ba (hons) international hotel business management · faculty of business & law ba (hons)...

of 45

Faculty of Business & Law

BA (Hons) International Hotel Business Management

PROGRAMME SPECIFICATION

This document provides a concise summary of the main features of the course(s) & associated award(s) offered through this Programme Specification, and includes the learning outcomes that a typical student might reasonably be expected to achieve and demonstrate if s/he takes 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 dedicated student handbook for the Programme. The accuracy of the information in this document reviewed periodically by the University and may be subject to verification by the Quality Assurance Agency for Higher Education.

of 45

Versioning of Programme Specification This programme specification is valid for the period of approval confirmed at the time of the approval/last review event and relates to provision approved at that point. Programme specifications are updated on an annual basis to include modifications approved through the University’s quality assurance processes. This version provides a description of the programme as approved for the academic session indicated in section 3 of the following table.

1 Date of initial Approval or last review: August 2012

2 Effective date of Approved/Reviewed Programme Specification:

Sept 2012 – August 2018

3 This Version effective from: September 2016

4 Version number: 2012/ Version 4

Modifications to Programme Specification Modifications to the programme specification since approval/ last review, and the cohort of students affected by the change are listed in Section H (Log of Modifications) at the back of the document. Cross Referencing of Programme Specifications

The following elements of provision included in this document is/ are also included in the following programme specifications

Award Programme Specification

N/A

N/A

Amendments made to provision listed in this table, must also be reflected in the relevant programme specifications listed above

0 Brief Overview

(i) Brief Descriptive Summary The International Hotel Business Management degree will provide students with a critical insight into the hospitality industry sectors. Unique on the market of Higher Education in Romania, this programme combines the knowledge of key sectors within international hotel business management through classroom teaching and the practical hotel element through the training restaurant, bar and kitchen in the school. This helps develop students interpersonal and team working skills, and management and business skills in preparation for a career in the industry. (ii) Articulation of Graduate Prospects • Extensive Industry Contacts • Placement Year • Professional focus of the Programme

General Information

1 Overarching Programme

Specification Title

International Hotel Business Management

2 Final award(s)/title(s) BA (Hons) International Hotel Business Management

3 Combined Honours Subject(s): N/A Final Awards: N/A

of 45

Subject(s)offered through the programme specification together with associated final award(s)

4 Interim exit award(s)/title(s) N/A

5 Mode(s)

Full time mode

6 FHEQ position of final award(s)

Honours (Level 6)* International Hotel Business Management

7 Awarding institution

The Manchester Metropolitan University

8 Teaching institution(s)

American Hotel Academy

9

Relationship with Foundation Year

N/A

Administrative Details

10 Home Department/ School/ Institute

School of Tourism, Events & Hospitality Management

11 Home Faculty Business & Law

12 UCAS code(s) N/A

Collaborative Arrangements (where relevant)

13 Approved Collaborative partner(s)

Partner Name Type of Collaborative Partnership

American Hotel Academy

Validated

14 Other Approved Academic Partnership(s)

Partner Name Type of Academic Partnership

N/A N/A

Approval Status

15 Date, outcome & period of approval of most recent MMU review/ approval

(i) Latest review/approval The programme was approved on 2nd July 2012

(ii) Major Modifications to Programme Specification

16 Next Scheduled Review Date: 2017/18

17 PS/1 effective date:

September 2016

External References/Relationships

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

19 PSRB(s) associated with final award of any route within the programme specification

N/A

20 Date, outcome & period of approval for last PSRB approval(s)

N/A

Programme Information

21 University and Programme Educational Aims

(i) University Educational Aims • To develop a flexible approach to the delivery of the programme and provide student support which

reflect the needs and expectations of our students.

of 45

• To provide a supportive and inclusive learning environment to enable success for all learners. • To encourage the development of students’ creativity, independence, critical self-awareness,

imagination and skills that will enhance global employment opportunities upon graduation. • To establish a culture of constant improvement in learning, teaching and assessment that is

enabling, supportive, rewarding and fully aligned with the University’s vision and strategic objectives.

• To provide a learning experience that is informed by research, scholarship, reflective practice and engagement with industry professionals.

(ii) Programme Educational Aims The aims of the International Hotel Business Management programme are to: • Enable students to develop the intellectual, vocational and personal skills relevant to management

careers in the hotel and associated industries. • Assist students to realise their potential by providing a challenging and adequately resourced

learning environment. • Offer opportunities for students who wish to pursue a managerial career in the hotel industry and

allow them to benefit from the experience. • To produce highly qualified graduates capable of developing a successful career in the hotel

industry in Romania and worldwide.

22 Final Learning Outcomes

MMU Educational Outcomes On successful completion of their course of study MMU graduates will be able to: • apply skills to real world situations within a defined range of contexts • demonstrate a high degree of professionalism characterised by initiative, creativity, motivation and

self-management

• express ideas effectively and communicate information appropriately and accurately using a range of media including ICT

• develop working relationships using teamwork and leadership skills, recognising and respecting different perspectives

• manage their professional development reflecting on progress and taking appropriate action • find, evaluate, synthesise and use information from a variety of sources • articulate an awareness of the social and community contexts within their disciplinary field Programme Specific Outcomes (i) Final Award Learning Outcomes • Critically review developments in the hospitality industry. • Evaluate the need for both a multi-disciplinary and inter-disciplinary approach to study, drawing, as

appropriate, from service, research and professional contexts.

• Critically review the key aspects of hotel 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 the hospitality industry.

• Apply critically the moral, ethical, environmental, safety and legal issues, which underpin best practice in the hotel industry.

• Apply key transferable skills needed in the hotel industry. • Take responsibility for their own learning and continuing professional development. • Confidently use vocationally relevant management skills and knowledge by exposure to professional

practice in food production, service and other hospitality contexts. • Place the consumer at the centre of hotel operations. • Ensure that inclusive practice is integrated into hotel operations. • Manage a team of multi-national staff with sensitivity to the international dimensions of the hotel

industry. • Apply key management principles in relation to the management of people, finances, marketing,

facilities and resources within international hotel 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 and planning in the

context of the hotel industry.

of 45

• Analyse and evaluate approaches to innovation in the context of global hospitality industry.

(ii) Combined Honours Learning Outcomes N/A

(iii) Pass Degree Learning Outcomes Students who do not qualify for the award of a Bachelor’s degree with honours may be eligible for the award of a Pass degree. Criteria for the award of a Pass degree are detailed within the University’s Assessment Regulations for Undergraduate Programmes of Study

23 Interim Award Learning Outcomes

NA

24 Teaching/Learning and Assessment Strategy

(i) Curriculum Design The process by which students acquire necessary analytical and evaluative skills will be based upon a strategy, which ensures, at Level 6, that responsibility for learning is accepted by students. Emphasis will be on the learning of principles and techniques alongside developing skills of critically analysing and evaluation, through tutor-led delivery as well as through independent study and experience. At Level 6, students are encouraged to perfect their development as independent and autonomous learners through the development of their research and learning skills and through self-evaluation and reflection. In addition, those professional and transferable skills necessary for the work place will be further developed and students encouraged to build on their intellectual abilities and to cultivate interpersonal skills, self-confidence and independence while experiencing real life situations. Different approaches can be taken to the support of Romanian and International students as required, to ensure that all students receive the most effective teaching methods and benefit from the most appropriate opportunities for them. All four units at Level 6 have been created to focus on the development of hotel business management skills in an international environment for all students. Although hospitality principles are presented throughout the programme as a general area, the focus is mainly on aspects of the hotel industry that are present in all areas of learning, teaching and assessment. Learning outcomes are defined for each credit unit; every unit comprises a mix of learning, teaching and assessment methods. The aim is to provide a challenging academic environment in which students have the opportunity to fulfil their academic potential. At this level, the learning and teaching strategy, therefore, reflects an individualised and self-directed approach to learning and achieving the learning outcomes. However, throughout the programme there is an emphasis too on collaborative engagement in the learning process. To achieve the programme objectives set at Level 6, student learning will be more focused 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. The teaching and learning methods utilised respect the student’s previous knowledge and experience, the diversity of their work experience and focuses on developing the student’s capabilities in a theory-practice context, whilst facilitating the development of key transferable and employability skills. For example, in the ‘Hospitality Operations Strategies’ unit, students will be working on offering real clients, their acquired expertise and recommendations for improvement in an operational field of the client’s company. In the “International Service: Marketing and Planning” unit, student will analyse and identify customer “moments”, ensuring their development of analytical and evaluative skills. The integral coherence of learning is promoted through the potential for relationships between units dealing with real life situations, dissertation, technology and management while being centred on the interests and ambitions of each student. The strategies and teaching techniques have been selected to create the opportunity for effective learning at Level 6. The active participation of students as individuals and in teams will be a major factor in their development of becoming an independent learner on graduation. This should equip them well for further degree studies or employment. Moderation by the programme team will ensure the learning outcomes are met. All teaching and learning will be supported by unit material, some interactive, hosted through the school Virtual Learning Environment. Technology enabled learning materials will be used to allow the flexibility in the delivery of the programme therefore supporting the needs of the student population. These materials will support the curriculum and facilitate independent learning. The programme team currently

http://www.mmu.ac.uk/academic/casqe/regulations/assessment-UG.php

http://www.mmu.ac.uk/academic/casqe/regulations/assessment-UG.php

of 45

uses the Online Campus, a Moodle based online platform for providing access to some of the learning resources, assignment materials, videos, and formative quizzes. We strive to ensure a high level of student engagement by having small sized teaching classrooms of maximum 30 students and by encouraging lecturers to engage in different ways of formative assessment. Formative assessment provided on completion of units of work, as well as throughout the unit, to provide opportunities for feedback and discussion on student progress. Methods will include self-assessment/ evaluation, peer assessment and tutor assessment. In all units, students have access to tutorial support for assignment preparation and formative feedback on work in progress. Feedback on both formative and summative coursework assignments is provided within 2 weeks after submission.

Assessment 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 at Level 6 will be high as students are tasked to reveal their ability to work independently or in teams on real life projects and on specific hospitality business management issues. Feedback on student assessments from internal examiners and internal moderators as well as MMU, will ensure that work is consistently at the right level of challenge and enables the programme to confirm that outcomes have been achieved. (ii) Programme Specific Assessment Criteria We provide a supportive and inclusive learning experience, which offers the widest opportunities to a diverse range of learners. The programme specific assessment criteria, ensures that students have met the programme learning outcomes reliably, validly and fairly. All Employability and Sustainability Outcomes are assessed through either both or one of the assessment methods in each unit. The unit assessment criteria are outlined in each of the unit proformas. Graduation is subject to the decision of an Assessment Board including External Examiners and senior staff from MMU, who will inspect work from all credit units within the programme. The assessment strategy is varied, transparent and relevant and standards of assessment are rigorously maintained. A wide range of assessment methods are used including: examinations, written coursework, assignments in essay form, business reports, case study analyses, seminar presentations, and individual / group projects. All units combine student contact or closely guided and supported student activity with self-directed study and assessment preparation and delivery. In all units, students are encouraged to submit elements of their summative assessment for formative feedback at specific points during the assessment schedule. Summative assessment occurs at the end of the academic session for completed credit units. At this point lecturers formally mark all course work to indicate student achievement for all units at Level 6. Assessment tests whether or not the specified learning outcomes have been achieved. Marking criteria are used to indicate the level to which the outcomes have been achieved across the full range of available marks. Generic Criteria: All summative assessment will be marked in accordance with the MMU marking scheme. In utilising this marking scheme, examiners will be assured that candidates, successfully completing Level 6 will have met the requirements of the following generic criteria.

Mark Outcome Descriptor

<35 Fail Unit learning outcomes not achieved

35 to 39 Marginal fail Most unit learning outcomes achieved at a threshold level

40 to 49 Pass All unit learning outcomes achieved at a threshold level

50 to 59 Pass All unit learning outcomes achieved at a good level

60 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

Specific Dissertation Assessment Classification Criteria has been developed and is available to students through the Programme Dissertation Handbook. Programme Specific Criteria: 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.

of 45

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

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

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, conduct, 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.

25 Programme Structure

(i) Engagement with University-wide Provision N/A

(ii) Structures, levels, credits, awards, curriculum map of all units (identifying core/option status, credits, pre or co-requisites) potential entry/exit points and progression/award requirements

Level 6

Core Units

Code - Pre/Co-requisites

Unit Title No of credits

33HO3001 None Hospitality Operations Strategies 30

33IS3002 None International Services: Marketing & Planning 30

33GI3001 None Globalisation and Innovation 30

33DS3002 None Dissertation 30

On successful completion of Level 6 – Final exit award: BA (Hons) International Hotel Business Management

of 45

26 Personal Development Planning

Each group/class of students (around 30 students) is assigned a group tutor for the academic year. These group tutors are supported by the program director. The School operates an open door policy so the student has the opportunity to ask for the support of the person he/she feels more comfortable with. All such interactions are then discussed with the assigned group tutor who then follows up on any issues. A Career Development Department is set up to support the professional development of each student. Its main activities are to develop the core professional skills of the students, to establish industry partnerships for internships or the employment of students, to set up internships for students and to provide career counselling for all graduates. Potential employers come to the school either as guest lecturers or as visitors. The school sets up a yearly trip to the major hotel chains in Romania and organises tours and presentations in collaboration with potential employers at their premises. As part of the curriculum, each student has to study the Career Development course in which the student is taught how to make a professional portfolio and how to conduct themselves at interviews. Specific support is given to each student before any contact is made by the student with an employer (e.g., employer specific interview advice, CV feedback, email writing, etc.) All interactions by the student with potential employers are coordinated and monitored by the Career Development Department. The Student Services department ensures that proper guidance for personal and professional development is offered to each student, based on their individual development needs. The qualification will enable the students to develop the skills that are essential to their progress within the hotel industry and to acquire positions at management level. On passing Level 6, members will be eligible to be considered for Level 7 programmes of study or occupy a managerial position within the hotel industry.

27 Placement and/or Work-based Learning Activities

During their studies, American Hotel Academy students have the opportunity to undergo two

international industry placements. The first one, of 4 months, takes place between the 1st and the 2nd

year of study and allows students to implement the information acquired during the first year focused

on the fundamentals of hospitality management. The second industry placement, of 6 months to 1 year,

takes place after the 2nd year and allows students to implement international hotel management

aspects studied, while preparing the students for the progression to the top up year.

The Career Development department carefully monitors the placements, students being constantly guided and evaluated on their development. There is no placement as such within the Programme at Level 6. However all students through the ‘Hospitality Operations Strategies’ unit will have a chance to directly apply operational management strategies and offer recommendations for improvement, to a live hospitality business. Assessment takes the form of a business report and a presentation offering the client representatives an assessment of the findings and recommendations for improvement. Students at Level 6 will participate in February – March, to job fairs especially organized for them. As such, partner employers will be recruiting graduates for full time positions or internship placements both in Romania and abroad. Some employers have already expressed their interest in hiring our graduates.

28 Programme Specific Admission Requirements

Before entering Level 6 of the BA (Hons) International Hotel Business Management, all students must: - Successfully complete all units at Level 4 and Level 5 - Obtaining the Diploma in Hospitality Management awarded by American Hotel Academy, authorized

by the Romanian Ministry of Education and the Romanian Ministry of Labour. This Diploma is obtained after passing an exam (theory and project) assessed by a Commission of Externally Appointed Examiners.

- Showing proof of English proficiency at the level required by the MMU Recruitment and Admissions Policy. Students must submit a copy of the certificate obtained, before the enrolment at level 6.

Minimum scores acceptable for entry at Level 6 are: IELTS - 6.5 Cambridge Advanced A/B

of 45

Cambridge Proficiency C Accepted certificates as proof of proficiency in English are stated above. NB Minimum admission points for entry to the University are reviewed on an annual basis. For entry requirements refer to the current University on-line prospectus

29 Approved Variations/Exemptions from University Regulations

N/A

30 Programme Management Arrangements

The Programme Director is responsible for the day-to-day management of the programme including admissions decisions. The Academic Board, through its Academic Committee is responsible for continuous monitoring, improvement and development. The Link Tutor appointed by American Hotel Academy has been in constant collaboration with MMU throughout the validation process and will continue to do so, ensuring that the MMU programme regulations are adhered to. A senior member of MMU staff will also have an observer role in the Academic Board, as well as a permanent role in the Assessment Board. A chronological annual meetings schedule will be set up. This meetings schedule will include both joint AHA/MMU meetings and AHA only meetings. The need for meetings, as part of the programme management process, has been the subject of discussions between AHA and Faculty staff. Meetings that will be part of the schedule will include bi-annual meetings at which not only programme management issues will be discussed but also issues associated with general partnership arrangements and future AHA/MMU developments. Such bi-annual meetings will be held at MMU and attended by senior AHA and Faculty staff and, depending on the agenda items, MMU CASQE (Centre for Academic Standards and Quality Enhancement) staff will be invited. There will be an annual August briefing session at AHA, led by the MMU Link Tutor, for all AHA academic and administrators that will deal with changes to MMU regulations and procedures (in the first instance it will be an explanation of MMU regulations and procedures). Assessment boards will be held at AHA and these will be attended by the MMU Link Tutor, these boards will be preceded (usually a day or so before) by meetings between the MMU Link Tutor, AHA Link Tutor and relevant AHA staff to ensure that issues related to extenuating circumstances, degree classification and general assessment board procedures have been dealt with. The two institutions will ensure that at least one of the MMU Link Tutor’s visits will be conducted while students are in the school, so to be able to meet with them. The Board of Examiners will hold a graduation ceremony at AHA within 30 days of the validation of all awards. A senior member of Faculty staff (Dean and/or Head of Department) will attend this ceremony and, as is usual practice, there will be the opportunity to discuss the AHA/MMU relationship.

31 Staff Responsibilities

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

http://www2.mmu.ac.uk/study/

of 45

Vice President for Academics Hospitality Undergraduate

Programme Director

Unit Leaders Practical Training Tutor Group Tutors

Unit Lecturers The Hospitality Undergraduate Programme Director is a permanent member of the Academic Board

and all of its sub committees (Academic Committee, Assessment Board, and Student Disciplinary

Committee). A member of the full time academic staff (not necessarily the same) is a member of the

Academic Board and of its sub committees.

The Programme Director meets with the AHA Link Tutor monthly and the MMU Link Tutor at least

twice per year.

The Hospitality Undergraduate Programme Director is responsible for:

• The efficient operation of the programme;

• Chairing Staff Meetings;

• Advising the Academic Committee and the Academic Board on the continuing development of the

programme;

• Liaising with the Vice President of Academics and other staff (ex. Link Tutor) on regarding

programme development;

• Taking any reasonable action relating to the proper functioning of the programme;

• Coordinating the academic staff and work for their Personal Development Plan;

• Coordinating with teaching staff and group tutors;

• All other matters relating to the day-to-day operation of the programme.

The Unit Leaders are responsible for:

• Overseeing the unit;

• Co-ordinating with all staff teaching on the unit;

• Preparing the main and supplementary Unit Handouts, including all the assessments;

• Ensuring an electronic copy of the Unit Handout is available;

• Issuing the main Unit Handout to students;

• Collating student marks and presenting them to the Assessment Board;

• Ensuring that Unit marks have been put on the database.

Unit Lecturers are responsible for:

• Preparing and delivering a co-ordinated lecture programme;

• Writing assignment briefs and examination questions, including all re-sits;

• Liaising with the Unit Leader on preparation of the Unit Handouts;

• Collecting all work for marking, including extensions and re-sit work;

• Providing feedback to students on their work;

• Returning marked work to students;

of 45

• Entering marks in the database;

• Attending Assessment Board meetings.

Group Tutors are responsible for: • Organising Group Tutors meetings at least twice per term; • Assisting the Programme Director as required. • Ensuring students have all relevant information regarding their programme of study, and the School;

• Pastoral and academic counselling of their student group; • General administrative management of their groups • Preparing student feedback for the Programme Director to use in his annual evaluation of the

programme. The Practical Training Tutor is responsible for: • Overseeing the students’ in school practical training; • Scheduling the students for their rotational practical training in the school; • Ensuring that statements of purpose are respected; • Coordinating the Operations managers regarding the students training; • Liaising with students regarding their performance, attendance etc; • Assisting the Programme Director as required.

32 Student Support Strategy

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

• Participants will take part in an induction programme. This will introduce them to the requirements of their programme of study and will provide an opportunity to receive all the relevant programme documentation, visit the Library and meet and discuss requirements and expectations of their programme with their programme team.

• Programme handbooks and unit handouts give students relevant information on learning, teaching and assessment, school facilities and accommodation.

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

• The Student President is elected to the Academic Board and is able to voice any general concerns regarding learning and teaching.

• Unit lecturers 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.

• Professional confidential counselling is offered to students onsite. • The Department of Career Development provides students with support in their professional

development as well as with guidance and support during their placements. Placement students have access to the support team by all normal communication channels.

• The Admissions Department and the financial officer advise candidates of financial support available before and during their studies.

Generic academic student support is provided to all students in line with the guidance outlined in the University’s Student Handbook. The University Student Handbook is available from the MMU website The Collaborative Partner Student Handbook is available from the CASQE website.

33 Programme Specific 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 elected Student President in the Academic Board. A questionnaire survey (Appendix IV) takes place towards the end of each year, which assesses the students’ opinions of respective units undertaken as well as the performance of

http://www.mmu.ac.uk/studenthandbook/

http://www.mmu.ac.uk/academic/casqe/collaborative/docs/CP_Student_Handbook.pdf

of 45

the lecturer. Feedback given by the students is analysed and discussed at the meetings of the Academic Board. The Academic Board then makes recommendations to unit leaders on what areas need to be improved in order to meet the student requirements.

The Programme complies with current institutional evaluation guidance. NB University information on Student Evaluation is available from the CASQE website

34 Engagement with Employers

In undertaking the delivery of a professional oriented programme, it is very important to develop and maintain links with employers. The Department of Career Development continually aims to develop employer links, by consulting and visiting potential employers and by inviting placement employers to give presentations to students. Employers have more than once expressed their appreciation for such a unique, professional oriented programme that now exists in Romania as well. The requests for students in placements as well as for graduate employment, has increased every year and employers have signalled that they are very interested to employ our graduates. Relationships with employers have also led to part time employment and consultancy opportunities for students. Employers are invited regularly to provide guest lectures linked to specific subject areas in units and they visit to deliver careers talks.

http://www.mmu.ac.uk/academic/casqe/experience/voice/docs/evaluation_of_opinion.pdf

of 45

Internal

University Policy documents:

University Mission and Strategic Aims

Programme Approval, Review and Modification Procedures outlined on the Centre for Academic Standards & Quality Enhancement website

Relevant University Assessment Regulations for Programmes of Study Undergraduate

University Curriculum Framework Undergraduate

MMU Strategy for Learning, Teaching and Assessment

Institutional Code of Practice for the Assessment of Students

University Standards Descriptors

University’s Equality and Diversity policy

University guidance on collaborative provision

University Academic Ethics Framework

Student Engagement Policy

Programme Handbooks

Management of Programme Delivery

Policy for Accreditation of Prior Learning

ICP for Placement and Work-based Learning

ICP for Collaborative Provision

Recruitment and Admissions Policy

American Hotel Academy decision making processes and Committee structures Handbook

Academic Staff Evaluation Handbook

Framework for Student Career Management and Development

Student Course Evaluation Questionnaire

Programme Specific Information: Previous Programme Approval Report (July 2012)

Staff Research

Departmental Professional/Industrial Advisory Committees

Staff/Student Liaison Committees External

QAA Subject Benchmark statement Hospitality, Leisure, Sport and Tourism

QAA Frameworks for Higher Education Qualifications in England Wales and Northern Ireland

The UK Quality Code for Higher Education

External Examiner Reports

http://www.mmu.ac.uk/about/corporate-strategy/

http://www.mmu.ac.uk/academic/casqe/event/

http://www.mmu.ac.uk/academic/casqe/event/

http://www.mmu.ac.uk/academic/casqe/regulations/assessment.php

http://www.mmu.ac.uk/academic/casqe/regulations/curriculum-frameworks.php

http://www.celt.mmu.ac.uk/ltastrategy/index.php

http://www.mmu.ac.uk/academic/casqe/regulations/docs/assessment_icp.pdf

http://www.mmu.ac.uk/academic/casqe/regulations/docs/assessment_procedures.pdf

http://www.mmu.ac.uk/academic/casqe/collaborative/index.php

http://www2.mmu.ac.uk/rke/ethics-forms/

http://www.mmu.ac.uk/academic/casqe/regulations/docs/student_engagement_policy.pdf

http://www.mmu.ac.uk/academic/casqe/regulations/docs/prog_handbooks.pdf

http://www.mmu.ac.uk/academic/casqe/regulations/docs/programme-management.pdf

http://www.mmu.ac.uk/academic/casqe/regulations/docs/APL_policy.pdf

http://www.mmu.ac.uk/academic/casqe/regulations/docs/placement_icp.pdf

http://www.mmu.ac.uk/academic/casqe/collaborative/docs/collab_icp.pdf

http://www.mmu.ac.uk/academic/casqe/regulations/docs/admissions_policy.pdf

http://www.qaa.ac.uk/en/Publications/Documents/Subject-benchmark-statement-Hospitality-leisure-sport-tourism-2008.pdf

http://www.qaa.ac.uk/publications/information-and-guidance/publication?PubID=2718

http://www.qaa.ac.uk/assuring-standards-and-quality/the-quality-code

of 45

Appendix I

RELATIONSHIP TO SUBJECT BENCHMARK STATEMENT(S)

Provide a map that identifies how benchmark statements relate to the programme learning outcomes, and which provides a crosscheck to ensure that all

the outcomes are assessed in the programme specification

I. GENERIC LEARNING OUTCOMES

Hospitality Operations Strategies

International Services:

Marketing & Planning

Globalisation & Innovation

Dissertation

GENERIC LEARNING OUTCOMES

A graduate of a hospitality based programme will have developed a range of skills and aptitudes, including their being able to:

research 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

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

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

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

take and demonstrate responsibility for their own learning and continuing personal and professional development

of 45





Dissertation

to self-appraise and reflect on practice

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

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

Where a programme title contains the word 'management' then it should among other things enable students to:

demonstrate 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.

SUBJECT SPECIFIC LEARNING OUTCOMES

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

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

analyse and reflect on the different cultural concepts of hospitality.

demonstrate a critical awareness of the boundaries of hospitality.

of 45





Dissertation

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:

operate and manage human and technical resources

apply 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.

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:

operations management.

finance and management accounting.

human resources and organisational behaviour.

services marketing.

information systems and technology

strategic management.

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:

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

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

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

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:

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

of 45





Dissertation

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.

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:

Hospitality consumers.

Hospitality employees.

Hospitality organisations.

Government and external agencies.

of 45

Appendix II

ASSESSMENT MAP

Unit Title Unit Learning Outcomes Unit Assessment Strategies


LO1.Critically analyse theoretical frameworks applicable to operational aspects of the hospitality industry

Coursework 60% For LO1 LO2 LO3 LO4 LO5

Presentation 40% For LO4 LO5

LO2.Critically evaluate operational strategies and their influence upon principal sectors of the hospitality industry

LO3.Critically evaluate solutions derived from application of operations research techniques and other problem solving methodologies applicable to core operational decision areas.

LO4. Analyse and evaluate a specific hospitality business, to identify and investigate key operational management issues

LO5. Analyse the issue raised and make recommendations for improvement

International Services: Marketing

& Planning

LO1. Critically evaluate the link between customer experiences – employees and physical evidence and suggest solutions

Coursework 60% For LO2 LO3 LO4

Written Exam 40% For LO1 LO3 LO5

LO2. Evaluate customer “moments” and plan service recovery throughout the service encounter

LO3. Critically examine customer expectations and perceptions of quality

LO4. Critically review service marketing mix strategies in the context of international hospitality, travel and other service organizations.

LO5. Design key service frameworks and apply them to everyday practice

Globalization & Innovation

LO1. Critically evaluate the global options available to organizations for expansion and market dominance

Written Exam 60% For LO1 LO2 LO3 LO4 LO5

Coursework 40% For LO1 LO3 LO4

LO2. Assess the global strategic incentives that spur firms to engage in vertical integration, to diversify their portfolio or to merge with another firm

LO3. Assess situations when particular global strategies are most effective

LO4. Critically evaluate the motivations and concepts behind the trend towards globalisation

LO5. Critically analyse business situations and critically comprehend why innovation has become a central element of globalization

Dissertation

Critically evaluate a range of relevant literature Coursework 80% For LO1 LO2 LO3 LO4

Presentation 20% For LO4 LO5

Design and Implement an appropriate research strategy

Critically analyse appropriate data

Critically analyse research findings in order to achieve the study's overall aim

Critically analyse the results, make conclusions and consider broader issues

of 45

Appendix III

EMPLOYABILITY AND SUSTAINABILITY MAP

.

Employability & Sustainability Outcomes


International Services: Marketing & Planning

Globalization & Innovation

Dissertation

Coursework 60%

Presentation 40%

Written Exam 40%

Group Project 60%

Written Exam 60%

Coursework 40%

Coursework 80%

Presentation 20%

Analyse real world situations critically

Demonstrate professionalism and ethical awareness

Communicate effectively using a range of media

Apply teamwork and leadership skills

Manage own professional development reflectively

Find, evaluate, synthesise and use information

Work within social, environmental and community contexts

Use systems and scenario thinking

Engage with stakeholder/interdisciplinary perspectives

of 45

Appendix IV

Course Evaluation Questionnaire

Name of Lecturer: Course Name:

Students’ Perceptions

Please answer all the appropriate questions honestly and objectively. The results will help us to continue improving

course design and delivery. Your responses are kept confidential and the results will not be released until all

grades have been finalized. Thank you!

A1. Did you receive a syllabus from the lecturer and did the lecturer explain it?

Yes, No I do not know

A2. Were the assessment(s) and assessment criteria clearly stated in the syllabus?


A3. Was the lecturer organized, prepared for class and knowledgeable?


A4. Was the lecturer fair and consistent in applying course policies and grading standards?


A5. Did the lecturer deliver the course in an interesting, creative manner that motivated and stimulated your

interest?


A6. Did the course provide useful knowledge and skills?


Programme Specification: Date:

of 45

Author:

A7. In your opinion what are the best aspects of this lecturer and / or course?

A8. In your opinion, what are the aspects of this lecturer and / or course that most need improvement?

A9. Based on the workload and the difficulty of the course, compared to the other courses that you took; you would

say this course was (circle the answer):

Very Difficult Difficult Average Easy Very Easy

A10. Would you recommend the course / lecturer to your relatives or friends?


A11. Please add any additional comments or suggestions about the course or the teacher.

of 45

SECTION H

Approved Modifications to Programme Specification since Approval/Last Review

The following log provides a cumulative of minor and major modifications made to the Programme Specification since its

approval/last review.

FAQSC Reference (or PARM ref for Major Modifications requiring strategic approval)

Programme Specification Title (specify award titles/routes affected by change)

Brief Outline of Minor Modification/ Major Modification (Minor - include level & title of units & a brief description of modification) (Major - include details of change such as new routes, pathways etc.)

Date of FAQSC Approval (or PARM event)

Approval effective from:

Details of cohort of students who will be affected by the modification (e.g. students entering Level 5 weft September 2014 onward)

1314-01 AHA, Romania - BA (Hons) International Hotel Business Management

Dissertation unit – addition of poster component to first element of assessment.

10/12/13 Sept 2014 Students entering Level 6 wef September 2014 onward

1314-02 AHA, Romania - BA (Hons) International Hotel Business Management

Level 6 International Services: Marketing & Planning unit: Change Assessment 2 to a written assessment. Amend the weighting of assessments.

10/12/13 Sept 2014 Students entering Level 6 wef September 2014 onward

of 45

UNIT CODE 33HO3001

UNIT TITLE Hospitality Operations Strategies

UNIT

ABBREVIATION

LEVEL OF

STUDY

Level 6

CREDIT VALUE 30

ECTS

VALUE

15

HOME

DEPARTMENT School of Tourism, Events & Hospitality Management

UNIT

COORDINATOR Mircea Draghici, PhD

KEYWORDS Management, Travel, Hospitality, Strategy, Operational

UNIT LEARNING

OUTCOMES

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

1. Critically analyze theoretical frameworks applicable to operational

aspects of the hotel industry

2. Critically evaluate operational strategies and their influence upon

principal sectors of the hospitality industry

3. Critically evaluate solutions derived from application of operations

research techniques and other problem solving methodologies

applicable to core operational decision areas.

4. Analyze and evaluate a specific hospitality business, to identify

and investigate key operational management issues.

5. Analyze the issue raised and make recommendations for

improvement.

SUMMATIVE

ASSESSMENT

Element

(highlight

final

element)

Type Weighting Learning

outcomes

assessed

1 Coursework –

Final brief

60% 1,2,3,4,5

2. Presentation 40% 4,5

of 45

EMPLOYABILIT

Y AND

SUSTAINABILIT

Y OUTCOMES

Outcomes Element of

Assessment


1, 2

Demonstrate professionalism and ethical

awareness

1, 2


2


1

Manage own professional development

reflectively

1


1, 2

Work within social, environmental and

community contexts

1


1, 2

Engage with stakeholder/interdisciplinary

perspectives

1, 2

ASSESSMENT

STRATEGIES

FOR EACH

ELEMENT OF

ASSESSMENT

The students will prepare an interim report (1000 words). In groups of 4,

students will choose one operational department of a hotel to focus their

brief on and one topic with the support of the unit leader.

Once agreed with the client and unit leader the operational issue outlined

will be analyzed and the outcome sought. This report will be formatively

assessed.

The students will then complete the investigation and will prepare a final

written report (assessment 1 – 2000 words) which will be in the form of a

formal business report. The report will be based on both primary and

secondary research. Students are assessed both as a group as well as

individually. Peer assessment tools are used for individual assessment The

individual mark = group mark x peer assessment factor.

The students will then deliver a 15 minute presentation (assessment 2) of

their findings and recommendations to the unit leader and the client

representatives. The individual mark will be an average between the group

mark and the individual presentation.

of 45

ASSESSMENT

CRITERIA FOR

UNIT/ELEMENTS

OF ASSESSMENT

Assessment 1:

- Coverage of topic

- Organisation of thoughts and material, quality and clarity of

argument; level of critical analysis;

- Evidence of breadth and depth of research and knowledge of the

client organization.

- Ability to identify and evaluate operational problems so as to make

appropriate recommendations

- Ability to use appropriate concepts and techniques to analyse

organizational data

- Ability to summarise key elements from a range of findings and

link them to the specific project

- Written expression and style

- Presentation in a form of a business report

Assessment 2:

- Creativity in delivering the presentation

- Delivery of content

- Speaking skills

- Group dynamics

- In depth knowledge of content presented

- Professionalism in interacting with clients

NON STANDARD

MINIMUM PASS MARK

OUTLINE OF THE UNIT

BRIEF

SUMMARY

This unit will allow students to apply operational management

strategies and offer recommendations for improvement to a live

hospitality business.

INDICATIVE

CONTENT

- Operational characteristics of hospitality related products

- Hotel development process

- Capacity planning, demand forecasting and waiting line

management

- Managing operating capacity tools and techniques

- Failure recovery and business continuity

- Ethical issues, future challenges, and forecasting techniques

- Review of a live hospitality business operations and

identification of the key problems posed by such an operation

in the operational areas.

- Analysis of the framework of environmental and stakeholder

requirements of business.

- Consideration of the special legislation that underpins the

industry (Romanian and European)

of 45

LEARNING ACTIVITIES

BREAKDOWN OF

STUDENT

LEARNING

ACTIVITY

Type of Activity

%

Summative assessment

35%

Directed study

30%

Student-centred learning

35%

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 project. These strategies could include formal lectures, visits

to the business and interviews with the client and business

employees, tutorials and periodic review of progress. Online

support will also be available from the unit leader.

MANDATORY

LEARNING &

TEACHING

REQUIREMENTS

LEARNING RESOURCES

ESSENTIAL

READING

Slack, N; Chambers S.; Johnston, R. 6th edition (2009), Operations

Management, Financial Time / Prentice Hall

Slack, N; Lewis, M., 3rd edition (2010), Operations Strategy,

Financial Times / Prentice Hall

Rutherford, D.G.; O’Fallon, M.J, 4th edition (2007), Hotel

Management and Operations, Wiley

ADDITIONAL

RESOURCES THAT

STUDENTS SHOULD

BUY

SPECIAL ICTS

REQUIREMENTS

of 45

UNIT CODE 33IS3002

UNIT TITLE International Services: Marketing & Planning

UNIT

ABBREVIATION

LEVEL OF

STUDY

Level 6

CREDIT VALUE 30

ECTS VALUE 15

HOME


UNIT

COORDINATOR Mark Rosenbaum, PhD

KEYWORDS Service quality, service planning, servicescapes, customer experience,

service operations, service science, zone of tolerance, research, service

recovery

UNIT LEARNING

OUTCOMES

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

1. Critically evaluate the link between customer experiences – employees

and physical evidence and suggest solutions.

2. Evaluate customer “moments” and plan service recovery throughout

the service encounter in a hotel.

3. Critically examine customer expectations and perceptions of quality

4. Critically review service marketing mix strategies in the context of

international hotel, travel and other service organizations.

5. Design key service frameworks and apply them to everyday practice

SUMMATIVE

ASSESSMENT

Element

(highlig

ht final

element)

Type Weighting Learning outcomes

assessed

1 Coursework:

Service Plan

Report

40% 2,3,4

2 Group Project:

Service

Blueprint

60% 1,3,5

of 45

EMPLOYABILIT

Y AND

SUSTAINABILIT

Y OUTCOMES

Outcomes Element of

Assessment


1,2


awareness

1,2


1,2


2


reflectively

1,2


1,2


community contexts

1,2


1,2


perspectives

1,2

of 45

ASSESSMENT

STRATEGIES

FOR EACH

ELEMENT OF

ASSESSMENT

Provide students with rubrics of acceptable work. Engage in immediate

testing of material, so that students understand how materials build into a

final service plan. Provide students with continuous feedback.

Assessments are based upon examinations, exercises, and final reports.

In both assessments, students will be assessed both as part of a group and

as an individual.

The Service Plan report (Assessment 1 - 40%) consists of planning 10

continuous "moments" in a customer's journey through a hotel/resort.

The assignment will be group oriented.

Students will complete 1 of the 10 moments during a class assignment so

that suggestions and intermediate evaluation can be given, prior to the

final project (formative assessment).

The unit will run with 2 contact hrs/week for the full length of the

academic year taught by an assistant lecturer, where fundamentals of

International Services Marketing will be introduced to the students

covering learning outcomes 1,3 and 4 as well as introducing the elements

of summative assessment and offering formative assessment. These

contact hours will be topped with a weeklong intensive course towards

the end of the unit (7 contact hrs / day) where assessment will be

finalized and learning outcomes 2 and 5 will be covered. During the

intensive week long course, no other units will be covered.

The plan is also a cumulative process as plan’s components will be

taught during the class. Groups are limited to 4. Students are assessed

both as a group as well as individually. Students will be given quizzes

during the week long intensive course and that will form the individual

part of this assessment. Individual mark is 40% group mark and 60%

individual mark.

The Service Blueprint (Assessment 2 - 60%) is a visual presentation, to

link together customer experiences--front stage employees--back stage

employees--support--and physical evidence in a visual diagram.

Students present the diagram to the professor for one-to-one, immediate

feedback. Students are assessed both as a group as well as individually.

The individual mark will be an average between the group mark and the

individual presentation.

of 45

ASSESSMENT

CRITERIA FOR

UNIT/ELEMENTS

OF ASSESSMENT

Assessment 1

- Ability to meet an established rubric

- Ability to provide a thorough understanding of the planning

process.

- Organization of thoughts and material, quality and clarity of

argument; level of critical analysis

- Written expression and style

- Ability to use appropriate concepts and techniques to analyze

customer “moments”.

- Ability to evaluate problems so as to make appropriate

managerial decisions

- Ability to summarize key elements from a range of findings



- Presentation skills


Assessment 2

- Ability to provide a thorough understanding of the diagram.

- Organization of thoughts and material, quality and clarity of

argument; level of critical analysis

- Ability to use appropriate concepts and techniques to analyze

customer experiences.

- Ability to evaluate problems so as to make appropriate

managerial decisions

- Ability to summarize key elements from a range of findings




NON STANDARD

MINIMUM PASS

MARK

of 45

OUTLINE OF THE UNIT

BRIEF

SUMMARY

This unit gives students an insight into attaining customer satisfaction

and optimising company success, while focusing on the challenges of

developing marketing strategies.

INDICATIVE

CONTENT

- Introduction to Services

- After the marketing plan: Moving from value proposition to value co-

creation

- Creating value with the service-marketing mix: The service marketer’s

toolbox

- Clue management and service quality

- What is Service Marketing?

- Understanding how/why customers form service expectations

- The SERVQUAL scale in practice

- The 3C’s of service marketing (community, customer care, and

conversations)

- Servicescape/Atmospherics

- Creating hard and soft service standards

- Service recovery

- Services in the 21st century: A discussion of service sustainability

- Designing the 8-step service blueprint

- The hidden truth: The secret of customer loyalty

of 45

LEARNING ACTIVITIES

BREAKDOWN OF

STUDENT

LEARNING

ACTIVITY

Type of Activity

%


50

Directed study

25


25

The learning and teaching methodology is designed to develop

knowledge and competencies in the range of management and

planning skills required by professionals in the Hotel industry. The

unit will facilitate learning through a combination of lectures,

workshops, supported open learning and self-directed learning.

The unit will engage students in the development of sector applied

strategic management case studies.

The unit will run with 2 contact hrs/week for the full length of the

academic year taught by an assistant lecturer, where fundamentals

of International Services Marketing will be introduced to the

students covering learning outcomes 1,3 and 4 as well as

introducing the elements of summative assessment and offering

formative assessment. These contact hours will be topped with a

weeklong intensive course towards the end of the unit (7 contact

hrs / day) where assessment will be finalized and learning

outcomes 2 and 5 will be covered. During the intensive week long

course, no other units will be covered.

MANDATORY

LEARNING &

TEACHING

REQUIREMENTS

Attendance of all classes is mandatory during the intensive week

long course.

LEARNING RESOURCES

ESSENTIAL

READING

Zeithaml, V.; Bitner, M. J.; Gremler, D.D., 5th Edition, (2008),

Services Marketing, McGraw

ADDITIONAL

RESOURCES THAT

STUDENTS SHOULD

BUY

SPECIAL ICTS

REQUIREMENTS

of 45

ANY OTHER

ADDITIONAL

RESOURCES

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, Tomson

Kasper, H,Helsdingen,P.V.,et.al.(2006),’Services Marketing

Management -An International Perspective’, 2nd edition, Wiley.

Fitzsimmons, J.A.; Fitzsimmons, M.J., (2008). Service

Management: Operations, Strategy, Information Technology. 6th

Edition McGraw-Hill

Lovelock,C.,Wirtz,.J.,6th. Ed.,(2006),’Services Marketing-People,

Technology, Strategy’, Pearson-Prentice Hall.

Keegan, W.(2005),(8th ed),’Global Marketing Management,

Prentice-Hall

Knowles T, Diamantis D, El Mourhabi J, (2003) ‘Globalisation

within Tourism and Hospitality a strategic perspective’, 2nd

Edition, Continuum, London.

Ranadive, V. (2006). Power to Predict : How Real-time Businesses

Anticipate Customer Needs, Create Opportunities, and Beat the

Competition. McGraw-Hill

Rosenbaum, M. S.; Massiah, C. (2013), The Challenge of

“Servicescape Contexts,” in Serving Customers: Global Reflections

on

Services Marketing, Ray Fisk, Rebekah Russell-Bennett, and Lloyd

Harris, eds. Tilde University Press, forthcoming.

Rosenbaum, M. S. (2009), The Restorative Potential of

Commercial Servicescapes, Journal of Service Management,

special issue for American Marketing Association SERVSIG

International Research Conference 2008 “Best Conference Papers”

recipients, 20 (2), 173-191.

Rugimbana,R.,(2003), ‘Cross Cultural Marketing’, Thomson.

Usunier, J. C. (2005). 'Marketing across cultures’, 4th ed. Harlow,

Prentice Hall.

of 45

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:

Cornell Center for Hospitality Research Quarterly

European Journal of Marketing

International Business Review

International Journal of Contemporary Hospitality Management

International Journal of Hospitality Management

International Journal of Hospitality and Tourism Administration

International Journal of Service Industry Management

International Journal of Tourism Management

Journal of Hospitality and Leisure Marketing

Journal of International Marketing

Journal of International Consumer Marketing

Journal of Services Marketing

Journal of Travel & Tourism Marketing

Journal of Vacation Marketing

Websites and Electronic Resources:

Will be presented to the students during class.

of 45

UNIT CODE 33GI3001

UNIT TITLE Globalisation and Innovation

UNIT

ABBREVIATION

LEVEL OF

STUDY

Level 6

CREDIT VALUE 30

ECTS VALUE 15

HOME


UNIT

COORDINATOR Vasile Popa, PhD

KEYWORDS Management, Decision making, Globalisation

UNIT LEARNING

OUTCOMES

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

1. Critically evaluate the global options available to organizations 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.

5. Critically analyze business situations and critically comprehend why

innovation has become a central element of globalization.

SUMMATIVE

ASSESSMENT

Element

(highlight

final

element)


outcomes

assessed

1 Coursework

(2500 words)

40% 1,3,4

2 Written Final

Exam

60% 1,2,3,4,5

of 45

EMPLOYABILIT

Y AND

SUSTAINABILIT

Y OUTCOMES

Outcomes Element of

Assessment


1


awareness

1,2


1


1


reflectively

1,2


1,2


community contexts

1,2


1,2


perspectives

1

ASSESSMENT

STRATEGIES

FOR EACH

ELEMENT OF

ASSESSMENT

Assessment 1. Coursework – There will be one individual study project

(coursework) that should be handed in paper format by each student by the

deadline. The individual study project will cover half of the course topics

(the first seven chapters of the course). Each student will be given a task

dealing with globalization strategies and innovation concepts behind such

strategies, applied in the field of hospitality, 1 month prior to the

submission deadline. The individual study project (coursework) must be of

maximum 2500 words with references cited in the paper.

Assessment 2. Written Final Exam There is a final Written Exam at the end of the course.

The final exam will cover all materials (readings, lecture, section, videos)

since the start of the course.

Total time allocated: 3 hours

The format of the examination is an unseen set of questions that cover the

entire unit content, from which students select three.

Using their newfound and ever-increasing knowledge of globalization and

the world economy, students will need to provide a critical answer to their

chosen topic.

of 45

ASSESSMENT

CRITERIA FOR

UNIT/ELEMENTS

OF ASSESSMENT

Assessment 1:

- demonstrating adequate understanding and knowledge of the topic

covered in the question;

- ability to synthesize and analyze a topic from the course content;

- providing a well-structured and developed focused answer.

Assessment 2:

- Coverage of topic;

- Organisation of thoughts and material, quality and clarity of argument

level of critical analysis;

- Ability to identify and evaluate globalization options for companies;

- Ability to use appropriate concepts and techniques to analyse data;

- Ability to support all claims with textual evidence in the form of

precise and well-explained observations of the details, situations

discussed;

- Relevancy and level of understanding of the source material used;

- Ability to summarise key elements from a range of findings;

- Written expression and style;

- Presentation of the project.

NON STANDARD

MINIMUM PASS

MARK

OUTLINE OF THE UNIT

BRIEF

SUMMARY

This unit is concerned with approaches to innovation in the context

of the global hotel industry.

INDICATIVE

CONTENT

- Globalisation – Terms and Effects;

- Globalisation and the Hospitality Industry;

- The process of consolidation;

- Multinational structures and their evolution;

- Diversification strategies and alternative integration;

- Mergers and acquisitions, takeovers;

- Economies of scale, economies of scope, synergies;

- Global Hotel Industry – Evaluation Techniques;

- Growth strategies;

- The Repercussion of the Global Crisis on the Hotel Industry;

- Environmental responsibilities of the hotel industry;

- Global Hospitality Industry Supply Chain Management;

- Innovation and Change Management;

- Trends and internationalization of innovation activities.

of 45

LEARNING ACTIVITIES

BREAKDOWN OF

STUDENT

LEARNING

ACTIVITY

Type of Activity

%


30%

Directed study

40%


30%

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 study

material. This unit will facilitate learning through a combination of

lectures, self-directed learning and open learning.

MANDATORY

LEARNING &

TEACHING

REQUIREMENTS

of 45

LEARNING RESOURCES

ESSENTIAL

READING

Gee, C.Y., 2nd edition, 2008. International Hotels – Development

and Management. American Hotel & Lodging Educational

Institute;

Knowles, T.; El-Mourhabi, J; Diamantis, D. 2nd edition, 2004. The

Globalization of Tourism and Hospitality : A Strategic

Perspective. Thomson Publishing.

ADDITIONAL

RESOURCES THAT

STUDENTS

SHOULD BUY

SPECIAL ICTS

REQUIREMENTS

ANY OTHER

ADDITIONAL

RESOURCES

Ahmed, P; Shepherd, C. (2010), Innovation Management:

Context, Strategies, Systems and Processes, Financial Times /

Prentice Hall;

Hitt, M.A.;Ireland, D.; Hoskinsson, R, 5th Edition, 2003. Strategic

Management: Competitiveness and Globalization (Concepts and

Cases). Thomson South-Western;

Lussier, R.N., Achua, C.F., 2nd edition, 2004. Leadership, Theory,

Application, Skill Development. Thomson;

Tidd, J.; Bessant J., 4th edition (2009), Managing Innovation:

Integrating Technological, Market and Organizational Change,

Wiley;

Woods, R.H., King, J.Z, (2010), Leadership and Management in

the Hospitality Industry. AH&LA;


Cornell Center for Hospitality Research Quarterly;

International Business Review


International Journal of Culture, Tourism and Hospitality

Research;

Journal of Business Research;

Journal of Hospitality & Tourism Research.

Websites and Electronic Resources:

www.managing–innovation.com

Will be presented to the students during class.

http://www.managing–innovation.com/

of 45

UNIT CODE 33DS3002

UNIT TITLE Dissertation

UNIT

ABBREVIATION

LEVEL OF

STUDY

Level 6

CREDIT VALUE 30

ECTS VALUE 15

HOME


UNIT

COORDINATORS Alexandru Stefan, PhD

Ada Terea MSc.

KEYWORDS Research project, dissertation

UNIT LEARNING

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

1. Critically evaluate a range of relevant literature

2. Design and implement an appropriate research strategy

3. Critically analyse appropriate data

4. Critically analyse research findings in order to achieve the study's overall

aim

5. Critically analyze the results, make conclusions and consider broader

issues

SUMMATIVE

ASSESSMENT

Element

(highlight

final

element)


outcomes

assessed

1 Coursework 80% 1,2,3,4

2. Presentation of the

study

20% 4, 5

of 45

EMPLOYABILIT

Y AND

SUSTAINABILIT

Y OUTCOMES

Outcomes Element of

Assessment


1

Demonstrate professionalism and ethical awareness

1,2


1,2


1

Manage own professional development reflectively

1,2


1,2

Work within social, environmental and community

contexts

1


1


perspectives

1,2

ASSESSMENT

STRATEGIES

FOR EACH

ELEMENT OF

ASSESSMENT

Students are to complete a dissertation of 10,000 words (assessment 1) as

per the guidelines set in the Dissertation Handbook. The topic must be

significantly related to the programme of study and can be research or case

study based.

The dissertation will be marked by two academic members of staff and a

mark will be agreed and allocated. A sample of the papers, will be sent to

MMU for examination.

The results, recommendations and conclusions of the study, will be

presented / defended in front of a Board of Evaluators, in the form of a 15

minute presentation (assessment 2).

of 45

ASSESSMENT

CRITERIA FOR

UNIT/ELEMENTS

OF ASSESSMENT

Assessment 1

- Identify the aim and expected research objectives

- Establish the background issues and outline of main aspects and

argument of the topic.

- Discuss key issues and the use of literature to underpin this

- Correct citation using Harvard referencing and the use of an

appropriate selection of literature

- Identify methodology through secondary and primary research

- Evidence of results produced and their connection to the objectives

of the study

- Conclusion presented and its link to the objectives and background

of the study

- Consideration of broader issues and recommendations made

- Overall presentation, flow of argument and appendices used.

Assessment 2:





NON STANDARD

MINIMUM PASS

MARK

OUTLINE OF THE UNIT

BRIEF

SUMMARY

This unit is a sustained in-depth independent study of the student’s

choice, directly related to the aims of the International Hotel

Business Management programme.

INDICATIVE

CONTENT

- The nature, structure and process of dissertation, identifying topics

and planning research

- The research process, introduction to research philosophies,

ethics and methodologies; research types, methods and

techniques

- Problem identification, analysis and solution techniques

- Information retrieval and collection; literature research and

evaluation

- Secondary and primary data collection, quantitative and

qualitative data collection, analysis and ethics.

- Interpretation, analysis and critical review

- Validity, reliability, causation and correlation

- Writing a research report, presentation

- Defending the paper, presentation

of 45

LEARNING ACTIVITIES

BREAKDOWN OF

STUDENT

LEARNING

ACTIVITY

Type of Activity

%


25

Directed study

15


60

MANDATORY

LEARNING &

TEACHING

REQUIREMENTS

LEARNING RESOURCES

ESSENTIAL

READING

Given the flexibility of this unit, it is not appropriate to provide a

prescriptive set of reading references. However, the following text

is recommended as the core reading.

Saunders, M., Lewis, P., and Thornhill, A. 5th edition, (2009)

Research Methods for Business Students, Prentice Hall, London,

UK.

ADDITIONAL

RESOURCES THAT

STUDENTS SHOULD

BUY

SPECIAL ICTS

REQUIREMENTS

of 45

ANY OTHER

ADDITIONAL

RESOURCES

Bell, J. (2010) Doing your research project, 5th edition, Open

University Press.

Blaikie, N. (2009) Designing Social Research, 2nd edition, Polity

Brotherton, R. (ed) (2008) The Researching Hospitality and

Tourism: A Student’s Guide, London: SAGE publications.

Bryman, A.3rd edition, (2008) Social Research Methods, Oxford:

Oxford University Press.

Collins, Jill; Hussey, Roger (2009), Business Research. A

Practical Guide for Undergraduate & Postgraduate Students,

Palgrave, McMillan

Cottrell, S, (2011), Critical Thinking Skills: Developing Effective

Analysis and Argument, 2nd edition Palgrave, McMillan

Creswell, J (2002) Research Design : Qualitative, Quantitative,

and Mixed Method Approaches , 2nd ed., London: SAGE

Davies, M. (2007) Doing a Successful Research Project: Using

Qualitative and Quantitative Methods, Basingstoke: Palgrave

Macmillan.

Finn, Mick; Elliott-White, Martin; Walton, Mike (2000),

Tourism & Leisure Research Methods. Data collection, analysis

and interpretation, Pearson, Longman

Gerring, J (2007) Case Study Research: Principles and Practice

Cambridge University Press: Cambridge

Gillham, B. (2008) Developing a questionnaire, London:

Continuum.

Gillham, B. (2000) The Research Interview, London: Continuum.

Hancock, D.R., Algozzine, R. (2006) Doing Case Study Research:

A Practical Guide for Beginning Researchers, Teachers College

Press

Pallant, J. 4th edition, (2010) SPSS Survival Manual: a step by step

guide to data analysis using SPSS for Windows, Maidenhead:

McGraw-Hill.

Rudestam ,K. and Newton, R. (2007). Surviving Your

Dissertation. 3rd ed. London: .SAGE

Sappsford , R and Jupp, V (ed.) (2006) Data Collection and

Analysis, London: SAGE

of 45

Yin, R. (2009) Case Study Research, 4th ed. London: SAGE.


Annals of Tourism Research

Cornell Center for Hospitality Research Quarterly;

Hospitality Education and Research Journal

Hospitality Research Journal


International Journal of Tourism Research

Journal of Applied Recreation and Research

Journal of Hospitality and Leisure Marketing

Journal of Hospitality and Tourism Research

Journal of Leisure Research

Journal of Sustainable Tourism

Journal of Travel and Tourism Marketing

Journal of Travel Research

Tourism Recreation Research

Travel and Tourism Analyst