The Manchester Metropolitan University

Hollings Faculty

Department of Food and Tourism Management

MSc in International Hospitality Management MSc in International Tourism and eBusiness Management MA in Events Business Management MA in International Business in Hotel and Tourism Management

César Ritz Colleges Switzerland

DEFINITIVE DOCUMENT (after Daffing, Validation event and minor modifications September 30, 2011)

Table of Contents

With effect from intake in January 2012 2 MANCHESTER METROPOLITAN UNIVERSITY PS

PROGRAMME SPECIFICATION

0 Brief descriptive summary

César Ritz Colleges Switzerland (CRCS) suite of Level 7 Masters programmes. These programmes offer vocationally orientated curricula. The four streams comprise one current programme (IHM) and three new programmes. (ITBM, EBM, IBHTM). The programmes have a common core of Management Accounting & Finance (20 credits), Consumer Behaviour & Strategic Marketing (20 credits), Human Resource Management & Organisation Behaviour (20 credits) and Research Methods (20 credits) and have a further 40 credits specific to the named programme. Each programme has a 60 credit dissertation or project. Market research has identified programmes most requested at postgraduate level are:  Specialist management skills (50% of the requests are for hospitality business awards) – MA International Business in Hotel and Tourism Management.  Specialist hospitality areas (Event management is by far the most popular )– Master of Science in International Hospitality Management and Master of Arts in Events Business Management  Tourism – MSc in International Tourism and e-Business Management  Culinary and wine – Master curriculum includes Food and Beverage Management  Conversion masters – proposed Master awards target career re-orientation target markets

Basic Programme and Course Details

1 Overarching Programme Network/Title and programme César Ritz Colleges Switzerland (CRCS) specification code(s) Masters Programmes

Master of Science (MSc) in International 2 Final award(s)/title(s) Hospitality Management (IHM) (including any PSRB final awards conferred as an automatic result of successful Master of Science (MSc) in International completion of the course) Tourism and eBusiness Management (ITBM) Master of Arts (MA) in Events Business Management (EBM) Master of Arts (MA) in International Business in Hotel and Tourism Management (IBHTM) Subject(s): 3 Combined Honours Subject(s) N/A offered through Final Awards: programme specification N/A together with associated With effect from intake in January 2012 final award(s) (where relevant) Postgraduate Certificate in International 4 Interim exit award(s)/title(s) Hospitality Management (including Combined Honours interim exit awards) Postgraduate Certificate in International Tourism and eBusiness Management Postgraduate Certificate in Events Business Management Postgraduate Certificate in International Business in Hotel and Tourism Management Postgraduate Diploma in International Hospitality Management Postgraduate Diploma in International Tourism and eBusiness Management Postgraduate Diploma in Events Business Management Postgraduate Diploma in International Business in Hotel and Tourism Management

5 Mode(s) and duration Full time 1 year

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

7 Awarding institution Manchester Metropolitan University

8 Teaching institution(s) César Ritz Colleges Switzerland (CRCS)

9 Relationship with Foundation N/A Year

Administrative Details

Home Department/ School/ 10 Food and Tourism Management Institute

11 Home Faculty Hollings

12 UCAS code(s) N/A

Collaborative Arrangements

4 13 Approved Collaborative César Ritz Colleges Switzerland (CRCS) partner(s)

14 Description of type of collaborative provision or Externally Validated academic partnership

Approval Status

15 Date and outcome of most 17 September 2006 Review recent MMU review/ approval Approved January 2007

16 Next Scheduled Review Date: 12 May 2011

17 PS/1 effective date: (ie date from which the outcome of approval or last review is effective OR the date from 12 January 2012 which amendments to the programme specification are effective)

External References/Relationships

Master’s degrees in Business & Management 18 QAA Benchmark Statement(s) 2007 State of Valais, Department de l’education de 19 PSRB(s) associated with final la culture et du sport – formal state recognition award of course (schools in Switzerland are under Kantonal (eg those which offer professional status/membership/license to practise as jurisdiction) result of successful completion of the final EduQua-Swiss national certification award. ASEH – Swiss Hotel School Association State of Valais – February 1, 2006 – on-site inspection TedQual UNWTO Certification EduQua – 2010 20 Date and outcome of last PSRB TedQual – 2009 renewed approval(s) ASEH – 2010 renewed State of Valais – 2011 renewed

Course Information

21 University and Course Educational Aims

University Educational Aims : With effect from intake in January 2012  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.

Course Educational Aims: MSc in International Hospitality Management

 the development of students' intellectual skills and competencies, in a manner appropriate to their abilities, interests and aspirations;  the preparation of students for management positions in the international hospitality industries;  the development of students' personal qualities relevant to the hospitality industries, including self-confidence, independence, initiative and enterprise, and an appropriate attitude to work

MSc in International Tourism and eBusiness Management  the development of students' intellectual skills and competencies, in a manner appropriate to their abilities, interests and aspirations;  the preparation of students for management positions in the international tourism industries;  the development of students' personal qualities relevant to the tourism industries, including self-confidence, independence, initiative and enterprise, and an appropriate attitude to work

MA in Events Business Management  the development of students' intellectual skills and competencies, in a manner appropriate to their abilities, interests and aspirations;  the preparation of students for management positions in the international Meeting, Incentives, Convention and Events (MICE) industries;  the development of students' personal qualities relevant to the MICE industries, including self-confidence, independence, initiative and enterprise, and an appropriate attitude to work

MA in International Business in Hotel and Tourism Management  the development of students' intellectual skills and competencies, in a manner appropriate to their abilities, interests and aspirations;  the preparation of students for management positions in the international hospitality, tourism industries;  the development of students' personal qualities relevant to the hospitality,

6 tourism industries, including self-confidence, independence, initiative and enterprise, and an appropriate attitude to work.

22 Course Learning Outcomes

MMU Educational Outcomes :

On successful completion of their course of study MMU graduates will be able to:  apply skills of critical analysis to real world situations within a defined range of contexts  demonstrate a high degree of professionalism characterised by initiative, creativity, motivation and self-management  express ideas effectively and communicate information appropriately and accurately using a range of media including ICT,  develop working relationships using teamwork and leadership skills, recognising and respecting different perspectives  manage their professional development reflecting on progress and taking appropriate action  find, evaluate, synthesise and use information from a variety of sources  articulate an awareness of the social and community contexts within their disciplinary field

Course Learning Outcomes MSc in International Hospitality Management  assess, evaluate and reflect upon relevant management theories, models and current practices in the international hospitality industries  demonstrate enhanced powers of critical analysis, synthesis and evaluation  communicate effectively in a professional environment  plan, execute and document original academic research.  manage operations within the hospitality sector and be motivated and able to undertake continuing professional development to enhance their skill base;  demonstrate enhanced powers of critical analysis, synthesis and evaluation;  communicate effectively, both orally and in writing to both specialists and non- specialists;  critically evaluate a range of research methodologies;  plan, execute, communicate and document original academic research.

MSc in International Tourism and eBusiness Management  assess, evaluate and reflect upon relevant management theories, models and current practices in the international tourism industries  demonstrate enhanced powers of critical analysis, synthesis and evaluation  communicate effectively in a professional environment  plan, execute and document original academic research.  manage operations within the tourism sector and be motivated and able to undertake continuing professional development to enhance their skill base;  demonstrate enhanced powers of critical analysis, synthesis and evaluation;

With effect from intake in January 2012  communicate effectively, both orally and in writing to both specialists and non- specialists;  critically evaluate a range of research methodologies;  plan, execute, communicate and document original academic research.

MA in Events Business Management  assess, evaluate and reflect upon relevant management theories, models and current practices in the MICE industries  demonstrate enhanced powers of critical analysis, synthesis and evaluation  communicate effectively in a professional environment  plan, execute and document original academic research.  manage operations within the MICE sector and be motivated and able to undertake continuing professional development to enhance their skill base;  demonstrate enhanced powers of critical analysis, synthesis and evaluation;  communicate effectively, both orally and in writing to both specialists and non- specialists;  critically evaluate a range of research methodologies;  plan, execute, communicate and document original academic research.

MA in International Business in Hotel and Tourism Management  assess, evaluate and reflect upon relevant management theories, models and current practices in the international hospitality and tourism industries  demonstrate enhanced powers of critical analysis, synthesis and evaluation  communicate effectively in a professional environment  plan, execute and document original academic research.  manage operations within the hospitality or tourism or sector and be motivated and able to undertake continuing professional development to enhance their skill base;  demonstrate enhanced powers of critical analysis, synthesis and evaluation;  communicate effectively, both orally and in writing to both specialists and non- specialists;  critically evaluate a range of research methodologies;  plan, execute, communicate and document original academic research.

2. Combined Honours Learning Outcomes Include final learning outcomes for Combined Honours subjects which are offered as a named route, a major subject or a minor subject.

3. Pass Degree Learning Outcomes N/A

23 Interim Award Learning Outcomes

Postgraduate Diploma International Hospitality Management Students who successfully complete 120 credit points of the taught elements of the programme will be able to 8  assess, evaluate and reflect upon relevant management theories, models and current practices specific to either tourism, hospitality or MICE;  manage operations within the hospitality, tourism or MICE sector and be motivated and able to undertake continuing professional development to enhance their skill base;  communicate effectively, both orally and in writing to both specialists and non- specialists

Postgraduate Diploma in International Tourism and eBusiness Management Students who successfully complete 120 credit points of the taught elements of the programme will be able to  assess, evaluate and reflect upon relevant management theories, models and current practices specific to tourism;  manage operations within the tourism sector and be motivated and able to undertake continuing professional development to enhance their skill base;  communicate effectively, both orally and in writing to both specialists and non- specialists

Postgraduate Diploma in Events Business Management Students who successfully complete 120 credit points of the taught elements of the programme will be able to  assess, evaluate and reflect upon relevant management theories, models and current practices specific to MICE;  manage operations within the MICE sector and be motivated and able to undertake continuing professional development to enhance their skill base;  communicate effectively, both orally and in writing to both specialists and non- specialists

Postgraduate Diploma in International Business in Hotel and Tourism Management Students who successfully complete 120 credit points of the taught elements of the programme will be able to  assess, evaluate and reflect upon relevant management theories, models and current practices specific to either tourism, hospitality  manage operations within the hospitality, tourism sector and be motivated and able to undertake continuing professional development to enhance their skill base;  communicate effectively, both orally and in writing to both specialists and non- specialists

Postgraduate Certificate in International Hospitality Management

Students who successfully complete 60 credit points of the taught elements of the programme will be able to:  assess, evaluate and reflect upon relevant management theories, models and current practices specific to hospitality;

Postgraduate Certificate in International Tourism and eBusiness Management

Students who successfully complete 60 credit points of the taught elements of the programme will be With effect from intake in January 2012 able to:  assess, evaluate and reflect upon relevant management theories, models and current practices specific to tourism,

Postgraduate Certificate in Events Business Management

Students who successfully complete 60 credit points of the taught elements of the programme will be able to:  assess, evaluate and reflect upon relevant management theories, models and current practices specific to MICE;

Postgraduate Certificate in International Business in Hotel and Tourism Management

Students who successfully complete 60 credit points of the taught elements of the programme will be able to:  assess, evaluate and reflect upon relevant management theories, models and current practices specific to either tourism, hospitality

10 24 Teaching/Learning and Assessment Strategy

Curriculum Design The curriculum within the MSc and MA programmes has been designed to develop students' intellectual skills and competencies, in a manner appropriate to their abilities, interests and aspirations. The modules, dissertations and projects help students to demonstrate their capacity for individual self-motivated work through the study of hospitality, tourism and events related topics in depth. These competencies and skills aim to assist graduates to obtain entry level management positions in the hospitality, tourism and MICE related sectors. International candidates from different backgrounds can benefit from the diverse learning environment through networking and transferring knowledge, managerial and operational skills between staff and cohorts.

Due to the nature of this validated programme, all enrolled candidates must adhere to MMU’s assessment regulations for taught postgraduate programmes of study. In addition, they are required to follow the framework for taught postgraduate awards of MMU whereby they must accumulate 120 taught credits and 60 credits project or dissertation as exemplified below.

The final piece of assessment is indicated in bold and italics MSc International Hospitality Management Unit Elemen Type Weightin Learning t g outcomes assessed Food & 1 Coursework – Food (50%) 1, 2 & 3 Beverage and Beverage Management Management, Beverage Studies and Service Studies 3 Practical work - (50%) 4 Themed Event Information 1 Written Assessment (40%) 1, 2 Technology & 2 Interactive Project (60%) 3, 4 eBusiness Management 1 Coursework (50%) 1 Accounting & Examination Finance 2 Applied Group (50%) 2, 3, 4 Case Study Consumer 1 Examination (50%) 1, 2 Behaviour & 2 Group Marketing (50%) 3, 4 Strategic Plan Marketing Human 1 Examination (50%) 1 Resource 2 Research Paper (50%) 2, 3, 4 Management & Organisation Behaviour With effect from intake in January 2012 Research 1 Proposal (50%) 2, 3 Methods 2 Examination (50%) 1 Dissertation 1 Dissertation (100%) 1, 2, 3

MSc International Tourism and eBusiness Management Unit Elemen Type Weightin Learning t g outcomes assessed International 1 Written (50%) 1, 3, 4 Tourism Examination Management 2 Literature review (50%) 2 Information 1 Written Assessment (40%) 1, 2 Technology & 2 Interactive Project (60%) 3, 4 eBusiness Management 1 Coursework (50%) 1 Accounting & Examination Finance 2 Applied Group (50%) 2, 3, 4 Case Study Consumer 1 Examination (50%) 1, 2 Behaviour & 2 Group Marketing (50%) 3, 4 Strategic Plan Marketing Human 1 Examination (50%) 1 Resource 2 Research Paper (50%) 2, 3, 4 Management & Organisation Behaviour Research 1 Proposal (50%) 2, 3 Methods 2 Examination (50%) 1 Dissertation 1 Dissertation (100%) 1, 2, 3

MA Events Business Management Unit Elemen Type Weightin Learning t g outcomes assessed Events 1 Examination (50%) 1 & 2 Management 2 Events Research (50%) 3 & 4 Paper Information 1 Written Assessment (40%) 1, 2 Technology & 2 Interactive Project (60%) 3, 4 eBusiness Management 1 Coursework (50%) 1 Accounting & Examination Finance 2 Applied Group (50%) 2, 3, 4 Case Study Consumer 1 Examination (50%) 1, 2 Behaviour & 2 Group Marketing (50%) 3, 4 Strategic Plan Marketing

12 Human 1 Examination (50%) 1 Resource 2 Research Paper (50%) 2, 3, 4 Management & Organisation Behaviour Research 1 Proposal (50%) 2, 3 Methods 2 Examination (50%) 1 Events 1 Group (50%) 1, 2, 4 Consultancy Coursework Project 2 Reflective Diary (50%) 3

MA International Business in Hotel and Tourism Management Unit Elemen Type Weightin Learning t g outcomes assessed International 1 Written (50%) 1, 3, 4 Tourism Examination Management 2 Literature review (50%) 2 Food & 1 Coursework – Food (50%) 1, 2 & 3 Beverage and Beverage Management Management, Beverage Studies and Service Studies 3 Practical work - (50%) 4 Themed Event Management 1 Coursework (50%) 1 Accounting & Examination Finance 2 Applied Group (50%) 2, 3, 4 Case Study Consumer 1 Examination (50%) 1, 2 Behaviour & 2 Group Marketing (50%) 3, 4 Strategic Plan Marketing Human 1 Examination (50%) 1 Resource 2 Research Paper (50%) 2, 3, 4 Management & Organisation Behaviour Research 1 Proposal (50%) 2, 3 Methods 2 Examination (50%) 1 Business Plan 1 Business Plan (50%) 2, 3 Project 2 Simulation (50%) 1

Course Specific Assessment Criteria

The main focus of the programme centres on experiential learning with the unit leaders’ role being that of consultant, advisor and arbitrator whilst the students are encouraged to maximise the responsibilities that they are prepared to take for their own learning. Hence, the programme will consist of a series of lectures and practical With effect from intake in January 2012 based workshops followed by demonstrations, discussions, group management tutorials, group management meetings, desk research and presentations, as required and designed to support the chosen award. Because of the holistic nature of the programme students will be encouraged to make full use of material developed in all subject areas and apply this knowledge and experience.

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

Level 7 MSc International Hospitality Management Core Units

Code Status (if Unit Title No of applicable)ie credits - Pre/Co-requisites - Excluded units Food and Beverage Management 20 Information Technology & eBusiness 20 Management Accounting & Finance 20 Consumer Behaviour & Strategic Marketing 20 Human Resource Management & Organisation 20 Behaviour Research Methods 20 Dissertation 60

On successful completion of the following Level 7 credits:

60 credits: interim/final exit award - PGCertificate International Hospitality Management 120 credits: interim/final exit award - PGDiploma International Hospitality Management 180 credits: Final exit award - MSc International Hospitality Management

MSc International Tourism and eBusiness Management Core Units

Code Status (if Unit Title No of applicable)ie credits - Pre/Co-requisites - Excluded units International Tourism Management 20 Information Technology & eBusiness 20 Management Accounting & Finance 20 Consumer Behaviour & Strategic Marketing 20 Human Resource Management & Organisation 20 Behaviour Research Methods 20 14 Dissertation 60

60 credits: interim/final exit award - PGCertificate International Tourism and eBusiness Management 120 credits: interim/final exit award - PGDiploma International Tourism and eBusiness Management 180 credits: Final exit award - MSc International Tourism Management

MA Events Business Management Core Units

Code Status (if Unit Title No of applicable)ie credits - Pre/Co-requisites - Excluded units Dimensions of International Events 20 Management Information Technology & eBusiness 20 Management Accounting & Finance 20 Consumer Behaviour & Strategic Marketing 20 Human Resource Management & Organisation 20 Behaviour Research Methods 20 Events Consultancy Project 60

60 credits: interim/final exit award - PGCertificate Events Business Management 120 credits: interim/final exit award - PGDiploma Events Business Management 180 credits: Final exit award - MA Events Business Management

MA International Business in Hotel and Tourism Management Core Units

Code Status (if Unit Title No of applicable)ie credits - Pre/Co-requisites - Excluded units Information Technology & eBusiness 20 Management Accounting & Finance 20 Consumer Behaviour & Strategic Marketing 20 Human Resource Management & Organisation 20 Behaviour Research Methods 20 Business Plan Project 60 Option Units Choose 1 from options listed Food and Beverage Management 20 International Tourism Management 20

With effect from intake in January 2012 On successful completion of the following Level 7 credits:

60 credits: interim/final exit award - PGCertificate International Business in Hotel and Tourism Management 120 credits: interim/final exit award - PGDiploma International Business in Hotel and Tourism Management 180 credits: Final exit award - MA International Business in Hotel and Tourism Management

26 Personal Development Planning

César Ritz Colleges Switzerland is one of the few private educational groups that, next to providing a business and professional education, insist that graduates fulfil international standards of personal development, leadership competencies and positive professional attitude. The college recognises the importance of active lifelong learning in career development. Our Leadership Programme aims to assist students to identify and highlight their natural strengths and focus on any areas for improvement throughout their studies and their career focussing on three main areas; professional, personal/social and academic skills. The programme supplements the academic study.

Academic: Study skills (International refresher) Research and referencing workshops Techniques for group work Cultural lens seminar and group project Oral presentation and PowerPoint techniques

Social: Reflection workshop and essays Dining room and customer relations etiquette Community service (social responsibility) Meet with faculty advisor to work on personal development

Professional: Prepare curriculum vitae and cover letter to Swiss standards Workshops on dress and comportment and interviewing skills for international business Supervisory skills training session and practical application Speed Interviews-students participate in 3 four minute interviews, one in either French or German, (but not in mother tongue)

The Leadership Programme, in line with the values of excellence and generous hospitality exemplified by César Ritz - and expected of our graduates - has three main aims;

 Professional - to develop your transferable professional skills to allow you to perform at your peak throughout your career;  Personal/Social - to develop your personal and social skills and your ability to monitor and adjust your behaviour as needed; 16  Academic - to develop your ability to continuously strengthen your business skills throughout your career by actively engaging in lifelong learning.

This can be visualised as follows:

In pursuit of these aims, these values are aligned within our operational procedures, school policies, curriculum and assessment development. Upon successful completion of the CRCS Leadership Programme, students are awarded a certificate.

27 Placement and Work-based Learning

28 Course Specific Admission Requirements

 Candidates admitted to the programme should be able to benefit from a learning experience at postgraduate level. This requirement can be fulfilled by citing academic achievement or proof of an academic level relevant to the programme. Admission to the programme normally requires a Bachelor degree or equivalent from a recognised university or education institution in any discipline. In addition, they must demonstrate their proficiency in English by submitting IELTS 6.0 or equivalent. All other circumstances will be dealt with by the Programme Team on a case-by-case basis.

Admission with Exemption

 In cases where a student may be admitted with exemption from certain elements of the Programme – which means that the student shall not be required to take those elements but may, as appropriate, be required to take alternatives to

With effect from intake in January 2012 accumulate credit points for final award. Generally, applicants must demonstrate both theoretical and practical knowledge of the elements in order to be exempted. Admission with exemption is not applicable to units that are mandatory core (compulsory for all students). The Programme Leader will make a decision on a case by case basis after evaluating all supporting documents.

Admission of Students with Advance Standing

 Applicants for admission with Accreditation of Prior Learning (APL) and Accreditation of Prior Experiential Learning APEL should adhere to the MMU Scheme for the Admission of Students with Advanced Standing.

29 Approved Variations/Exemptions from University Regulations

30 Programme Leader Responsibilities

The appointment and duration of office of a Programme Leader shall be determined by the CRCS Academic Director. Programme committee recommendations shall be addressed through the Programme Leader to the Academic Director who in turn shall report to the CRCS Academic Council. The Programme Leader shall be responsible for:  Leading academic development of the Programme.  Advising on recruitment and admissions to the Programme.  Producing and distributing to members of the Programme Team a Programme calendar.  Collating assessment plans for the Programme, and negotiating with individual Unit Leaders as necessary to produce a suitably balanced assessment regime.  Ensuring that assessment spreadsheets are complete and accurate before their presentation to the pre and final Examination Boards.  Maintaining contact as appropriate with the External Examiner.  Producing term and annual Programme reports.  Counselling students  Liaising with external bodies in relation to the Programme.  Providing support for faculty and students.  Maintaining close relationship with Manchester Metropolitan University  Attending meetings at Manchester Metropolitan University in Manchester UK.

31 Other Staff Responsibilities

18 Link Tutor Responsibilities (the following text is extracted from the Link Tutor Handbook):

The Link Tutor role is crucial to the successful operation of collaborative provision. A Link Tutor is appointed both at MMU and at the partner institution for every collaborative programme undertaken. Together they act as critical friend, offering help, support, guidance and advice, and also monitoring adherence to MMU quality arrangement procedures.

Unit Leaders Responsibilities:

Unit Leaders provide a progress report in Week 5-6 of each term, and a summary report at the end of each term. These reports are monitored by the Academic Director, Programme Leader and, where appropriate, the Board of Examiners to ensure effective oversight and evaluation of student progress and achievement.

All Unit Leaders are required to provide schemes of work to exhibit a detailed breakdown of the course delivery, lesson by lesson over the 11 weeks term, and is distributed during the first class. Schemes are presented in a standard format, an electronic copy of which is available to faculty on the network server.

Schemes of work must be completed prior to the start of the relevant term, and an electronic copy sent to the Programme Leader, normally by the last week of the previous term. In the scheme of work, the contributory assessment elements, assessment brief, and submission dates are clearly set out.

All written exam papers must be submitted to the Programme Leader for review two weeks prior to the exam date. This review process assures that learning objectives for each course are being assessed at an appropriate level, and that examination papers are clear, fair and consistent.

All exams, tests and assessments must be kept by the Unit Leader and given to the Registrar at the end of the Term together with the syllabi, assignment briefs, marking schemes, faculty course report, and feedback. These records ensure any student appeals can be dealt with promptly and permit on-going monitoring of assessment activities and student learning outcomes.

32 Student Support Strategy

With effect from intake in January 2012 The Programme Leader is responsible for assuring quality in the pastoral care and learning support provided for each student enrolled in the Programme. The Programme Leader maintains close contact with students and has specific responsibility for:

 Monitoring student attendance and academic progress, and providing counselling as appropriate.  Assisting students in the resolution of personal and academic problems that may from time to time arise.  Meeting with student representatives at least once per term.

In addition, there are other support mechanisms available to students:  Student learning support sessions are organised periodically to improve students’ verbal and non-verbal communication skills.  Student Services Office is responsible for assuring that students develop a healthy mind and body, and for the quality of lifestyle on and off campus in Le Bouveret and Brig, Switzerland, during their leisure time.  The availability of Student Counsellor on campus to listen and address students’ confidential personal issues.

The CRCS Postgraduate Leadership Programme is a student learning and support initiative embedded in the CRCS philosophy to provide quality education service to all students. For details of this programme see section 25.

33 Student Evaluation

Students are provided the opportunity to evaluate the courses they are taking in the context of the teachers, learning and the course itself, and the chance to reflect on themselves each term.

In addition, they can share their views of their quality of life while studying with CRCS, annually.

Students are invited to evaluate their learning experience (teaching materials, teachers and contents) of their modules using a semi-structured questionnaire in each term (11 weeks). The results of the evaluation are shared with the teachers to aim for improvements.

In addition, student representatives in the student committee are invited to have dialogues with management upon their requests to discuss administrative and academic issues. The outcome of the dialogue is disseminated to the student body via the representatives and from the management to the staff.

Finally, each year the students are invited to participate in a student life survey, in collaboration with ICE (International Centre of Excellence, international student barometer, developed by Hobson, P, Australia). The summarised results are shared with the students and staff. Thereafter, management will work with the student committee to suggest continuous improvements.

20 34 Engagement with Employers

In undertaking the delivery of a vocational programme it is very important to develop and maintain links with employers. The placement officer continually aims to develop employer links, by consulting and visiting potential employers and by inviting placement employers to give presentations to students. Employers may be invited to provide guest lectures linked to specific subject areas in units and also career related talks.

Some of the major employers with whom we have forged links include: Ramada Park Hotel 75-77, Av. Louis-Casaï Cointrin Restaurant Le Montagne Rue du Village 21 Chardonne La Taverne De La Tour Rue Du Lac Le Bouveret Hotel Royal Plaza Sa Grand Rue 97 Montreux Hotel Victoria Rte. De Caux Glion Le Mirador Kempinski Mont-PéLerin Auberge de Vouvry (2 star Michelin) Avenue du Valais 2 Vouvry Hôtel President-Wilson Quai Wilson 47 Genève 21 Lausanne Palace & Spa 7-9 Grand-Chene Lausanne Hotel Hermitage (3 star Michelin) Rue du Lac Clarens Domaine de Châteauvieux (3 star Satigny- Peney-Dessus Michelin) Geneve Marina Bay Sands 10 Bayfront Ave Singapore Accor Hospitality France 71 S. Wacker Drive, Hyatt Hotels Corporation USA Chicago 1111 Westchester Starwood USA Avenue Metropak Hotel 148 Tung Lo Wan Road Hong Kong

35 Points of Reference

Internal

 University Mission and Strategic Aims  Regulations for the Academic Awards of the University  University Regulations for Taught Postgraduate Programmes of Study  Academic Regulations and Procedures Handbook  Faculty Programme Approval/Review/Modification Report 2006  University Learning, Teaching and Assessment Strategic Framework  University Assessment Framework  César Ritz Colleges, Switzerland Staff research  César Ritz Colleges, Switzerland Staff/Student Liaison Committee  César Ritz Colleges, Switzerland market research  César Ritz Colleges, Switzerland programme committee With effect from intake in January 2012 External

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

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

22 MMU Programme Specification: CRCS Masters Suite ______

Appendix I

RELATIONSHIP TO SUBJECT BENCHMARK STATEMENT(S)

QAA subject benchmark statements are intended to provide an overview of expectations in subject disciplines within the Framework of Higher Education Qualifications. Accordingly, the final awards outlined in this document fall under the business and management category. BENCHMARK STATEMENT MATRIX MSc-IHM KNOWLEDGE/ABILITIES AND SKILLS Subject Food & Consumer Management Human Resource Information Technology Knowledge Beverage Behaviour & Accounting & Management & Research Methods Dissertation & eBusiness Management Strategic Marketing Finance Organisation [20 credits Level 7 [60 credits Level 7 [20 credits [20 credits [20 credits [20 credits Behaviour MANDATORY MANDATORY Level 7 Level 7 Level 7 Level 7 CORE] CORE] CORE] [20 credits Level 7 CORE] CORE] CORE] CORE] 1 The impact of contextual forces        on organisations. 2 Markets and       customers. 3 The concepts, processes and institutions in the   production and marketing of goods and/or services. 4 The financing of the business enterprise   or other forms of organisations. 5 The management and development of     people within organisations. 6 The uses and limitations of a range of research     methods/technique s, both qualitative and quantitative. 7 The development,    management and

With effect from intake in January 2012 Page 23 MMU Programme Specification: CRCS Masters Suite ______

exploration of information systems and their impact on organisations. 8 The use of relevant communication and information  technologies for application in business. 9 The development of appropriate business policies and strategies     within a changing context to meet stakeholder interests. 10 A range of contemporary and pervasive issues        that may change over time. Abilities and Skills 11 Critical thinking and creativity: managing creative processes in self and others;        organising thoughts, analysis, synthesis, critical appraisal. 12 Problem solving and decision making: establishing criteria,        using appropriate decision techniques. Subject Food & Consumer Management Human Resource Information Technology Knowledge Beverage Behaviour & Accounting & Management & Research Methods Dissertation & eBusiness Management Strategic Marketing Finance Organisation [20 credits Level 7 [60 credits Level 7 [20 credits [20 credits [20 credits [20 credits Behaviour MANDATORY MANDATORY Level 7 Level 7 Level 7 Level 7 CORE] CORE] CORE] [20 credits Level 7 CORE] CORE] CORE] CORE] 13 Information and       

knowledge: scanning and organising data. 14 Numeracy and     quantitative skills. 15 Effective use of Communication    and Information Technology (CIT). 16 Two-way communication: listening,      negotiating and persuading or influencing others. 17 Personal effectiveness: self-awareness and        self-management; time management. 18 Effective performance within     a team environment. 19 Leadership and performance  management. 20 Ethics and value        management. 21 Ability to conduct research into business and     management issues. 22 Learning through reflection on        practice & experience.

MSc-ITBM KNOWLEDGE/ABILITIES AND SKILLS Subject International Information Technology Consumer Management Human Resource Research Methods Dissertation Knowledge Tourism & eBusiness Behaviour & Accounting & Management & [20 credits Level 7 [60 credits Level 7 Management [20 credits Strategic Marketing Finance Organisation MANDATORY MANDATORY [20 credits Level 7 [20 credits [20 credits Behaviour CORE] CORE]

Level 7 Level 7 Level 7 CORE] [20 credits Level 7 CORE] CORE] CORE] CORE] 1 The impact of contextual forces        on organisations. 2 Markets and       customers. 3 The concepts, processes and institutions in the     production and marketing of goods and/or services. 4 The financing of the business enterprise  or other forms of organisations. 5 The management and development of   people within organisations. 6 The uses and limitations of a range of research     methods/technique s, both qualitative and quantitative. 7 The development, management and exploration of information    systems and their impact on organisations. 8 The use of relevant communication and information   technologies for application in business. 9 The development of appropriate business policies and strategies      within a changing context to meet stakeholder interests.

10 A range of contemporary and pervasive issues        that may change over time. Abilities and Skills 11 Critical thinking and creativity: managing creative processes in self and others;        organising thoughts, analysis, synthesis, critical appraisal. 12 Problem solving and decision making: establishing criteria,        using appropriate decision techniques. Subject International Consumer Management Human Resource Information Technology Knowledge Tourism Behaviour & Accounting & Management & Research Methods Dissertation & eBusiness Management Strategic Marketing Finance Organisation [20 credits Level 7 [60 credits Level 7 [20 credits [20 credits [20 credits Behaviour MANDATORY MANDATORY [20 credits Level 7 Level 7 Level 7 CORE] CORE] Level 7 CORE] [20 credits Level 7 CORE] CORE] CORE] CORE] 13 Information and knowledge:        scanning and organising data. 14 Numeracy and    quantitative skills. 15 Effective use of Communication    and Information Technology (CIT). 16 Two-way communication: listening,      negotiating and persuading or influencing others. 17 Personal        effectiveness: self-awareness and self-management;

time management. 18 Effective performance within     a team environment. 19 Leadership and performance  management. 20 Ethics and value        management. 21 Ability to conduct research into business and     management issues. 22 Learning through reflection on        practice & experience.

MA-EBM KNOWLEDGE/ABILITIES AND SKILLS Subject Consumer Management Human Resource Events Information Technology Events Consultancy Knowledge Behaviour & Accounting & Management & Research Methods Management & eBusiness Project Strategic Marketing Finance Organisation [20 credits Level 7 [20 credits [20 credits [60 credits Level 7 [20 credits [20 credits Behaviour MANDATORY Level 7 Level 7 MANDATORY Level 7 Level 7 CORE] CORE] CORE] [20 credits Level 7 CORE] CORE] CORE] CORE] 1 The impact of contextual forces        on organisations. 2 Markets and       customers. 3 The concepts, processes and institutions in the     production and marketing of goods and/or services. 4 The financing of the business enterprise   or other forms of organisations. 5 The management and development of    people within organisations. 6 The uses and limitations of a range of research    methods/technique s, both qualitative and quantitative. 7 The development, management and exploration of information   systems and their impact on organisations. 8 The use of relevant communication and information   technologies for application in business. 9 The development of     

appropriate business policies and strategies within a changing context to meet stakeholder interests. 10 A range of contemporary and pervasive issues        that may change over time. Abilities and Skills 11 Critical thinking and creativity: managing creative processes in self and others;        organising thoughts, analysis, synthesis, critical appraisal. 12 Problem solving and decision making: establishing criteria,        using appropriate decision techniques. Subject Consumer Management Human Resource Events Information Technology Events Consultancy Knowledge Behaviour & Accounting & Management & Research Methods Management & eBusiness Project Strategic Marketing Finance Organisation [20 credits Level 7 [20 credits [20 credits [20 credits [20 credits Behaviour MANDATORY [60 credits Level 7 Level 7 Level 7 MANDATORY Level 7 Level 7 [20 credits Level 7 CORE] CORE] CORE] CORE] CORE] CORE] CORE] 13 Information and knowledge:        scanning and organising data. 14 Numeracy and    quantitative skills. 15 Effective use of Communication    and Information Technology (CIT). 16 Two-way     communication: listening,

negotiating and persuading or influencing others. 17 Personal effectiveness: self-awareness and        self-management; time management. 18 Effective performance within     a team environment. 19 Leadership and performance  management. 20 Ethics and value        management. 21 Ability to conduct research into business and     management issues. 22 Learning through reflection on        practice & experience.

MA-IBHTM KNOWLEDGE/ABILITIES AND SKILLS Subject Food & Knowledge Beverage Consumer Management Human Resource Management or Information Technology Business Plan Behaviour & Accounting & Management & Research Methods International & eBusiness Project Strategic Marketing Finance Organisation [20 credits Level 7 Tourism [20 credits [60 credits Level 7 [20 credits [20 credits Behaviour MANDATORY Management Level 7 MANDATORY Level 7 Level 7 CORE] [20 credits CORE] [20 credits Level 7 CORE] CORE] CORE] Level 7 CORE] OPTION] 1 The impact of contextual forces        on organisations. 2 Markets and       customers. 3 The concepts, processes and institutions in the     production and marketing of goods and/or services. 4 The financing of the business enterprise  or other forms of organisations. 5 The management and development of   people within organisations. 6 The uses and limitations of a range of research     methods/technique s, both qualitative and quantitative. 7 The development, management and exploration of information   systems and their impact on organisations. 8 The use of relevant   communication and information technologies for

application in business. 9 The development of appropriate business policies and strategies      within a changing context to meet stakeholder interests. 10 A range of contemporary and pervasive issues        that may change over time. Abilities and Skills 11 Critical thinking and creativity: managing creative processes in self and others;        organising thoughts, analysis, synthesis, critical appraisal. 12 Problem solving and decision making: establishing criteria,        using appropriate decision techniques. Subject Food & Knowledge Beverage Consumer Management Human Resource Management or Information Technology Business Plan Behaviour & Accounting & Management & Research Methods International & eBusiness Project Strategic Marketing Finance Organisation [20 credits Level 7 Tourism [20 credits [20 credits [20 credits Behaviour MANDATORY [60 credits Level 7 Management Level 7 MANDATORY Level 7 Level 7 [20 credits Level 7 CORE] [20 credits CORE] CORE] CORE] CORE] CORE] Level 7 OPTION] 13 Information and knowledge:        scanning and organising data. 14 Numeracy and    quantitative skills. 15 Effective use of    

Communication and Information Technology (CIT). 16 Two-way communication: listening,      negotiating and persuading or influencing others. 17 Personal effectiveness: self-awareness and        self-management; time management. 18 Effective performance within      a team environment. 19 Leadership and performance  management. 20 Ethics and value        management. 21 Ability to conduct research into business and    management issues. 22 Learning through reflection on        practice & experience.

UNIT PROFORMA UNIT CODE UNIT TITLE Food and Beverage Management UNIT IHM510 ABBR EVIATI ON 7 LEVEL OF STUD Y CREDIT VALUE 20 ECTS VALUE 10 HOME Food and Tourism Management DEPA RTME César Ritz Colleges Switzerland NT UNIT Raphaël Gross & Mike Midgley COOR DINAT OR KEYWORDS Food and Beverage Management UNIT LEARNING On completion, the student will be able to: OUTC 1. Analyse and evaluate management systems relating to food OMES service operations. 2. Critically evaluate the equipment, staffing and time skills requirements in the management of food and beverage operations. 3. Examine the moral and ethical issues involved in the service of alcohol. 4. Critically evaluate a food and beverage business in the context of marketing, menu planning, financial controlling and purchasing.

SUMMATIVE ASSE Element Type Weighting Learning SSME (highligh outcomes NT t final assessed element) 1 Examination (50%) 1, 2 & 3 -Food and Beverage Management, Beverage Studies and Service Studies 2 Practical work - (50%) 4 Themed Event

EMPLOYABILITY AND Outcomes Element of SUST Assessment AINAB Analyse real world situations critically 2 ILITY OUTC Demonstrate professionalism and ethical 1, 2 OMES awareness Communicate effectively using a range of media 1, 2

Apply teamwork and leadership skills 2

Manage own professional development 1, 2 reflectively

Find, evaluate, synthesise and use information 1, 2

Work within social, environmental and 1,2 community contexts

Use systems and scenario thinking 2

Engage with stakeholder/interdisciplinary 2 perspectives

Assessment 1 – Coursework ASSESSMENT Assessment 2 – Practical work STRA TEGIE S FOR EACH ELEM ENT OF ASSE SSME NT ASSESSMENT Assessment 1 – To critically evaluate the equipment, staffing and CRITE time skills requirements in the management of food and beverage RIA operations and examine the moral and ethical issues involved in the FOR service of alcohol UNIT/ Assessment 2 – To critically evaluate a food and beverage business ELEM in the context of marketing, menu planning, financial controlling, ENTS purchasing and food production, through the vehicle of a themed OF event ASSE SSME NT N/A NON STANDARD MINIM UM PASS

OUTLINE OF THE UNIT

BRIEF SUMMARY This unit has been designed to allow students develop their Food and Beverage Management Skills through coursework and live Food and Beverage events. INDICATIVE  Introduction to the Hospitality sector, including a review of CONT food production and food and beverage service operations and ENT in-house facilities to be used in the simulated themed project.  Purchasing of raw materials, product development, control of the standards of food production and food and beverage service.  Evaluation of ‘Financial Management’ and ‘Control’ systems appropriate to ‘Food and Beverage’ operations.  Planning, design and use of menus and drinks lists in the restaurant environment.  Evaluation of the importance of communication, with particular reference to food service/kitchen production teams and customers  Analysis of beverages, their service and production methods, and bar operations.  Review of the role of supervisory management in food and beverage operations.  Appreciation of marketing concepts and their application to food and beverage activities.  Exploration of the management skills which relate to the efficient and effective operation of the food and beverage businesses.  Ensuring that the principles of food hygiene management are maintained.  Delivery of the simulated event taking into account the relevant legislation.

LEARNING ACTIVITIES

BREAKDOWN OF STUDEN Type of Activity based on 200 hours of study Hours T time LEARNI Summative assessment 50 NG ACTIVIT Directed study 100 Y Student-centred learning (including group 50 learning)

N/A MANDATORY

LEARNI NG & TEACHI NG REQUIR EMENTS

LEARNING RESOURCES

ESSENTIAL Bowdin, G., McDonnell, I., Allen, J., & O’Toole, W. (2001). READIN Events management. Oxford: Butterworth & Heinemann. G Davis, B., Lockwood, A., Pantelidis, I., & Alcott, P. (2008). Food and beverage management (4th ed.). Oxford: Elsevier. Ninemeier, J. (2009). Planning and control for food and beverage operations (7th ed.). Lansing, MI: American Hotel and Lodging Educational Institute. Stickler, H. (2005). Service – A guide for professionals (1st ed.). Linz: Rudolf Trauner Verlag.

Recommended reading: Blackburn, I., & Levine, A. (2004). The learning annex presents the pleasure of wine. New York, NY: John Wiley & Sons. Clarke, J. T. (1995). Table and bar: Guide to alcoholic beverages, sales and service. London: Hodder Arnold H&S. Fitzsimmons, J, A., & Fitzsimmons, M. J. (2010). Service Management: Operations, Strategy, Information Technology (7th ed., text rev.). New York, NY: McGraw Hill Higher Education. Halliday, J., & Johnson, H. (2007). The art and science of wine (updated ed., text rev.). New York, NY: Firefly Books Ltd. Johnson, H., & Robinson, J. (2007). World atlas of wine (6th ed., text rev.). London: Octopus Publishing Group. Joseph, R. (2006). The complete encyclopedia of wine. London: Carlton Publishing Group. Keister, D. C. (1990). Food and beverage control (2nd ed.). Upper Saddle River, NJ: Prentice Hall. Kivela, J. (1994). Menu planning for the hospitality industry. Melbourne: Hospitality Press. Pauli, P. (1999). Classical cooking the modern way: Methods and techniques (3rd ed.). New York, NY: John Wiley & Sons. Pavesic, D. V. (1999). Food cost: Restaurant managers pocket handbook series. New York, NY: Lebhar-Friedman Books. Pavesic, D. V. (1999). Labour cost: Restaurant managers pocket handbook series. New York, NY: Lebhar-Friedman Books.

Pavesic, D. V. (1999). Menu pricing: Restaurant managers pocket handbook series. New York, NY: Lebhar-Friedman Books. Robinson, J. (2006). The Oxford companion to wine (3rd ed.). Oxford: Oxford University Press. Simon, J. (2003). Discovering wine: A refreshingly unfussy beginner’s guide to finding, tasting, judging, storing, serving, cellaring, and, most of all, discovering wine. London: Octopus Publishing Group. Wine & Spirit Education Trust (2005). Distilling knowledge. London: Author. Wine & Spirit Education Trust (2005). Exploring the world of wines and spirits. London, Author. Wine & Spirit Education Trust (2005). Wines and Spirits, Looking Behind the Label. London: Author. Zeithaml, V., Bitner, M. J., & Gremler, D. (2006). Services marketing. (5th ed.). New York, NY: McGraw Hill.

Databases: MMU Electronic Library. Students are invited to manage their learning experience and knowledge by selecting reading appropriate to their individual needs. Reading lists provided in the Food and Beverage Management unit will provide a useful starting point. In particular, students will be expected to consult recent academic research ADDITIONAL N/A RESOUR CES THAT STUDEN TS SHOULD BUY SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOUR CES

ADMINISTRATION

JACS CODE DATE OF APPROV AL DATE OF MOST

RECENT CONSIDE RATION: UNIT EXTERNAL Professor Stephen Ball EXAMINE R UNIT ASSESSMENT N/A BOARD

UNIT PROFORMA UNIT CODE UNIT TITLE Management Accounting & Finance UNIT IHM520 ABBR EVIAT ION 7 LEVEL OF STUD Y CREDIT VALUE 20 ECTS VALUE 10 HOME Food and Tourism Management DEPA RTME César Ritz Colleges Switzerland NT UNIT Colin Seeley COO RDIN ATOR KEYWORDS Management Accounting and Finance UNIT LEARNING On successful completion of this unit students will be able to: OUTC 1. Critically analyse financial statements, regulations for OME financial reporting and financing business. S 2. Critically evaluate and employ cost-volume-profit analyses and cost concepts in managerial decision making 3. Critically evaluate and apply different approaches to pricing and capital budgeting decisions 4. Critically assess tax issues, prepare forecasts and budgets, and impact of changes in credit and inventory policies

SUMMATIVE ASSE SSME Element Type Weighting Learning NT (highligh outcomes t final assessed element) 1 Coursework (50%) 1, 2, 3, 4 Examination 2 Applied Group (50%) 1, 2, 3, 4 Case Study

EMPLOYABILITY AND Outcomes Element of SUST Assessment AINA Analyse real world situations critically 1, 2 BILIT

Y Demonstrate professionalism and ethical 1, 2 OUTC awareness OME S Communicate effectively using a range of media 1, 2 Apply teamwork and leadership skills 1, 2

Work within social, environmental and community contexts

Use systems and scenario thinking 1, 2

Engage with stakeholder/interdisciplinary 1, 2 perspectives

ASSESSMENT Assessment 1: Examination– Financial statements, budgeting, STRA cost-volume-profit analyses, pricing, bonds and stock, measuring TEGI growth, operating and financial leverage. ES Assessment 2: Applied Group Case Study- 2000 words FOR (excluding attachments) EACH ELEM ENT OF ASSE SSME NT ASSESSMENT  The examination is graded based on accuracy of CRIT calculations and understanding, marks being awarded ERIA accordingly. The total number of marks for each question is FOR clearly indicated in the examination paper. UNIT/  Group case study is related to critically analysing a ELEM publically quoted hospitality or tourism company, reviewing ENTS an incremental investment and determining the funding for OF that investment. The written report (no more than 2,000 ASSE words) should consist of SSME NT - an executive summary (5%) - a history of each company and stock price performance chart for each for the past five years (10%) - analysis of company performance (last 3 years) and justification of choice of the company in view of current geopolitical and/or economic environment; firm-specific and market-related risk and growth prospects to be discussed. Grading of this part is not based on profitability of proposed investment, but on in-depth analysis, logical reasoning, up-to-date information and accuracy of

statements made. (40%) - production of a five year incremental cash flow for a diversified investment together with NPV, IRR and payback calculations, qualitative issues and recommendations to be incorporated as well as design of an excel workbook with appropriate formulas and professional layout for the results (35%) - Determination of the funding decision incorporating a discussion of the pros and cons of the options, bond or equity financing, and calculation of option recommended with justification (10%) NON STANDARD N/A MINI MUM PASS MAR K

OUTLINE OF THE UNIT

This unit explores all the relevant financial and accounting regulations BRIEF SUMMARY and procedures relevant to non-accountants INDICATIVE  an overview of the Regulations for International Financial CONT Reporting ENT  explanation of financial statements and ratio analysis  examine purchase and allocation decisions, fixed and variable costs  analyse breakeven and other cost-volume-profit  critically consider pricing with emphasis on bottom-up approach to pricing  evaluate corporate taxation, forecasts, cash budget  analyse characteristics of stocks and bonds, valuation, risk  critically assess leverage, risk, earnings per share  critically appraise payback period, net present value, internal rate of return  explore credit and inventory policies

LEARNING ACTIVITIES

BREAKDOWN OF STUDEN T Type of Activity based on 200 hours of study Hours LEARNI time NG Summative assessment 60 ACTIVIT Y Directed study 80 Student-centred learning (including group 60 learning)

N/A MANDATORY LEARNI NG & TEACHI NG REQUIR EMENTS

LEARNING RESOURCES

Keown, A. J., Martin, J. D., Petty, J. W., & Scott Jr., D. F. ESSENTIAL th READIN (2005). Financial Management (10 ed.). Upper Saddle G River, NJ: Prentice Hall. Schmidgall, R. S. (2010). Hospitality Industry Managerial Accounting (7th ed.). Lansing, MI: American Hotel and Lodging Educational Institute. Jagels, M. G., & Ralston, C. E. (2011). Hospitality Management Accounting (10th ed.). Hoboken, NJ: John Wiley & Sons.

Recommended reading: Adams, D. (2006). Management Accounting for the Hospitality, Tourism and Leisure Industries: A Strategic Approach (2nd ed.). London: Cengage Learning. Brigham, E. F., & Ehrhardt, M. C. (2002). Financial Management: Theory and Practice (13th ed.). Mason, OH: South-Western Cengage Learning. Cote, R. (2006). Basic Hotel and Restaurant Accounting (6th ed.). Lansing, MI: American Hotel and Lodging Educational Institute. Drury, C. (2005). Management Accounting for Business (4th ed.). London: Thomson Learning. Harvard Business School Press (2003). Finance for Managers. Watertown, MA: Author. Mackenzie, B., Coetsee, D., Njikizana, T., Chamboko, R., & Colyvas, B. (2011). Wiley Interpretation and Application of International Financial Reporting Standards 2011. Hoboken, NJ: John Wiley & Sons. Moosa, I. A. (2002). Foreign Direct Investment: Theory, Evidence and Practice. New York, NY: Palgrave Macmillan. Hansen, D. R., Mowen, M. M., & Guan, L. (2005). Cost Management: Accounting and Control (6th ed.). Mason, OH: South-Western Cengage Learning. Shapiro, A. C. (2009). Multinational Financial Management (9th ed.). New York, NY: John Wiley & Sons.

Databases: MMU Electronic Library.

Students are invited to increase their knowledge, manage their learning experience and to develop their research skills by selecting reading appropriate to their individual needs. Reading lists provided during contact time will serve as a useful starting point. In particular students will be expected to consult recent academic research published in scholarly journals. A range of other trade journals and publications is also available in the library that will assist students in their work. In order to be current with financial issues around the world, it is recommended that students watch business reports on BBC, CNN and CNBC. ADDITIONAL N/A RESOUR CES THAT STUDEN TS SHOULD BUY SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOUR CES

ADMINISTRATION

JACS CODE DATE OF APPROV AL DATE OF MOST RECENT CONSIDE RATION: UNIT EXTERNAL Professor Stephen Ball EXAMINE R UNIT ASSESSMENT N/A BOARD

UNIT PROFORMA UNIT CODE UNIT TITLE Information Technology & eBusiness UNIT IHM512 ABBR EVIATI ON 7 LEVEL OF STUDY CREDIT VALUE 20 ECTS VALUE 10 HOME Food and Tourism Management DEPAR TMENT César Ritz Colleges Switzerland UNIT Sanjay Chib COOR DINAT OR KEYWORDS Information Technology and eBusiness UNIT LEARNING On successful completion of this unit students will be able to: OUTC 1. Conceptualise and analyse the fundamentals of generic and OMES hospitality and tourism related e-business 2. Critically assess strategies of hospitality and tourism organisations for technology adoption 3. Critically evaluate e-business operational areas (e.g. e-CRM) 4. Critically evaluate e-CRM implementation and justification in the hospitality and tourism businesses contexts.

SUMMATIVE ASSES SMENT Element Type Weighting Learning (highligh outcomes t final assessed element) 1 Written 40% 1, 2 Assessment 2 Interactive project 60% 3, 4

EMPLOYABILITY AND Outcomes Element of SUSTA Assessment INABIL Analyse real world situations critically 1, 2 ITY OUTC Demonstrate professionalism and ethical OMES awareness Communicate effectively using a range of media 1, 2

Apply teamwork and leadership skills

Work within social, environmental and 1, 2 community contexts

ASSESSMENT Assessment 1 – Written Assessment. 2,000 words STRAT Assessment 2 – Interactive web-based project EGIES FOR EACH ELEME NT OF ASSES SMENT ASSESSMENT Assessment 1 CRITE Interpretation of task – 20% RIA Logical development – 20% FOR Content relevance – 20% UNIT/E Critical analysis – 20% LEMEN Language and coherence – 20% TS OF ASSES Assessment 2 SMENT Introduction (10%) Development (50%) Reports generation (40%)

Web-based simulation programme encompassing the practical and theoretical framework for the utilisation of customer relationship management. This individual assessment evaluates the rationale behind decisions, accuracy of information and arguments as well as oral expression and format of the presentation in the context of team work. N/A NON STANDARD MINIM UM PASS MARK

OUTLINE OF THE UNIT

BRIEF SUMMARY In this unit, synthesis of business management practises and Information Technology (IT) are considered. Essentially, the success of hospitality and tourism organisation is attributed to its business model. Emergence of the knowledge society and knowledge-based economy makes it imperative to incorporate and integrate managing information systems with hospitality and tourism business management. INDICATIVE  Introduction to technology acceptance models CONT  Introduction to e-business (focus hospitality/tourism sector) ENT  Operationalising hospitality and tourism CRM  Scoping ebusiness strategies in hospitality and tourism organisations  Linking CRM to hospitality and tourism business strategies  Generating business intelligence (CRM based)  Interpreting business intelligence

LEARNING ACTIVITIES

BREAKDOWN OF STUDEN T Type of Activity based on 200 hours of study Hours LEARNI time NG Summative assessment 60 ACTIVIT Y Directed study 80 Student-centred learning 60

LEARNING RESOURCES

Haag, S., & Cummins, M. (2009). Managing information ESSENTIAL th READIN systems for the information age (8 ed.). New York, NY: G McGraw Hill. Recommended texts: Baran, R. J., Galka, R., & Strunk, D. P. (2007). Principles of customer relationship management. South-Western

Cengage Learning. Buttle, F. (2008). Customer relationship management (2nd ed.). Oxford: Butterworth-Heinemann. Chaffey, D. (2010). E-business and e-commerce management: Strategy, implementation and practice (4th ed.). Upper Saddle River, NJ: Prentice Hall. Kotler, P., Bowen, J. T., & Makens, J. C. (2009). Marketing for hospitality and tourism. (5nd ed.). Upper Saddle River, NJ: Prentice Hall. Krogh, G., V., Ichijo, K., & Nonaka, I. (2000). Enabling knowledge creation. Oxford: Oxford University Press. Kumar, V., & Reinartz, W. (2005). Customer relationship management: A databased approach. New York, NY: John Wiley & Sons. Metcalfe, A. S. (Ed.) (2006). Knowledge management and higher education. Hershey, PA: Information Science Publishing. Schneider, G. (2010). Electronic Commerce (9th ed.). Boston, MA: Course Technology, Cengage Learning. Valacich, J. S., & Schneider, C. (2012). Information systems today: Managing in a digital world (5th ed.). Upper Saddle River, NJ: Prentice Hall.

Websites: www.hotel-online.com www.hotelsmag.com www.hospitalityupgrade.com www.lodgingmagazine.com www.lodgingnews.com www.wiredhotelier.com www.hospitalitynet.org www.htng.org www.hotelbenchmark.com Supporting Software: Content management systems Customer relationship Management Databases: MMU Electronic database access Websites: http://elearning.ritz.edu e-learning platform http://www.htf.org Hospitality Training Foundation http://www.ft.com Financial times online http://www.haworthpress.com Haworth press collection of hospitality & foodservice journal http://www.brint.com

Students are invited to increase their knowledge, manage their learning experience and to develop their research skills by selecting

reading appropriate to their individual needs. Reading lists provided in this unit will provide a useful starting point. In particular students will be expected to consult recent academic research published in scholarly journals. A range of other trade journals and publications are also available in the library that will assist students in their work. ADDITIONAL N/A RESOU RCES THAT STUDEN TS SHOULD BUY SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOU RCES

ADMINISTRATION

UNIT PROFORMA UNIT CODE UNIT TITLE Events Management UNIT EBM510 ABBR EVIATI ON 7 LEVEL OF STUD Y 20 CREDIT VALUE ECTS VALUE 10 HOME Food and Tourism Management DEPA RTME César Ritz Colleges Switzerland NT UNIT COOR DINAT OR KEYWORDS International Events Management UNIT LEARNING On successful completion of this unit students will be able to: OUTC 1. Analyse the size of the events industry and the unified OMES classification of international events. 2. Analyse the competencies required to organise an international event. 3. Critically evaluate the complex interrelationship between the tourism, hospitality and events. 4. Evaluate the role of events within a destination and international event tourism context. SUMMATIVE ASSE Element Type Weighting Learning SSME (highligh outcomes NT t final assessed element) 1 Examination (50%) 1 & 2 2 Events (50%) 3 & 4 Research Paper

EMPLOYABILITY AND Outcomes Element of SUST Assessment AINAB Analyse real world situations critically 1 ILITY OUTC Demonstrate professionalism and ethical 2 OMES awareness Communicate effectively using a range of media 1, 2

Engage with stakeholder/interdisciplinary perspectives

ASSESSMENT 1. Examination (50%) STRA The in-class Written Examination (approximate 2,000 words) aims to assess the students’ knowledge, analytical and level of discussions of events TEGIE management issues. S FOR 2. Events Research Paper (50%) EACH ELEM An individual research paper of no more than 2000 words by ENT evaluating the role of events in an international context through OF research, in the development of a tourism and event destination. ASSE SSME NT ASSESSMENT 1. Examination (50%) CRITE The assessment criteria are accuracy of the contents, level of discussion and analyses, style and presentation, and they are weighted equally. RIA Research Paper (50%) FOR 2. UNIT/ The assessment criteria are a competent treatment of core issues ELEM raised and will require the application of learning skills ranging from ENTS identification of suitable case material and data to conducting a OF critical evaluation of event strategy within a destination framework. ASSE Assessment criteria and weightings are as follow: SSME  Application of relevant destination management academic NT theory=40%  Use of published material indicating literature awareness=20%  Quality of critical analysis, evaluation, connections [compare and contrast; reasoning and justification] and logical presentation of the argument(s) =30%  Use of grammatical English, citations (APA style), references and bibliography=10% N/A NON STANDARD MINIM UM PASS MARK

OUTLINE OF THE UNIT

This unit explores the complex relationships and competencies of BRIEF SUMMARY events management with hospitality and tourism. INDICATIVE  Events management in context – landscape, explanation, CONT classifications. ENT  Fundamentals of events management – planning process, sponsors and funding, event team, marketing and public relations, projects, risk management, critical analysis, and stakeholders.  Events evaluation and feedback – evaluation and feedback systems, customer loyalty and retention strategies.  International events management – EMBOK, event tourism, destination marketing and destination stakeholder, impacts and images

LEARNING ACTIVITIES

LEARNING RESOURCES

Allen, J., McDonnell, I., O’Toole, W., & Harris, R. (2010). ESSENTIAL th READIN Festival and special event management (5 , ed.). G Queensland, Australia: John Wiley & Sons. Getz, D. (2005). Event management and event tourism, (2nd, ed.). Putnam Valley, NY: Cognizant Communication Corp.

Recommended reading: Ali-Knight, J., Robertson, M., Fyall, A., & Ladkin, A. (Eds.) (2008). International perspectives of festivals and events:

Paradigms of analysis. Oxford: Butterworth-Heinmann. Berridge, G. (2007). Events design and experience (1st ed.). Oxford: Butterworth-Heinmann. Camenson, B. (2002). Opportunities in event planning careers (1st ed.). London: McGraw Hill. Crofts, A. (2001). Corporate entertaining as a marketing tool (text rev.). Cirencester: Management Books 2000 Ltd. Graham, S., Neirotti, L., & Goldblatt, J. J. (2001). The ultimate guide to sports Marketing (2nd ed.). New York, NY: McGraw Hill Higher Education. Hoyle, L. (2002). Event marketing: How to successfully promote events, festivals, conventions and expositions. London: John Wiley & Sons. Malouf, L. (2002). Parties and special events: Planning and design (1st ed.). Weimar, TX: Culinary and Hospitality Industry Publications Services. O'Toole, W., & Mikolaitis, P. (2002). Corporate event project management (1st ed.). New York, NY: John Wiley & Sons. Robbe, D. (1999). Expositions and trade shows. New York, NY: John Wiley & Sons. Roche, M (2000). Megaevents and modernity: Olympics and expos in the growth of global culture (1st, ed.). Routledge: London. Goldblatt, J. J., & Silvers, J. R. (2003). Professional event coordination (2nd ed., text rev.). New York, NY: John Wiley & Sons. Van Der Wagen, L. (2002). Event management: For tourism, cultural, business and sporting events (1st ed.). Upper Saddle River, NJ: Prentice Hall. Masterman, G., & Wood, E. H. (2007). Innovative marketing communications strategies for the event industry. Oxford: Butterworth-Heinmann.

Databases: MMU Electronic Library. Students are invited to increase their knowledge, manage their learning experience and to develop their research skills by selecting reading appropriate to their individual needs. Reading lists provided in this unit will provide a useful starting point. In particular students will be expected to consult recent academic research published in scholarly journals. A range of other trade journals and publications are also available in the library that will assist students in their work. ADDITIONAL N/A RESOUR CES THAT STUDEN TS SHOULD BUY

SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOUR CES

ADMINISTRATION

UNIT PROFORMA UNIT CODE UNIT TITLE International Tourism Management UNIT ITBM510 ABBR EVIAT ION 7 LEVEL OF STUD Y 20 CREDIT VALUE ECTS VALUE 10 HOME Food and Tourism Management DEPA RTME César Ritz Colleges Switzerland NT UNIT Barbara Hoffmann COO RDIN ATOR KEYWORDS International Tourism Management UNIT LEARNING On successful completion of this unit students will be able to: OUTC 1. Analyse the concepts and characteristics of tourists, OME tourism and tourism industries; S 2. Determine and analyse trends relating to the demographic, social, ecological and technological environment potentially affecting tourism. 3. Critically evaluate the competitiveness of tourist destinations; 4. Critically evaluate the ‘tourism experience’ and determine the implications for managers responsible for providing tourist services and facilities

SUMMATIVE ASSE SSME Element Type Weighting Learning NT (highligh outcomes t final assessed element) 1 Written (50%) 1, 3, 4 Examination 2 Literature (50%) 2 review

EMPLOYABILITY AND Outcomes Element of SUST Assessment AINA Analyse real world situations critically 1, 2

BILIT Y Demonstrate professionalism and ethical 1, 2 OUTC awareness OME S Communicate effectively using a range of media 1, 2 Apply teamwork and leadership skills

Use systems and scenario thinking

ASSESSMENT  Assessment 1 – Examination approximately 2,000 words. STRA  Assessment 2 – Literature review – Individual work TEGI ES FOR EACH ELEM ENT OF ASSE SSME NT ASSESSMENT  Assessment 1 - A 100 minute in-class exam will be CRIT scheduled in week 5 of the term designed to evaluate ERIA knowledge and understanding of the concepts and issues FOR covered in the preceding sessions. The exam will assess UNIT/ the extent to which the student achieved the first learning ELEM outcome. All questions are weighted equally, and will be ENTS marked according to: accuracy of the contents, level of OF discussion and analyses, and style and presentation. ASSE  Assessment 2 - This assignment asks the student to SSME NT individually prepare a literature review on a topic assessing the second learning outcome. The purpose of the literature review is to help the student to develop a good understanding and insight into relevant previous research and the trends that have emerged in relation to the topic under investigation. The literature review should derive from a range of relevant and reliable sources including articles in academic and professional journals, reports, and

books. The student will need to identify a minimum of 12 pertinent sources to be included in the critical discussion regarding the topic. At least 6 of the sources need to refer to academic research articles published within the last five years. The review has to be 2,000 words in length (+/- 10%). The students will receive the topic in week 4 of the term; submission deadline is week 8 of the term. The assessment criteria, all weighted equally, are content relevance, logical development, use of relevant literature, critical analysis and discussion, style and presentation. N/A NON STANDARD MINI MUM PASS MAR K

OUTLINE OF THE UNIT

This unit charts the course of Tourism from its early evolution through BRIEF SUMMARY to modern technology and experience INDICATIVE  Explanation and discussion of tourism and evolution of tourism CONT  Role of transportation in tourism ENT  Understanding the tourist, tourist motivation and tourist behaviour  Tourism demand and resources  Destination competitiveness  Tourism policy, planning and development  Tourism intermediaries and technology  Tourism experience

LEARNING ACTIVITIES

N/A MANDATORY LEARNI NG & TEACHI NG

REQUIR EMENTS

LEARNING RESOURCES

ESSENTIAL Page, S. J., & Connel, J. (2009). Tourism: A modern synthesis READIN (3rd ed.). Andover: Cengage Learning G Recommended reading: Beeton, S. (2006). Community development through tourism. Collingwood, Australia: CSIRO Publishing. Butler, R. W. (Ed.). (2006). The tourism area life cycle Vol. 1: Applications and modifications. Clevedon: Channel View Publications. Cole, S., & Morgan, N. (2010). Tourism and inequality: Problems and prospects. Wallingford: CAB International Cooper, C. P., Fletcher, J., Gilbert, D.G. , & Wanhill, S. (2008). Tourism, principles and practice (3rd ed.). Harlow: Pearson Education Ltd. Gössling, S. (2011). Carbon management in tourism: Mitigating the impacts on climate change. Abingdon: Routledge Hall, C. M. (2008). Tourism planning: Policies, processes and relationships (2nd ed.). Harlow: Pearson Education Ltd. Inskeep, E. (1991). Tourism planning: An integrated and sustainable development approach. New York, NY: John Wiley & Sons, Inc. Miller, G., & Twining-Ward, L. (2005). Monitoring for a sustainable tourism transition: The challenge of developing and using indicators. Wallingford: CAB International Poon, A. (1993). Tourism, technology and competitive strategies.Wallingford: CAB International Ritchie, J.R.B., & Crouch, G. I. (2005). The competitive destination: A sustainable tourism perspective. Wallingford: CABI Publishing. Swarbrooke, J. (2004). Sustainable tourism management. Wallingford: CABI Publishing. Wahab, S., & Pigram, J.J. (Eds.). (1997). Tourism, development and growth: The challenge of sustainability. London: Routledge. Weaver, D. (2005). Sustainable tourism: Theory and practice. Oxford: Butterworth-Heinemann. World Tourism Organization (2003). Sustainable tourism in protected areas: Guidelines for planning and management. Madrid, Spain: World Tourism Organization. World Tourism Organization (2004). Indicators of sustainable development for tourism destinations: A guidebook. Madrid, Spain: World Tourism Organization. World Tourism Organization (2005). Making tourism more

sustainable: A guide for policy makers. Madrid, Spain: World Tourism Organization.

Students are invited to increase their knowledge, manage their learning experience and to develop their research skills by selecting reading appropriate to their individual needs. Reading lists provided in this unit will provide a useful starting point. In particular students will be expected to consult recent academic research published in scholarly journals. A range of other trade journals and publications are also available in the library that will assist students in their work. ADDITIONAL N/A RESOUR CES THAT STUDEN TS SHOULD BUY SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOUR CES

ADMINISTRATION

UNIT PROFORMA UNIT CODE UNIT TITLE Human Resource Management & Organisation Behaviour UNIT IHM532 ABBR EVIAT ION 7 LEVEL OF STUD Y CREDIT VALUE 20 ECTS VALUE 10 HOME Food and Tourism Management DEPA RTME César Ritz Colleges Switzerland NT UNIT Matthew Yap COO RDIN ATOR KEYWORDS Human Resource Management & Organisation Behaviour UNIT LEARNING On successful completion of this unit students will be able to: OUTC 1. Critically appraise and compare the human resource OME management functions to make staffing decisions in S general and suitable for the hospitality and tourism industries. 2. Critically evaluate academic theories and methods to motivate and satisfy manpower in hospitality and tourism organisations. 3. Assess and analyse the impact of work-life imbalance, work stress and change on hospitality workers’ behaviour. 4. Examine group behaviour in order to effectively manage team work and diversity in a multi-culture hospitality and tourism organisations.

SUMMATIVE ASSE SSME Element Type Weighting Learning NT (highligh outcomes t final assessed element) 1 Examination 50% 1 2 Research paper 50% 2, 3, 4

EMPLOYABILITY AND Outcomes Element of SUST Assessment AINA Analyse real world situations critically 1, 2

BILIT Y Demonstrate professionalism and ethical 1, 2 OUTC awareness OME S Communicate effectively using a range of media 1, 2 Apply teamwork and leadership skills 2

ASSESSMENT Assessment 1 – Written examination STRA Assessment 2 – Organisational behaviour research paper 2,000 words TEGI ES FOR EACH ELEM ENT OF ASSE SSME NT ASSESSMENT Assessment 1 CRIT  The in-class Written Examination aims to assess the ERIA individual students’ knowledge, analysis and level of FOR discussions of human resource management concepts and UNIT/ theories, and their applications. The assessment criteria, all ELEM weighted equally, are accuracy of the contents, level of ENTS discussion, analysis, and style and presentation. OF Assessment 2 ASSE  Students are invited to form a small group (number of SSME NT students in each group is dependent on the size of cohorts) to investigate an organisational behaviour issue assigned by the unit leader. The research paper should not be more than 2,000 words and it should comprise of the following key components:  Critical literature review of the organisational behaviour issue (at least 15 literature sources);  Theoretical implications for the hospitality and/or tourism

organisation;  Practical implications for the hospitality and/or tourism organisation;  Reference list The research paper will be assessed according to the following criteria:  Overall clarity, style, logic, coherence of the written submission and use of APA referencing style=20%.  Critical analysis, evaluation and discussion=50%  Selection and employment of appropriate literature=30%. N/A NON STANDARD MINI MUM PASS MAR K

OUTLINE OF THE UNIT

BRIEF SUMMARY This unit appraises and compares the human resource management functions to make staffing decisions in general and suitable for the hospitality and tourism industries INDICATIVE  planning, selection and recruitment. CONT  training and education. ENT  appraisals, performance evaluations, rewards and promotions.  dismissal and separation.  diversity management and cultural intelligence.  motivation and satisfaction.  group behaviour and team work  work-life balance and stress management  change management  organisation culture

LEARNING ACTIVITIES

N/A MANDATORY LEARNI NG &

TEACHI NG REQUIR EMENTS

LEARNING RESOURCES

Bratton, J., & Gold, J. (2007). Human resource management: ESSENTIAL th READIN Theory and practice (4 ed.). Hampshire: Palgrave G Macmillan. Robbins, S. P., & Judge, T. A. (2010). Organisational behaviour (14th ed.). Upper Saddle River, NJ: Prentice Hall.

Recommended reading: Baum, T. (2006). Human resource management for the tourism, hospitality, leisure industries: An international perspective. Albany, NY: Delmar Thomson Learning. Berger, F., & Brownell, J. (2008). Organizational behaviour for the hospitality industry. Upper Saddle River, NJ: Prentice Hall. Boella, M. J., & Goss-Turner, S. (2005). Human resource management in the hospitality industry (8th ed.). Oxford: Butterworth-Heinemann. Briscoe, D. R., Schuler, R. S., & Claus, L. (2008). International human resource management (3rd ed.). London: Routledge. D’Annunzio-Green, N. (2004). Human resource management: International perspectives in hospitality and tourism. London: Continuum. Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). South-Western Cengage Learning. Mullins, L. J. (2008). Essentials of organisational behaviour (2nd ed.). Upper Saddle River, NJ: FT Press. Mullins, L. J. (2010). Management and organisational behaviour (9th ed.). Upper Saddle River, NJ: FT Press. Nickson, D. (2008). Human resource management for the hospitality and tourism industries. Oxford: Butterworth- Heinemann. Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2007). Human resource management applications: Cases, exercises, incidents, and skill builders (6th ed.). South-Western Cengage Learning. Perkins, S. J., & Shortland, S. M. (2006). Strategic international human resource management: Choices and consequences in multinational people management (2nd ed.). London: Kogan Page. Tesone, D. (Ed.) (2008). Handbook of hospitality human resources management. Oxford: Butterworth-Heinemann. Thomas, D., & Inkson, K. (2004). Cultural intelligence: People skills for global business. San Francisco, CA: Berrett-

Koehler Publishers, Inc.

Databases: MMU Electronic database access.

Web sites: http://www.cipd.co.uk – Chartered Institute of Personnel and Development http://www.peoplemanagement.co.uk - People Management http://www.personneltoday.com - Personnel Today http://www.tuc.org.uk - Trades Union Congress http://www.ilo.org - International Labour Organisation Students are invited to manage their learning experience by selecting reading appropriate to their individual needs. Reading lists provided in this unit will provide a useful starting point. In particular students will be expected to consult recent (within previous 5 years) academic research published in scholarly journals. A range of other texts available in the library will assist students in identifying human resources and organisational behaviour ADDITIONAL N/A RESOU RCES THAT STUDEN TS SHOULD BUY SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOU RCES

ADMINISTRATION

JACS CODE DATE OF APPROV AL DATE OF MOST RECENT CONSIDE RATION: UNIT EXTERNAL Professor Stephen Ball EXAMINE R

UNIT ASSESSMENT N/A BOARD

UNIT PROFORMA UNIT CODE UNIT TITLE Consumer Behaviour & Strategic Marketing UNIT IHM522 ABBR EVIATI ON 7 LEVEL OF STUD Y CREDIT VALUE 20 ECTS VALUE 10 HOME Food and Tourism Management DEPA RTME César Ritz Colleges Switzerland NT UNIT Dr Susan Horner COOR DINAT OR KEYWORDS UNIT LEARNING On successful completion of this unit students will be able to: OUTC 1. Critically evaluate the differences in marketing and consumer OMES behaviour within which national and international hospitality and tourism industries operate. 2. Critically evaluate marketing and consumer behaviour impact on strategy, design, and manufacturing of hospitality and tourism products. 3. Critically and strategically evaluate hospitality and tourism marketing and consumer behaviour through the use of theories. 4. Critically appraise the impact of international, cultural, social, economic and legislative factors on hospitality and tourism marketing and consumer behaviour. SUMMATIVE ASSE SSME Element Type Weighting Learning NT (highligh outcomes t final assessed element) 1 Examination 50% 1, 2 2 Group Marketing 50% 3, 4 Plan

EMPLOYABILITY AND Outcomes Element of SUST Assessment AINAB Analyse real world situations critically 1, 2 ILITY

OUTC Demonstrate professionalism and ethical 1, 2 OMES awareness Communicate effectively using a range of media 1, 2

Apply teamwork and leadership skills 2

ASSESSMENT Assessment 1 – In-class written examination: Consumer STRA behaviour and marketing TEGIE Assessment 2 – 2,000 words marketing plan and presentation developed from theoretical bases and using the marketing plan as a model. S FOR EACH ELEM ENT OF ASSE SSME NT ASSESSMENT Assessment 1 grading criteria (all weighted equally) are CRITE  Structure RIA  quality of arguments FOR  research and referencing UNIT/  application to the sector ELEM  presentation style. ENTS Assessment 2 grading criteria (all weighted equally) are OF  Structure ASSE SSME  quality of arguments NT  research and referencing  application to the sector  presentation style  peer evaluation Marketing Plan - Students are required to form groups of 4–5 and produce a written report in support of the graded presentation designed to address the requirements of the assessment. A period of approximately 4 weeks will be given for this project. N/A NON STANDARD MINIM

UM PASS MARK

OUTLINE OF THE UNIT

BRIEF SUMMARY In this unit, students are encouraged to develop a realistic approach to marketing and business problems by conceiving of their own services marketing situation, for which they must elaborate a fact-based environmental context and which they will use to apply the marketing and strategy theories and models presented during contact hours and in the readings INDICATIVE  importance and role of marketing within the hospitality and CONT tourism and related service industries; the role of ENT marketing in organisational strategy, environmental scanning.  the role of marketing in the value chain, marketing mix strategies for service companies, generic strategies and the development of competencies for competitive advantage, marketing analysis of competition, five forces analysis of competition.  the importance of different stakeholders in the corporate environment and how their different expectations will affect company and consumer behaviour.  consumer behaviour, individual, social, cultural, and psychological factors in buyer decision-making, decision- making processes and theories.  segmentation of industrial and consumer markets, targeting rationales, positioning strategies.  understand the role of and choices implicit in corporate level strategies including the international dimensions.  integrated marketing communications strategies, including advertising, public relations, personal selling, internet marketing, direct marketing, and social networking

LEARNING ACTIVITIES

BREAKDOWN OF STUDEN T Type of Activity based on 200 hours of study time Hours LEARNI Summative assessment 60 NG ACTIVIT Directed study 80 Y Student-centred learning 60

N/A MANDATORY LEARNI

NG & TEACHI NG REQUIR EMENTS

LEARNING RESOURCES

Shoemaker, S., Lewis, R. C., & Yesawich, P. C. (2007). ESSENTIAL rd READIN Marketing leadership in hospitality and tourism (4 ed.). New G York, NY: John Wiley & Sons, Inc.

Recommended reading: Blackwell, R. D., Minyard, P. W., & Engel, J. F. (2006). Consumer behavior (10th Ed.). Mason, OH: South-Western Cengage Learning. Bradley, F. (2003). Strategic marketing: In the customer driven organization (2nd ed.). Chichester: Wiley. Brenkert, G. G. (2008). Marketing ethics. London: Blackwell. Chaffey, D., & Smith, P. (2008). EMarketing excellence: Planning and optimising your digital marketing. (3rd ed.). Oxford: Butterworth-Heinemann. Czinkota, M. R., & Ronkainen, I. A. (2003). International marketing (7th ed.). Mason, OH: South-Western Cengage Learning . Davidson, R., & Cope, B. (2003). Business travel: conferences, incentive travel, exhibitions, corporate hospitality and corporate travel. Upper Saddle River, NJ: Prentice Hall. De Mooij, M. (Ed.) (2009). Global marketing and advertising: Understanding cultural paradoxes (3rd ed.). London: Sage. De Mooij, M. (2010). Consumer behaviour and culture: Consequences for global marketing and advertising. (2nd ed.). London: Sage. De Pelsmacker, P., Geuens, M., & Van Den Bergh, J. (2010). Marketing communications: A European perspective. (4th ed.). Upper Saddle River, NJ: Financial Times Management. Grönroos, C. (2007). Service management and marketing: Customer management in service competition (3rd ed.). New York, NY: John Wiley & Sons. Gummesson, E. (2008). Total relationship marketing (3rd ed.). Oxford: Butterworth-Heinemann. Hitt, M. A., Ireland R. D., & Hoskisson, R. E.(2010). Strategic management: Concepts: Competitiveness and globalization (9th ed.). Mason, OH: South-Western Cengage Learning. Hofstede, G. H. (2001). Culture’s consequences: comparing values, behaviours, institutions and organisations across nations (2nd ed.). London: Sage. Horner, S., & Swarbrooke, J. S. (1996). Marketing for hospitality and tourism. Harlow: Prentice Hall.

Horner, S., & Swarbrooke, J. S. (2005). Leisure marketing: A global perspective. Oxford: Elsevier. Johnson, G., Scholes, K., & Whittington, R.(2008). Exploring corporate strategy: Text & cases (8th ed.). Upper Saddle River, NJ: Prentice Hall. Kotler, P., Armstrong, G., Wong, V., & Saunders, J. (2008). Principles of marketing (5th European ed.). Harlow: Pearson Prentice Hall. Kotler, P., Bowen, J. T., & Makens, J. C. (2009). Marketing for hospitality and tourism. (5nd ed.). Upper Saddle River, NJ: Prentice Hall. Lovelock, C., Wirtz, J., Keh, H. T., & Lu, X. (2004). Services marketing in Asia. (2nd ed.). Upper Saddle River: NJ: Prentice Hall. Middleton, V. T. C., Fyall, A., Morgan, M., & Ranchhod, A. (2009). Marketing in travel and tourism. (4th ed.). Oxford: Butterworth-Heinemann. Morgan, N., & Pritchard, A. (2004). Destination branding: Creating the unique destination proposition. Oxford: Butterworth-Heinemann. Palmer, A. (2005). Principles of services marketing (5th ed.). Maidenhead: McGraw Hill Higher Education. Perreault, W. Jr., Cannon, J., & McCarthy, E. J. (2009). Essentials of marketing. (12th ed.). New York, NY: McGraw- Hill. Pike, S. (2008). Destination marketing: An integrated communications approach. Oxford: Butterworth-Heinemann. Seth, J. N., & Mittal, B. (2004). Customer behaviour: A managerial perspective. (2nd ed.). Mason, OH: South- Western Cengage Learning. Shimp, T. A. (2009). Advertising, promotion and other aspects of th integrated marketing communications (8 ed.). Mason, OH: South- Western Cengage Learning. Swarbrooke, J., & Horner, S. (2007). Consumer behaviour in tourism (2nd ed.). Oxford: Butterworth-Heinemann. Swarbrooke, J., & Horner, S. (2001). Business travel and tourism. Oxford: Butterworth-Heinemann. Usunier, J. C., & Lee, J. (2009). Marketing across culture., (5th ed.). Upper Saddle River, NJ: Prentice Hall. Williams, A. (2003). Understanding the hospitality consumer. Oxford: Butterworth-Heinemann.

Databases: MMU Electronic library access.

Web sites: For a complete listing see http://www.ritz.edu/Brig/lrc/marketing.html Students are invited to increase their knowledge, manage their learning experience and to develop their research skills by selecting

reading appropriate to their individual needs. Reading lists provided in this unit will provide a useful starting point. In particular students will be expected to consult recent academic research published in scholarly journals. A range of other trade journals and publications is also available in the library that will assist students in their work. ADDITIONAL N/A RESOU RCES THAT STUDEN TS SHOUL D BUY SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOU RCES

ADMINISTRATION

UNIT PROFORMA UNIT CODE UNIT TITLE Business Plan Project UNIT HTM590 ABBR EVIATI ON 7 LEVEL OF STUD Y CREDIT VALUE 60 ECTS VALUE 30 HOME Food and Tourism Management DEPA RTME César Ritz Colleges Switzerland NT UNIT Brad Andrews COOR DINAT OR KEYWORDS Business Planning UNIT LEARNING On successful completion of this unit students will be able to: OUTC 1. Critically evaluate all the different functional areas OMES impacting hotels and tourism businesses decision making. 2. Critically evaluate the various components of a hotel and tourism business plan, and gain an awareness of the various constraints placed upon business decisions due to the external environment. 3. Persuade, negotiate and convince a third party of the benefits of a hotels and tourism business concept and opportunity.

SUMMATIVE ASSE SSME Element Type Weighting Learning NT (highligh outcomes t final assessed element) 1 Business Plan 50% 2, 3 2 Simulation 50% 1

EMPLOYABILITY AND Outcomes Element of SUST Assessment AINAB Analyse real world situations critically 1, 2 ILITY OUTC Demonstrate professionalism and ethical 1, 2

OMES awareness Communicate effectively using a range of media 1, 2

Apply teamwork and leadership skills 1, 2

ASSESSMENT Assessment 1 - Business Plan Report and Presentation STRA Assessment 2 - Hotel Business Training Simulation TEGIE S FOR EACH ELEM ENT OF ASSE SSME NT ASSESSMENT Assessment 1 CRITE Business Plan Report (no more than 2,000 words): RIA  Overall Presentation = 20% FOR  Financial Information = 20% UNIT/  Operational & Management Information = 20% ELEM  Marketing & Sales = 20% ENTS  Credibility of Overall Submission = 10% OF ASSE  Peer evaluation = 10% SSME NT Business Plan Presentation (all weighted equally):  Overall presentation quality  Market need  Financials  Operations including management team  Implementation likelihood  Investment likelihood  Responses to questions  Peer evaluation

Assessment 2 Assessment criteria of the simulation business report and presentation: To achieve a pass at threshold level student groups must show competency in their ability to create a realistic business strategy for the simulated hotel property, putting the strategy into action, evaluating performance, reporting on outcomes, planning for the future and teamwork. N/A NON STANDARD MINIM UM PASS MARK

OUTLINE OF THE UNIT

The students will research and produce a business plan. A simulated BRIEF SUMMARY environment will be part of the unit. INDICATIVE  Hotel Terminology and relation to Business Plan CONT  What business are we in? ENT  Industry analysis, Feasibility and Market Research.  Market analysis and marketing planning.  Competitive analysis and business environment.  Funding and capital, profit and loss and general accounting.  Projections and milestones.  Organisational analysis, planning and the management team.  Presentation techniques.  The business plan structure; putting it all together.  Hotel business training simulation

LEARNING ACTIVITIES

N/A MANDATORY LEARNI NG & TEACHI NG

REQUIR EMENTS

LEARNING RESOURCES

ESSENTIAL Barringer, B. R. (2008). Preparing effective business plans READIN (1st ed.). Upper Saddle River, NJ: Prentice Hall. G Recommended reading: Brown, R. L., & Gutterman, A. S. (2003). International business plans. Novato, CA: World Trade Press. Clements, J. P., & Gido, J. (2006). Effective project management. Mason, OH: South-Western Cengage Learning. Cottrell, S. (2005). Critical thinking skills. New York, NY: Palgrave Macmillan. Harvard Business School Press (2006). Harvard business essentials, decision making: 5 steps to better results. Watertown, MA: Author. Harvard Business School Press (2009). Preparing a budget: Expert solutions to everyday challenges. Watertown, MA: Author. Jagels, M. G. (2007). Hospitality management accounting (9th ed.). Hoboken, NJ: John Wiley & Sons. Kotler, P., Bowen, J. T., & Makens, J. C. (2009). Marketing for hospitality and tourism (5th ed.). Upper Saddle River, NJ: Prentice Hall. Kuiper, S. (2009). Contemporary business report writing (4th ed.). Mason, OH: South-Western Cengage Learning. Longenecker, J. G. (2006). Small business management: An entrepreneurial emphasis. Mason, OH: South-Western Cengage Learning. May. G. (2010). Strategic planning: Fundamentals for small business (1st ed.). New York, NY: Business Expert Press. O’Fallon, M. J., & Rutherford, D. G. (2010). Hotel management and operations (5th ed.). New York, NY: John Wiley & Sons. Reading, C. (2004). Strategic business planning: A dynamic system for improving performance and competitive advantage (2nd ed.). London: Kogan Page. Schmidgall, R. S. (2007). Hospitality Industry Managerial Accounting (7th ed.). Lansing, MI: American Hotel and Lodging Educational Institute. Timmons, J. A., & Spinelli, S. (2009). New venture creation: Entrepreneurship for the 21st century. (8th ed.). New York, NY: McGraw-Hill. Titman, S., & Keown, A. J. (2011). Financial management, principles and applications (11th ed.). Upper Saddle River, NJ: Prentice Hall. Wysocki, R. K. (2007). Effective project management:

Traditional, adaptive and extreme. (4th Ed.) New York, NY: Wiley Publishing.

Supporting Software: Moodle E-Learning platform HOTS Business Simulation

Students are invited to increase their knowledge, manage their learning experience and to develop their research skills by selecting reading appropriate to their individual needs. Reading lists provided in this unit will provide a useful starting point. In particular students will be expected to consult recent academic research published in scholarly journals. A range of other trade journals and publications are also available in the library that will assist students in their work. ADDITIONAL N/A RESOUR CES THAT STUDEN TS SHOULD BUY SPECIAL ICTS N/A REQUIR EMENTS ANY OTHER N/A ADDITIO NAL RESOUR CES

ADMINISTRATION

UNIT PROFORMA UNIT CODE UNIT TITLE Events Consultancy Project UNIT EBM590 ABBR EVIAT ION 7 LEVEL OF STUD Y CREDIT VALUE 60 ECTS VALUE 30 HOME Food and Tourism Management DEP ART César Ritz Colleges Switzerland MEN T UNIT COO RDIN ATO R KEYWORDS Events Group Consultancy UNIT LEARNING On successful completion of this unit students will be able to: OUT 1. Rationalise the requirement for collection and analysis of COM primary and/or secondary data pertaining to an event ES consultancy project. 2. Justify the use of appropriate planning, methodological, evaluation & presentational approaches to the event consultancy project. 3. Critically evaluate and demonstrate the managerial competencies required for the successful completion of a live event group consultancy project. 4. Persuade, negotiate and convince a third party of the benefits of the consultancy findings.

SUMMATIVE ASSE SSM Element Type Weighting Learning ENT (highligh outcomes t final assessed element) 1 Group Coursework (50%) 1, 2, 3, 4 2 Reflective Diary (50%) 1, 2, 3

EMPLOYABILIT Y Outcomes Element of AND Assessment

SUST Analyse real world situations critically 1, 2 AINA BILIT Demonstrate professionalism and ethical 1, 2 Y awareness OUT COM Communicate effectively using a range of media 1, 2 ES Apply teamwork and leadership skills 1, 2

ASSESSMENT Assessment 1 - Group written report (5000 words) and STRA presentation TEGI Assessment 2 - Individual reflective diary (2000 words) ES FOR EAC H ELE MEN T OF ASSE SSM ENT ASSESSMENT Assessment 1 CRIT Criteria for written report: ERIA  Achievement of the aim and objectives of the project. FOR  Background/secondary research, application of relevant UNIT/ theory/concepts ELE  Justification and appropriateness of approaches to primary MEN research TS  Analysis and evaluation OF ASSE  Recommendations and conclusions. SSM  Organisation and presentation of the written report. ENT  Communication skills in the written report.  Peer evaluation Criteria for oral presentation:  Delivery of oral presentation.  Appropriateness of content and organisation of oral

presentation.  Questions: clarity of exposition.  Questions: adequacy and appropriateness of responses.  Peer evaluation

Assessment 2 Criteria for reflective diary:  Breakdown of group meetings (dates, attendees, minutes, discussion points)  Breakdown of client meetings (as above)  Breakdown of supervisor meetings (as above)  Personal reflection of contribution to the project to include individual strengths & weaknesses  Reflection on the group mechanics and peer review of group members

All assessment criteria are weighted equally. The written project reports are assessed, together with the oral presentations and the defence of the documents, by at least two members of the academic staff and the clients, with marks being averaged on the ratio 1:2. The combined group marks are then weighted by students’ peer group and self-assessments to give a mark for individual group members. N/A NON STAN DAR D MINI MUM PASS MAR K OUTLINE OF THE UNIT

BRIEF SUMMARY This unit is designed to develop the participants' managerial skills and competencies through experiential learning, i.e. within an operational context by means of group projects. These projects may be commissioned by internal or external clients. The students may be exposed to, and become involved with, real market opportunities through which they experience, and have to try to resolve, some of the problems facing practising managers. Participants in a group project have the opportunity to develop not only their academic skills and competencies but also their nonacademic skills, such as: social skills; group problem-solving and decision-making skills; the monitoring of progress; the management of resources; their abilities to influence others; taking the initiative in a group; and exercising drive and determination. INDICATIVE  Introduction to the principles of marketing &/or business CONT research. ENT  Overview of the concept, assessment and operation of

‘live’ group projects; presentation of project outlines.  Management teams and operational issues, intrapersonal and interpersonal managerial qualities, bidding for projects.  The product and the client; negotiation, use of initiative, monitoring progress, time management and strategic planning.  Management information retrieval, processing, analysis and evaluation.  Report writing.  Presentation and defence of findings; feedback and evaluation.

LEARNING ACTIVITIES

LEARNING RESOURCES

ESSENTIAL Bateson, J. E.G., & Hoffman, K. (1999). Managing services READIN marketing (4th ed.). Mason, OH: South-Western Cengage G Learning. Chisnall, P. (2005). Marketing research, (7th ed.). New York, NY: McGraw Hill Higher Education. Harvard Business School Press (2006). Managing projects: Expert solutions to everyday challenges. Watertown, MA: Author. Ineson, E. M. (2005). (Eds) Current issues in international tourism management. Sunderland: Business Education Publishers. Wickham, P. A., & Wickham, L. (2008). Management consulting: delivering an effective project, (3rd ed.). Upper Saddle River: Prentice Hall.