Web viewBrief descriptive summary. These new postgraduate M-level programmes will be offered at Manchester Metropolitan University in conjunction with National Kaohsiung

Hollings Faculty

Department of Food and Tourism Management

MA International Hospitality ManagementMA International Tourism Management

DEFINITIVE DOCUMENT

With effect from intakes in 2011

Document last modified on 11 October 2011

Page

ContentsHollings Faculty.................................................................................................................................... 1Department of Food and Tourism Management................................................................................1PROGRAMME SPECIFICATION...........................................................................................................4Brief descriptive summary.................................................................................................................. 4

Basic Programme Details....................................................................................................................................41 4Overarching Programme Network/Title and programme specification code(s).............................4University and Programme Educational Aims...................................................................................6Programme Learning Outcomes.........................................................................................................6Interim Award Learning Outcomes.....................................................................................................8Teaching/Learning and Assessment Strategy...................................................................................9Programme structures, levels, credits, awards, curriculum map of all units (identifying core/compulsory/option status, credits pre or co-requisites) potential entry/exit points and progression/award requirements......................................................................................................12Placement and Work-based Learning..............................................................................................13Points of Reference............................................................................................................................ 13Internal................................................................................................................................................ 13

PART TWO - REGULATIONS..........................................................................................................................141 ADMISSION REGULATIONS.......................................................................................................14

1.3 Admission with specific credit.......................................................................................................152 CURRICULUM DESIGN AND ORGANISATION..........................................................................16

2.1 Curriculum Design Overview...............................................................................................................162.2 Relationship to Subject Benchmark Statement(s) (Master's degrees in business and management, 2007 http://www.qaa.ac.uk/academicinfrastructure/benchmark/statements/BusinessManagementMasters.pdf)

18BENCHMARK STATEMENT MATRIX.......................................................................................................18

2.3 Assessment Criteria for Marking Schemes..............................................................................222.3.1 Generic Criteria.....................................................................................................................................222.3.2 Programme-Specific Criteria.................................................................................................................23

2.4 Arrangements for anonymous marking of summative assessments.....................................242.5 Arrangements for the quality management of placement learning........................................252.6 Academic partnership activity...................................................................................................252.7 Flexible and distributed learning (including e-learning)..........................................................253 ASSESSMENT REGULATIONS..................................................................................................25

3.1 These programmes will comply with the assessment Regulations for Taught Postgraduate Programmes of Study........................................................................................................................................253.2 Programme-specific regulations............................................................................................................253.2.1 Student attendance and absence........................................................................................................253.2.2 Approved variation or exemption from MMU Regulations.............................................................26

4 PROGRAMME MANAGEMENT AND STUDENT SUPPORT......................................................274.1 Programme Committee.........................................................................................................................274.1.1 Membership................................................................................................................................................274.1.2 Responsibilities...........................................................................................................................................274.2 Board of Examiners...............................................................................................................................284.2.1 Membership......................................................................................................................................284.2.2 Responsibilities.................................................................................................................................284.2.3 Functions...........................................................................................................................................284.2.4 Sub-Committees................................................................................................................................294.2.5 Subsidiary Examination Committees................................................................................................294.2.6 Duties of Board Members.................................................................................................................294.2.7 Treatment of Extenuating/Mitigating Circumstances.......................................................................294.3 Programme Leader................................................................................................................................304.4 Other Staff Responsibilities..................................................................................................................304.5 Student Support Strategy.......................................................................................................................314.6 Student evaluation...............................................................................................................................314.7 Engagement with Employers................................................................................................................32

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MANCHESTER METROPOLITAN UNIVERSITY PS/1

PROGRAMME SPECIFICATION

Brief descriptive summary

These new postgraduate M-level programmes will be offered at Manchester Metropolitan University in conjunction with National Kaohsiung University of Hospitality and Tourism (NKUHT) These programmes are to be ’Joint Delivery’, but with NKUHT operating all or part of the programmes. A good undergraduate honours degree (First or Upper Second class honours or equivalent ) will be required for entry plus an English language score equivalent to one the following: IELTS 6.5, TOEFL 575, TOEFL Computer based 230, TOEFL IBT 90 The course will operate on a full-time and part-time basis.

Basic Programme Details

1 Overarching Programme Network/Title and programme specification code(s)

International Hospitality and Tourism Framework(Hospitality, Tourism, Leisure and Travel)

2 Final award(s)/title(s) MA International Hospitality ManagementMA International Tourism Management

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

Subject(s):N/AFinal Awards:N/A

4 Interim exit award(s)/title(s) Postgraduate Diploma International Hospitality ManagementPostgraduate Diploma International Tourism ManagementPostgraduate Certificate International Hospitality ManagementPostgraduate Certificate International Tourism Management

5 Mode(s) and duration 2 years Full Time (based on 50% of the curriculum achieved each year)

6 FHEQ position of final award(s) Masters (Level 7)*

7 Awarding institution The Manchester Metropolitan University

8 Teaching institution(s) Manchester Metropolitan University and/or National Kaohsiung University of Hospitality and Tourism

9 Relationship with Foundation N/A

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Year

Administrative Details

10 Home Department/ School/ Institute

Food and Tourism Management

11 Home Faculty Hollings

12 UCAS code(s) N/A

Collaborative Arrangements (where relevant)

13 Approved Collaborative partner(s)

National Kaohsiung University of Hospitality and Tourism

14 Description of type of collaborative provision or academic partnership

Joint Delivery

Approval Status

15 Date and outcome of most recent MMU review/ approval

N/A

16 Next Scheduled Review Date: March 2016

17 PS/1 effective date: September 2010

External References/Relationships

18 QAA Benchmark Statement(s) Masters – Business and Management 2007

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

N/A

20 PSRB(s) associated with final award of programme

N/A

21 Date and outcome of last PSRB approval(s)

N/A

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Programme Information

22 University and Programme Educational Aims

University Educational Aims:

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

To provide a supportive and inclusive learning environment which will enable success for all learners

To encourage the development of students’ intellectual and imaginative powers, creativity, independence, critical self-awareness, imagination and skills that will enhance global employment opportunities on graduation in all programmes.

To establish a culture of constant improvement in learning, teaching and assessment that is anticipatory, 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 and the professions.

Programme Educational Aims: To develop a systematic understanding of knowledge, and a critical

awareness of current problems and/or new insights in International Hospitality or International Tourism

To demonstrate a comprehensive understanding of techniques applicable to their own research or advanced scholarship

To have originality in the application of knowledge, together with a practical understanding of how established techniques of research and enquiry are used to create and interpret knowledge in International Hospitality or International Tourism

To develop a conceptual understanding that enables the student to evaluate critically current research and advanced scholarship in International Hospitality or International Tourism

To evaluate methodologies and develop critiques of them and, where appropriate, to propose new hypotheses.

23 Programme Learning Outcomes

MMU Educational Outcomes:

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

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

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

Programme Learning OutcomesOn successful completion of the Masters programme students will be able to:

Critically evaluate current research in their field of study;

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Select and define a research topic and implement a research plan using appropriate methodologies;

Critically analyse their results and draw logical conclusions; Exercise initiative and personal responsibility in the work environment; Carry out further independent learning or continuing professional development; Undertake a role of significant higher managerial responsibility; Continue as a researcher in an academic or commercial setting and have the potential

to extend the bounds of knowledge in their chosen field.

Also, they will have the qualities needed for employment in situations requiring the exercise of initiative and personal responsibility together with decision making in complex and unpredictable situations.

In addition to the above:

MA International Hospitality ManagementA graduate will be able to:

Be familiar with the marketing strategies and concepts applicable to the international hospitality industry;

Able to evaluate issues related to the financial aspect of the international hospitality industry;

Able to demonstrate their critical understanding and application within the international hospitality industry;

Able to carry out successfully a substantial piece of independent research.

MA International Tourism ManagementA graduate will be able to:

Be familiar with the marketing strategies and concepts applicable to the international tourism industry;

Able to evaluate issues related to the financial aspect of the international tourism industry;

Able to demonstrate their critical understanding and application within the international tourism industry;

Able to carry out successfully a substantial piece of independent research.

These learning outcomes support the QAA view that Masters degrees are awarded to students who have demonstrated:

A systematic understanding of knowledge, and a critical awareness of current problems and/or new insights, much of which is at, or informed by, the forefront of their academic discipline, field of study, or area of professional practice;

A comprehensive understanding of techniques applicable to their own research or advanced scholarship;

Originality in the application of knowledge, together with a practical understanding of how established techniques of research and enquiry are used to create and interpret knowledge in the discipline;

Conceptual understanding that enables the student: o To evaluate critically current research and advanced scholarship in the

discipline; and

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o To evaluate methodologies and develop critiques of them and, where appropriate, to propose new hypotheses.

(QAA Framework for HE Qualifications)

2. Combined Honours Learning OutcomesN/A

3. Pass Degree Learning OutcomesN/A

24 Interim Award Learning OutcomesThe Postgraduate Diploma graduate will be able to:

Critically evaluate current research in their field of study; Exercise initiative and personal responsibility in the work environment; Carry out further independent learning or continuing professional development; Undertake a role of significant higher managerial responsibility;


In addition to the above:A graduate of International Hospitality Management will be able to:

Be familiar with the marketing strategies and concepts applicable to the international hospitality industry;

Able to evaluate issues related to the financial aspect of the international hospitality industry;

Able to demonstrate their critical understanding and application within the international hospitality industry;

A graduate of International Tourism Management will be able to: Be familiar with the marketing strategies and concepts applicable to the international

tourism industry; Able to evaluate issues related to the financial aspect of the international tourism

industry; Able to demonstrate their critical understanding and application within the international

tourism industry;

The Postgraduate Certificate graduate will be able to:

Exercise initiative and personal responsibility in the work environment; Carry out further independent learning or continuing professional development; Undertake a role of significant higher managerial responsibility;


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25 Teaching/Learning and Assessment StrategyLearning and Teaching

The programme employs a wide range of approaches to learning and teaching but they are mainly based around formal lectures, seminars and self-directed study. The curriculum is informed and its currency maintained by research, scholarly activity and the professional practice of staff. Associate and Visiting Lecturers make valuable contributions and facilitate important links to professional practice. Additionally, technical and library and learning resource staff also make important contributions to the students’ learning.

Learning and Teaching Methods:

Self-Directed Study – plays a major role in this programme, where students are expected to spend time researching and analysing subject matter independently to support and substantiate taught material.

Formal Lectures – form an integral part of the programme and with formal delivery of key information to the whole cohort. At this level it is expected that students will use the lectures as a stimulus for further study/reading.

Seminars – are used to build on themes taken from the lecture programme. Students are encouraged to make an active contribution by sharing in the argument and debate. They are expected to prepare for the seminars through directed reading given prior to the sessions.

Visiting Lecturers and Part-time Faculty – are invited to deliver specialist lectures to enhance the delivery of the units.

E learning platform – the computer-based on-line resource will be available to the students allowing them to work at their own pace.

Web Based Material – is available in many subject areas for the students to access via the intranet and students are directed to relevant sources.

Individual Tutorials – are used when individual student the work being discussed or the guidance required is specific to one particular student. It is especially important in the dissertation phase and may be face to face, over the telephone or via e-mail.

Small Group Tutorials – enable students to discuss and plan their work in greater detail than is possible with larger groups. It encourages quieter students to develop their interpersonal and communication skills and helps consolidate leadership skills in others.

Video Presentations - are used to give a more in depth understanding of a specific issue.

Case Studies – are used for detailed discussion of real life situations.

Practical Sessions – may be used to enable the creative and practical skill development of the student in an environment which simulates that of industry.

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Group and Team Work – requires students to operate as a member of a group or team and they usually have clearly identified roles. The emphasis is on collective responsibility, individual responsibility to the group and joint decision-making.

Assessment

The assessment strategy for the programme has been designed to incorporate a variety of assessment methods to enable all students to demonstrate their learning in a fair and comprehensive manner and is in line with the University Regulations for Taught Postgraduate Programmes of Study.

Assessment Methods:

Term Papers – allow students to present the results of secondary research, develop an argument and draw coherent conclusions whilst relying on written communication skills. Term papers will be of around 4,500-5,000 words in length.

Practical and Class Based Projects – allow the students to demonstrate their understanding of a specific subject area and application of practical areas of the programme.

Research Proposal and Dissertation – is used to demonstrate the students’ ability to plan, prepare and deliver a sustained piece of personal research and justify the awarding of ‘Master’ status. In many cases this will take the form of a written document of around 16,000 words.

Assessment StrategyMA IHM Research

Methods33MEM001

[20 credits]

Managing Hospitality

33MHM001[20 credits]

Financial Strategies[20 credits]

International Strategic Marketing

[20 credits]

Developing Strategic

Management and

Marketing33DCM001[20 credits]

Managing Food and Beverage

Project[20 credits]

Dissertation[60 credits]

2000 word Critical Review of research paper (outcomes 1, 2)3000 word research proposal (outcome 3) 60%

2500 word essay (Outcomes 1) 50%2,500 word essay (Outcomes 2, 3, 4) 50%

Term paper5,000 words(Outcomes 1-3)

5000 word case study(Outcomes 1, 2, 3)

1,500 word report.(Outcomes 1, 2) 40%3,500 word Group Consultancy Report (Outcomes 3, 4) 60%

Plan, presentation and report75% (Outcomes 1, 2, 3)Hygiene assessment 25% (Outcome 4)

16000 words (Outcomes 1, 2, 3, 4)

MA ITM Research Methods

33MEM001[20 credits]

Managing International

Tourism[20 credits]

Financial Strategies[20 credits]

International Strategic Marketing

[20 credits]


Management and

Marketing33DCM001[20 credits]

Tourism Planning and Recreation Management [20 credits]


2000 word Critical Review of research paper (outcomes 1,

2500 word essay (Outcomes 1, 2)2500 Essay(Outcome 3)

Term paper5,000 words(Outcomes 1-3)

5000 word essay Outcomes 1, 2, 3

1,500 word report.(Outcomes 1, 2) 40%3,500 word Group

2000 word project (Outcomes 1-33000 word project (outcomes 1-

16000 words (Outcomes 1, 2, 3, 4)

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2)3000 word research proposal (outcome 3) 60%

Consultancy Report (Outcomes 3, 4) 60%

4)

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26

Programme structures, levels, credits, awards, curriculum map of all units (identifying core/compulsory/option status, credits pre or co-requisites) potential entry/exit points and progression/award requirementsInclude progression arrangements to approved MMU undergraduate Foundation Degrees

MA Internation

alHospitalityManageme

nt

Managing Food and Beverage

Project[20 credits

Level 7CORE]

Managing l

Hospitality

33MHM001[20

credits Level 7CORE]

Financial

Strategies[20


International

Strategic Marketing

[20 credits Level 7CORE]


Management and Marketing

33DCM001[20 credits

Level 7CORE]

Research Methods

33MEM001[20 credits

Level 7CORE]

Dissertation

with 16,000

word limit[60


PgCert IHM 40 Credits from above And any 20 Credits from above

PgDip IHM 120 Credits from above

MAInternational TourismManageme

nt

Tourism Planning

and Recreation Managem

ent[20 credits

Level 7CORE

Managing Internatio

nal Tourism


Financial

Strategies[20


International

Strategic Marketing



Management and Marketing

33DCM001[20 credits

Level 7CORE]

Research Methods

33MEM001[20 credits

Level 7CORE]

Dissertation

with 16,000

word limit[60


PgCert ITM 40 Credits from above And any 20 Credits from abovePgDip ITM 120 Credits from above

Exit Point 1 – Post Graduate Certificate International Hospitality Management (60 Credits at Level 7 Masters from the MA International Hospitality Management

route)

Exit Point 1 – Post Graduate Certificate International Tourism Management (60 Credits at Level 7 Masters from the MA International Tourism Management

route)

Exit Point 2 – Post Graduate Diploma International Hospitality Management(120 Credits at Level 7 Masters from the MA International Hospitality Management

route)

Exit Point 2 – Post Graduate Diploma International Tourism Management(120 Credits at Level 7 Masters from the MA International Tourism Management

route)

Exit Point 3 – MA International Hospitality Management(180 Credits at Level 7 Masters from the MA International Hospitality Management

route)

Exit Point 3 – MA International Tourism Management(180 Credits at Level 7 Masters from the MA International Tourism Management

route)

B All subject areas for the above programmes will have an international perspectivePage | 12

The QAA define Personal Development Planning (PDP) as “a structured and supported process undertaken by an individual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and career development”. All students will be allocated personal tutors who will design PDPs with students to enhance their learning and development.

28 Placement and Work-based Learning

N/A

29 Points of Reference

Internal University Mission and Strategic Aims Regulations for the Academic Awards of the University University Regulations for Undergraduate or Taught Postgraduate Programmes of Study Academic Regulations and Procedures Handbook Faculty Programme Approval/Review/Modification Report (date) University Learning, Teaching and Assessment Strategic Framework University Assessment Framework Staff research

External QAA Subject Benchmark statement QAA Framework for HE Qualifications QAA Code of Practice

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PART TWO - REGULATIONS

1 ADMISSION REGULATIONS

The programme admissions regulations and entry requirements comply with the University’s Recruitment and Admission Policy, Regulations and Institutional Code of Practice and the Scheme for the Admission of Students with Advanced Standing following Accreditation of Prior Learning.

The admission of a student is based on the reasonable expectation that the student will be able to fulfil the objectives of the programme and achieve the standard required for the award.

The admissions requirements set out below shall be subject to such policies on entry requirements as the Academic Board may from time to time determine.

All applicants shall be considered having regard for the University’s Equal Opportunities Policy and such anti-discrimination legislation as may be in force.

Candidates must have a sufficient command of the English language to be able to meet the requirements of the programme in every respect.

Application shall normally be made using the standard University application form.

When considering the suitability of an applicant for a place on the programme the Admissions Tutor will usually take the following factors into account:-

The applicant’s qualifications. The information given in supporting academic references. The applicant’s personal statement. A written submission should be made to the University/College which will be undertaking the first period of study. Any interview

will be undertaken in both English and the language of the University/College which is undertaking the admissions procedure. At least 50% of the interview will be in English.

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Overseas Applicants

Overseas applicants will be assessed using the same factors listed above.

Applicants must have sufficient command of English to meet the requirements of the programme in every respect and are normally expected to have attained either a grade C or above in GCSE English Language or the equivalent. For international students for whom English is not their first language IELTS at grade 6.5 or TOEFL 233 + points on the computer based test is a requirement for admission to the programme.

1.1 Standard Entry Requirements

The standard entry requirements for the programme is a good first degree, normally 2.1 or above, in any discipline from a UK university or overseas equivalent.

Professional qualifications and/or experience will also be considered by the Admissions Panel.

1.2 Admission with exemption

Applications for admission with exemption will be considered on an individual basis by the Admissions Panel following departmental guidelines and in compliance with the University Regulations.

Applicants wishing to be considered for admission with exemption will need to provide evidence that they possess the intellectual qualities necessary to complete the programme successfully.

Students who are subsequently admitted with exemption will be given exemption from specific agreed units.

No exemption will be permitted in respect of the Dissertation.

1.3 Admission with specific credit

Applications for admission with specific credit will be considered on an individual basis by the Admissions Panel following departmental guidelines and in compliance with the University Regulations.

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Students admitted with specific credit will be considered as having passed specific elements and will be credited with these. This may be appropriate for students transferring from a comparable programme at another institution.

Students may be admitted with specific credit in respect of not more than 50% of the programme except that they may be given specific credit for the whole of a PGDip already gained in a subject cognate to the Masters programme being entered.

1.4 Accreditation of prior (experiential) learning (AP(E)L)

Applications for admission with prior learning or prior experiential learning must be submitted to the Admissions Panel using the AP(E)L Claim Decision Form and will be considered on an individual basis. The guidelines for APL assessors given in the Scheme for the Admission of Students with Advanced Standing following Accreditation of Prior Learning will be followed.

Students may be admitted with prior learning or prior experiential learning in respect of not more than 50 % of the programme except that students may be given specific credit for the whole of a PGDip already gained in a subject cognate to the Masters programme being entered.

No exemption will be permitted in respect of the Dissertation.

2 CURRICULUM DESIGN AND ORGANISATION

2.1 Curriculum Design Overview At least nine months will be studied at Manchester Metropolitan University. This equates to 60 taught credits and 60 dissertation credits. The remaining 60 credits will be taught at National Kaohsiung University of Hospitality and Tourism.The programmes are designed to offer graduate level entrants further academic studies in, and an acceptable route to, management level posts within the Hospitality and Tourism industries.

The curriculum within the programme has been designed to develop students' intellectual skills and competencies, in a manner appropriate to the abilities, interests and aspirations. The dissertation helps students to demonstrate their capacity for individual self motivated work through the study of a self selected topic in depth.These competencies and skills aim to assist graduates to obtain entry level management positions in the hospitality and tourism industries. International candidates from different background can benefit from the learning environment by transferring knowledge, managerial and operational skills between staff and programme participants.

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i. FlexibilityThe programme provides a structured, yet flexible programme of study and research. Attendance at relevant lectures, seminars and workshops is expected, but considerable use will be made of on-line materials. However, the programme is not offered in a distance learning mode.

ii. DiversityThe programme will adhere to the University policy on equality and diversity (www.mmu.ac.uk/humanresources/quality) in relation to programme applications and administration. The curriculum has been designed to provide the appropriate vocational focus for those wishing to pursue a career in hospitality or tourism. A range of teaching techniques and methods are used along with practical and role-play sessions and the use of guest speakers and professionals, where appropriate.

iii. InclusivityThe programmes will be run at the Collaborative Partners and Manchester Metropolitan University however there will be no barriers for entry to students provided they reach the entry standard.

iv. EmployabilityThe programme aims to produce high quality professionals who can operate effectively and successfully in the field of hospitality and tourism, within Taiwan and internationally.

v. Quality EnhancementThe programme meets the University requirements for quality assurance and the policies and procedures comply with the Academic Regulations and Procedures Handbook

vi. Research, Scholarship and Reflective PracticeThe programme enables students to develop and demonstrate research skills commensurate with postgraduate studies. It is delivered in part through teaching and learning at level seven and supplemented by additional student-centred work. Students also receive extra, dedicated, tutorial support to ensure that they maintain appropriate progress through their studies. The pace and challenge of the programme is enhanced when compared to the undergraduate route. Students are expected to achieve outcomes over a shorter time scale than undergraduates, and to this end staff shift the balance of responsibility for independence in learning to students near to the commencement of each unit

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http://www.mmu.ac.uk/humanresources/quality

2.2 Relationship to Subject Benchmark Statement(s)(Master's degrees in business and management, 2007 http://www.qaa.ac.uk/academicinfrastructure/benchmark/statements/BusinessManagementMasters.pdf)

BENCHMARK STATEMENT MATRIX MA International Hospitality Management

Subject Knowledge Managing Food and Beverage

Project[20 credits Level

7CORE]

Managing Hospitality

[20 credits Level 7

CORE]

Financial Strategies[20 credits

Level 7CORE]

International Strategic Marketing [20 credits

Level 7CORE

Developments in Strategic

Management and

Marketing[20 credits Level 7

CORE]]

Research Methods



Level 7CORE

1 a systematic understanding of relevant knowledge about organisations, theirexternal context and how they are managed

2 application of relevant knowledge to a range of complex situations takingaccount of its relationship and interaction with other areas of the business or organisation

3 a critical awareness of current issues in business and management which isinformed by leading edge research and practice in the field

4 an understanding of appropriate techniques sufficient to allow detailedinvestigation into relevant business and management issues

5 creativity in the application of knowledge, together with a practicalunderstanding of how established techniques of research and enquiry are used to develop and interpret knowledge in business and management

6 ability to acquire and analyse data and information, to evaluate their relevanceand validity, and to synthesise a range of information in the context of new situations

7 conceptual understanding that enables the student to evaluate the rigour and validity of published research and assess its

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http://www.qaa.ac.uk/academicinfrastructure/benchmark/statements/BusinessManagementMasters.pdf

relevance to new situations8 extrapolate from existing research and

scholarship to identify new orrevised approaches to practice

9 ability to conduct research into business and management issues that requiresfamiliarity with a range of business data, research sources and appropriatemethodologies, and for such to inform the overall learning process

10 ability to communicate effectively both orally and in writing, using a range of media

11 operate effectively in a variety of team roles and take leadership roles, where appropriate.

Once they are in professional practice, master's graduates should be able to:

12 consistently apply their knowledge and subject-specific and wider intellectual skills

13 deal with complex issues both systematically and creatively, make soundjudgements in the absence of complete data, and communicate their conclusionsclearly to a range of audiences

14 be proactive in recognising the need for change and have the ability to manage change

15 be adaptable, and show originality, insight, and critical and reflective abilitieswhich can all be brought to bear upon problem situations

16 make decisions in complex and unpredictable situations

17 evaluate and integrate theory and practice in a wide range of situations

18 be self-directed and able to act autonomously in planning and implementingprojects at professional levels

19 take responsibility for continuing to develop their own knowledge and skills.

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MA International Tourism ManagementSubject Knowledge Tourism

Planning and Recreation Management[20 credits Level 7CORE

Managing Hospitality[20 credits Level 7CORE]

Financial Strategies[20 credits Level 7CORE]

International Strategic Marketing [20 credits Level 7CORE

Global Sustainability and Governance[20 credits] Level 7 CORE

Research Methods[20 credits Level 7CORE]

Dissertation[60 credits] Level 7CORE

1 a systematic understanding of relevant knowledge about organisations, theirexternal context and how they are managed

2 application of relevant knowledge to a range of complex situations takingaccount of its relationship and interaction with other areas of the business or organisation

3 a critical awareness of current issues in business and management which isinformed by leading edge research and practice in the field

4 an understanding of appropriate techniques sufficient to allow detailedinvestigation into relevant business and management issues

5 creativity in the application of knowledge, together with a practicalunderstanding of how established techniques of research and enquiry are used to develop and interpret knowledge in business and management

6 ability to acquire and analyse data and information, to evaluate their relevanceand validity, and to synthesise a range of information in the context of new situations

7 conceptual understanding that enables the student to evaluate the rigour and validity of published research and assess itsrelevance to new situations

8 extrapolate from existing research and scholarship to identify new orrevised approaches to practice

9 ability to conduct research into business and management issues that requiresfamiliarity with a range of business data,

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research sources and appropriatemethodologies, and for such to inform the overall learning process

10 ability to communicate effectively both orally and in writing, using a range of media

11 operate effectively in a variety of team roles and take leadership roles, where appropriate.

Once they are in professional practice, master's graduates should be able to:

12 consistently apply their knowledge and subject-specific and wider intellectual skills

13 deal with complex issues both systematically and creatively, make soundjudgements in the absence of complete data, and communicate their conclusionsclearly to a range of audiences

14 be proactive in recognising the need for change and have the ability to manage change

15 be adaptable, and show originality, insight, and critical and reflective abilitieswhich can all be brought to bear upon problem situations

16 make decisions in complex and unpredictable situations

17 evaluate and integrate theory and practice in a wide range of situations

18 be self-directed and able to act autonomously in planning and implementingprojects at professional levels

19 take responsibility for continuing to develop their own knowledge and skills.

2.3 Assessment Criteria for Marking Schemes

2.3.1 Generic Criteria Masters degrees are awarded to students who have demonstrated:

a systematic understanding of knowledge, and a critical awareness of current problems and/or new insights, much of which is at, or informed by, the forefront of their academic discipline, field of study, or area of professional practice;

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a comprehensive understanding of techniques applicable to their own research or advanced scholarship; originality in the application of knowledge, together with a practical understanding of how established techniques of research and enquiry are

used to create and interpret knowledge in the discipline;

conceptual understanding that enables the student: to evaluate critically current research and advanced scholarship in the discipline; to evaluate methodologies and develop critiques of them and, where appropriate, to propose new hypotheses.

Typically, holders of the qualification will be able to:

deal with complex issues both systematically and creatively, make sound judgements in the absence of complete data, and communicate their conclusions clearly to specialist and non-specialist audiences;

demonstrate self-direction and originality in tackling and solving problems, and act autonomously in planning and implementing tasks at a professional or equivalent level;

continue to advance their knowledge and understanding, and to develop new skills to a high level; and will have:

the qualities and transferable skills necessary for employment requiring: o the exercise of initiative and personal responsibility; o decision-making in complex and unpredictable situations; and o the independent learning ability required for continuing professional development.

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2.3.2 Programme-Specific Criteria 70% or above Distinction:

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

Accurate referencing of a comprehensive range of literature, including recent literature, used to select and support arguments. Written and oral communication is clear and coherent and with insight is able to synthesise and contextualise knowledge. Accomplished in the initiation, design, conduction, reporting and evaluation of empirical research.

60-69% Merit: Detailed and coherent research-based theoretical knowledge, applied with evidence of detailed critical analysis of the topic, synthesis to

produce effective solutions and application to practice is well applied. Accurate referencing of a wide range of literature, including recent sources, used to justify arguments. Written and oral communication is clear and well thought out, with evidence of critical analysis and application to practice. Can initiate, design, conduct, report end evaluate empirical research effectively.

50%-59% Pass: 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 wide range of literature used to support arguments. Written and oral communication is generally clear and logically structured, and is largely successful in both synthesising and contextualising

knowledge. Can initiate, design, conduct, report and evaluate empirical research under guided supervision.

45-49% Marginal Fail: Largely inaccurate 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 guided supervision.

Below 45% Fail: Largely inaccurate account of limited research-based theoretical knowledge, with very limited critical analysis of the topic or synthesis and

consideration of application to practice. Written and oral communication lacks understanding, clarity and / or logical structure, with very little attempt to synthesise and contextualise

knowledge. Selection of material largely inappropriate. Very Limited use of relevant literature. Poor ability to initiate, design, conduct, report and evaluate empirical research despite guided supervision.

Page | 23

2.4 Arrangements for anonymous marking of summative assessmentsThe programme committee will implement University Policy with regard to anonymous marking where it is appropriate and practical to do so.

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2.5 Arrangements for the quality management of placement learningNot applicable

2.6 Academic partnership activityExternally validated collaborative partnership. This programme will be operated and managed within MMU policies and regulatory framework. MMU will provide a Link Tutor as part of the programme team and both the Programme Link Tutor and the MMU Link Tutor will follow the guidance in the Link Tutor Handbook http://www.mmu.ac.uk/sas/cpo/pdf/linktutorhandbook.pdf and QAA Code of Practice embedded in MMU procedures.

2.7 Flexible and distributed learning (including e-learning)The Manchester Metropolitan University taught elements will use extensive flexible learning modes, including interactive web-based material as well as WebCT/Moodle. The Collaborative Partners will be expected to match this level of service.

3 ASSESSMENT REGULATIONS

3.1 These programmes will comply with the assessment Regulations for Taught Postgraduate Programmes of Study

Should conflicts arise between the University regulations and this document University policy has precedence.

To comply with changes recommended by CASQE (2009/10) the following will be undertaken: Moderation of summative assessment marks (E.1.3) Students’ progression shall be determined by their performance and engagement (E.2.1) Second re-assessment shall be conditional upon the student engaging fully with the first re-assessment opportunity (E.3.1) The Faculty Exceptional Factors Panel will consider students submissions of exceptional factors (E.3.10) The re-assessed unit mark shall be calculated by combining the marks for elements of assessment in which the student was re-assessed

(E.3.13) Where there is sufficient evidence of student’s achievement, the students may be granted the award for which he or she is a candidate (F.2.2) The new appeals procedure will be applied (Regulation I)

3.2 Programme-specific regulations

3.2.1 Student attendance and absenceWhilst student attendance is not compulsory for these programmes it will be fully monitored and registers should be in operation for all units. Absences are a matter for individual unit leaders to monitor. The Programme leader should then be informed where appropriate Attendance will be regularly scrutinised by the Programme Team and non-attending students will be required to explain to the Programme Leader the reasons for non-

Page | 25

http://www.mmu.ac.uk/sas/cpo/pdf/linktutorhandbook.pdf

attendance. An Exceptional Circumstances board will be convened a minimum of once a year to consider absences due to ill health or other mitigating issues.

3.2.2 Approved variation or exemption from MMU RegulationsNot applicable

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4 PROGRAMME MANAGEMENT AND STUDENT SUPPORT

4.1 Programme Committee The Programme Committee will meet wherever the students are enrolled. In practice, if the students are studying at the Partner Institution, then the Committee will meet there. If the students have transferred to MMU, then the Committee shall meet there. It shall be Chaired by the Programme leader at the respective Institutions. A representative of each Institution will be required to attend the Committees, be that in person or electronically in real-time.

4.1.1 Membership

The Programme Committee will consist of the following members: Programme Leader (Chair) Head of Department of Food and Tourism Management (ex officio) Dean of Faculty (ex officio) Link Tutor Unit Leaders Members of full-time and part-time staff (faculty) teaching on the Programmes One student representative elected from each stage of the programmes, both Full time and Part time Library representative IT Representative Student support officer Departmental Administrative Officer who will act as Secretary to the Committee

4.1.2 Responsibilities

The Committee will meet twice a year or more frequently if necessary. It will be responsible for:

i the maintenance and enhancement of the academic standards of the Programme

ii the monitoring and evaluation of the Programme and in particular evaluating its operation, its delivery and standard, its teaching methods, its curriculum aims and students' needs

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

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

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

programmes, teaching and learning, the content of the curriculum;the assessment and examination of students (in conjunction with Board of Examiners);criteria for the admission of students;research, scholarship and Programme-related staff development;the appointment of internal and external examiners;the retention, support and progression of students.

vi advising the Academic Board on such matters as v above

vii ensuring the academic development of the Programme

viii advising the relevant Head of Department/Dean through the Programme Leader on the resources needed to support the Programme

ix contributing to the formulation of institutional academic policy and considering such other matters as may be appropriate to the operation of the Programme or as may be referred to the committee by Faculty or Academic Board.

4.2 Board of Examiners 4.2.1 Membership

The Board of Examiners shall comprise: Head of Department of Food and Tourism Management (Dean of Faculty (ex-officio) Programme Leader(s) Unit Leaders (from MMU and Collaborative Partners) Internal Examiners (defined as those staff, both full and part-time associated with assessment which are the responsibility of the Board) The External Examiners appointed for the programme(s) Link Tutor

4.2.2 Responsibilities

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

Page | 28

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

4.2.3 Functions

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

programmes of studies, demonstrated fulfilment of the associated learning outcomes and achieved the standard required for the award;

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

iii applying the University’s examination and assessment regulations to the programme;

iv considering, moderating and approving examination papers, and marking schemes, if any, for all assessed examinations relating ot the programme;

v consider and approving and assignments or projects which form part of the scheme of assessment;

vi assessing written or oral examinations;

vii assessing any project or coursework which forms part of the scheme of assessment;

viii receiving and considering any communication relevant to its functions;

ix reporting matters of policy and significance to the Academic board;

x such other functions as the Academic board shall determine.

4.2.4 Sub-Committees

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

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4.2.5 Subsidiary Examination Committees

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

4.2.6 Duties of Board Members

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

ii The duties of the Internal Examiners shall include preparation of draft examination papers, assessment schemes, marking scripts, assessing projects and theses, drawing up and presenting to the Board of Examiners such reports as may be required and attending meetings of the Board.

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

4.2.7 Treatment of Extenuating/Mitigating Circumstances

The Hollings Faculty operates a procedure for the consideration of extenuating circumstances which should be read in conjunction with the Assessment Regulations for Postgraduate Programmes of Study 2009-2010, Procedure for Students to Disclose to Boards of Examiners Exceptional Factors Affecting Their Performance During Written Examinations or Other Forms of Assessment and Recommendations for the Operation of Exceptional Circumstances Boards.

If a student believes that their failure to meet a submission date was due to extenuating circumstances they may submit a request to have their position reviewed. This request must be made in writing to their Group Tutor using the Disclosure of Exceptional Factors Affecting Performance in Examinations or other Assessments Form which is available from the Departmental Office. Students should attach appropriate documentary evidence to this form. The Exceptional Circumstances Board will meet to consider the information and evidence submitted on the disclosure form and will report to the Chair of the Board of Examiners on its recommendations and an audit trail of all decisions made will be held by the Department. The final decision rests with the Board of Examiners or the Chair of the Board acting on its behalf.

Further information on penalties for late submission of work can be found in the Regulations for Postgraduate Programmes of Study.

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4.3 Programme Leader

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

The Programme Leader will be the Programme Link Tutor.

The Programme Leader shall be responsible for:

Chairing the Programme Committee, and arranging for such meetings of the Committee and its sub-committees as considered appropriate. Acting as the Chief Executive Officer to the programme. As such, will be responsible, within the agreed policies of the Programme Committee,

Faculty and Academic Boards, for the efficient operation of the programme as approved by the University. All matters pertinent to the proper day to day operation of the programme. Advise the Programme Committee on its proper responsibility for the continuing development of the programme. Liaising on behalf of the Programme Committee with the Dean of Faculty, and other officers as appropriate. Be empowered to take on behalf of the Programme Committee any reasonable action with respect to the proper functioning of the programme.

4.4 Other Staff Responsibilities

The main responsibilities of Unit Leaders are:

Overseeing the unit and co-ordinating with all staff teaching on the unit; Preparing the Unit Handbook, including all the assessments and ensuring that it is issued to students; Liaising with the External Examiners in relation to assessment and overall student performance; Carrying out end of unit evaluation in order to promote a quality learning experience; Ensuring that Unit marks are input on the database; Preparing the Unit Report at the end of the teaching period; Advising the Programme Leader on unit development, review and minor modifications; Attending and contributing to the meetings of the Programme Committee and the Board of Examiners; Providing specific academic support relating to the unit.

The Admissions Tutor is responsible for:

Managing the organisation and implementation of the Admissions programme in accordance with Departmental, Faculty and University policies,

Page | 31

reporting to the Programme Committee; Co-ordinating applications, interviews and portfolio assessments and make admission decisions based on this.

4.5 Student Support Strategy

Departmental Policies ensure that various mechanisms are in place to enhance the student experience, in an academic, practical and pastoral way:

The Programme Leader has a duty to ensure students are given all the relevant information about their teaching programme; Student Programme handbooks give students relevant information on learning, teaching and assessment; Induction programmes ensure that students are given information and advice on using the Library, IT facilities and Media Services; Students are kept up to date with issues relating to their programme of study via the programme Leader and/or unit leaders; Student group representatives are elected to the Programme Committee and are able to voice any general concerns regarding learning and

teaching; Unit leaders are available with specific advice regarding their part of the syllabus; Personal tutors are available at any time but also all students meet with their personal tutor on a formal appointment basis and students are

ensured confidentiality when requested; Personal Tutors will guide the student to the most appropriate help; Students are introduced to all the Student Services at the Collaborative Partner and MMU and are encouraged to seek the most appropriate help. The Collaborative Partner and MMU student support officer. Personal Development Support (PDP) (see section 27 above)

4.6 Student evaluation

Student feedback is essential to programme development and student comments are used to enhance both the successful management of the programme and the teaching/learning strategies. All students are asked to provide feedback at then end of each unit of study as well as at the end of the entire programme.

Student observations are considered through the tutorial systems and through the student voice on Programme Committees. Questionnaires are also used to elicit students’ views and opinions. The data gathered from all of these mechanisms is used in the Annual Monitoring Exercise and forms part of the development of the Programme Quality Action Plan. Where possible and appropriate, immediate action will be taken to address student concerns.

As detailed previously Student Representatives are elected each year to act as the student ‘voice’ at Programme Committee meetings. It is the task of the Programme Leader to ensure that student representatives are fully aware of their role and responsibilities, and should support them in the fulfilment of their duties.

Page | 32

The role of student representatives is:

To represent their fellow students; To bring key issues concerning the management of the programme (including learning, teaching, assessment and learning support) to the attention

of the programme team; To participate in the Annual Monitoring Exercise as members of the Programme Committee; To provide advice to the Programme Team on issues relating to the quality of the student learning experience; To provide advice to the programme team on the operation of processes for the polling of student opinion on the learning experience, its analysis,

response and publication; To be consulted about proposals for programme development; To be members of the student/staff liaison committee if such a group has been established by the programme committee.

4.7 Engagement with Employers

The Programme Team will engage with employers on a regular basis. This engagement will enhance the programmes through visiting lecturers, career opportunities and industrial visits where appropriate.

Page | 33

APPENDIX

Agreement (s), Letters and Memoranda with Partner Institution(s)

Page | 34

PART THREE – CURRICULUM CONTENT

Unit Specification Templates

Page | 35

1 UNIT TITLE Managing Food and Beverage Project2 BRIEF SUMMARY This unit will cover the theoretical and practical aspects of food and beverage

management. Students will apply the skills and knowledge of hygiene, customer service, food production, menu design, marketing, staffing and profit generation for running a restaurant.

3 UNIT CODE NUMBER

4 HOME PROGRAMME

MA International Hospitality Management

5 HOME DEPARTMENT

Department of Food and Tourism Management.

6 SUBJECT AREA N500

7 UNIT LEADER(S) Dr Hungchen (Paul) Hsieh

8 CREDIT VALUE 20 CREDITS AT LEVEL: 79 TOTAL AMOUNT

OF STUDENT LEARNING (NOTIONAL HOURS OF LEARNING)

200 student learning hours

48 hours in class (practical and theoretical sessions)

10 UNIT STATUS Mandatory Core

11 PRE-REQUISITES None

12 CO-REQUISITES None

13 UNIT LEARNING OUTCOMES

Upon completion of this unit the student will be able to:1. demonstrate a range of communication skills appropriate to the management of

food and beverage operations.2. critically analyse the operation of food and beverage activities.3. critically evaluate performance in respect of productivity, resource utilisation,

Page | 36

demand and capacity management, quality, profitability and customer care.4. critically understand and evaluate the central importance of food hygiene within

the catering operation

Page | 37

14 CURRICULUM OUTLINE

menu and drinks lists planning, design and engineering. product development, standard recipe production and control of the standards of

food production, food service and beverage service. development of a financial plan for the event ensuring that agreed financial

targets can be delivered. comparison of the simulated event with a similar external hospitality business production of a marketing plan to ensure that appropriate customer numbers

and sales are generated. planning and effective utilisation of the available personnel by use of work

schedules, performance indicators, training, supervisory management and teamwork.

ensuring that the principles of food hygiene management are maintained development, monitoring and evaluation of a suitable customer care policy by

appropriate data collection methods. delivery of the project taking into account the current food and beverage

legislation.

15 LEARNING & TEACHING ACTIVITIES

Lectures and seminars will underpin the concepts and techniques used in planning a hospitality event. The students will also have significant time for individual and group work to complete their plans. The simulated group event will be practically orientated, with time for briefing and de-briefing.

Lectures and seminars will be used to teach the theory and practice of food hygiene.

16

ASSESSMENT STRATEGIES

Element Weighting (%)

Assessment Type

1 75%

[20:

15:

40%]

Coursework 1. Students will produce an operational plan (20%) 2. Presentation of their ideas for the simulated event to the group (15%). (These two assessments will address ‘Learning Outcome 1’). 3. A final project report – An evaluation of the operation of the event and a comparison with a similar external hospitality business (40%)(The final project report will address ‘Learning Outcomes 2 & 3).

Page | 38

2 25% Hygiene Assessment to enable students to gain external certification where appropriate (This will address ‘Learning Outcome 4’)

Page | 39

17 ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT

Criteria for written report: Achievement of the aim and objectives of the project. (20%) Background/secondary research, application of relevant theory/concepts. (20%) Justification and appropriateness of approaches to primary research e.g

sampling and data collection, questionnaire design (to include appendices: results; evidence of questionnaire/research activity; transcripts of interviews; proposal)(20%)

Analysis and evaluation. (20%) Recommendations and conclusions. (15%) Organisation and presentation of the written report. (5%)

Criteria for reflective diary: Breakdown of group meetings (dates, attendees, minutes, discussion points). Breakdown of client meetings (dates, attendees, minutes, discussion points). Breakdown of supervisor meetings (dates, attendees, minutes, discussion

points). Personal reflection of contribution to the project, to include individual strengths &

weaknesses Reflection on the group mechanics and peer review of group members.(all weighted equally)

Criteria for oral presentation: Appropriateness of structure & content (30%) Clear structure (background, project aim, approach, key findings,

recommendations and conclusions). (20%) Achievement of the aim and objectives of the project. (25%) Question handling: clarity of exposition, adequacy and appropriateness of

responses. (25%)

Presentations may be recorded.

All aspects of the project are summatively assessed by the delivery team (minimum of two academic members of staff) with the group engagement and presentation of results, key findings, & recommendations formatively assessed by the client. The client’s comments, regarding the extent to which the project’s aims have been achieved, will feed into the summative assessment.

All components of assessment will then be submitted to the standard moderation

Page | 40

process, in the first instance being internally moderated, for quality reasons before any grade can be confirmed.

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18 INDICATIVE STUDENT LEARNING RESOURCES

Essential texts:Ceserani,V, (1998) Food Preparation and Cooking, London Hodder & Stoughton

Davis, B, Lockwood, A and Stone, S, (1998), Food and Beverage Management, 3rd Ed, Oxford, Butterworth Heinemann

Lillicrap, D, Cousins, J and Smith, R. (1998) Food and Beverage Service 5th ed. London, Hodder and Stoughton

Further texts:Brotherton, B. (ed) (2003) The International Hospitality Industry: Structure, Characteristics and Issues, Butterworth Heinemann, Oxford.

Durkan, A and Cousins J (1995) The Beverage Book London, Hodder and Stoughton

Fisher, W. P. and Ashley, R. (2003) Case Studies in Foodservice Operations. American Hotel & Lodging Association

Kinton, R, Ceserani, V and Foskett, D (1996) The Theory of Catering London, Hodder and Stoughton

Knowles, T, (1996) Cooperate Strategy for Hospitality. England Longman

Knowles, T. (2002) Food Safety in the Hospitality Industry. Oxford Butterworth-Heinemann

Lelieveld, M., Mostert, Holah, J. (Eds) (2005) Handbook of Hygiene Control in the Food Industry. Woodhead Publications

Ninemeier, J. D. and Perdue, J. (2005) Hospitality Operations: Careers in the World’s Greatest Industry. Pearson/Prentice Hall

Sprenger, R.A. (1998) Hygiene for Management: A Text for Food Hygiene Courses 8th.ed Doncaster Highfield Publications

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JournalsCornell Hotel and Restaurant Administration QuarterlyInternational Journal of Contemporary Hospitality ManagementInternational Journal of Hospitality ManagementLeisure ManagementThe Hospitality ReviewService Industries JournalThe Caterer and HotelkeeperTourism Management

Websiteshttp://www.hotelresource.com/http://www.worldhospitality.com/index.php3http://www.hotelbenchmark.com/http://www.nobleshospitalityconsulting.com/http://www.hotelworld.com/index.htmlhttp://www.lodgingresearch.com/

http://www.kpmg.co.uk/kpmg/uk/direct/ industry/ice/travel/index.html

19 ANY ADDITIONAL NOTES AND COMMENTS

Additional Notes and CommentsThis unit normally requires a high level of attendance because all practical and taught sessions are directly related to food production and service for a live customer base. The specific food safety and customer service outcomes can only be achieved with attendance. Attendance on this unit will be regularly scrutinised by the Programme Team and non-attending students will be required to explain to the Programme Leader the reasons for non-attendance.

20 DATE OF APPROVAL

21 DATE OF MOST RECENT CONSIDERATION:

Page | 43

http://www.kpmg.co.uk/kpmg/uk/direct/%20industry/ice/travel/index.html

http://www.kpmg.co.uk/kpmg/uk/direct/%20industry/ice/travel/index.html

http://www.lodgingresearch.com/

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

http://www.nobleshospitalityconsulting.com/

http://www.hotelbenchmark.com/

http://www.worldhospitality.com/index.php3

http://www.hotelresource.com/

Page | 44

1 UNIT TITLE Managing International Hospitality2 BRIEF SUMMARY This unit will cover the management aspect of the hospitality

industry in diverse international contexts. Issues related to organisational business strategy with regards to marketing, organisation behaviour and human resources will be discussed.

3 UNIT CODE NUMBER

4 HOME PROGRAMME

MA International Hospitality Management

5 HOME DEPARTMENT


6 SUBJECT AREA N500

7 UNIT LEADER(S) Dr Hungchen (Paul) Hsieh



200 hours

Lectures 24 hrs Tutorial 24 hrs

10 UNIT STATUS Mandatory Core (compulsory for all hospitality management students)




Upon completion of this unit, students will be able to:1. explore the global tensions between homogeneity and

differentiation in tourism and hospitality products; 2. critically evaluate the complexity of managing in diverse

international contexts;

Page | 45

3. explore, critically, case studies and suggest different management alternatives;

4. critically evaluate international situations and adapt corporate policy accordingly and gain a critical appreciation of the development and marketing of international tourism and hospitality operations

Page | 46


The purpose of this unit is to build on the experiences of students from their first degree. This will be achieved through the examination of external and internal influences that impact upon organisational business strategy in relation to the product market, organisation structure and behaviour and the management of human resources all within a hospitality context


The learning and teaching strategy is designed to develop knowledge and competencies in the range of management and planning skills required by professionals in the Hospitality and related service industries.

16 ASSESSMENT STRATEGIES

This unit will be assessed by two pieces of coursework as follows;


Assessment Type

1 40% Written Coursework 2500 words(Outcomes 1 & 2)

2 60% Time restricted assignment or case study 2500 words(Outcomes 3 & 4)


Coverage of topic 40%Organisation of thoughts and material, quality and clarity of argument; level of critical analysis; written expression and style 40% Evidence of breath and depth of reading; appropriate Harvard system of referencing and bibliography 20%


Essential texts:Knowles T, Diamantis D, El-Mourhabi J Bey, (2001) The Globalisation of Tourism and Hospitality: A Strategic Perspective, 2ndEd, Thomson Publishing, London. UK

Knowles, T. (1996) Corporate Strategy for Hospitality. England

Page | 47

Longman

MacLeod, D. (2004) Tourism, Globalisation, and Cultural Change: An Island Community Perspective, Channel View Publications

Further texts:Bramwell, B. and Lane, B. (Eds) (2000) Tourism, Collaboration and Partnerships: politics, practice and sustainability. Channel View Publications

Boxall, P (2003) HR strategy and competitive advantage in the service sector. Human Resource Management Journal, Vol 13 No 3, pages 5-20

Enz, C. (2010) Hospitality Strategic Management: Concepts and Cases John Wiley & Sons

Evans, N., Campbell, D, and Stonehouse, G (2003) Strategic management for travel and tourism, Butterworth-Heinemann

Maxwell, G and Lyle, G. (2002) Strategic HRM and business performance in the Hilton Group. International Journal of Contemporary Hospitality Management Vol. 14 No. 5 pp. 251- 252

Maxwell, G and Lennon, J. (1997) HRM: International Perspective in Hospitality and Tourism. London Cassell

O’Halloran, R. M., Jarvis, K., Allen-Chabot, A. (Eds) (2006), Cases in Hospitality and Tourism Management, Prentice Hall

Reich, A. Z. (1997) Marketing Management for the hospitality Industry: A Strategic Approach. Praeger Publishers

Schmelzer, C. D. (1992) A Case Study Investigation of Strategy Implementation in Three Multi-Unit Firms. ANN ARBOR, MICH

Sharpley, R. and Telfer, D. (Eds) (2002) Tourism and Development: Concepts and Issues. Buffalo Channel View Publications

Thompson, J. (2001) Understanding Corporate Strategy, Thompson Learning

Page | 48

Torrington, D., Hall, L and Taylor,S (2005) Human Resource Management, 6th edn, Financial Times Prentice Hall Ch.31

Witt, S. F. and Mouthino, L. (Eds) (1995) Tourism Marketing and Management Handbook: Student Edition, Prentice Hall

Journals:Caterer and Hotelkeeper

Cornell Hotel and Restaurant Administration Quarterly

International Journal of Contemporary Hospitality Management

International Journal of Hospitality Management


None

20 DATE OF APPROVAL


Page | 49

1 UNIT TITLE Tourism Planning and Recreation Management 2 BRIEF SUMMARY This course aims to assist the student in developing programming and

management knowledge and competencies appropriate for use in recreation/tourism settings.

3 UNIT CODE NUMBER

4 HOME PROGRAMME

MA International Tourism Management

5 HOME DEPARTMENT


6 SUBJECT AREA N500

7 UNIT LEADER(S) Dr Ching Hua Ho



200 learning hours

Lectures 18 hrs Tutorial 30 hrs

10

UNIT STATUS Mandatory Core

11

PRE-REQUISITES None

12

CO-REQUISITES None

13

UNIT LEARNING OUTCOMES

Upon completion of this unit, students will be able to:1. critically understand the importance of leisure with respect to

personal growth, development and self-expression throughout the lifespan, and how to provide assistance in helping others achieve such a lifestyle;

Page | 50

2. critically understand the procedures and techniques for conducting a needs assessment;

3. critically evaluate the role and content of leisure programs and services and the need for making leisure experiences available for all populations;

4. critically analyse the procedures for planning, promoting, and conducting leisure programs in a variety of settings;

Page | 51

14

CURRICULUM OUTLINE

The ability to design, implement and promote successful leisure programs and experiences is one of the primary building blocks of the profession. Coupled with leadership expertise, the ability to program opens many doors toward the provision of meaningful and satisfying leisure experiences for participants, clients, or guests. Individuals charged with this responsibility must be well versed in programming theory and program planning concepts. In addition, programmers must be knowledgeable of perceived constraints to participation across the lifespan and stages of the leisure experience. Finally, the ability to develop and implement and critically analyse marketing strategies for programs and services is another essential tool for the professional. This course will assist the student in developing effective programming skills appropriate for use in recreation/tourism settings.

15

LEARNING & TEACHING ACTIVITIES

The learning and teaching strategy is designed to develop knowledge, competencies and analysis in the range of management and planning skills required by professionals in the tourism/recreation industries.

16

ASSESSMENT STRATEGIES

This unit will be assessed by two pieces of coursework as follows;

Element

Weighting (%)

Assessment Type

1 60% Out-of-Class Program (site-based case study)3000 wordsLearning Outcomes 1-3)

2 40% Programmer for a week2000 word equivalenceLearning Outcomes 1-4

17

ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT

1 INDICATIVE Essential texts:

Page | 52

8 STUDENT LEARNING RESOURCES

Recreation Programming, Designing Leisure Experiences (J. Robert Rossman and Barbara Elwood Schlatter, 2007, 5th edition).

Further texts:Tourism I mpacts, P lanning and M anagement (Peter Mason, 2003).Leisure and Leisure Services in the 21st Century: Toward Mid Century (Geoffrey Godbey, 2006).

Journals:Buhalis, D. (1998). Strategic use of information technologies in the

tourism industry. Tourism Management, 19, 409-421.Buhalis, D. (2000). Marketing the competitive destination of the

future. Tourism Management, 21, 97-116.Coleman, D., & Iso-Ahola, S. E. (1993). Leisure and health: The role

of social support and self-determination. Journal of Leisure Research, 25, 111-128.

Csikszentmihalyi, M., & LeFevre, J. (1989). Optimal experience in work and leisure. Journal of Personality and Social Psychology, 56, 815-822.

Enright, J. M., & Newton, J. (1996). Tourism destination competitiveness: a quantitative approach. Tourism Management, 25, 777-788.

Floyd, M. F., Shinew, K. J., McGuire, F. A., & Noe, F. P. (1994). Race, class, and leisure activity preferences: Marginality and ethnicity revisited. Journal of Leisure Research, 26, 158-173.

Jamal, B. T., & Getz, D. (1995). Collaboration theory and community tourism planning. Annals of Tourism Research, 22, 186-204.

Linda, L. C., Cheryl, K. B., Walls, T. L., & Ed, S. (2004). Preliminary effects of a leisure education program to promote healthy use of free time among middle school adolescents. Journal of Leisure Research, 36, 310-335.

Manfredo, M. J., Driver, B. L., & Tarrant, M. A. (1996). Measuring leisure motivation: A meta-analysis of the recreation experience preference scales. Journal of Leisure Research, 28, 188-213.

Pike, P. (2002). Destination image analysis – a review of 142 papers from 1973 to 2000. Tourism Management, 23, 541-549.

Ryan, C., & Glendon, I. (1998). Application of leisure motivation

Page | 53

http://www.sciencedirect.com/science/journal/01607383

scale to tourism. Annals of Tourism Research, 25, 169-184.

19

ANY ADDITIONAL NOTES AND COMMENTS

None

20

DATE OF APPROVAL

21

DATE OF MOST RECENT CONSIDERATION:

Page | 54

http://www.sciencedirect.com/science/journal/01607383

1 UNIT TITLE Research Methods2 BRIEF

SUMMARYThis unit provides the Research Skills to enable the student to undertake critical enquiry and the Dissertation

3 UNIT CODE NUMBER

4 HOME PROGRAMME


5 HOME DEPARTMENT


6 SUBJECT AREA N5007 UNIT

LEADER(S)



200


11 PRE-REQUISITES

None



On successful completion of this unit students will be able to:1. Select and define a research topic2. Review literature analytically and use appropriate citation referencing

techniques3. Select and evaluate appropriate research methodologies for term

papers and the dissertation / research project and report appropriately on findings

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Beginning research – Masters’ level dissertations and research projects, choosing an area, developing a title and writing a synopsis, the role of the supervisor, formulating aims and objectives

Research philosophies – positivism, phenomenology, epistemology, ontology

Research methodology – inductive and deductive approaches, rationale, conceptual and theoretical frameworks, hypotheses, research designs.

Literature reviews – validity of sources, critical analysis, citation referencing and collation of secondary data.

Primary data collection – qualitative and quantitative sampling, sampling, sampling probability, statistical inference, survey interviews, focus groups, questionnaires and observation.

Introduction to statistics Analysing quantitative data – tabulation, presentation, analysis,

measures of central tendency and dispersion, tests of significance, use of software packages

Analysing qualitative data – recording, categorisation, typologies, content analysis, grounded theory, observation and assessing validity

Introduction to Practitioner – Based research and a framework for this approach at Masters’ level. Writing-up and presentation.

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Lectures, seminars, use of web based packages, computer workshop sessions, class-based exercises, self-study, desk research. A range of specialist staff will present the unit including active researchers, librarians, on-line and computer software specialists.


This unit will be assessed by two pieces of coursework as follows:Element Weighting

(%)Assessment Type

1 40% An essay comprising a critical review of a contemporary research paper 2,000 word

2 60% Research proposal for a dissertation 3,000 word


1. The 2,000-word essay will be assessed by reference to the strength/quality of the argument it contains and the weight of evidence used to support this. (Outcomes 1 & 2)The unit leader in advance of the commencement of the coursework must approve the critique paper. The focus of the chosen paper must be aligned with the title of the student’s award. 2. The research proposal will include: a title; an aim and objectives; brief background/justification for choice of topic (about 1,000 words), including key literature sources (references and an additional bibliography to be provided); proposed method(s) of data collection and analysis about 3,000 words), possible outcome(s) - optional. (Outcomes 3 & 4)Each student is required to have one dissertation supervisor. Students are invited toselect their own supervisor, with the agreement of the individual concerned. However, assistance will be available from the unit leader if required.


Essential texts:Bell, J. and Opie, C. (2002). Learning form research: getting more from your data, Open University Press, Buckingham.Burns, R. B. (2000). Introduction to Research Methods, Sage, London.Cohen, C (1998), Sci-Art: An Evaluation, London, Brunel University PressFisher, C. (2004). Researching and writing a dissertation for business students, Prentice Hall, Harlow.Greenbaum. T. L. (1998), The handbook of Focus Group Research, (2nd Edition), London, Sage,UKLevin, P. (2005). Excellent dissertations, Open University Press, Maidenhead.Saunders, M., Lewis, P. and Thornhill, A. (2003). Research Methods for

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Business Students, 3rd edn., Prentice Hall, London. Recommended texts:Ally and Bacon. Polanyi. M. (1983), The Tacit Dimension, Doubleday, New York, USAAdamson, A. (1995). A student's guide for assignments, projects and research in business and management, 5th edn., Arthur Adamson, Louth.Baker, M.J. (2003). How to complete your research project successfully, Westburn, Helensburgh.Bruce, N., Kemp, R. and Snalgar, R. (2000). SPSS for Psychologists, Macmillan Press, London.Currie, D. (2005). Developing and applying skills: writing assignments, dissertations and management reports, Chartered Institute of Personnel Development, London.Field, A. (2005). Discovering statistics using SPSS for Windows, 2nd edn., Sage. London.Foster, J. (2001). Data analysis using SPSS: a beginner’s guide, Sage, London.George, D. and Mallery, P. (2005). SPSS for windows: step by step, 5th edn., Pearson Education, Boston.Gillham, B. (2000). Developing a questionnaire, Continuum, London. Gillham B. (2000). The research interview, Continuum, London.Greenfield, T. (ed.). (2002). Research methods for postgraduates, 2nd edn., Arnold, London.Hammersley, M. (ed.). (1993). Social research: philosophy, politics and practice, Sage, London.Leedy, P.D. and Ormrod, J.E. (2005). Practical research: planning and design, 5th edn., Pearson Education Inc., New Jersey. Morgan. D. (1997), Focus Groups as Qualitative Research, (2nd Edition), California, SageNeuman. W. L. (2000), Social Research Methods, (4th Edition), LondonPallant, J. (2001). SPSS Survival Manual, Open University Press, Milton Keynes.Riley, M., Wood, R.C., Clark, M.A., Wilkie, E. and Szivas, E. (2000). Researching and writing dissertations in business and management, Thomson learning, Surrey.Sapsford, R. and Judd, V. (2006) (eds.) Data collection and analysis, 2nd edn., Sage, London. Somekh, B. (2006) Action research: a methodology for change and development, Open University Press, Milton Keynes.

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Ticehurst, G.W. and Veal, A.J. (2000). Business research methods: a managerial approach, Pearson, French’s Forest, NSW. White, B. (2000). Dissertation skills for business and management students, Continuum, London.Yin, R. K. (1994). Case study research, design and methods, 2nd edn.,Sage, London.Zechmeister, E.B., Zechmeister, J.S. and Shaughnessy, J.J. (2000). Research Methods in Psychology, 5th edn., McGraw Hill, NY.Journals and websites:As appropriate to the individual’s research topics and methodology.In Addition students will refer:MMU Research Methodology WebCTCitation Referencing on WebCTMMU Statistics WebCT


Although one of the unit’s primary purposes is to provide research methodology support for the 60M credit Dissertation it also facilitates the development of additional skills and abilities relevant to critical enquiry

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1 UNIT TITLE Dissertation2 BRIEF SUMMARY A self-initiated and self-motivated investigation into a current issue

within the field, following the protocols for writing a dissertation studied in ‘Research Methods’

3 UNIT CODE NUMBER

4 HOME PROGRAMME


5 HOME DEPARTMENT


6 SUBJECT AREA N5007 UNIT LEADER(S)



600


11 PRE-REQUISITES Research Methods



On successful completion of this unit students will be able to:1. Undertake a self-initiated and self-motivated investigation,

with independent learning, into a current issue within the field.

2. Demonstrate the use/application of an enhanced level of skills and abilities in problem identification, analysis and

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evaluation;3. Apply a rigorous academic methodology and a critical,

constructive and creative approach to the issue under consideration;

4. Communicate the results and conclusions of their investigation clearly to both specialists and non-specialists

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Individual research of a conceptual and/or empirical nature undertaken with supervision and an approved methodology


Independent study with individual supervision. Seminars for research group discussion will also be utilised at appropriate times.The Research methods unit will have ensured a research proposal is appropriately constructed. Each student will agree a dissertation topic and supervisor, and regular tutorials will be held for guidance and to ensure the write up progresses satisfactorily. A dissertation handbook will support the work of the student.


16,000 word Dissertation. (The assessment will address ‘Learning Outcomes 1, 2, 3 and 4).


Although the range and format of dissertations will vary according to the nature of the exploration undertaken the assessment criteria that will normally be taken into account are the:

Quality and originality of the issue(s) selected for consideration;

Selection, application and critique of ideas, concepts, theories and empirical research, as appropriate, relevant to the issue(s) in question;

Quality and appropriateness of the analysis; Reliability, validity and relevance of any empirical findings

and the appropriateness of the conclusions; Reflections, practical implications and recommendations for

future research; Quality of the presentation in terms of logic, structure and

coherence;


A wide range of current literature relevant to the chosen programme of study.


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1 UNIT TITLE Financial Strategies

2 BRIEF SUMMARY This unit provides an underpinning of financial strategies to support masters level study in International Hospitality and Tourism Management

3 UNIT CODE NUMBER

4 HOME PROGRAMME MA International Hospitality ManagementMA International Tourism Management

5 HOME DEPARTMENT


8 CREDIT VALUE 20 CREDITS AT LEVEL:

7 (M)

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

200 hours

10 UNIT STATUSCore


12 CO-REQUISITESNone


Upon successful completion of this unit the student will be able to:

1. Apply financial techniques in the planning and decision making process;

2. Critically evaluate the financial performance, financial risk and governance issues of a company;

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3. Make critical financial analysis using investment appraisal techniques to enable capital planning decisions;

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Company capital structures and sources of finance.Company performance evaluation.Risk management and corporate governance.Budgeting and cost control.Pricing, costing and break-even analysis.Capital investment appraisal.


Lecture Seminars /workshopsTutorials


The summative assessment of the unit will be by one 5000 word term paper that will have a written component and will seek to show the extent of the students’ ability to analyse financial issues in the context of a hospitality/tourism management situation.


The assignment will seek to assess all the learning outcomes and the criteria will include:

Coverage of the topic and use of financial data; Organisation of thoughts, clarity of writing and level of

critical analysis achieved; Written expression Evidence of the breadth of reading evidenced by the

referencing.


Davies, T., Boczko, T. and Chen J. (2008) Strategic Corporate Finance, McGrawHill.Drury, C. (2007) Management and Cost Accounting (7th Ed), Thomson.Dyson, J. R. (2007) Accounting for Non-Accountants, (7th Ed), FT Prentice-Hall. Gowthorpe, C (2003) Business Accounting and Finance for Non-Specialists, Thomson.IOD (2005) The Handbook of International Corporate Governance – a definitive guide, Kogan Page.Lucey, T, (2003) Management Accounting, (5thEd), DPP. O’Donoghue, D. & Luby, A. (2005) Financial Accounting for Hospitality Tourism and Retail Sectors, Blackhall.Parker, R.H. (2007) Understanding Company Financial Statements (6th Ed), Penguin.

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Websites:Financial Reporting Councilwww.frc.org.uk

International Accounting Standards Boardswww.iasb.org.uk

Institute of Risk Managementwww.theirm.org.uk

European Corporate Governance Institutewww.ecgi.org


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http://www.ecgi.org/

http://www.theirm.org.uk/

http://www.iasb.org.uk/

http://www.frc.org.uk/

1 UNIT TITLE Managing International Tourism

2 BRIEF SUMMARY This unit will analyse critically the structure, management and organisation of the international tourism industry, its activities and global operation.

3 UNIT CODE NUMBER

4 HOME PROGRAMME

MA International Tourism Management

5 HOME DEPARTMENT



8 CREDIT VALUE 20 CREDITS AT LEVEL: 7 (M)

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

200 hours

10 UNIT STATUSCore


12 CO-REQUISITESNone


Upon completion of this unit, students will be able to:1. critically analyse the structure, management and organisation

of the international tourism industry.2. critically analyse the nature of tourism activities.

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3. critically evaluate the global operational aspects of key sectors of the tourism industry

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forms and types of tourist activities, their determinants and influences.

the tourist: definitions and concepts. tourist destinations: the physical and cultural environment as a

tourist resource. planning and control of international tourist developments. tourist encounters: impact on host societies; social, cultural,

economic and physical effects in developed and third world societies. Management and reconciliation of conflict in relation to global cultural variances.

the international tourist industry: tourism organisations and their characteristics; conduct, performance and market strategies.

objectives, policies, functions and operational practices of the globalised industry (travel agents, tour operators, tourist boards, accommodation, transport operations and tourist attractions).

the role and impacts of technology: application and impact of e-Business on the international tourism industry

the business environment – economic, legal and environmental constraints within which operations are conducted.

operational techniques employed in achieving maximum asset utilisation


The unit will be delivered through a combination of lectures and tutorials.


Essay one will allow student to analyse critically the structure, management and organisation of the tourism industry and the nature of tourism activities. It will include reference to the field study.(outcome No.1 & No.2)Essay two will critically evaluate the operational aspects of key sectors within the tourism industry. (Outcome No. 3)


The unit will be assessed as follows:


Assessment Type

1 50% Written Coursework – 2500 words

2 50% Written Coursework – 2500 words

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Essential texts:Holloway, J. C. (2006) The Business of Tourism. 7th Ed. Essex: Addison Wesley Longman Ltd.

Cooper, C, Fletcher, J, Gilbert, D and S Wanhill (2004) Tourism Principles and Practice. 2nd Ed. London: Addison Wesley Longman.

Johnston, R and Clark, G. (2004) Service Operations Management. Harlow: Prentice Hall

Grant. D. and Mason, S. (1998) Holiday Law. Sweet and Maxwell.

Horner, P. (1996) Travel Agency Practice. Longman.

Johnson P and Thomas B (1992) Choice and Demand in Tourism. Mansell.

Laws, E. (1997) Managing Packaged Tourism. London: International Thomson Business Press.

Lumsdon L (1997) Tourism Marketing. London: International Thomson Business Press.

Pizam, A. and Mansfeld, Y. (Eds) (1999) Consumer Behaviour in Travel and Tourism. New York: Haworth Hospitality Press.

Ryan, C. (ed) (1997) The Tourist Experience. A New Introduction. London: Cassell.

Journals:Annals of Tourism ResearchInsightsInternational Journal of Tourism ResearchJournal of Sustainable TourismJournal of Tourism StudiesJournal of Vacation MarketingTourism EconomicsTourism ManagementTravel and Tourism Analyst

Abstracts/Indexes:Worldwide Hospitality and Tourism Trends (WHATT)Websites:http://www.world-tourism.orghttp://www.visitbritain.com

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http://www.visitbritain.com/

http://www.world-tourism.org/

http://www.hcima.org


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http://www.hcima.org/

1 UNIT TITLE International Strategic Marketing2 BRIEF SUMMARY This unit covers all aspects of strategic and services marketing.3 UNIT CODE

NUMBER

4 HOME PROGRAMME


5 HOME DEPARTMENT





200





On successful completion of this unit students will be able to:1. critically analyse the nature of service industries and the level of

interdependency of marketing and service operations management strategic functions.

2. critically evaluate the practical application of services marketing strategies in service organisations

3. critically assess the role of service marketing services and channel relationships in services

14 CURRICULUM the nature and characteristics of services and virtual service.

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OUTLINE integration of marketing and service operations. strategic services marketing and relationship marketing

management thinking. services marketing mix polices/strategies, influence of

relationship marketing through intermediaries/supply networks, alliances, sales networks, collaboration/partnerships, consortia in promotion planning and selling, managing operational capacity in services marketing plans

stakeholder segmentation, targeting and positioning. the development and management of product-service design

and managing the service operation.. managing customer satisfaction, loyalty, retention, and service

recovery. managing world-class service delivery and e-service quality. channel management strategy managing the internal and external communication process.

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Lectures, covering the theoretical aspects of strategic services marketing in consumer markets Seminars to discuss contemporary services marketing issues of case studies and web site design sessions


This unit will be assessed by one piece of coursework as follows:Element

Weighting (%)

Assessment Type

1 100% Integrated coursework: 5000 words in the form of a major integrated case study analysis or other assessment strategy – culminating in a strategic services marketing academic or consultancy report covering all learning outcomes (Outcomes 1,2,3 )


evidence of evaluation and synthesis of the strategic services, marketing theories and principles.

level of evaluation, analysis, application and synthesis of relevant services marketing and theories.

quality and suitability of the data collected. quality of presentation and clarity of written communication

including accurate referencing.


Texts:Alford, P. (2000). E-business in the travel industry, Travel & Tourism IntelligenceArmonk, N.Y,&M.E. Sharpe, (2002),Service : new directions in theory and practice / edited by Roland T. Rust and P.K. KannanBuhalis, D. (2002). eTourism: Information Technologies for Strategic Tourism Management, Prentice Hall. Buhalis, D and Laws, E (2001) Tourism distribution channels: practices, issues and transformations, Continuum.Brun, M.(2003), Relationship Marketing-Management of Customer Relationships, Prentice-HallFitzsimmons, J.A. and Fitzsimmons, M.J. (2006),5th.ed., Service Management: Operations Strategy and Information Technology,

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McGraw-Hill International.Fitzsimmons, J.A. and Fitzsimmons. (2000) ,Service Development –creating memorable experience, Sage PublicationsFesenmaier, D., and Klein, S and Buhalis, D. (2000). Information and Communication Technologies in Tourism, ENTER’ 2000 Conference Proceedings, Innsbruck, Springer-VerlagInkpen, G. (1998). Information Technology for Travel and Tourism, Longman Hollensen, S., (2003) Marketing Management A Relationship Approach, Financial Times Prentice HallHoffman, K. Douglas & Bateson, J, (2001) ,Essentials of services marketing : concepts, strategies & cases, Mason : South-WesternKalakota, R. and Robinson, M. (2000). eBusiness 2.0: Roadmap for Success, Addison Wesley.Kotler, P., Bowen, J., et.al.(2003), 3rd.ed.,Marketing for Hospitality, Tourism and Leisure, Prentice Hall . Lovelock , C and Wright L., (1999) Principles of Service Marketing and Management, Prentice Hall, New Jersey.Looy,B.V.,Dierdonock,R.V.,&Gemmel, P.(2003),2nd.ed.,Service Management - An Integrated Approach, Financial Times Prentice HallO'Connor, P. (1999). Electronic information distribution in tourism and hospitality, CABI Publishing Sheldon, P. (1997). Tourism Information Technology. CAB International Sheldon, P., Wober, K., and Fesenmaier, D. (2001). Information and Communication Technologies in Tourism, ENTER’ 2001 Conference Proceedings, Innsbruck, Springer-Verlag.Stone M.,& Foss,B,( 2001) Successful Customer Relationship Marketing, Kogan PageTurban, E., Lee, J., King, D., and Chung, H. (2000). Electronic

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Commerce: A Managerial PerspectiveWerthner, H. and Klein, S. (1999). Information Technology and Tourism : A Challenging Relationship, Springer Willcocks, L. and Saure, C. et al. (2000). Moving to eBusiness, Arrow.Wober, K., Frew, A. and Hitz, M. (2002). Information and Communication Technologies in Tourism, ENTER’ 2002 Conference Proceedings, Innsbruck, Springer-Verlag.WTO (2001). E-Business for Tourism: Practical Guidelines for TourismZeithaml, V.A., Bitner, M.J.,et.al. (2006) Services marketing : integrating customer focus across the firm, McGraw-Hill InternationalJournals and Periodicals : Cornell Hotel and Restaurant Admin QuarterlyEuropean Journal of MarketingHospitality reviewHotelsInternational Journal of Contemporary Hospitality ManagementInternational Journal of Hospitality ManagementInternational Journal of Hospitality and Tourism AdministrationJournal of Consumer MarketingJournal of International Consumer MarketingJournal of Information Technology and TourismInternational Journal of Hospitality Information TechnologyInternational Journal of Service

International Journal of Tourism ManagementJournal of Hospitality and Leisure MarketingJournal of Relationship Marketing Journal of Services MarketingTourism ManagementJournal of Travel and Tourism MarketingJournal of Vacation MarketingJournal of Travel ResearchJournal of Consumer AffairsJournal of Consumer BehaviourJournal of Consumer ResearchJournal of Marketing Theory and PracticeJournal of Strategic MarketingJournal of Targeting, Measurement and Analysis for Marketing

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Industry Management The Journal of Consumer MarketingTravel and Tourism Analyst


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Documents

Web viewBrief descriptive summary. These new postgraduate M-level programmes will be offered at Manchester Metropolitan University in conjunction with National Kaohsiung