, 7 (4), 321-330

Environment Agency. (1999) An analytical and descriptive model of sustainable development. Bristol : Environment Agency

Davies, A. (2006) Best practice in corporate governance : building reputation and sustainable success. Aldershot : Gower

Davidson, R and Cope, B (2003) Business Travel: Conferences, Incentive Travel, Exhibitions, Corporate Hospitality and Corporate Travel, Harlow, Longman

Deccio, C. and Baloglu, S. (2002) Nonhost Community Resident Reactions to the Winter Olympics: The Spillover Impacts, Journal of Travel Research, Vol. 41, 45-56

Gelan, A. (2003) Local Economic Impact: The British Open, Annals of Tourism Research, Vol. 30, No. 2. pp. 406-425

Getz, D (2005) Event Management & Event Tourism, 2nd ed. New York: Cognizant Communication Corporation

Getz, D. (2007) Event Studies: Theory, research and policy for planned events, Oxford: Butterworth

Roaf, S. (2005) Adapting buildings and cities for climate change : a 21st century survival guide. Oxford : Architectural

The learning resource for this unit will cover a range of information. An online documentary on climate change uploaded onto Webct. Journal articles from Event Management and Tourism Management. Industry reports from Defra, BSI, United Nations

249


governmental report and industry related organisations.

Web portal: http://www.sustainable-development.gov.ukhttp://www.sustainableevents.comhttp://www.afsl.org.uk/

250

http://www.afsl.org.uk/

http://www.sustainableeevents.com/

http://www.sustainable-development.gov.uk/


251


1 UNIT TITLE SYSTEMS APPROACH TO QUALITY MANAGEMENT2 BRIEF SUMMARY This unit engages the student in a study, comparison and

evaluation of systems approaches to quality management in relation to different sectors of the hospitality industry.

3 UNIT CODE NUMBER 33SA30024 HOME PROGRAMME BSc (Hons) Hospitality Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) M. Palin


6


200



12 CO-REQUISITES Food in Society


.


1. Compare the principles of the systems approach with conceptual alternatives.

2. Evaluate interactions.3. Appraise, and be able to use, a variety of systems

techniques for a range of sectors.4. Evaluate the application of a range of quality

management tools.5. Analyse and draw conclusions from data relating to

food service systems.6. Devise appropriate quality maintenance and

enhancement strategies for a range of sectors.


systems approach and alternatives systems techniques and their application sector differentiation, eg, hospitals, schools, fine

dining, fast food, branded hotels. quality management system: statistical process

control, TQM British Standards, ISO 9000 devising quality maintenance and enhancement

strategies



The lecture programme will underpin the tutorials which are interactive and related to various sectors of the industry.


252



Ass Number Outcomes Weighting Ass Type1 1,2,3,4,5&6 40% Coursework:

2000 words2 1,2,3,4,5&6 60% Exam (3hrs)

Course work – a sector investigation.




Key Texts: Ball, S, Jones, P., Kirk, D. & Lockwood, A. (2003), ‘Hospitality Operations: A Systems Approach’, London, Continuum.Collinson, R (1992), ‘Catering for Tomorrow-Advances in Catering Technology’. No.4 Bradford, Horton publishers

Dale,B (1994) (ed.), ‘Managing Quality’, London, Prentic Hall.

Field, A. (2000), ‘Discovering statistics using SPSS for windows: advanced techniques for the beginner’, London, Sage.

Fuller, J. & Kirk, D. (1991), ’ Kitchen Planning and Management’, Oxford, Butterworth and Heinemann.

Kinnear, P. & Gray, C. (2000), ‘SPSS for Windows made simple: release 10’, Hove, Psychology.

Jones, P.A. and Sucharov, L.J (1996) (eds), ‘Culinary Arts and Sciences – Global and National Perspectives’, Southampton, Computational Mechanics.

Meiselman, H (2000), ‘Dimensions of the Meal’, Maryland, Aspen Publishers.

Straker, D. (1995), ‘A toolbook for quality improvement and problem solving’, Hemel Hempstead, Prentice Hall.Journals and Periodicals: These will be recommended by the unit tutor during the academic yearWeb Sites and Electronic Resources: These will be recommended by the unit tutor during the academic year

253


254


1 UNIT TITLE TOURISM DEVELOPMENT2 BRIEF SUMMARY Students will examine the theoretical concepts underpinning

tourism development, which will require a broader awareness of models of development. This knowledge will facilitate their appreciation of tourism planning and their ability to critically review a tourism plan.

3 UNIT CODE NUMBER 33TD30014 HOME PROGRAMME BA(Hons) Tourism Management

BA(Hons) Tourism Business Management

BA/BSc (Hons) Combined Honours Programme - Tourism BA(Hons) Hospitality Management with Tourism



7 UNIT LEADER(S) Dr Amanda Miller and Steven Rhoden


6


200






1. Evaluate theories which explain tourism development in both developing and developed countries

2. Critically review the principles of tourism planning and practice

3. Critically appraise the implementation of tourism planning at a regional, national and destination level


Models of Development such as modernisation, dependency or sustainability frameworks

The varying impacts of tourism at a destination level and the tools for managing and measuring

Differential levels of development and nature of governmental involvement in the process of development

Principles of tourism planning. Factors influencing and providing constraints for planning tourism

The scales of planning at a regional, national, destination and site specific level using case study material from developed and developing countries

The importance of community participation and collaboration

The consequences of unplanned development, the

255


issues of regulation The interface between public policy development and

private sector marketing in the development of tourism strategies at a destination level

The critical examination of tourism planning case studies

256



Lectures: 24 hours Seminars: 24 hours Private Study: 152 hours

In support of the lecture programmes, the tutorials will provide further opportunity for reinforcement and also the review of classic articles in this area. Term 2 will specifically focus on the examination of tourism plans to allow for the development of critical reviewing skills. Note that during term 2 tutorials will take place every other week and last for 2 hours. In term 1, it is one hour every week.


A 1500 word critical review of a journal article on tourism development (40%) – learning outcome 1. An examination: analysis of a pre-seen case study (60%) – learning outcome 2 & 3.


The essay will measure the extent to which there has been a synthesis and integration of tourism development perspectives. The case study examination will assess all aspects of the curriculum. Criteria used to determine the achievement of the unit’s intended learning outcomes are linked to those at programme level (see programme definitive document).


Core text books:De Kadt, E. (1979) Tourism – Passport to Development? New York: OxfordElliott, J. (1994) An Introduction to Sustainable Development: The Developing World. London: Routledge.Gunn C (2002) Tourism Planning 4th Edition London: RoutledgeHarris, R. et al (2002) Sustainable Tourism: A Global Perspective. Oxford: Butterworth-Heinemann.Hall, C.M. (2000) Tourism Planning: Policies, Processes and Relationships. Prentice-Hall, HarlowHarrison, D. (1992) Tourism and the Less Developed Countries. London: BelhavenHarrison, D. (1990) The Sociology of Modernization & Development. London: Routledge.Holden, A. (2000) Environment and Tourism. London: RoutledgeInskeep, E. (1997) Tourism Planning – An Integrated and Sustainable Development Approach. New York: Wiley & Sons.Metcalfe M (2006) Reading Critically at University Sage PublicationsMatheison, A. and Wall, G. (2006) Tourism: Change, Impacts and Opportunities 2nd Ed. Essex: LongmanMetcalfe M (2006) Reading Critically at University London: Sage PublicationsMowforth, M. and Munt, I. (2003) Tourism and Sustainability: New Tourism in the Third World. 2nd Edition. London: RoutledgePearce, D. (1989) Tourist Development. 2nd Edition. Essex:

257


LongmanSharpley, R. and Telfer, D. (2002) Tourism and Development: Concepts and Issues. Clevedon: Channel View.Wallace M and Wray A (2006) Critical Reading and Writing for Postgraduates London: Sage Publications

Journals Include:Annals of Tourism Research,Journal of Ecotourism, Journal of Sustainable Tourism, Tourism Geographies, Tourism and Hospitality Planning & Development,Tourism Management

258


259


1 UNIT TITLE TOURISM DIVERSITY2 BRIEF SUMMARY Examines the inter-relationship between tourism and

characteristics of the UK population such as ethnicity, sexual orientation, low income, elderly, disability and ill-health.

3 UNIT CODE NUMBER 33TD30024 HOME PROGRAMME BA(Hons) Tourism Management

BA(Hons) Tourism Business Management

BA/BSc (Hons) Combined Honours Programme - Tourism



7 UNIT LEADER(S) Prof Howard Hughes and Dr Shobana Keegan


6


200

10 UNIT STATUS CORE OPTION (Tourism Management and Tourism Business Management students)MANDATORY CORE (Combined Honours Tourism students)





1. recognise and appreciate the significance of the diversity of tourist experiences and of the barriers to full participation

2. determine and evaluate appropriate product development and marketing strategies

3. recognise and evaluate the significance of tourism for particular market segments

4. identify the contribution of tourism to a further understanding of ethnicity, sexual orientation, etc


concepts and general overviewFor each of a number of ‘market segments’ – ethnicity, sexuality, low-income, elderly, ill-health, disability, the following will be examined:

characteristics tourism-influencing factors tourism products and supply initiatives marketing implications wider issues relating to tourism and marketing

relationship to segments

15 LEARNING & Lectures: 24 hours

260


TEACHING ACTIVITIES Seminars: 12 hours Private Study: 164 hours

Series of lectures and a linked tutorial programme. Tutor-led lecture programme will cover core issues and provide recommended reading. Tutorial programme will develop core issues through case-study material and student presentations and discussions.

261



Essay and presentation (2500 words) 40% - elements of the outcomes will be assessedExam (3 hours) 60% - all learning outcomes will be assessed


The essay and presentation will focus on elements of the outcomes and will assess research ability and analytical and evaluative and essay-writing skills.

The examination will cover all outcomes and will assess knowledge, understanding and application of curriculum material.


There is no one book that covers all the topics and it is necessary to read widely. Because of the nature of the unit much of the material can be accessed only in research papers.

Core Text Book:

Hughes H (2006) Pink tourism: holidays of gay men and lesbians. Wallingford: CAB International

Journal Articles/Reports: Makuni T (2001) ‘The marketing of tourism for ethnic

minorities’. Travel and Tourism Analyst, no 1, 77-89. Klemm M. S (2002) ‘Tourism and ethnic minorities in

Bradford: the invisible segment’. Journal of Travel Research, 41, August, 85-91.

Russell P (2001) ‘The world gay travel market’. Travel and Tourism Analyst, 2, 37-58.

Stephenson M (2002) ‘Travelling to the ancestral homelands: the aspirations and experiences of a UK Caribbean community’. Current Issues in Tourism, 5 (5), 378-425

Stephenson M and Hughes H (2005) ‘Racialised boundaries in tourism and travel: a case study of the UK Black Caribbean community’. Leisure Studies, 24 (2), 137-160

Shaw G & Coles T (2004) ‘Disability, holiday making and the tourism industry in the UK: a preliminary survey’. Tourism Management, 25 (3), 397-403

Shaw G, Veitch, C and Coles T (2005) ‘Access, disability, and tourism: Changing responses in the United Kingdom’. Tourism Review International, 8 (3) 167-176

Muller T and O’Cass A (2001) ‘Targeting the young at heart: seeing senior vacationers the way they see themselves’. Journal of Vacation Marketing, 7 (4), 285-301

Littrell M. A, Paige R. C and Song K (2004) ‘Senior travellers: tourism activities and shopping behaviours’. Journal of Vacation Marketing, 10 (4), 348-362

Hazel N (2005) ‘Holidays for children and families in need: an exploration of the research and policy context for social tourism in the UK’. Children &

262


Society, 19 (3), 225-236 Hunter-Jones, P. (2003) ‘Young people, holiday-

taking and cancer—an exploratory analysis’. Tourism Management, 25 (2), 249-258

Electronic resources: World Tourism Organisation: http://www.world-tourism.org United Nations Educational, Scientific and Cultural Organization (UNESCO): http://www.unesco.org UK tourism statistics: http://www.staruk.org.uk Travelmole (industry news search engine): http://www.travelmole.com *Tourism Industry Digest (a business travel news digest covering all sectors of the travel industry, from aviation and tour operating to hotel and cruise): http://www.e-tid.com *

* You can subscribe to their free electronic newsletter.




263

http://www.e-tid.com/

http://www.travelmole.com/

http://www.staruk.org.uk/




APPENDIX 1

Hospitality Management Honours Degrees Assessment

207


BSc (Hons) HOSPITALITY MANAGEMENT

LEVEL 4: YEAR 1 Ass Number Outcomes Weighting Ass TypeBUSINESS ACCOUNTING20 CREDITSMANDATORY CORE UNIT

1 1,2&3 40% Course work1500 words

2 1&2 60% ExamMARKETING20 CREDITSMANDATORY CORE UNIT

1 2&4 50% Course work 2000 words2 1,2,3&4 50% Exam (2hrs)

FACILITIES. MANANAGEMENT & ACCOMMODATION OPSERATIONS20 CREDITSMANDATORY CORE UNIT

1 3 50% Coursework: 2000 word/design project equivalent.

2 1&2 50% Exam (2hrs) FOOD AND BEVERAGE MANANAGEMENT.40 CREDITSMANDATORY CORE UNIT

1 1&2 20% Beverage Assignment2 1,3 &4 20% Food Practical

Assignment3 1,2,3 &4 30% Unit Investigation

3000 words4 2 10% Practical Service Skills5 1 20% Food Hygiene Exam

THE HOSPITALITY INDUSTRY IN CONTEXT 20 CREDITSMANDATORY CORE UNIT

1 1,3,&5 40% Coursework1500 word essay

2 2,3&4 60% 3000 word equivalent coursework

208


BSc (Hons) HOSPITALITY MANAGEMENT LEVEL 5: YEAR 2 Ass Number Outcomes Weighting Ass TypeBUSINESS PLANNING20 CREDITSMANDATORY CORE UNIT

1 1,2&4 70% Busin. Plan 2000 words2 2&3 30% Exam (2hrs)

SERVICES MARKETING & OPERATIONS MANANAGEMENT20 CREDITSMANDATORY CORE UNIT

1 3 10% Coursework: Data Analys.2 1,4&5 50% Coursework 1500 words3 1&2 40% Exam (2hrs)

HOSPITALITY HUMAN RESOURCES MANANAGEMENT10 CREDITSMANDATORY CORE UNIT

1 2&3 30% Coursework and training ctivity.1500 words2 1,2&3 70% Exam (2hrs)


1 1&2 40% Coursework Portfolio2 3&4 60% Coursework 1500 words

THEMED PROJECT MANAGEMENT.20 CREDITSMANDATORY CORE UNIT

1 1 25% Operational Plan 1000 words2 3 20% Project Presentation3 2 15% Project Briefing4 3 40% Final Manag. Report 2000 words

MANAGEMENT OF WINE & ALCOHOLIC BEVERAGES10 CREDITSMANDATORY FIELD UNIT

1 1,2&3 70% Coursework: 1200 words 2 1 30% Online assessment

MEETINGS, INCENTIVES.CONFEFERENCES & EXHIBITIONS. 10 CREDITSMANDATORY FIELD UNIT

1 1,2,3&4 100% Coursework: 2000 words

EQUIP. EVAL. & PROD. DEV.20 CREDITS.MANDATORY FIELD UNIT

Ass Number Outcomes Weighting Ass Type1 3 30% Coursework: report 1 1000 words2 1&2 30% Coursework: report 2 1000 words2 4&5 30% Coursework: report 3 1000 words2 1,2,3,4&5 10% Presentation

209


BSc (Hons) HOSPITALITY MANAGEMENT LEVEL 6: YEAR 4 Ass Number Outcomes Weighting Ass TypeSTRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNIT

1 1,2&5 40% Written Coursework 2000 words

2 1,2,3&4. 60% Exam (3hrs) OPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNIT


in class assignment.


3 1,2&3 50% Exam (3hrs)DISSERTATION40 CREDITSMANDATORY CORE UNIT

1 1,2&5 100% Coursework:dissertation 11000 to 13000 words

SYSTEMS APPROACH TO QUALITY MANAGEMENT 20 CREDITSMANDATORY FIELD UNIT

Ass Number Outcomes Weighting Ass Type1 1,2,3,4,5&6 40% Coursework:

2000 words2 1,2,3,4,5&6 60% Exam (3hrs)

FOOD IN SOCIETY. 20 CREDITSMANDATORY FIELD UNIT

1 2&3 40% Coursework1500 words and presentation

2 1,2&3 60% Exam (3hrs)

210


BA (Hons) HOSPITALITY BUSINESS MANAGEMENT LEVEL 5: YEAR 2 Ass Number Outcomes Weighting Ass TypeBUSINESS PLANNING20 CREDITSMANDATORY CORE UNIT

1 1,2&4 70% Busin. Plan2000 words

2 2&3 30% Exam (2hrs)SERVICES MARKETING & OPERATIONS MANANAGEMENT20 CREDITSMANDATORY CORE UNIT

1 3 10% Coursework:Data Analy.

2 1,4&5 50% Coursework1500 words

3 1&2 40% Exam (2hrs)HOSPITALITY HUMAN RESOURCES MANANAGEMENT10 CREDITSMANDATORY CORE UNIT

1 2&3 30% Coursework and training activity.1500 words

2 1,2&3 70% Exam (2hrs)


1 1&2 40% Coursework Portfolio2 3&4 60% Coursework

1500 words THEMED PROJECT MANAGEMENT20 CREDITSMANDATORY CORE UNIT

1 1 25% Operational Plan 1000 words

2 3 20% Project Presentation3 2 15% Project Briefing4 3 40% Final Manag.

Report2000 words

DIMENSIONS OF INTERNATIONAL BUSINESS TRAVEL20 CREDITSMANDATORY FIELD UNIT

1 1 & 2 40% Exam: 3 hours2 1 & 3 60% Coursework

2000 wordTOUR. & GLOB. SUST.20 CREDITSMANDATORY FIELD UNIT

1 1,2&4 80% Coursework: 2000 words

2 3&4 20% Case Study presentation

211


BA (Hons) HOSPITALITY BUSINESS MANAGEMENTLEVEL 6: YEAR 4 Ass Number Outcomes Weighting Ass TypeSTRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNIT








INTERNATIONAL SERVICES MARKETING20 CREDITSMANDATORY FIELD UNIT


2 1,4,5&6 50% Exam (3hrs) GLOBALISATION20 CREDITSMANDATORY FIELD UNIT

Ass Number Outcomes Weighting Ass Type1 3&4 40% Coursework:

2000 words2 1&2 60% Exam (3hrs)

212


BA (Hons) HOSPITALITY MANAGEMENT WITH CULINARY ARTSLEVEL 5: YEAR 2 Ass Number Outcomes Weighting Ass TypeBUSINESS PLANNING20 CREDITSMANDATORY CORE UNIT

1 1,2&4 70% Course work2000 words

2 2&3 30% Exam (2hrs)SERVICES MARKETING & OPERATIONS MANANAGEMENT20 CREDITSMANDATORY CORE UNIT

1 3 10% Coursework2 1,4&5 50% Coursework

1500 words3 1&2 40% Exam (2hrs)


1 2&3 30% Coursework and training activity.1500 words

2 1,2&3 70% Exam (2hrs)


1 1 & 2 40% Coursework Portfolio2 3 & 4 60% Coursework

1500 words THEMED PROJECT MANAGEMENT20 CREDITSMANDATORY CORE UNIT


2 3 20% Project Presentation3 2 15% Project Briefing4 3 40% Final Manag. Report

2000 wordsFOOD PRODUCTION MANAGEMENT20 CREDITSMANDATORY FIELD UNIT

Ass Number Outcomes Weighting Ass Type1 1, 2 50% Operational Plan2 1,2, 50% Practical assignment

+ evaluationPATISSERIE20 CREDITSMANDATORY FIELD UNIT

Ass Number Outcomes Weighting Ass Type1 1, 2, 4 50% Operational Plan2 1,2,3,4,5,6 50% Practical assignment

+ evaluation

213


BA (Hons) HOSPITALITY MANAGEMENT WITH CULINARY ARTSLEVEL 6: YEAR 4 Ass Number Outcomes Weighting Ass TypeSTRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNIT








PROD. DEV. & CULT. ISSUES20 CREDITSMANDATORY FIELD UNIT

1 1 40% Coursework:1500 words


GASTRONOMY20 CREDITSMANDATORY FIELD UNIT


2 1&2 50% Exam (3hrs)

214


BA (Hons) HOSPITALITY WITH EVENT MANAGEMENT LEVEL 5: YEAR 2 Ass Number Outcomes Weighting Ass TypeBUSINESS PLANNING20 CREDITSMANDATORY CORE UNIT

1 1,2&4 70% Course work 2000 words2 2&3 30% Exam (2hrs)


1 3 10% Coursework: Data analysis.2 1,4&5 50% Coursework: 1500 words3 1, 2 40% Exam (2hrs)


1 2&3 30% Coursework and training activity. 1500 words

2 1,2&3 70% Exam (2hrs)



THEMED PROJECT MANAGEMENT.20 CREDITSMANDATORY CORE UNIT


2 3 20% Project Presentation3 2 15% Project Briefing4 3 40% FinalManag.

Report 2000 wordsEVENT RISK & LEG. ISSUES20 CREDITSMANDATORY FIELD UNIT

Ass Number Outcomes Weighting Ass Type1 1,2 50% Portfolio of evidence which

includes a risk management plan

2 1,2,3,4 50% Exam (2hrs)EVENT OPERATIONS20 CREDITSMANDATORY FIELD UNIT

Ass Number Outcomes Weighting Ass Type1 1,4 40% Report 2000 words2 2,3 60% Exam (2hrs)

215


BA (Hons) HOSPITALITY WITH EVENT MANAGEMENT LEVEL 6: YEAR 4 Ass Number Outcomes Weighting Ass TypeSTRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNIT


2 1,2,3,4. 60% Exam (3hrs) OPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNIT






SPONSORSHIP & FUNDING FOR EVENTSMANDATORY FIELD UNIT


words2 3,1 60% Exam (3hrs)

SUSTAINABLE AND STRATEGIC ISSUES FOR EVENTS20 CREDITSMANDATORY FIELD UNIT


words2 1,2 50% Exam (3hrs)

216


BA (Hons) INTERNATIONAL HOSPITALITY MANAGEMENT LEVEL 5: YEAR 2 Ass Number Outcomes Weighting Ass TypeBUSINESS PLANNING20 CREDITSMANDATORY CORE UNIT



1 3 10% Coursework:Data analysis.2 1,4&5 50% Coursework: 1500 words3 1&2 40% Exam (2hrs)



2 1,2&3 70% Exam (2hrs)



THEMED PROJECT MANAGEMENT20 CREDITSMANDATORY CORE UNIT



2000 wordsCROSS CULTURAL MANAGEMENT20 CREDITSMANDATORY FIELD UNIT

217

1 1&2 40% Coursework: Joint presentation + Joint1500 word paper

2 3&4 60% Coursework: 2000 words


DIMENSIONS OF INTERNATIONAL BUSINESS TRAVEL20 CREDITSMANDATORY FIELD UNIT

1 1 & 2 40% Exam: 2 hours2 1 & 3 60% Coursework 2000 word

BA (Hons) INTERNATIONAL HOSPITALITY MANAGEMENT

LEVEL 6: YEAR 4 Ass Number Outcomes Weighting Ass TypeSTRATEGIC MANAGEMENT20 CREDITSMANDATORY CORE UNIT








INTERNATIONAL HUMAN RESOURCES MANAGEMENT20 CREDITSMANDATORY FIELD UNIT

1 1 40% Coursework: 2000 words

2 1&2 60% Exam (3hrs)INTERNATIONAL SERVICES MARKETING20 CREDITSMANDATORY FIELD UNIT


2 1,4,5&6 50% Exam (3hrs)

218


BA (Hons) HOSPITALITY AND LICENSED RETAIL MANAGEMENTLEVEL 5: YEAR 2 Ass Number Outcomes Weighting Ass TypeBUSINESS PLANNING20 CREDITSMANDATORY CORE UNIT



1 3 10% Coursework: Data analysis.2 1,4&5 50% Coursework: 1500 words3 1&2 40% Exam (2hrs)



2 1,2&3 70% Exam (2hrs)






2000 words

219


ISSUES IN LICENSED RETAIL OPERATIONS20 CREDITSMANDATORY FIELD UNIT

1 1,2,3 &4 10% Course work: Research Proposal 500 Words

2 1,2,3 &4 30% Presentation (Equivalent 1000 Words)

3 1,2,3 &4 60% Course work: Research Paper3000 Words

LICENSED RETAIL INDUSTRY20 CREDITSMANDATORY FIELD UNIT

1 1,2,3&4 70% Course work: Business Design Project.2000 Words

2 2&3 30% On line assessment

BA (Hons) HOSPITALITY AND LICENSED RETAIL MANAGEMENTLEVEL 6: YEAR 4 Ass Number Outcomes Weighting Ass Type

220





Ass Number Outcomes Weighting Ass Type1 3 25% Coursework: in

class assignment.



1 1,2,3&4 100% Coursework:dissertation 11000 to 13000 words

GROUP CONSULTANCY PROJECT20 CREDITSMANDATORY FIELD UNIT

1 2&3 20% Coursework: Interim Report 1000 words

2 1,2&4 50% Course work: Final Report 2000 words

3 4 30% PresentationSTRAT. ISS. IN LIC. RET. MAN.20 CREDITSMANDATORY FIELD UNIT



3 1,2,&4 60% Open book Exam (2hrs)

BA (Hons) HOSPITALITY MANAGEMENT WITH TOURISMLEVEL 5: YEAR 2 Ass Number Outcomes Weighting Ass Type

221





1 3 10% Coursework: Data analysis.

2 1,4&5 50% Coursework: 1500 words3 1&2 40% Exam (2hrs)



2 1,2&3 70% Exam (2hrs)






2000 wordsTHE TOURIST EXPERIENCE20 CREDITSMANDATORY FIELD UNIT

1 1&2 100% Coursework: Research project 4000 words

TOUR. & GLOB. SUST.20 CREDITSMANDATORY FIELD UNIT

1 1,2&4 80% Coursework: 2000 words2 3&4 20% Case Study Presentation

BA (Hons) HOSPITALITY MANAGEMENT WITH TOURISMLEVEL 6: YEAR 4 Ass Number Outcomes Weighting Ass Type

222










TOURISM DIVERSITY20 CREDITSMANDATORY FIELD UNIT

1 1,2,3&4 40% Coursework 2500 words

2 1,2,3&4. 60% Exam (3hrs) TOURISM DEVELOPMENT20 CREDITSMANDATORY FIELD UNIT

1 1 40% Coursework 1500 words

2 2&3. 60% Case Study basedExam (3hrs)

223


APPENDIX 2

PERSONAL AND PROFESSIONAL DEVELOPMENT MATRICES

231

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ PDP SKILLS MATRIX

ALL HOSPITALITY HONOURS DEGREE PROGRAMMES

Level 1: Mandatory Core Units

Unit 1: Business AccountingUnit 2: MarketingUnit 3: Facilities Management & Accommodation OperationsUnit 4: Food & Beverage ManagementUnit 5: The Hospitality Industry in Context

PERSONAL SKILL U1 U2 U3 U4 U5

DEMONSTRATE SELF MANAGEMENT OF LEARNING

D D D D DA

COMMUNICATE EFFECTIVELY D DA D D D

PARTICIPATE IN TEAMWORK D DA

ENGAGE IN PROBLEM SOLVING DA

DEMONSTRSTE APPROPRIATE NUMERICALSKILLS

DA D

USE INFORMATION TECHNOLOGY COMPETENTLY

DA D

D: DEVELOPED SKILLDA: DEVELOPED AND ASSESSED SKILL

232


PDP SKILLS MATRIX

ALL HOSPITALITY HONOURS DEGREE PROGRAMMES

Level 2: Mandatory Core Units

Unit 1: Business PlanningUnit 2: Services Marketing & Operations ManagementUnit 3: Hospitality Human Resources ManagementUnit 4: Career DevelopmentUnit 5: Themed Project Management

PERSONAL SKILL U1 U2 U3 U4 U5

DEMONSTRATE SELF MANAGEMENT OF LEARNING

D D DA D

COMMUNICATE EFFECTIVELY D D D D DA

PARTICIPATE IN TEAMWORK D D DA

ENGAGE IN PROBLEM SOLVING D DA D

DEMONSTRATE APPROPRIATE NUMERICALSKILLS

DA D D

USE INFORMATION TECHNOLOGY COMPETENTLY

DA D

D: DEVELOPED SKILLDA: DEVELOPED AND ASSESSED SKILL

233


APPENDIX 3

HOLLINGS FACULTY SANDWICH AWARD PLACEMENT UNIT

114


1 UNIT TITLE SANDWICH AWARD PLACEMENT UNIT 2 BRIEF SUMMARY Students will be required to undertake a 48 week

industrial placement which will take place between stages 2 and 3. Students will work within a company linked to tourism and gain relevant work experience which will place level 4 and 5 studies into context and enhance into their final year studies.

3 UNIT CODE NUMBER4 HOME PROGRAMME All sandwich award programmes

5 HOME DEPARTMENT Hollings Faculty

6 SUBJECT AREA HLST

7 UNIT LEADER(S) N. Smith

8 CREDIT VALUE 120 Practice Credits

CREDITS AT LEVEL:

Between Levels 5 & 6.


According to contract with company.


11 PRE-REQUISITES Placement preparation sessions including a MANDATORY Health and Safety Briefing. Career Development.



On successful completion of this unit students will:

1. have developed an awareness of the social, economic and managerial factors which exist within the working environment;

2. have developed individual competencies and vocationally relevant skills through practical experience within the appropriate organisation;

3. have demonstrated that they are able to contribute to a specific area of the organisation;

4. be able to place the theoretical understanding of their previous studies into the practical application of the working environment;

5. recognise the importance of personal development and have further developed their employability/transferable skills.

115



Placements across the Faculty will be variable in nature but will all enable the student to develop their skills in an industrial / professional environment.

In order to produce the organisation report (see assessment strategy) the student should:

become familiar with the profile of the organisation;

understand its organisational structure; show that they have applied knowledge to

resolve practical problems within the organisation.

The placement also gives students the opportunity to develop their personal development portfolio, this could include evidence of:

effective personal contributions to the operation of the organisation;

planning and managing own learning performance and achieving a range of practical performance skills;

becoming more culturally aware and developing effective interpersonal communication skills;

personal and professional development in respect to their future career path.


All students must attend the lecture concerning Health and Safety. This is MANDATORY. Any student who fails to attend this lecture WILL NOT be allowed to commence a placement. This would result in failure of the placement year.


Students must :

undertake 48 weeks full time (37.5 hrs min) work in an approved placement location. This is the minimum requirement for a sandwich degree but also fulfils contractual arrangements as agreed between the employer, the Department and the student prior to the start of the placement.

complete and submit a Personal Development portfolio.

complete a report (approximately 2,500 words) showing the student’s understanding of the nature, type, size, structure of the organisation they are placed in.

achieve a satisfactory overall review of performance and development. This appraisal will take place at each tutor visit and at the end of the placement period. It will include the student and the company supervisor / manager.

116


Any student who is dismissed from their placement post will be considered through a separate disciplinary procedure.


Outcomes will be assessed on a Pass / Fail basis by the Placement Tutor / Visiting Tutor.Learning Outcome 1 will be assessed by the organisation report and the Portfolio.Learning Outcome 2 will be assessed through the Portfolio and the appraisal process.Learning Outcome 3 will be assessed through the organisation report, the portfolio and the appraisal process.Learning Outcome 4 will be assessed through the portfolio and the appraisal process.Learning Outcome 5 will be assessed through the portfolio, the appraisal process and the satisfactory completion of the agreed period of time within the organisation.


Placement website.www.hollings.mmu.ac.uk


This unit is intended to place subsequent Stage 3 studies within a commercial / professional context.

Placement regulations, procedures, assessment regulation and Institutional Code of Practice are published in a separate Student Placement Handbook and can be found on the placement website as shown above.

All placements must have prior departmental approval.

Placement may be in the UK or overseas, unless otherwise specified by the relevant programme definitive document.

Normally all placements carry a salary.

117

http://www.hollings.ac.uk/


Appendix 4

Uniwide Languages Provision

Uniwide (the Institution-wide Language Provision)

1 Uniwide Admission Regulations

118


1.1 Admission onto the Scheme is subject to the approval of the student’s home programme and to the student’s attainment of the prerequisites specified for each level in Part One of the present document.

1.2 No student shall be permitted to study at a level below that corresponding to the language skills or qualifications already possessed.

1.3 Places on the Scheme are available subject to viability of student numbers and timetable considerations.

2 Uniwide Curriculum Design and Organisation

2.1 Curriculum Design Overview

The curriculum has been designed so that students successfully completing a level of Uniwide (the Institution-wide Language Provision) will display a satisfactory degree of competence (at the appropriate level: Beginners, Pre-Intermediate, Intermediate, Post-Intermediate, Advanced, Proficiency 1, Proficiency 2) in the following areas by performance in examinations and assessed course work:

ability to communicate verbally in the foreign language appropriate command of grammar and manipulation of syntax ability to communicate in writing in the foreign language ability to interact with interlocutors in the foreign language ability to understand speech, utterances and texts in the foreign language knowledge of the culture of the country or countries in which the foreign

language is spoken

The main emphasis of the curriculum is not on producing specialist linguists as such but on the development of practical foreign language skills that also promote intercultural insight, awareness of diversity and transferable skills which will enhance student employability. The units on the Scheme promote personal contact with native speakers, emphasise oral and listening skills and include reading and writing for practical, task based purposes.

The Scheme is flexible in that it offers a wide range of levels of study in a variety of languages (Arabic, French, German, Italian, Japanese, Mandarin Chinese and Spanish) and inclusive in that normally all of the above languages are open to complete beginners. Additionally, English as a Foreign Language is available to non-native speakers of English. The Scheme, therefore, is eminently inclusive in that it caters for a wide variety of learners in terms of their background, origins and entry level qualifications, if any, in the language(s) concerned who are from programmes and departments across the university and who are not specialist linguists.

For the purposes of quality monitoring, evaluation and enhancement, Uniwide is subject to the procedures of its parent programme, BA (Hons) Language Programme.

2.2 Assessment Descriptors for marking summative assessments

119


2.2.1 Generic Descriptors

All summative assessments are marked in accordance with the University’s marking scheme, based on the following grading bands: <40, 40 to 49, 50 to 59, 60 to 69, ≥70%, with associated generic descriptors, as specified in the Regulations for Undergraduate and Taught Postgraduate Programmes of Study 7.4 and supplemented by the Faculty Generic Marking Scale in the Faculty Code of Practice.

2.2.2 Scheme-Specific Descriptors

Supplementary scheme-specific descriptors employed to denote student achievement in the elements of assessment of the units in the Scheme are provided in separate documents (Department of Languages Assessment Criteria and IWLP Student Guide).

2.3 Arrangements for anonymous marking of summative assessments

The Scheme shall comply fully with the agreed Faculty Code of Practice on the anonymous marking of summative assessments.

2.4 Flexible and distributed learning (including e-learning)

The Uniwide Team recognises the importance of e-learning and the role it can play in the delivery of flexible, stimulating, technology enhanced and innovative language learning opportunities for students. It is acknowledged that e-learning can provide reinforcement or repetition of key linguistic concepts, test student recall, support class contact time, facilitate team teaching and provide flexible, portable and adaptable foreign language teaching and learning materials as well as enable online delivery of unit content in general (including written, audio and video material). Where appropriate and where feasible, assessment tasks are conducted online via WebCT.

3 Uniwide Assessment Regulations

3.1 Statement on MMU Regulations for Undergraduate and Taught Postgraduate Programmes of Study

3.1.1 All students on the Institution-wide Language Provision (Uniwide) are subject to the University’s common regulatory framework and to its Regulations for Undergraduate and Taught Postgraduate Programmes of Study.

3.1.2 All students are additionally subject to the provisions of the Faculty of Humanities, Law and Social Science Code of Practice on progression and assessment and related matters.

3.2 Scheme-specific regulations

3.2.1 Student attendance and absence

120

Hospitality Management Honours Degrees Definitive Document __________________________________________________________________________________________ 3.2.1.1 Full attendance at all lectures, seminars, tutorials and other classes is

normally required in each unit at all levels of the Scheme. A student may request permission to be temporarily absent for good and valid reasons acceptable to the home programme’s Head of Department or his or her nominee. Any absence due to illness shall be reported in accordance with the University’s procedure for student sickness certification. The details of persistent unauthorised absences will be communicated to the student’s home programme or department.

3.2.2 Approved variation or exemption from MMU Regulations

3.2.2.1 On exit from the Scheme, a University Certificate of Credit is awarded for successful completion of any of its levels.

4 Student Support Strategy

The Uniwide scheme offers the students enrolled on it a 20 credit language option unit and, therefore, any Personal Tutor and/or PDP arrangements are carried out within students' home Departments. Students are nevertheless encouraged to consult their language unit tutors about any problems or issues arising out of their language studies.

5 Student Evaluation

The input of students in the quality management of Uniwide is valued and there are effective procedures to capture, analyse and respond to the student voice. Unit evaluation questionnaires are distributed at the end of the teaching year and the feedback collected is acted upon in the annual monitoring and evaluation exercise.

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univ h/bk for acad qual ass' web viewan ability to communicate the results of their study/work...

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