Strategic hospitality management pdf

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Holders of an ICM Diploma may enter the ICM Advanced Diploma programme and completion of this could enable entry to the final year of appropriate Honours degree programmes see Section 3 for more details. Hospitality Management 8. Customer Service Environmental Management in the Hospitality Industry The unit examines a wide range of subject areas within the operation of food and beverage management and relates these to relevant sectors in the hospitality industry.

Developing trends and increasing demands from the general public are studied, using examples from the hospitality industry. Demonstrate an understanding of the complexities of managing food and beverage outlets. Outline the function and responsibilities of food and beverage management. Summarise the duties of the purchasing manager in relation to the purchasing procedure.

Specify the purpose and objectives of food and beverage control. Compare the principles of food and beverage management across a range of catering systems.

Formal lectures provide a foundation of information on which the student builds through directed learning and self managed learning outside of the class. The students are actively encouraged to form study groups to discuss course material which fosters a greater depth learning experience.

Cracknell, R. The unit examines the different records that are administered by the front office, as well as appraising financial and security issues. A study is made of the social skills that front office personnel are expected to demonstrate.

Understand the importance of the front office in the hotel industry. Demonstrate an understanding of the procedures and processes involved in dealing with advance bookings. Explain how the marketing function of the front office may be achieved. Outline suitable procedures for front office personnel to increase sales. Describe how room occupancy may be managed and controlled.

Lectures will be delivered on the key underpinning knowledge and will be supported by class discussions, using a more interactive approach to the lecture material. These class discussions will allow the opportunity for learners to form study groups that actively engage with the key issues of this unit. It examines the hotel as a business providing commercial hospitality and focuses on markets, money and people.

It uses examples from hotel operations throughout the world embracing a comprehensive profile of the hotel business. Data, quotes and extracts from a wide range of authoritative industry sources are used and there is a focus on markets, money and people throughout.

Understand the importance of hotels to economies and society. Evaluate principal products in the supply of hotel guest services. Outline the elements of the human resource function in hotels. Demonstrate an understanding of the marketing function in the hotel and catering industry. Appraise the financial characteristics of the hotel and catering industry. The unit examines the range of duties and responsibilities that fall within the scope of a housekeeper.

Outline the elements of the housekeeping function in hotels and accommodation establishments. Differentiate between the roles and duties of different personnel that support the housekeeping function. Evaluate different types of product used in the cleaning process. Demonstrate an understanding of the qualities of materials used in room interiors. The unit examines the range of dishes and accompaniments that may be included on the menu, as well as different styles of food service.

Understand the importance of restaurant service in the hospitality industry. Differentiate between the roles and duties of the range of personnel that participate in the service of food and beverages.

Identify the characteristics of different types of menu. Outline suitable control procedures for food, beverages, linen and customer bills. Demonstrate an understanding of different styles of food service. Prepare statements reporting financial and management accounting performance and position of business entities. Produce solutions to management accounting problems, using a range of management accounting techniques. Demonstrate an awareness of the context of financial and management accounting within the hospitality industry.

It provides students with a solid grounding in the industry, drawing together the main elements of hotel and catering in one unit and also featuring neglected areas such as brewing, contract catering, time share, caravanning and camping.

It introduces real life case studies and uses a student-friendly text which encourages active learning. Demonstrate an understanding of the historical role of hospitality as well as the future of the industry. Exhibit knowledge concerning the various types of hospitality facilities, as well as the managerial segments of each type of facility. Understand how different types of hospitality facilities appeal to specific market segments. Evaluate current trends in the hospitality industry.

Demonstrate a knowledge of the role of human resources and cultural diversity in hospitality. The unit draws on practical examples of how the law affects the working lives of those within the hospitality industry through the use of appropriate case studies. Demonstrate an understanding of the principles of law as it relates to the hospitality industry.

Analyse factors that influence the form a hospitality business will take. Outline the elements to consider when making a contract of booking with a guest. Compare the rights and duties of an innkeeper with those of a hotelier. Explain the rights and duties towards employees in respect of employment, health and safety, discrimination, and dismissal. The unit aims to enable students to appreciate the pivotal role marketing plays within any organisation, but in particular hospitality and tourism and provide an understanding of the principles and practise of marketing as part of the business approach to hospitality and tourism.

Demonstrate knowledge of the role and importance of international marketing in the competitive world of hospitality and tourism including contemporary issues. Reflect on customer buying behaviour and the decision to buy process.

Apply marketing principles including segmentation, research and targeting marketing mix. Evaluate the process of developing a marketing plan in a hospitality and tourism context.

Formal lectures provide a foundation of knowledge on which students build through directed learning and self managed learning outside of the class. The students are actively encouraged to form study groups to discuss course material, which fosters a greater depth learning experience. Kotler, J. Through the use of examples from industry, the unit will examine key roles in Human Resources, the support system and procedures required to meet the needs of the Hospitality industry.

Demonstrate an understanding of the function of the Human Resource department in the hospitality industry. Justify the need for an organised Human Resource department within the hospitality industry with a supporting operational structure.

Describe, compile and implement procedures for a professional Human Resource department in hospitality. Create and organise a motivated workforce. Specify reasons for termination of employment and evaluate the benefits of reducing labour turnover. It provides an insight into the different types of customers likely to be encountered in a business and service environment, their particular characteristics to achieve a successful outcome.

It places effective customer interaction within a strategic context by setting out the stages involved in the development of an effective customer service strategy and the leadership role required to bring this to effective fruition. Further, this unit provides students with an understanding of the measures, techniques and tools available to measure the health of customer service interactions and the indicators that an organisation may need to address its customer relationships.

Assess the impact on an organisation of a range of types of customer and evaluate techniques that can be adopted to identify, meet and exceed their needs. Evaluate the methods, techniques and measures to engage effectively with customers and to assess customer satisfaction with an organisation and its products.

However, more substantial research is beginning to appear in the implementation fields, for example, Okumus aims to investigate strategy implementation in international hotel groups, utilizing a qualitative methodology. For her primary research, a case study approach was taken incorporating a sample of different types of US multi-unit restaurant firms.

While many mainstream strategic implementation authors e. Mintzberg, ; Heller et al. While it may be argued that it is important to focus upon a narrowly defined unit of analysis, this approach contradicts the argument given earlier that strategy cannot be understood from such a narrow perspective.

Studying strategy implementation in the context of the co-alignment model is one area where hospitality researchers could really contribute to mainstream strategic management literature. It is also an area where it may be more realistic regarding research opportunities.

It is arguably easier for researchers to gain industry collaboration at these levels and because the context of investigation may be more manageable and controllable, the issues of implementation may be more simple to both detect and investigate. More challenging however, would be studying implementation at the unit level, in interna- tional firms, where the plural environment must be considered and sensitivity is needed to the diverse textures of different business systems.

It has focused upon the traditional constructs of the strategy paradigm such as environmental analysis Brotherton and Leslie, ; Olsen et al. It takes into account the fact that organizations tend to prosper in highly changeable environments when they sustain states of instability, contradiction, contention and creative tension in order to provoke new perspectives and continual learning Hamel and Prahalad, Authors such as Stacey , p.

Hospitality researchers such as Edgar and Nisbet propose the use of the concept of chaos theory rather than long-term strategic planning as more pertinent to understanding the increasing complexities which surround hospitality organizations, especially small firms.

Peng and Litteljohn suggest that the complexity of hotel organizations should be examined from a wider or different set of dimensions. We believe that it is in this more contemporary and portentous direction that future research into strategy in the hospitality industry should proceed. This is more a reflection of the true state of nature and the dynamics and complexities surrounding the industry today.

In contrasting this present scenario with the more naive ap- proaches present in the literature today, the challenges ahead for researchers are many and exciting. Pursuing this direction is more complex requiring less prescriptive fine-grained research and favours more qualitative methods designed to reach deep into the internal workings of organizations.

This will yield a more authentic, real- world view of strategy in the contemporary marketplace. Even though one could argue that strategic management is one of the more pluralist disciplines researchers in hospitality management have been criticized for adopting research methods that revolve around a multi-disciplinary, rather than interdisciplinary framework Edgar and Taylor, The illustration below perhaps highlights the difficulty in approaching research from the latter perspective.

In a research project investigating what makes a successful international hotel group Roper et al. They firstly approached the study in a multi-disciplinary way; each member of the team reviewed the factors that were reported to lead to success in each of their respective disciplines. After almost three years, the resulting research framework is now more representative of an interdisciplinary approach and comprehensive primary research is being presently conducted worldwide.

The point that this illustration makes is that research in the strategic management field can reflect a more holistic and interdisciplinary perspective if researchers have the time and the colleagues to research with. However, there are often structural as well as socially embedded reasons why research collaboration may not be possible. Further, the cross-cultural collaboration of researchers will allow for an evaluation of the transferability of strategic management and organizational practices.

Concluding thoughts Although we began by suggesting that strategy means alignment between firms and their contextual environment, we finish with the notion that the strategic concept is substantially more than just this. Rumelt et al. Given its importance, although the literature on strategic management in the hospitality industry is develop- ing rapidly much still needs to be done. Additional work should be conducted to further develop the relationships among the key elements of the co-alignment prin- ciple, not as independent investigations of each element but of synthesized views of how they interact in producing successful strategies.

Further examination of the most appropriate research methodologies to be employed must also be done in order to match the most appropriate methods to the types of research problems needing answering. The global nature of the business must also be considered as a more mitigating variable in strategic decisions.

Lastly, efforts must also turn to improved investigations on the concepts and skills that the future manager must possess in order to succeed in a more complex and dynamic environment. Nevertheless, all hospitality researchers in strategic management do need to contribute more to the furtherance of theoretical knowledge, by providing new insights into mainstream strategic theories given their different industrial applications. Saying this, recent research by McGahan and Porter has emphasized that industry does matter.

In conclusion, there is real empirical evidence that it remains appropriate for us to be industry-specific strategic management researchers! References Alexander, N. Internationalisation: a comparison of the hotel and retail sectors. The Service Industries Journal 16 4 , — Barge, P. International management contracts. In: Jones, P. Love they neighbor?

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