COLEGIO DE LA PURISIMA CONCEPCIONThe Catholic School of the Archdiocese of Capiz

Roxas City

COLLEGE OF BUSINESS, MANAGEMENT AND ACCOUNTANCY

BACHELOR OF SCIENCE IN HOTEL AND RESTAURANT MANAGEMENT

CPC VISION

A center of excellence for Catholic Education.

CPC MISSION

To produce globally competitive Catholic professionals committed to evangelization, quality instruction and community service to promote love of God and country.

CPC CORE VALUES

Faith, hope, charity, character, solidarity, integrity, and patriotism.

CBMA VMGO

V I S I O N

As an academic community of Colegio de la Purisima Concepcion, The College of Business, Management and Accountancy shall be a dominant source of God – oriented, values – driven and interactive graduates in Western Visayas.

M I S S I O N

As a Catholic Academic community, we commit:

1. To Exercise high level of instruction to make them professionally and globally competitive;

2. To provide intense values education to our students and transform them to be Christ – centered, socially responsible and well – motivated individuals.

COLEGIO DE LA PURISIMA CONCEPCIONThe Catholic School of the Archdiocese of Capiz

Roxas City

HRM 204 – HOSPITALITY OPERATIONAL MANAGEMENTCOURSE SYLLABUS

I. COURSE DESCRIPTION

The course has been developed to prepare students for management, supervisory and administrative careers through training in analysis and problem-solving, critical thinking, integrated operations, customer management, and international applications. Students will become technically proficient in the major components of a hospitality business, including operational processes, finance, human resources, facilities, risk management, corporate social responsibility and sustainability.

In addition, the curriculum is designed to integrate knowledge and practical applications developed through projects and hands-on experience; and to build strong management abilities, with every student working on projects individually and with team members.

II. PROGRAM OUTCOMESThe Knowledge to Manage and Evaluate Functional Systems in Hospitality Operations

Identify the internal and external components of managing hospitality operations. Develop perspectives about managing a hospitality property through practical analysis and critical thought processes. Explain the theory of yield management as it relates to hospitality operations. Operate and manage functional areas of hospitality properties effectively and efficiently. Develop and discover students' talents, interests, individual potential, and attitude to become effective professionals. Promote the welfare of students by identifying the needs and providing opportunities for solutions to problem areas in their fields of specialization. Communicate effective learning to students for professional longevity in the industry where they belong. Provide opportunities for significant exposure to hospitality and tourism industry. Develop competitiveness amongst students for their professional success. Inculcate values and work ethics as essential factors in socio-economic development.

Measurement of Program Outcomes and Results Performance in specific classes and/or on specific assignments, projects, case studies, written exercises, or exams in specific classes; Successful completion of a professional internship or work experience; Evaluation of interns by employers; Evaluation of graduates by themselves and their employers; Successful acquisition of appropriate positions after graduation.

III. LEARNING OUTCOMES

Knowledge: Upon completion of this course,

LO1. Students will observe and realize the VMGO of CPC – CBMA; LO2. Students will demonstrate an understanding of leadership theory and the relationship between ethical leadership, corporate culture, and performance. LO3. Students will interact effectively with people from diverse backgrounds and cultures. LO4. Students will acquire and demonstrate a comprehensive understanding of hospitality industry knowledge.

SkillsUpon completion of this course,

LO5. Students will acquire, integrate, and evaluate a core set of business skills necessary to successfully operate a hospitality organization. LO6. Students will demonstrate effective written and oral communication. LO7. Students will demonstrate quantitative reasoning and critical thinking skills needed to make sound business decisions.

Autonomy and Responsibility Competence Upon completion of this course, students will be able to state the following reporting, regulating or ethical considerations:

LO8. Ability to carry out institutional procedures and policies; LO9. Assess workload and delegate effectively.

Self-Development Competence Upon completion of this course, students will be able to demonstrate the need to continually research and up skill the following areas:

LO10. Develop practical skills; LO11. Develop up to date knowledge and transfer those skills to colleagues;

Role in Context Competence Upon completion of this course, students will be able to effectively contribute to the following activities or endeavors:

LO12. Plan, organize and execute a service production operation; LO13. Work competently under pressure within the work environment.

IV. NUMBER OF HOURSThree (3) hours – a week; A total of fifty – four hours for the whole semester

COURSE TOPIC PERFORMANCE INDICATORLEARNING OUTCOMES

(LO)

TEACHING STRATEGIES/ TEACHING ACTIVITIES

(TA)

EVALUATION ASSESSMENT

METHOD

TIME ALLOTMENT

PRELIM PERIOD

The CPC VMGOThe CPC – CBMA VMGOCourse OrientationHouse RulesGrading Criteria

Creating a Favorable Hospitality Operations Climate

Elements of Organizational Efficiency

Questions to Address in Building an Effective Organization Climate

Defining a Healthy Organization and Operations

Case Study on Hospitality Operations Efficiency

Overview of Operations Management and Supervision

Management Concepts, Comparing Management and Supervision

Materials Management and Human Resource Management

Management Functions Responsibilities of a

Manager/Supervisor Qualities of an Ideal Manager Elements of a Manager’s Job Key Result Areas in Management Assessing Managerial Effectiveness

Recognize and practice the CPC VMGO;

Outline and observe/obey house rules.

Identify and differentiate elements of organizational efficiency;

Answer questions to address in building an effective organization climate;

Define and explain a healthy organization and operations;

Analyze case studies about hospitality organizations;

Illustrate organizational set – ups of different hospitality businesses.

Compare and Contrast management from supervision;

Identify and discuss the various responsibilities of a manager/supervisor;

Defend and analyze case studies of the different managerial styles.

LO1

LO’s 2 - 13 Lecture Web Research PowerPoint

Presentation Video Presentation Case Studies Laboratory Activity Industry Exposure

Quizzes Examinations Research Works Oral Recitation Individual/Group

Demonstration

1.5 Hours

16.5 Hours

Planning – Setting Directions External and Internal Analysis Steps in Corporate Planning Setting Performance Targets Forecasting Revenue and Profit Preparing Operations Budget Budget Monitoring Determining Requirements Determining Manning

Requirements Menu Planning Recipe Standardization and Costing Menu Analysis Assessing Company Performance Analyzing and Troubleshooting

Performance Problems

PRELIMINARY EXAMINATION

Compare and Contrast External and Internal Analysis;

Identify and demonstrate the steps in corporate planning;

Prepare budget; Determine manning

requirements; Plan and prepare a menu; Compute for recipe cost; Defend and analyze case studies

about assessment of company performance.

COURSE TOPIC PERFORMANCE INDICATORLEARNING OUTCOMES

(LO)

TEACHING STRATEGIES/

TEACHING ACTIVITIES (TA)

EVALUATION ASSESSMENT

METHOD

TIME ALLOTMENT

MIDTERM PERIOD

Organizing and Operating the Work Organizing Concepts, Defining an

Organized Management Organizing Tools Developing an Organization Chart Conducting Job Evaluation and Job

Classification Writing Job Descriptions Preparing a Job Breakdown Formulating Performance

Standards Monitoring and Inspection

Checklists

Monitoring, Leading and Directing Monitoring Defined, Purpose of

Monitoring What and How to Monitor

Performance Areas and Tools for Monitoring Leadership and Leadership Styles Motivating Employees Motivating Conditions that

Promote Peak Performance Motivating Behavior of a Manager

Controlling and Improving Work Performance

Controlling Concepts Control Over the Use of Resources Quality Assurance Program Performance Management Dealing with Infractions and

Misconduct Taking Disciplinary Action

Define and discuss organizing; Explain organizing concepts; Develop and interpret an

organizational chart; Conduct job evaluation; Write job descriptions; Prepare job breakdown; Formulate performance

standards; Perform and answer questions

intelligently during mock interviews.

Define and explain monitoring and state the purposes of monitoring;

Identify and differentiate areas and tools for monitoring;

Outline and discuss leadership and leadership styles.

Discuss the nature of controlling concepts;

Illustrate control over the use of resources;

Outline and explain quality assurance program;

Identify and demonstrate the

LO’s 2 – 13 Lecture Web Research PowerPoint

Presentation Video Presentation Case Studies Laboratory Activity Industry Exposure

Quizzes Examinations Research Works Oral Recitation Individual/Group

Demonstration

18 Hours

Improving Work Performance Giving Oral and Written Reprimand How to Deal with Employee with

Poor Performance Designing a Performance Appraisal

System Elements of an Effective Appraisal

System Steps in Conducting a Performance

Appraisal Conducting an Appraisal Interview

MIDTERM EXAMINATION

steps/process of monitoring performance.

COURSE TOPIC PERFORMANCE INDICATORLEARNING OUTCOMES

(LO0

TEACHING STRATEGIES/TEACHING

ACTIVITIES (TA)

EVALUATION ASSESSMENT

METHOD

TIME ALLOTMENT

FINAL PERIOD

Cost Control in Food and Beverage Operations

Cost Control – Concepts and Purpose

Steps in Cost Control Cost Standardization Areas and Sequence of Control Reconciliation of Food and

Beverage Cost Flow of Control in Ordering and

Purchasing Determining Stock Requirements

and Order Quantity Determining Minimum and

Maximum Par Stock Preparing a Market List Ordering and Purchasing Policies

and Procedures Emergency Purchased and Petty

Cash Management Preparation of Purchase Order Flow of Receiving Transactions Receiving Policies and Procedures Flow of Control in Storage Arrangement and Classification of

Stocks Securing the Stock Room Stock Inventory Reconciliation of Actual and

Expected Inventory Balance Flow of Control in Requisition and

Issuance of Stocks

Starting a Hospitality Business Steps in Opening a Hospitality

Business

Discuss the nature of cost control;

Identify and demonstrate the steps in control

Apply knowledge learned in ordering and purchasing stock;

Prepare market list; Reconcile food and beverage

cost Determine stock

requirements and order quantity;

Outline and explain areas and sequence of control

Prepare purchase order.

Identify and explain steps in

LO’s 2 - 13 Lecture Web Research PowerPoint

Presentation Video Presentation Case Studies Laboratory Activity Industry Exposure

Quizzes Examinations Research Works Oral Recitation Individual/Group

Demonstration

Securing Business Permits Checklist of Pre – operating

Requirements Marketing and Promotions Market Research and Analysis Classifying the Market Establishing a Positioning Strategy Selling to Organizations and

Institutional Clients Monitoring and Implementation of

the Marketing Plan Accreditation – Advantages and

Incentives Rules and Regulations Governing

Accreditation Accreditation Standards

FINAL EXAMINATION

opening a hospitality business;

Generate and differentiate the requirements needed in operating a business;

Discuss the concept of marketing and promotions;

Perform market research and analysis;

Formulate a marketing plan; Prepare a business plan.

V. COURSE REQUIREMENTS

Quizzes Unit Tests

Oral Recitation Major Examinations Laboratory Exercises Industry Exposures

VI. CLASSROOM POLICIES

Practical Evaluation (Continuous Assessment) During each activity, students will be evaluated on their activity work and attitude. Additional marks will be awarded for displays of

leadership. A copy of the daily assessment will be handed to the students during orientation. There will be two assessments; these marks will form part of the overall mark for the paper works along with an average of all other activity sessions.

Attendance Policy Attendance for taught elements of the program is important in order for students to succeed in their studies, for this reason, attendance is mandatory. Absences will be treated as a disciplinary offense; three warning letters and the student will be withdrawn/failed for the remainder of the semester regardless of

medical certificates or authorized absences. Students are expected to be in class on time. Absence will be recorded when late. All activities are mandatory. Non-attendance /completion will be treated as absent.

Tardiness Classes will start on time, and attendance/absence will be registered at the start of the class. Tardiness is not tolerated in industry and students are being prepared to be managers in the industry.

VII. REFERENCES

Roldan, Amelia Samson. Operating and Managing a Hotel and Restaurant Business. AR Skills Development and Management Services. Revised ed. Angelo, RM, Vladimir, AN. Hospitality Today. 7th edition. 2011Powers, Tom, et. al,. Introduction to the Hospitality Industry, 6th edition. C and E Publishing. 2007.Walker, John. Introduction to Hospitality. Prentice Hall. 5th edition. Prentice Hallwww.wikipedia.orgwww.slideshare.net

VII. CONSULTATION HOURS

Regarding consultation, students may get in touch with their HRM 204 Instructor using the e-mail address or through this number:

Students who wish to individually consult their HRM 204 Instructor may arrange an appointment with them or through Ms. Jackielyn A. Arnido, the Department Secretary.

Prepared by: Approved: Noted:

DENNIS L. LUMABAO, MMHM RICA B. SAN ANTONIO, MMBM REV. FR. CYRIL B. VILLAREAL, S.T.L., M.A.Program Head Dean Director for Academic Affairs