MBA International Hospitality Management

7/30/2019 MBA International Hospitality Management

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Approved after approval/review/modification on DATE 15th

of February 2010

With effect from intakes inACADEMIC YEAR 2011

Document last modified on 8 May, 2013

HOLLINGS FACULTY

DEPARTMENT OF FOOD AND TOURISM MANAGEMENT

IN COLLABORATION WITHTHE INTERNATIONAL HOTEL MANAGEMENT INSTITUTE (IMI)

MASTERS OF BUSINESS ADMINISTRATION

IN INTERNATIONAL HOSPITALITY MANAGEMENT

DEFINITIVE DOCUMENT


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MBA in International Hospitality Management Definitive Document____________________________________________________________________________________________

CONTENTSPage

Part One Programme Specification

Programme Specification ii

Part Two Programme Regulations

1 Admission Regulations 3

Standard Entry Requirements 3Admission with Exemption 4Admission with Specific Credit 4Accreditation of Prior (Experiential) Learning (AP(E)L) 4Relationship with University Foundation Year 4

2 Curriculum Design and Organisation 5

Curriculum Design Overview 5Relationship to Subject Benchmark Statement(s) 6Assessment Criteria for Marking Schemes 7Arrangements for anonymous marking of summative assessments 11Arrangements for the quality management of placement learning 11Academic Partnership activity 11Professional, statutory and regulatory body links 11Flexible and distributed learning (including e-learning) 11

3 Assessment Regulations 12

Programme-specific regulations 12

4 Programme Management and Student Support 12

Programme Committee 12Board of Examiners 14Programme Leader 16Other Staff Responsibilities 16Student Support Strategy 17Student evaluation 18

Part Three Curriculum Content 20

Unit syllabus proformas 21


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MANCHESTER METROPOLITAN UNIVERSITY PS/1

PART ONE - PROGRAMME SPECIFICATION

0 Brief descriptive summary

The MBA in International Hospitality Management programme at IMI is designed formanagers with experience, mid-career, and mainly hospitality and tourism related specialistswishing to move into general management positions and senior managers who wish toenhance their management knowledge and skills.

The MBA in International Hospitality Management programme is carefully designed todevelop:

A general management perspective that focuses on issues that are pertinent tomanagers who need to take an organisation-wide view in an internationalperspective.

A combination of general management abilities in hospitality management thusproviding a holistic approach to modern hospitality education.

A range of problem-solving skills through creative and novel approaches.

The capacity to deal with complexity and ambiguity through critical thinking andindependent judgment.

The programme is being delivered through 6 mandatory taught units with subjects rangingfrom International Strategic Management, Financial Management for Services and Business

Research Methods to Managing Hospitality and Entrepreneurship. Finally the students haveto produce a project/ dissertation in order to earn the MBA Award.

Basic Programme Details

1 Overarching ProgrammeNetwork/Title and programme

specification code(s)

Department of Food and Tourism ManagementIn collaboration with The International HotelManagement Institute (IMI).

Masters of Business Administration in InternationalHospitality Management.

2 Final award(s)/title(s)(including any PSRB final awardsconferred as an automatic resultof successful completion of theprogramme)

MBA in International Hospitality Management

3 Combined HonoursSubject(s)offered throughprogramme specificationtogether with associated finalaward(s)(where relevant)

Subject(s):

Final Awards: N/A

4 Interim exitaward(s)/title(s)(including Combined Honoursinterim exit awards)

PgCert, PgDip


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5 Mode(s) and durationFull-time-12 monthsPart-time-3 years

6 FHEQ positionof final award(s) Masters (Level 7)

7 Awarding institution(include PSRBs which confer ajoint or additional qualification onsuccessful completion ofprogramme)

The Manchester Metropolitan University

8 Teaching institution(s)The International Hotel Management Institute (IMI)

9 Relationship with FoundationYear

N/A

Administrative Details

10 Home Department/ School/Institute Department of Food and Tourism Management

11 Home Faculty Hollings

12 UCAS code(s) N/A

Collaborative Arrangements (where relevant)

13 Approved Collaborativepartner(s)

The International Hotel Management Institute (IMI)

14 Description of type ofcollaborative provision oracademic partnership

MMU validation and award of degree programmestaught at IMI.

Approval Status

15 Date and outcome of mostrecent MMU review/ approval

16 Next Scheduled Review Date:

17 PS/1 effective date:(ie date from which the outcomeof approval or last review iseffective OR the date from whichamendments to the programmespecification are effective)

02/2010

External References/Relationships

18 QAA Benchmark Statement(s) Management and Business Masters Benchmark(Type 3)


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19 Date/outcome of last QAAengagement (or equivalent)

QAA review of overseas collaborative provision inMarch-May 2006, outcome broad confidence.

20 PSRB(s) associated with finalaward of programme

(eg those which offer professionalstatus/membership/license topractise as result of successfulcompletion of the final award.

N/A

21 Date and outcome of last PSRBapproval(s) N/A


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Programme Information

22 University and Programme Educational Aims

Universi ty Educational Aims:

To develop flexible approaches to programme delivery and student support which reflect theneeds and expectations of our students.To provide a supportive and inclusive learning environment which will enable success for alllearnersTo encourage the development of students intellectual and imaginative powers, creativity,independence, critical self-awareness, imagination and skills that will enhance globalemployment opportunities on graduation in all programmes.To establish a culture of constant improvement in learning, teaching and assessment that isanticipatory, enabling, supportive, rewarding and fully aligned with the Universitys vision andstrategic objectives.

To provide a learning experience that is informed by research, scholarship, reflectivepractice and engagement with industry and the professions.

Programme Educat ional A ims:

develop skills of leadership through hospitality and general management education.

assist students to realize their potential by providing an intellectually challenging andappropriately resourced environment.

combine general management elements with hospitality management thus providinga holistic approach to modern hospitality education.

develop problem solving and analytical skills.

enhance decision making ability and boost self confidence through excellence. provide a general hospitality management experience concentrating on the

dissemination of senior management experiences.

23 Programme Learning Outcomes

MMU Educational Outcom es:

Successful students will be able to develop and demonstrate transferable intellectual skills,

in particular their ability to:

communicate clearly in speech, writing and other appropriate modes of expression.

argue rationally and draw independent conclusions based on a rigorous, analytical andcritical approach to data, demonstration and argument.

apply what has been learned.

demonstrate an awareness of the programme of study in a wider context.

Programme Learning Outcomes:

Graduates of the MBA in International Hospitality Management programme should be able to

demonstrate: a contextual awareness of how management has developed historically, how it has been


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perceived in an international context and its relationship to hospitality.

an ability to analyze, synthesize and solve complex, unstructured business problems.

a critical understanding of the development of the body of knowledge that relates to theinternational hotel industry.

a critical awareness of the need for both a multi-disciplinary and inter-disciplinary

approach to study. a critical understanding of managing and leading change.

knowledge, understanding and critical awareness of the moral, ethical, environmentaland legal issues which underpin best practices.

the ability to successfully employ contemporary business research methods andresearch tools,

a critical approach to field and case study related research.

a recognition of the centrality of the hospitality, tourism and the broader servicesindustries in relation to their needs.

24 Interim Award Learning Outcomes

PGcert:Graduates of the PGcert in International Hospitality Management program shouldbe able to demonstrate:

a contextual awareness of how management has developed historically, how it has beenperceived in an international context and its relationship to hospitality.


a critical understanding of the development of the body of knowledge in relation to theinternational hotel industry.

a recognition of the centrality of the hospitality, tourism and the broader servicesindustries in relation to their needs.

PgDip:Graduates of PGdip in International Hospitality Management program should be ableto demonstrate:

a contextual awareness of how management has developed historically, how it has beenperceived in an international context and its relationship to hospitality.


a critical understanding of the development of the body of knowledge that relates to theinternational hotel industry.

an understanding of the need for both a multi-disciplinary and inter-disciplinary approachto study.

a knowledge, understanding and critical awareness of the moral, ethical, environmentaland legal issues which underpin best practices.

25 Teaching/Learning and Assessment Strategy

Learning and Teaching Strategy:

The objective of the IMI Teaching, Learning and Assessment (TLA) Policy, is to achieve ahigh degree of directness, clarity and transparency and so a wide understanding among theSchools client groups (academic and administrative staff, students and employers) of theintent of the strategy is evident as a foundation for future revision and development.

The MBA in International Hospitality Management is a management education programme


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with a focus on the hospitality industry, encouraging students to think beyond their personalperformance and consider wider organizational and performance issues. Using the socialsciences and management disciplines, students are encouraged to critically analyse a rangeof factors and elements affecting the hospitality industry. Teaching and assessmentstrategies are carefully designed in order to achieve a balance between individual and groupwork thus facilitating the broader development of professional abilities in relation to teamwork and communication. Contemporary hospitality management theories emphasize activelearning, by which we mean experiencing, participating through discussion, critical andunstructured problem solving and project or case driven studies.

We promote and support student learning and the achievement of intended learningoutcomes through employing the following:

(a) a detailed and pro-active approach to teaching and learning focused on staffdevelopment. All full-time staff must possess a formal qualification in teaching andare encouraged to acquire membership of the UK Higher Education Academy. Staffare made as free as possible from administrative and non-teaching responsibilities to

focus entirely on teaching and subject scholarship and the delivery of teaching andsupport of learning. IMI employs an independent academic advisor to deliver staffseminars, twice per year, and to consult and give advice on contemporarydevelopments in teaching and learning. All IMI academic staff have access toprofessional development for which a budget is established and reviewed annually.

(b) the use of appropriate technologies in classrooms/instruction areas and as a studentcentred learning network. For example, all classrooms are equipped with basic multi-media suites. All unit materials are available via the school intranet and interactiveVLE platform and moodle support. The School seeks to provide thosemoderntechnologies that are appropriate to student learning while conserving those moretraditional methods deemed to be effective in promoting a teaching and learningculture.

(c) the provision of career development support. IMI places great emphasis on theprovision of quality career services with staff devoted to this task. The number ofinternational opportunities is actively being increased to reflect the students interestsand nature of global developments.

By definition the delivery of theMBA course requires a multidimensional andmultidisciplinary approach. For this the assessment package is designed to assessachievement across a wide range of different knowledge and skills. To this end, a mix ofassignments and examinations are used.

After completing the taught element of the Programme, students undertake a dissertationand all MBA students are strongly encouraged to undertake a consultancy-based project

dissertation.

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

The framework of the MBA in International Hospitality Management takes the form of astandard MBA which is typically a one year program. Thus this program follows a broad 12months time-frame including the consultancy project-type dissertation with 2 intakes,

January and July. All units are mandatory and the taught component comprises 6 units of 20credits each which contributes a total of 120 credits and 288 contact hours. After completing


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the 120 credits students have to produce the independent project or dissertation thatcontributes another 60 credits, allowing a total of 180 credits leading to an MBA inInternational Hospitality Management. Students who fail to complete terms three and fourbut have successfully completed terms one and two, thus earning 120 credits, are entitled toan MBA PgDip. Furthermore, students that in other circumstances fail to complete termstwo, three and four but successfully complete term one may be awarded an MBA PgCert.

Table 1.1 Programme structures, levels, credits and curriculum map

Term 1Week 1-Week 11

Term 2Week 12-Week 23

Term 3 & 4Week 24-Week 50

M001 InternationalStrategicManagement [20credits- 48 contacthours]

M004 - ServicesMarketing & e-Commerce [20 credits-48 contact hours]

M007 Dissertation/Project [60 credits

16000 words]

M002 - Business

Research Methods[20 credits- 48 contacthours]

M005 - Financial

Management forServices[20 credits-48 contact hours]

M003 GlobalHospitalityManagement [20credits- 48 contacthours]

M006 -Entrepreneurship andInnovation [20 credits-48 contact hours]

Term1 learning

hours/credits:

600/60

Term 2 learning

hours /credits: 600/60

Term 3 & 4 learning

hours /credits: 600/60

Total 1800 lh/ 180 Credits

27 Personal Development Planning and Student Support Arrangements

Personal development planning is a core function of the delivery not only of this Masters butalso of the whole range of the programmes offered in IMI. This makes PDP a faculty-widescheme supported by a variety of policies and procedures that are already in place. Thisincludes formal induction to the course and to the school with clear presentation ofguidelines pertaining to the students study. This function is also supported with publishedmaterial and a written guide to core academic skills. The school, in line with common Swisspractices, operates a professional attitude model and system which encourages students tocomply to explicit codes of dress and conduct in their daily educational programme. Theprogramme leader functions as a focal point for the students in relation to academic issuesand the school also has a counsellor for all other issues concerning student life as well asstudent development. Furthermore, the school has a well organised careers office to assiststudents in CV development, employment and industry contacts.


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28 Placement and Work-based Learning

This programme does not include an industrial placement. However, it includes a

consultancy based final project as a choice of dissertation type; where the student mayengage in an issue of strategic or operational importance for an international host clientorganisation with the findings offering a market specific and appropriate solution, with adistinct contribution to the wider spectrum of hospitality management theory.

29 Points of Reference

Internal:

University Mission and Strategic Aims

Regulations for the Academic Awards of the University

University Regulations for Undergraduate Programmes of Study

University Common Regulatory Framework

Faculty Validation/Review Steering Group report

Faculty Programme Approval/Review/Modification Report

University Learning and Teaching Strategy

University Common Regulatory Framework

Academic Regulations and Procedures Handbook;

Faculty Programme Approval/Review/Modification Report

University Learning and Teaching Strategy

Staff/Student Liaison Committee

IMI Honours Degrees: Definitive Document, April 2007

External:

QAA Subject Benchmark statement

QAA National Qualifications Framework

QAA Code of Practice

QAA Collaborative Provision Review report

External examiner reports


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____________________________________________________________________________1


PART TWO PRGRAMME REGULATIONS

1 ADMISSION REGULATIONS 3

1.1 Standard Entry Requirements 3

1.1.2 Entry to Subsequent Years

1.1.3 Entry to Combined Honours

1.1.4 Admission Arrangements with Foundation Degrees

1.2 Admission with exemption 4

1.3 Admission with specific credit 4

1.4 Accreditation of prior (experiential) learning (AP(E)L) 4

1.5 Relationship with University Foundation Year 4

2 CURRICULUM DESIGN AND ORGANISATION 5

2.1 Curriculum Design Overview

2.2 Relationship to Subject Benchmark Statement(s) 5

2.3 Assessment Criteria for Marking Schemes 7

2.3.1 Generic Criteria

2.3.2 Programme-Specific Criteria

2.4 Arrangements for anonymous marking of summative assessments 11

2.5 Arrangements for the quality management of placement learning 11

2.6 Academic partnership activity 11

2.7 Professional, statutory and regulatory body links 11

2.8 Flexible and distributed learning (including e-learning) 11

3 ASSESSMENT REGULATIONS 12

3.1 Statement on MMU Assessment Regulations for Undergraduate orPostgraduate Programmes of Study 12

3.2 Programme-specific regulations 12

3.2.1 Student attendance and absence

3.2.2 Approved variation or exemption from MMU Regulations


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4 PROGRAMME MANAGEMENT AND STUDENT SUPPORT 12

4.1 Programme Committee 12

4.1.1 Membership

4.1.2 Responsibilities

4.2 Board of Examiners 14

4.2.1 Membership


4.2.3 Functions

4.2.4 Sub-Committees

4.2.5 Subsidiary Examination Committees

4.2.6 Duties of Board Members

4.2.7 Treatment of Extenuating Circumstances

4.3 Programme Leader 16

4.4 Other Staff Responsibilities 16

4.5 Student Support Strategy 17

4.6 Student Evaluation 18

4.7 Engagement with Employers 18

PART THREE CURRICULUM CONTENT 19

Unit Specification Templates


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MANCHESTER METROPOLITAN UNIVERSITY

PART TWO PROGRAMME REGULATIONS

1 Admission Regulations

This programme complies with the Universitys recruitment and admissions policy andthe scheme for the admission of students with advanced standing following theaccreditation of prior learning. Furthermore:

i. Admission to the program outlined above shall be subject to the principle that IMI,through the Registrar and Programme Leader, has a reasonable expectation that theapplicant will be able to fulfil the learning objectives of the programme chosen andachieve the standard required for the award.

ii. In dealing with admissions, the Programme Leader/Registrar and other staff involvedshall have regard for such policies as the MMU Academic Board and/or IMIs AcademicDean may determine.

iii. When considering an application to the programme, evidence will be sought ofpersonal, professional and educational experience that provides indications of theapplicants abilityto meet the programme aims, namely: the applicants personalstatement; supporting references and qualifications.

iv. All applicants must have a sufficient command of the English language to be able tomeet the programme requirements.

1.1 Standard Entry Requirements

1.1.1 Entry to the programme

A candidate should normally hold one of the following:

(a) A first degree in any discipline (or equivalent awarded by recognised institutions fromand outside the UK), plus at least 3 years of work experience.

(b) A qualification from a professional body accepted by the programme committee asbeing ofequivalent level to (a).

(c) A combination of qualifications and experience that demonstrates to the ProgrammeCommittee the required intellectual qualities and communication skills at Masters level.Applicants whose first language is not English and whose first degree was not taught inEnglish are required to produce evidence of English Language proficiency as follows:

Qualifications Minimum Score

TOEFL 580 (or 237 in computer based test)Minimum 4.0 in written test.

IELTS 6.5 (With not less than 6 in any category)

At the discretion of the admission tutor:Applicants who have an IELTS score of minimum 5.5 may be

considered for enrolment provided that they successfully complete an

approved and recognized MMU or other UK English Language

Course or provide evidence of other qualifications or experience

demonstrating the appropriate knowledge and skills to a UK honours

degree standard.
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On entry, all students are tested on their level of English competence. Those failing tomeet the required standard will be required to improve their competence to the standardbefore commencing the course.

This programme complies with theEmployment Equality (Age) DiscriminationRegulations.

1.1.2 Entry to Subsequent Years/Levels

Not applicable to this programme

1.1.3 Entry to Combined Honours Subjects

Not applicable to this programme

1.1.4 Admission Arrangements with Foundation Degrees

Not applicable to this programme.1.2 Admission with Exemption

This will not normally be granted on this programme.

1.3 Admission with Specific Credit

At the discretion of the Programme Committee and Programme Leader, an applicantmay be considered for entry with specific credit if the applicant has completed credits ofan accredited MBA programme (e.g. AMBA accreditation). Any student entering underthis rule would normally be expected to complete 180 MBA credits. Normally, a student

will not be accepted with specific credit to a point more than half way through theprogramme.

1.4 Accreditation of Prior Learning (APL)

APL is the process of identifying, assessing and formally acknowledging prior learningand achievement, which is known as accreditation. QAA has worked with the HigherEducation sector to prepare the following guidelines:http:www.qaa.ac.uk.com/academicinfrastructure/apl/APL.pdfhttp:www.qaa.ac.uk.com/academicinfrastructure/apl/guidance.aspApplicants will be required to submit an AP(E)L application in addition to the normaldocuments required for entry. Such applicants may also be required to undertake a

formal assessment prescribed by the Programme Leader and the Programmecommittee.

1.5 Relationship with the University Foundation Year

Not applicable to this programme.


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2 CURRICULUM DESIGN AND ORGANISATION

2.1 Curriculum Design Overview

The curriculum takes account of the QAA Framework for Higher Education Qualification andthe benchmark statement for Masters in Business and Management. The MBA inInternational Hospitality Management is a career development (Type 3) generalist Mastersprogramme for people with some experience in the industry but also open to variouseducational backgrounds and cultures promoting inclusivity. The curriculum is organized in4 parts, named terms. Case studies and teamwork are integrated throughout the spectrumof study.

Term one requires 11 weeks to complete and includes 3 core units and assessment.

These units contribute 20 credits each considering aspects of globalization, strategy,

global hospitality and economies, finance and foundations of research. In total

students will earn 60 credits through 144 contact hours and overall 600 student effort

hours.

Term two requires another 11 weeks along with assessment deployed up until week

23. The term includes 3 core units considering aspects of services marketing,

hospitality management, e-commerce, entrepreneurship and innovation in hospitality

all through the lens of an international leadership in hospitality perspective. Week 24

hosts the progression board for the final stage. In total students will earn 60 credits

through 144 contact hours and overall 600 student effort hours.

Terms three and fourare deployed over week 25 to 50. After the completion of the

taught component of the programme students are required to conduct a dissertation

or a consultancy based project with an international hospitality related focus. In total

students will earn the final 60 credits through 10 hours minimum contact with the

supervisor and overall 600 student effort hours.

IMI has strong links with international as well as Swiss partners and professional bodieswhich will enable a strong applied focus to conducted research. This curriculum has arisenfrom an evolutionary process of experience, reflection and engagement with processes ofquality enhancement deriving from years of experience in delivering high quality education.The curriculum builds on practical competencies by additionally putting emphasis onmanagerial skills, requiring greater evidence of and application of research, scholarship andreflective practice thus optimising their graduate employability options in a very competitiveinternational market.

The programme is designed to develop students in terms of:

flexibility, through the deliverance of a programme that combines contemporaryhospitality education with business education.

the knowledge required for developing employability and successful managerialcareers in the international hotel and tourism industries.

understanding cultural diversity through collaboration through team work with in aneducation environment that currently hosts students from 36 countries. Team work,coupled with presentations, also promotes an inclusive learning environment whichwill enable success for all participating students.

team work, which is the basis of all units, encourages the development of skills in

logical thinking; critique; making independent judgements, reflection and cultivatingcritical self-awareness.


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demonstrating competencies in relation to inter-personal management skills requiredin a culturally diverse industry.

displaying independent research skills and scholarship appropriate to the level ofstudy especially through involvement in business games, simulation projects andconsultancy based research projects.

developing further already acquired skills of effective communication to include theuse of appropriate information technology systems.

2.2 Relationship to Subject Benchmark Statement(s)

All credits delivered though this programme, including those related to interimawards, are at level 7 (Masters) and fully compatible with MMU postgraduateRegulations. Based on this the available awards are:Postgraduate Certificate 60 CreditsPostgraduate Diploma 120 CreditsMasters 180 CreditsThe following represents the current web source from QAA subject benchmark

statements.

Students who have successfully completed Level M studies will havedemonstrated:

the ability to think critically and be creative: manage the creative processes in selfand others; organise thoughts, analyse, synthesise and critically appraise. Thisincludes the capability to identify assumptions, evaluate statements in terms ofevidence, detect false logic or reasoning, identify implicit values, define termsadequately and generalise appropriately.

the ability to solve complex problems and make decisions: establish criteria, usingappropriate decision-making techniques including identifying, formulating and solvingbusiness problems; and the ability to create, identify and evaluate options; the ability

to implement and review decisions. the ability to conduct research into business and hospitality management issues,

either individually or as part of a team, through research design, data collection,analysis, synthesis and reporting.

the ability to use information and knowledge effectively: scanning and organisingdata, synthesising and analysing in order to abstract meaning from information and toshare knowledge.

numeracy and quantitative skills including the development and use of relevantbusiness models.

effective use of CIT. effective two-way communication: listening, effective oral and written communication

of complex ideas and arguments, using a range of media, including the preparationof business reports.

high personal effectiveness: critical self-awareness, self-reflection and self-management; time management; sensitivity to diversity in people and differentsituations and the ability to continue to learn through reflection on practice andexperience.

effective performance within team environments and the ability to recognise andutilise individuals' contributions in group processes and to negotiate and persuade orinfluence others; team selection, delegation, development and management.

leadership and performance management: selecting appropriate leadership style fordifferent situations; setting targets, motivating, monitoring performance, coaching andmentoring.


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The following section on Assessment Criteria further illustrates the relationship of theprogramme to QAA Benchmark Statements.

.2.3 Assessment Criteria for Marking Schemes

The programme-specific criteria included in this Definitive Document are adoptedfrom similarMMU documents and in accordance with the Universitys markingscheme. Furthermore, all assessment criteria and processes comply with theassessment regulations for Taught Postgraduate Programmes of Study 2009/2010.

2.3.1 Generic Criteria required for all programmes

The following represents the current web source from the QAA on genericdescriptors, with reference to students who earn a masters degree in the broaderfield of business and management and for which they will have to demonstrate:

a systematic understanding of relevant knowledge about organisations, their external

context and how they are managed. application of relevant knowledge to a range of complex situations, taking account of

relationship and interaction with other areas of the business or organisation. a critical awareness of current issues in business and management which is informed

by leading edge research and practice in the field an understanding of appropriate techniques sufficient to allow detailed investigation

into relevant business and management issues. creativity in the application of knowledge, together with a practical understanding of

how established techniques of research and enquiry are used to develop andinterpret knowledge in business and management.

ability to acquire and analyse data and information, to evaluate their relevance andvalidity, and to synthesise a range of information in the context of new situations.

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

relevance to new situationso extrapolate from existing research and scholarship to identify new or revised

approaches to practice ability to conduct research into business and management issues that requires

familiarity with a range of business data, research sources and appropriatemethodologies, and for such to inform the overall learning process.

ability to communicate effectively both orally and in writing, using a range of media ability to operate effectively in a variety of team roles and take leadership roles,

where appropriate.

Benchmark Statement Matrix:The benchmark statement matrix that follows indicates the knowledge and understandingrequired of all students on a Masters Programme (in the context of the above criteria).

KeyUnit No Unit Title

1 M001 International Strategic Management

2 M002 - Business Research Methods

3 M003 Global Hospitality Management

4 M004 - Services Marketing & e-Business

5 M005 - Financial Management for Services

6 M006 - Entrepreneurship and Innovation

7 M007- Dissertation/ Project


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Subject Knowledge Core Programme Units

Unit 1 Unit 2 Unit 3 Unit 4 Unit 5 Unit 6 Unit7

A Impacts of Contextual Forces B Markets and Customers

C Concepts, Processes andInstitutions in Production andMarketing of Services andGoods

D Financing of BusinessEnterprise

E Management and Development

of People

F Research Methods G Information Systems

Management

H ICTs I Business Policies and

Strategies

J Contemporary Issues

The programme maps onto the Masters in Business and Management Benchmark statement

(type 3). The following tables of the benchmarking document identify skills necessary for allstudents undertaking Masters level work.

Key

UnitNo

Unit Title

1 M001 International Strategic Management

2 M002 - Business Research Methods

3 M003 Global Hospitality Management

4 M004 - Services Marketing & e-Business

5 M005 - Financial Management for Services

6 M006 - Entrepreneurship and Innovation7 M007- Dissertation/ Project


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Abilities and Skills Core Programme Units

Unit 1 Unit 2 Unit 3 Unit 4 Unit 5 Unit 6 Unit7

A Critical Thinking & Creativity

B Problem Solving & decisionmaking

C Information & Knowledge D Numeracy and Quantitative

Skills

E Effective Use of ICTs F Two Way Communication G Personal Effectiveness H Effective Performance I Leadership and Performance

Management

J Ability to conduct research

K

Learning through reflection L Ethics and Value Management

2.3.2 Programme-Specific Criteria

The programme-specific criteria included in this Definitive Document are adopted fromsimilar MMU documents and are in accordance with the Universitys marking scheme:

70% and above Pass with Distinction

Has an excellent grasp of the key issues, concepts and problems and has expressedthese in terms of a clear aim and a precise description and explanation of allresearch objectives.

Presents an imaginative depth of critical analysis, evaluation and understanding of

background material and issues. A wide range of source material used. Up-to-dateinformation with its significance clearly understood and demonstrated. Presented in alogical and coherent format.

Displays a methodological stance, which is imaginative, clearly explained, disciplinedand certain to produce data, which are relevant, reliable and valid.

Produces a set of results, which are accurate and have satisfied the objectives. Theresults are relevant, reliable and valid. They are analysed and evaluated in a criticaland logical manner and display imagination and evidence of independent thoughtprocesses.

Presents a conclusion, which links the analysis and evaluation of the results to thebackground issues. The attainment of the objectives is explained comprehensively.

There is an understanding of how and where the study contributes to the researchprocess and recommendations are made concerning the implications for future


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research and (where relevant) the utility to practitioners in the field.

Excellent referencing and use of a wide range of up-to-date research material. Anyappendices support main text in a useful and informative manner.

A clear, cogent and succinct mode of presentation which is interesting to read andnot overly complex.

60% - 69% - Pass with Merit

Identifies and demonstrates an understanding of the key issues and problems whichare expressed in a clear aim and a set of achievable objectives.

A systematic explanation of the background issues with a good depth of analysis andcritical evaluation. Relevant source material used which is up-to-date. Significance ofsource material understood and explained.

Develops a good methodological stance, which is explained clearly and is likely toproduce relevant, reliable and valid data.

Produces a set of results which are accurate, analysed carefully and satisfy theobjectives in a competent manner. All are relevant and reliable and most are valid.

The conclusion links the results to the objectives and background issues in an

accurate manner. Recommendations are made for future research and (whererelevant) industry practice.

Good referencing and use of up-to-date material from an accepted range ofmainstream books and journals. Appendices used appropriately.

Good, easy to read presentation. Argument flows logically.

50% - 59% - Pass

Identifies the central issue/area of investigation. Aim and objectives are outlined butare limited and rather superficial.

The main background issues are explained but the analysis and critical evaluationare superficial. Current relevant source material is used but from a limited range of

mainstream sources. An adequate but unimaginative methodology which is likely to produce data which,

although interesting in part, are not fully explained in terms of reliability and validity.

Results satisfy most of the objectives but the analysis is superficial and there is littleevidence of any critical evaluation.

The conclusion links the analysis of the results to the background issues andobjectives to a degree but the discussion is unimaginative, superficial and limited inits recommendations. Broader issues not considered.

Adequate referencing but not always up-to-date and from a limited range of sourcematerial. Appendices satisfactory.

Satisfactory presentation although the flow of argument is not always apparent.

45%-49% Marginal Fail Understanding or grasp of relevant concepts is largely absent. There is a significant absence of critical and logical analysis, evaluation and

understanding of source material. Issues with little indication of originality orindependence of thought are highlighted. There is little evidence of consultingrelevant source materials and source materials are summarized poorly orinaccurately. The material used is generally misunderstood and/or not explained.

There is little, if any, evidence of a logical, coherent, cogent and succinct format. Thework has minimal or no meaningful flow of argument and is highly simplistic.

Conclusions are limited or lack relevance and there is limited explanation of any useto others.

Largely unsatisfactory referencing and appendices.


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45% or less Fail

No evidence of significant reading.

Aims not stated clearly and not really achievable. Objectives absent or inappropriate.Little/no explanation given of the main issues.

Lacks a grasp of any key issues or concepts. Sources are dull, unimaginative, scant

or plagiarised. Little/no explanation of their relevance. Methodology absent, inadequate or inappropriate for area of investigation.

Results are incoherent, superficial and have limited relevance. No evidence that thestudent collected the results themselves.

Conclusion either absent or irrelevant. No explanation of any use to others. No or fewreferences provided. Not always relevant appendices.

2.4 Arrangements for anonymous marking of summative assessments

As defined in the IMI Teaching, Learning and Assessment Policy, and in the keepingwith the MMU Policy on Anonymous Marking, all summatively assessed courseworkand examinations are required to be anonymously marked. This is communicated to

all students in the respective unit handouts, in conjunction with assessment andsubmission details. All students thus submit written work to be summatively assessedusing their student number as an identifier. Final examinations require students touse the IMI answer booklets which again only require students to complete theirstudent number as an identifier.

Exceptions to the above exist for oral presentations and dissertations, where thestudent is clearly known to the assessor. In such cases, the requirement for asecond marker negates any likelihood of bias occurring in the allocation of marks.

2.5 Arrangements for the quality management of placement and work-basedlearning

Not applicable to this programme.

2.6 Academic partnership activity

This document specifically relates to the externally validated MBA in InternationalHospitality Management programme taught at IMI. All academic partnershipactivities will preclude any reference to MMU validation outside of theprogrammes taught at IMI.

2.7 Professional, statutory and regulatory body links

There are no professional or statutory body implications for the programme

2.8 Flexible and distributed learning (including e-learning)

IMI is in the process of developing its own VLE system to provide online support ofunits. This is currently facilitated on a local network (intranet) basis as well as throughMoodle support. Discussions and developments with MMU regarding IMI studentaccess to departmental resources are on-going. Increasing efforts are beingmade to integrate web-based resources into teaching activities and as additionallearning resources, reflecting the trend in student markets to naturally refer to thesesources and communication networks.


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3. ASSESSMENT REGULATIONS

3.1 MMU Assessment Regulations for Taught Postgraduate Programmes of Study2009-2010

Regulations for the postgraduate programme will follow precisely those laid out in thecurrent and prevailing edition of Manchester Metropolitan Universitys Regulations forTaught Postgraduate Programmes of Study. These regulations will apply throughoutthe programme.

3.2 Programme-specific regulations

3.2.1 Student attendance and absence

Attendance at lectures, programme meetings and at examinations and other forms ofassessment for all units is compulsory. A student is permitted a maximum of 4 hours

for each 24 hours of unexcused absences from the above of formal class contact to amaximum of 8 hours for any one unit. A procedure is in place for the procurement ofexcused absences from class for appropriate reasons. Failure to meet theattendance requirements will result in students being barred from completing theassessments for that unit, in their current semester of study and thus deemedincomplete.

3.2.2 Approved variation or exemption from MMU Regulations

No variations of exemptions from MMU Regulations Required

4 PROGRAMME MANAGEMENT AND STUDENT SUPPORT

4.1 Programme Committee

4.1.1 Membership

There shall be a Programme Committee that shall meet at least once per semesterand be comprised as follows:

the Academic Dean of IMI or their nominee (in the Chair).

the Programme Leader.

the Head of Department of the School of Food and Tourism Management ofManchester Metropolitan University (ex officio).

the Dean of the Hollings Faculty of Manchester Metropolitan University(ex officio).

the Link Tutor of Hollings Faculty of Manchester Metropolitan University.

the internal examiners, that is all members of the permanent academic staff ofthe Institute who are unit leaders and/or teach on the programme.

the members of staff responsible for admissions and examinations where notrepresented in any of the preceding categories.

the member of staff responsible for library resources where not represented inany of the preceding categories.

the member of staff responsible for student ITC provisions, or his/herrepresentative.

the Head of In-Training. one elected student representative.


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such co-opted members as the Board may determine necessary: suchmembers shall normally be co-opted for specific meetings of the Board.

IMI link tutor.

Where routine meetings of the Programme Committee include on their agenda

matters relating to individual students and the examination and assessment ofstudents, student representatives shall be excluded from that part of the meeting.


The responsibilities of the Programme Committee are as follows:

(a) maintenance and enhancement of the academic standards of the programme;(b) monitoring and evaluation of the programme and in particular evaluating its

operation, its delivery and standard, its teaching methods, its curriculum aimsand students needs;

(c) ensuring the programme operates in accordance with the approved

programme scheme;(d) liaising with the MMU Link Tutor for the programme;(e) agreeing recommendations for changes to the programme (content and

structure) and on any matter affecting the operation of the programme;(f) considering and implementing at programme level such policies as may be

determined by IMI and MMU jointly in relation to: programme(s), teaching andlearning, including curriculum content; assessment and examination ofstudents (in conjunction with the Board of Examiners); programme admissioncriteria; research, scholarship, and programme related staff development;ensuring academic development of the programme; appointment of internaland external examiners; and advising the Board of Directors of IMI of theresources needed to support the programme;

(g) considering the welfare of students on the programme; and(h) identifying and discussing any other problems or matters associated with the

programme.

Role of the Link Tutor

The following description of the role is taken from the MMU Institutional Code ofPractice for Collaborative Provisions (extracted from the Quality Assurancemanual). It is based upon recommendations arising from the QAA 2006Collaborative Provision Audit report, stemming from the event which took place - 20-24 March 2006.

By its very nature much collaborative provision entails operations that place the pointof delivery of the learning and teaching experiences in a location that is often (very)remote from the host department. It is, therefore, particularly important that theorganisational arrangements are such that the external partner has access to a LinkTutor within the University for general advice and guidance. The sponsoringdepartment will appoint a Link Tutor who will maintain a level of contact with thedelivery such as to be assured that the quality of the experience being provided forstudents and the standards achieved in outcomes are acceptable. The duties andresponsibilities of the Link Tutor, which should be detailed in the Schedule of theAgreement, will normally include:

overseeing the maintenance of appropriate academic standards. advising on general programme development.


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assisting with the interpretation of the Universitys quality assuranceprocedures.

overseeing the appropriateness of assessment arrangements,

attending Examination meetings.

completing University conferment lists.

assisting with the completion of University monitoring documentation. producing other reports that may from time to time be required by the

University.

4.2 Board of Examiners

There will be one board of examiners to cover all levels of the programme. This willmeet as necessary to consider student results. In addition sub committees of theboard of examiners will meet as necessary to consider student assessment and setreassessment dates for students who have not passed examinations or assessmentin their first attempt.

4.2.1 Membership

The Board of Examiners shall comprise:

the Academic Dean of IMI or their nominee (in the Chair).

the Programme Leader.

the MMU Link Tutor responsible for co-ordinating with IMI on the deliveryof the programme.

other personnel of MMU as the University should see fit to appoint to theBoard.

the internal examiners, that is all members of the permanent academic

staff of the Institute who teach on the programme. a member of the administrative staff of the Institute who shall be

secretary to the Board and shall be responsible for maintaining detailedand accurate records of the Boards proceedings in accordance with suchrequirements as may be laid down for this purpose.

at least two External Examiners whose appointment shall be subject tothe approval of the Manchester Metropolitan University.

such co-opted members as the Board may determine necessary: suchmembers shall normally be co-opted for specific meetings of the Board.

the Vice-Chancellor, Deputy Vice-Chancellor and Academic Registrarwho shall have the right to attend and address any meeting of the Board.


The Board of Examiners shall be responsible to the Academic Board for allthe programme assessments that contribute to the granting of academicawards and for recommending the granting of awards to candidates who it issatisfied have fulfilled the objectives of the programme of study, demonstratedfulfilment of the associated learning outcomes and achieved the requiredstandard.

In exercising its responsibilities, the Board of Examiners has the discretion,subject to the provision of the regulations of MMU, to reach such a decision inrespect of candidates assessment(s) and award as it may deem appropriate

having regard for the need to ensure that justice is done to individual studentsand that the standards of the Universitys awards are maintained.


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4.2.3 Functions

The Boards functions shall include:

recommending the conferment of an award upon a student who, in thejudgement of the board, has fulfilled the objectives of the approvedprogrammes of studies, demonstrated fulfilment of the associated learningoutcomes and achieved the standard required for the award.

determining the award, where applicable.

applying MMUs examination and assessment regulations to the programme;

considering, moderating and approving examination papers, and markingschemes, if any, for all assessed examinations relating to the programme;

consider and approving and assignments or projects which form part of thescheme of assessment.

assessing written or oral examinations.

assessing any project or coursework which forms part of the scheme ofassessment.

receiving and considering any communication relevant to these functions. reporting matters of policy and significance to the Academic board, and

such other functions as the Academic board shall determine.

4.2.4 Sub-Committees

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

4.2.5 Subsidiary Examination Committees

The Board may appoint subsidiary examination committees which must include atleast one approved external examiner in their membership. Such subsidiaryexaminations committees may not make decision on behalf of the Board ofExaminers but shall make such recommendations as they may consider appropriateto the main Board of Examiners.

4.2.6 Duties of Board Members

The duties of the Chair of the Board of Examiners shall include conveningmeetings, corresponding and communicating with External examinersbetween meetings and accepting responsibility for the correct recording ofdecisions and recommendations of the Board.

The duties of the Internal Examiners shall include preparation of draftexamination papers, assessment schemes, marking scripts, assessingprojects and theses, drawing up and presenting to the Board of Examinerssuch reports as may be required and attending meetings of the Board.

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


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4.2.7 Treatment of Extenuating/Mitigating Circumstances

Treatment of extenuating/mitigating circumstances will be discussed prior to the pre-Board and in accordance with MMU requirements. The outcomes ofextenuating/mitigating circumstances discussions will form a recommendation to theBoard of Examiners, thereby ensuring confidentiality.

4.3 Programme Leader

The MBA in International Hospitality Management programme shall have a singleProgramme Leader who will be responsible for the day to day management of theprogramme. The Programme Leader will be assisted by other members of staffundertaking such administrative duties as allocated by the Academic Dean.

The Programme Leader is responsible to the Academic Director and in particular isresponsible for:

(a) overseeing the student induction programme, including the preparation anddistribution of programme regulations and other programme material.(b) implementation of instruction by the Director on staff/student consultation.(c) the regular review of student attendance and progress, and the

presentation of reports on such matters to the Programme Committee.(d) ensuring that student assignments are scheduled in such a manner as to

ensure that the workload is as evenly spread as possible.(e) confirmation, in collaboration with the site manager, of the examinations

timetables.(f) interviewing unsuccessful students and communicating to them the Board of

Examiners decisions about their performance and progress.(g) preparation of information required by the Academic Director or the Board of

Directors of the Institute or the Manchester Metropolitan University.

4.4 Other Staff Responsibilities

The Institute has mechanisms in place for the professional organization-wideadministration of academic and related functions. All members of staff areresponsible to the Managing Director for the discharge of their responsibilities. Asummary of the key academic/administrative responsibilities as they relate to theprogramme is as follows.

Person Involved -Title

Main responsibilities

Academic Dean Academic and administrativeleadership, teaching and learning,quality assurance.

MBA ProgrammeLeader

Responsible for actions related to theadministration of the course.Responsible for upholding academicprocesses.


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Director of Operationsand HRM

PDP; co-chairing the StudentRepresentative Council; Library,Equipment operational and non-academic administrative matters.

Executive Assistant Preparation of student transcripts and

award certificates; timetabling;administrative support to AcademicDean and Director of Ops and HRM.

Registrar Admissions, permits, student recordsResponsible with the ExecutiveAssistant for all matters relating toexaminations, assessment,admissions, student references.

Examinations Officer Induction programme and activities;graduation organisation; academic

equipment, organising the examprocess, support of exam andprogression board.

Student Counsellorand Events

Line management responsibility forstudent counselling and pastoral care;extra-curricular activities and studentevents.

Head of In trainingManager and Careersofficer

Overall co-ordination and support ofstudent career services.

Student AccountsManager

Student financial matters.

Head of Housekeeper All accommodation and maintenancematters, operational co-ordination ofSchool Library.

4.5 Student Support Strategy

A variety of mechanical and cultural policies and procedures are in place to supportstudents throughout the programme. These include the following:

(a) All students on entry are given a formal induction to the policies andprocedures of the institute, a library tour and introduction to the computingfacilities of the School. Clear guidelines on staff responsibilities, includingthose of the Student Counsellorand the Schools Head of IT, who providestechnical support in information technology, are also provided.

(b) All students on entry are provided with an Institute written guide to coreacademic skills. At each level, formal seminars and lectures as part of anextended induction are given to support the material contained therein.

(c) Within the School there is a Professional Attitude model and system whichencourages students to comply to explicit codes of dress and conduct in theirdaily educational programme.

(d) There is a programme leader who is the first point of contact for academicissues. Together with academic colleagues, the Programme Leader monitorsattendance and academic performance and initiates academic counselling


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where appropriate.(e) Student feedback is facilitated by the use of unit review forms; School review

forms (for non-academic matters) and a formally elected StudentRepresentative Council which meets on average every three weeks. Theminutes of the Student Representative Council are circulated publicly andacademic matters referred to the existing Programme Committee which dealswith the Schools undergraduate programmes.

4.6 Student evaluation

Student feedback on the individual units and their overall experiences at each level ofthe programme is vital to the continued development and quality assurance of theprogramme.

Several processes exist to elicit such feedback, both on an informal and moremechanistic basis. On an informal level, due to the small size and residential natureof the Institute, staff have regular and close contact with students across all

programs. In respect of the latter, students anonymously complete a Unit ReviewForm for each unit studied at the end of each semester which is distributed by thelecturer and submitted to the Academic Dean. Unit Leaders are required to refer toand reflect on this feedback in the end of semester Unit Evaluation Reports. Visitingfaculty and industry speakers are evaluated by students using a similar form toensure that external input is in keeping with the overall programme aims and quality.

Regular Student Representative Meetings are held between students and senior staffas a forum to raise any academic or operational issues and proposals. An onlineMarketing survey is also completed twice during the semester by all students tofacilitate feedback on the operations, facilities and resources of the Institute. Theresults of these meetings (minuted) and formal evaluations surveys are then fed into

the Institutes yearly and strategic plans and also communicated to the students.

4.7 Engagement with Employers

As an institute IMI is offering a range of vocationally relevant and desirable degreeprogrammes. As a consequence, positive links with international employers,reflecting the geographic career goals of graduates, is absolutely vital. The schoolhas established an industry consultation process, through the creation of an Industryadvisory board, in order to link students with the market and fine tune programmes tothe needs of the industry. This not only provides a regular source of industrypresenters and recruiters, but also offers another source of important feedback onthe vocational relevance of academic and professional skill sets developed by

students during the programme. IMI targets 10 international companies to present tofinal year students per year.


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PART THREE - CURRICULUM CONTENT


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Unit Map

Core

UnitNo

Unit Title ContactHours

Credits

1 M001- International Strategic Management 48 202 M002 - Business Research Methods 48 20

3 M003 - Global Hospitality Management 48 20

4 M004 - Services Marketing & e-Commerce 48 20

5 M005 - Financial Management for Services 48 20

6 M006 - Entrepreneurship and Innovation 48 20

7 M007- Dissertation/ Project

10 hoursminimumcontact

withSupervisor

60


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1 UNIT TITLEInternational Strategic Management

2 BRIEF SUMMARYThe unit examines the external and internal influences on internationalhospitality and tourism organisational business strategy.

3 UNIT CODE NUMBER M001

4 HOME PROGRAMME in International Hospitality Management

5 HOME DEPARTMENT Hollings

6 SUBJECT AREA N211

7 UNIT LEADER(S)

8 CREDIT VALUE 20 CREDITS AT LEVEL:M

9 TOTAL AMOUNT OFSTUDENT LEARNING(NOTIONAL HOURSOF LEARNING)

200

10 UNIT STATUSMANDATORY CORE

11 PRE-REQUISITES None

12 CO-REQUISITESNone

13 UNIT LEARNING

OUTCOMES

On successful completion of this unit students will be able to:1. critically analyse, theories and practices in international management

processes.2. select, interpret, review data and synthesise recommendations of a

strategic nature, related to a selected firm, organisation or industry sector.3. develop creative solutions to strategy problems within a hospitality and

tourism context.4. critically evaluate approaches adopted by the international hospitality

industry concerning human resources.

14 CURRICULUMOUTLINE

The purpose of this unit is to focus on the issues arising from the concept ofstrategy and in doing so develop and enhance the managerial experience of

candidates. This will be achieved through the examination of: international business environment and strategic challenges.

theoretical approaches to strategic management.

competition, external and internal environment analysis.

strategic management and human resources, motivation and crosscultural communication, organisational learning and culture, knowledgemanagement in organisations.

the cultural contexts of international strategic management.

strategy formations, strategic change in organisations, management ofchange.

business and corporate level strategies, merger and acquisitions,portfolio management, strategic restructuring.

ethics and socially responsible behaviour in business.

strategic management in the hospitality industry.

international strategic management cases, analysis and interpretation.

15 LEARNING &TEACHINGACTIVITIES

The teaching and learning strategy is designed to develop knowledge andcompetencies in the range of strategic management and planning skills requiredin international tourism, hospitality, event, food and fast moving consumer goodsmarketing and services related industries. This module will facilitate learningthrough a combination of keynote lectures, and workshops, supported by openlearning and self-directed learning. The module will engage students in sectorapplied international strategic management case studies.

16 ASSESSMENTSTRATEGIES

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

(%)Assessment Type

1 40% Written Coursework 3000 words on theevaluation of an international strategic case studyin hospitality. (Outcomes 1, 2).

2 60% Written Exam (Outcomes 3,4)


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17 ASSESSMENTCRITERIA FORUNIT/ELEMENTS OFASSESSMENT

Please refer to the relevant section in the Definitive Document: Section 2Assessment Criteria for Marking Schemes.

18 INDICATIVE STUDENT

LEARNINGRESOURCES

Basic reading:

Enz, K (2009), Hospitality Strategic Management: Concepts and Cases, WileyPublications, 2nd Edition.Additional Resources:

Cunhill, M.O. (2006) The Growth Strategies of Hotel Chains, The HaworthHospitality PressDavid K. Hayes and Jack D. Ninemeier (2009) Human Resources Managementin the Hospitality Industry, John Wiley & SonsDe Wit, B and Meyer, R (2004) Strategy: Process, Content and Context: aninternational perspective, 3rd edition, London: Thompson LearningKeim, G and Hillman, A (2008) Political Environments and Business Strategy:Implications for Managers, Business Horizons, Vol 51, Issue 1, pp 47-53Lynch, R (2006) Corporate Strategy, 4th edition, FT/Prentice HallMintzberg, H (1994) The rise and fall of strategic planning Harvard BusinessReview, Jan/Feb., pp107-115Nykiel, R.A., (2005) Hospitality Management Strategies, Pearson Education Ltd.

Porter, M.E (1985) Competitive Advantage: creating and sustaining superiorperformance, New York: Free PressPorter, M.E (1996) What is Strategy? Harvard Business Review, Nov/Dec.,pp61-78YuLi, P and Meyer, K (2009), Contextualizing experience effects in internationalbusiness: A study of ownership strategies, Journal of World Business, Vol 44,Issue 4, pp 370-382Zhang, H., Pine, R. & Lam, T. (2005) Tourism & Hotel Development in China:from Political to Economic Success, Haworth Hospitality Press.E-Resources:

Business Source PremierCAB AbstractsEmeraldScience direct

Hospitality and Tourism IndexMyiLibraryNetLibraryWeb of ScienceWiley Interscience

19 ANY ADDITIONALNOTES ANDCOMMENTS

20 DATE OF APPROVAL

21 DATE OF MOSTRECENTCONSIDERATION:
http://www.amazon.co.uk/Human-Resources-Management-Hospitality-Industry/dp/0470084804/ref=sr_1_3?ie=UTF8&s=books&qid=1258271467&sr=8-3http://www.amazon.co.uk/Human-Resources-Management-Hospitality-Industry/dp/0470084804/ref=sr_1_3?ie=UTF8&s=books&qid=1258271467&sr=8-3http://www.amazon.co.uk/Human-Resources-Management-Hospitality-Industry/dp/0470084804/ref=sr_1_3?ie=UTF8&s=books&qid=1258271467&sr=8-3http://www.amazon.co.uk/Human-Resources-Management-Hospitality-Industry/dp/0470084804/ref=sr_1_3?ie=UTF8&s=books&qid=1258271467&sr=8-3


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1 UNIT TITLEBusiness Research Methods

2 BRIEF SUMMARYThe unit introduces students to research methods used for managerial decision making andmarket analysis. The unit covers qualitative and quantitative methods of research.

3 UNIT CODE NUMBER M002

4 HOME PROGRAMME MBA in International Hospitality Management

5 HOME DEPARTMENT Hollings Faculty

6 SUBJECT AREA N510

7 UNIT LEADER(S)

8 CREDIT VALUE 20 CREDITS AT LEVEL:M


200

10 UNIT STATUSMANDATORY CORE

11 PRE-REQUISITES None


13 UNIT LEARNINGOUTCOMES

On successful completion of this unit, the student will be able to:1. develop aims and objectives for term papers [assessments] and the dissertation /

research project.2. select and evaluate appropriate research methodologies including ethics for term

papers and the dissertation / research project and report appropriately on findings.3. critically examine the use of contemporary business research methods and

research tools4. structure a dissertation and a consultancy report, and to be aware of the differences

between them.


initiating researchMasters level dissertations and research projects, choosing an

area, developing a title and writing a synopsis. research philosophies positivism, phenomenology, epistemology, ontology.

research methodology inductive and deductive approaches, rationale, conceptualand theoretical frameworks, hypotheses, research designs.

literature review validity of sources, critical analysis, citation referencing andcollation of secondary data.

primary data collection qualitative and quantitative methodologies, statisticalinference, survey interviews, focus groups, questionnaires and observation, with fullreference to ethical implications of the research undertaken.

introduction to business statistics.

qualitative and quantitative research methods: scaling techniques, focus groups,Delphi techniques, projective techniques. The use of interviews in research;interview and observation techniques.

manual and computer analysis of quantitative information: chi-square tests, t-test,

ANOVA analysis and interpretation of qualitative information: an overviewconcentrating on categorisation; systemic network analysis; Venn diagrams; thedevelopment of an interpretational system.

analysing quantitative data tabulation, presentation, analysis, measures of centraltendency and dispersion, tests of significance, use of software packages.

analysing qualitative data recording, categorisation, typologies, content analysis,grounded theory, observation and assessing validity.

introduction to practitioner based research and a framework for this approach atMasters level. Writing-up and presentation of dissertation versus a consultingproject.

principles of consultancy and a critical evaluation of how research methods arepresented to and negotiated with clients.

research methods, moral conduct and ethics


Lectures, seminars, use of web based packages, computer workshop sessions, class-based

exercises, self-study, desk research. A range of specialist staff will present the unit includingactive researchers, librarians, WebCT and computer software specialists.


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

Element Weighting(%)

Assessment Type

1 40% An essay comprising a critical review of a contemporaryresearch paper 2,000 words (Outcomes 1, 2)

2 60% Research proposal for a dissertation or a consultancy basedproject 3,000 word(Outcomes 3,4)


Please refer to the relevant section in the Definitive Document: Section 2 AssessmentCriteria for Marking Schemes.

18 INDICATIVESTUDENT LEARNINGRESOURCES

Basic reading:

Saunders, M; Thornhill, A and Lewis, P (2009), Research Methods for Business Students,Pearson Education Limited, 5

thEdition

Veal, AJ (2006) Research Methods for Leisure and Tourism: A practical guide, PearsonEducation Limited, 3

rdEdition.

Further reading:

Alreck, P and Settle, R (1985) The Survey Research Handbook, Richard Irwin Inc.

Bell, J. (1993) Doing Your Research Project, Milton Keynes: Open University Press, 2nd EdBlaxter, L Hughes, C and Tight, M (1996) How to Research, Milton Keynes: Open UniversityPressBrotherton, B, (1999) The Handbook of Contemporary Hospitality ManagementResearch, Chichester: WileyClark, M, Riley, M, Wilkie, E and Wood, R C (1998) Researching and Writing Dissertations inHospitality and Tourism, London: ITBPDenscombe, M (1998) The Good Research Guide, Milton Keynes: Open University PressDenzin, N K and Lincoln, Y S (1994) Handbook of Qualitative Research, London: SageDey, I (1993) Qualitative Data Analysis: A User-Friendly Guide for SocialScientists, London: RoutledgeDiamantopoulos, A and Schlegelmilch, BB (1997) Taking the Fear out of DataAnalysis, London: ITBPFrey, JH (1995) How to Conduct Interviews by Telephone and in Person, London: Sage

Hamel, J, Dufour, S and Fortin, D (1993) Case Study Methods, London: SageRitchie, J R B and Goeldner, C R (1994) Travel, Tourism and Hospitality Research: AHandbook for Managers and Researchers, Chichester: WileyTurabian, K (2010) A manual for writers of research papers, theses and dissertations,London Heinemann.

E-Resources:

Business Source PremierCAB AbstractsEmeraldScience directHospitality and Tourism IndexMyiLibraryNetLibraryWeb of ScienceWiley Interscience


The consultancy project is required to cover at least the following points:Customer profiling, project requirements specification, concept development with academicunderpinning and work plan, project development with the client company and final reporting.

20 DATE OF APPROVAL

21 DATE OF MOSTRECENTCONSIDERATION:


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1 UNIT TITLE Global Hospitality Management

2 BRIEF SUMMARYThe unit investigates elements of the business mix of hospitality, and tourism organisations in aninternational context providing essential understanding of contemporary hospitality management.

3 UNIT CODE NUMBERM003

4 HOME PROGRAMMEMBA in International Hospitality Management

5 HOME DEPARTMENT Hollings Faculty

6 SUBJECT AREAN862

7 UNIT LEADER(S)

8 CREDIT VALUE 20 CREDITS AT LEVEL: M


200

10 UNIT STATUSMandatory Core

11 PRE-REQUISITESNone


13 UNIT LEARNINGOUTCOMES

On successful completion of this unit students will be able to:1. critically evaluate the breadth and diversity of the events sector and conceptualise the

global supply and the demand sides.2. critically examine the factors which influence the success or failure of a range of different

types of hospitality management ventures.3. explore case studies of managing hospitality in diverse contexts and consider different

management alternatives.4. critically analyse the different kinds of cultural contexts in which hospitality is provided and

be aware of the different philosophies that underpin them.


This unit will be delivered through the investigation of the following areas:

the theoretical debates on what is meant by globalization and how they may be applied tothe hospitality sector.

external and internal influences that impact upon organisational business strategy inrelation to the hospitality product market.

cultural systems and philosophies of the various forms of hospitality that are encounteredglobally.

hospitality management theories: hotels, events, F&B and travel

global hospitality management cases : Europe, Asia, North and South America, Australia,Africa.

innovation and change in the hospitality industry.

corporate social responsibility and hospitality management.

the role of SMEs in hospitality.

competitiveness and innovation in the hospitality industry.

event management techniques and models of handling a range of event types.

sustainable development and hospitality. green practices in hospitality management: an international perspective.

quality systems in hospitality.


The learning and teaching strategy is designed to develop knowledge and competencies in therange of management and planning skills required by professionals in the Hospitality and relatedservice industries, as well as developing analytical skills to operate in the different cultural contextsof hospitality.


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

Element Weighting(%)

Assessment Type

1 40% Written Coursework 3000 words on an international case studyanalysis

(Outcomes 1,3)2 60% Written Exam (outcomes 2,4)


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Please refer to the relevant section in the Definitive Document: Section 2 Assessment Criteria forMarking Schemes.

18 INDICATIVESTUDENT LEARNINGRESOURCES

Main Readings:

Bowdin, G et al (2006) Event management, 2nd

edition, Elsevier Butterworth Heinemann

Prideaux, B.; Moscardo, G., and E. Laws (2006), Managing Tourism and Hospitality Services: Theoryand International Applications, CABI PublishingAdditional Readings:

Brownell, J (2010) Managing Human Resources in the Hospitality Industry, Prentice HallClarke, A and Chen, W (2007), International Hospitality Management: concepts and cases,Butterworth-HeinemannDavidson, R and Rogers, T (2006) Marketing Destinations and Venues Conventions and BusinessEvents, Butterworth HeinemannJohnston, R et al (1997) Cases in Operations Management, London: Pitman, 2

ndEd.

Slack, N et al (1998) Operations Management, London: Pitman, 2nd

Ed.Swarbrook, J and Horner, S (2001) Business Travel and Tourism, Elsevier Butterworth HeinemannE-Resources:

Business Source PremierCAB AbstractsEmeraldScience directHospitality and Tourism IndexMyiLibraryNetLibraryWeb of ScienceWiley Interscience


20 DATE OF APPROVAL21 DATE OF MOST

RECENTCONSIDERATION:
http://www.amazon.co.uk/exec/obidos/search-handle-url?_encoding=UTF8&search-type=ss&index=books-uk&field-author=B.%20Prideauxhttp://www.amazon.co.uk/exec/obidos/search-handle-url?_encoding=UTF8&search-type=ss&index=books-uk&field-author=G.%20Moscardohttp://www.amazon.co.uk/exec/obidos/search-handle-url?_encoding=UTF8&search-type=ss&index=books-uk&field-author=E.%20Lawshttp://www.amazon.co.uk/International-Hospitality-Management-concepts-cases/dp/0750666757/ref=sr_1_30?ie=UTF8&s=books&qid=1262943977&sr=8-30http://www.amazon.co.uk/International-Ho

MBA International Hospitality Management

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