MBA International Hospitality Management

HOLLINGS FACULTY
DEPARTMENT OF FOOD AND TOURISM MANAGEMENT

IN COLLABORATION WITH THE INTERNATIONAL HOTEL MANAGEMENT INSTITUTE (IMI)
MASTERS OF BUSINESS ADMINISTRATION IN INTERNATIONAL HOSPITALITY MANAGEMENT DEFINITIVE DOCUMENT
Approved after approval/review/modification on DATE 15 of February 2010
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With effect from intakes in ACADEMIC YEAR 2011
Document last modified on 8 May, 2013
MBA in International Hospitality Management Definitive Document ____________________________________________________________________________________________
CONTENTS Page Part One Programme Specification Programme Specification Part Two Programme Regulations 1 Admission Regulations Standard Entry Requirements Admission with Exemption Admission with Specific Credit Accreditation of Prior (Experiential) Learning (AP(E)L) Relationship with University Foundation Year 2 Curriculum Design and Organisation Curriculum Design Overview Relationship to Subject Benchmark Statement(s) Assessment Criteria for Marking Schemes Arrangements for anonymous marking of summative assessments Arrangements for the quality management of placement learning Academic Partnership activity Professional, statutory and regulatory body links Flexible and distributed learning (including e-learning) 3 Assessment Regulations Programme-specific regulations 4 Programme Management and Student Support Programme Committee Board of Examiners Programme Leader Other Staff Responsibilities Student Support Strategy Student evaluation Part Three Curriculum Content Unit syllabus proformas 3 3 4 4 4 4 5 5 6 7 11 11 11 11 11 12 12 12 12 14 16 16 17 18 20 21 ii
MANCHESTER METROPOLITAN UNIVERSITY PART ONE - PROGRAMME SPECIFICATION
PS/1
Brief descriptive summary
The MBA in International Hospitality Management programme at IMI is designed for managers with experience, mid-career, and mainly hospitality and tourism related specialists wishing to move into general management positions and senior managers who wish to enhance their management knowledge and skills. The MBA in International Hospitality Management programme is carefully designed to develop: A general management perspective that focuses on issues that are pertinent to managers who need to take an organisation-wide view in an international perspective. A combination of general management abilities in hospitality management thus providing 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 and independent judgment.
The programme is being delivered through 6 mandatory taught units with subjects ranging from International Strategic Management, Financial Management for Services and Business Research Methods to Managing Hospitality and Entrepreneurship. Finally the students have to produce a project/ dissertation in order to earn the MBA Award.
Basic Programme Details

1 Overarching Programme Network/Title and programme specification code(s) Department of Food and Tourism Management In collaboration with The International Hotel Management Institute (IMI). Masters of Business Administration in International Hospitality Management. 2 Final award(s)/title(s) (including any PSRB final awards conferred as an automatic result of successful completion of the programme) Combined Honours Subject(s)offered through programme specification together with associated final award(s) (where relevant) Interim exit award(s)/title(s) (including Combined Honours interim exit awards) MBA in International Hospitality Management
Subject(s): Final Awards: N/A
PgCert, PgDip
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Mode(s) and duration Full-time-12 months Part-time-3 years
6 7
FHEQ position of final award(s) Awarding institution (include PSRBs which confer a joint or additional qualification on successful completion of programme) Teaching institution(s) Relationship with Foundation Year
Masters (Level 7)
The Manchester Metropolitan University
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The International Hotel Management Institute (IMI) N/A
Administrative Details 10 Home Department/ School/ Institute Home Faculty UCAS code(s)
Department of Food and Tourism Management Hollings N/A
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Collaborative Arrangements (where relevant) 13 14 Approved Collaborative partner(s) Description of type of collaborative provision or academic partnership The International Hotel Management Institute (IMI)
MMU validation and award of degree programmes taught at IMI.
Approval Status 15 Date and outcome of most recent MMU review/ approval Next Scheduled Review Date: PS/1 effective date: (ie date from which the outcome of approval or last review is effective OR the date from which amendments to the programme specification are effective)
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02/2010
External References/Relationships 18 QAA Benchmark Statement(s) Management and Business Masters Benchmark (Type 3)
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Date/outcome of last QAA engagement (or equivalent) PSRB(s) associated with final award of programme (eg those which offer professional status/membership/license to practise as result of successful completion of the final award. Date and outcome of last PSRB approval(s)
QAA review of overseas collaborative provision in March-May 2006, outcome broad confidence.
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N/A
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N/A
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MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________
Programme Information
22 University and Programme Educational Aims
University Educational Aims: To develop flexible approaches to programme delivery and student support which reflect the needs and expectations of our students. To provide a supportive and inclusive learning environment which will enable success for all learners To encourage the development of students intellectual and imaginative powers, creativity, independence, critical self-awareness, imagination and skills that will enhance global employment opportunities on graduation in all programmes. To establish a culture of constant improvement in learning, teaching and assessment that is anticipatory, enabling, supportive, rewarding and fully aligned with the Universitys vision and strategic objectives. To provide a learning experience that is informed by research, scholarship, reflective practice and engagement with industry and the professions. Programme Educational Aims: develop skills of leadership through hospitality and general management education. assist students to realize their potential by providing an intellectually challenging and appropriately resourced environment. combine general management elements with hospitality management thus providing a 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.
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Programme Learning Outcomes
MMU Educational Outcomes: Successful students will be able to develop and demonstrate transferable intellectual skills, in particular their ability to: communicate clearly in speech, writing and other appropriate modes of expression. argue rationally and draw independent conclusions based on a rigorous, analytical and critical approach to data, demonstration and argument. apply what has been learned. demonstrate an awareness of the programme of study in a wider context.
Programme Learning 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 the international 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, environmental and legal issues which underpin best practices. the ability to successfully employ contemporary business research methods and research tools, a critical approach to field and case study related research. a recognition of the centrality of the hospitality, tourism and the broader services industries in relation to their needs. Interim Award Learning Outcomes
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PGcert: Graduates of the PGcert in International Hospitality Management program should be able to demonstrate: a contextual awareness of how management has developed historically, how it has been 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 in relation to the international hotel industry. a recognition of the centrality of the hospitality, tourism and the broader services industries in relation to their needs.
PgDip: Graduates of PGdip in International Hospitality Management program should be able to demonstrate: a contextual awareness of how management has developed historically, how it has been 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 the international hotel industry. an understanding of the need for both a multi-disciplinary and inter-disciplinary approach to study. a knowledge, understanding and critical awareness of the moral, ethical, environmental and legal issues which underpin best practices. Teaching/Learning and Assessment Strategy
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Learning and Teaching Strategy: The objective of the IMI Teaching, Learning and Assessment (TLA) Policy, is to achieve a high degree of directness, clarity and transparency and so a wide understanding among the Schools client groups (academic and administrative staff, students and employers) of the intent 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 personal performance and consider wider organizational and performance issues. Using the social sciences and management disciplines, students are encouraged to critically analyse a range of factors and elements affecting the hospitality industry. Teaching and assessment strategies are carefully designed in order to achieve a balance between individual and group work thus facilitating the broader development of professional abilities in relation to team work and communication. Contemporary hospitality management theories emphasize active learning, by which we mean experiencing, participating through discussion, critical and unstructured problem solving and project or case driven studies. We promote and support student learning and the achievement of intended learning outcomes through employing the following: (a) a detailed and pro-active approach to teaching and learning focused on staff development. All full-time staff must possess a formal qualification in teaching and are encouraged to acquire membership of the UK Higher Education Academy. Staff are made as free as possible from administrative and non-teaching responsibilities to focus entirely on teaching and subject scholarship and the delivery of teaching and support of learning. IMI employs an independent academic advisor to deliver staff seminars, twice per year, and to consult and give advice on contemporary developments in teaching and learning. All IMI academic staff have access to professional development for which a budget is established and reviewed annually. (b) the use of appropriate technologies in classrooms/instruction areas and as a student centred learning network. For example, all classrooms are equipped with basic multimedia suites. All unit materials are available via the school intranet and interactive VLE platform and moodle support. The School seeks to provide those modern technologies that are appropriate to student learning while conserving those more traditional methods deemed to be effective in promoting a teaching and learning culture. (c) the provision of career development support. IMI places great emphasis on the provision of quality career services with staff devoted to this task. The number of international opportunities is actively being increased to reflect the students interests and nature of global developments. By definition the delivery of the MBA course requires a multidimensional and multidisciplinary approach. For this the assessment package is designed to assess achievement across a wide range of different knowledge and skills. To this end, a mix of assignments and examinations are used. After completing the taught element of the Programme, students undertake a dissertation and all MBA students are strongly encouraged to undertake a consultancy-based project dissertation.
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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 a standard MBA which is typically a one year program. Thus this program follows a broad 12 months 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 20 credits 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 that contributes another 60 credits, allowing a total of 180 credits leading to an MBA in International Hospitality Management. Students who fail to complete terms three and four but have successfully completed terms one and two, thus earning 120 credits, are entitled to an MBA PgDip. Furthermore, students that in other circumstances fail to complete terms two, 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 1 Week 1-Week 11 M001 International Strategic Management [20 credits- 48 contact hours] M002 - Business Research Methods [20 credits- 48 contact hours] M003 Global Hospitality Management [20 credits- 48 contact hours] Term1 learning hours/credits: 600/60 Total Term 2 Week 12-Week 23 M004 - Services Marketing & eCommerce [20 credits48 contact hours] M005 - Financial Management for Services[20 credits48 contact hours] M006 Entrepreneurship and Innovation [20 credits48 contact hours] Term 3 & 4 Week 24-Week 50
M007 Dissertation/ Project [60 credits 16000 words]
Term 2 learning hours/credits: 600/60
Term 3 & 4 learning hours/credits: 600/60
1800 lh/ 180 Credits
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Personal Development Planning and Student Support Arrangements
Personal development planning is a core function of the delivery not only of this Masters but also of the whole range of the programmes offered in IMI. This makes PDP a faculty-wide scheme supported by a variety of policies and procedures that are already in place. This includes formal induction to the course and to the school with clear presentation of guidelines pertaining to the students study. This function is also supported with published material and a written guide to core academic skills. The school, in line with common Swiss practices, operates a professional attitude model and system which encourages students to comply to explicit codes of dress and conduct in their daily educational programme. The programme leader functions as a focal point for the students in relation to academic issues and the school also has a counsellor for all other issues concerning student life as well as student development. Furthermore, the school has a well organised careers office to assist students in CV development, employment and industry contacts.
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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 may engage in an issue of strategic or operational importance for an international host client organisation with the findings offering a market specific and appropriate solution, with a distinct contribution to the wider spectrum of hospitality management theory.
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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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PART TWO PRGRAMME REGULATIONS 1 ADMISSION REGULATIONS 1.1 Standard Entry Requirements 1.1.2 1.1.3 1.1.4 1.2 1.3 1.4 1.5 Entry to Subsequent Years Entry to Combined Honours Admission Arrangements with Foundation Degrees 4 4 4 4 3 3
Admission with exemption Admission with specific credit Accreditation of prior (experiential) learning (AP(E)L) Relationship with University Foundation Year
CURRICULUM DESIGN AND ORGANISATION 2.1 2.2 2.3 Curriculum Design Overview Relationship to Subject Benchmark Statement(s) Assessment Criteria for Marking Schemes 2.3.1 2.3.2 2.4 2.5 2.6 2.7 2.8 Generic Criteria Programme-Specific Criteria
5 7
Arrangements for anonymous marking of summative assessments Arrangements for the quality management of placement learning Academic partnership activity Professional, statutory and regulatory body links Flexible and distributed learning (including e-learning)
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ASSESSMENT REGULATIONS 3.1 Statement on MMU Assessment Regulations for Undergraduate or Postgraduate Programmes of Study
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3.2
Programme-specific regulations 3.2.1 3.2.2 Student attendance and absence Approved variation or exemption from MMU Regulations
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PROGRAMME MANAGEMENT AND STUDENT SUPPORT 4.1 Programme Committee 4.1.1 4.1.2 4.2 Membership Responsibilities
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Board of Examiners 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 4.2.7 Membership Responsibilities Functions Sub-Committees Subsidiary Examination Committees Duties of Board Members Treatment of Extenuating Circumstances
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4.3
Programme Leader
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4.4
Other Staff Responsibilities
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4.5
Student Support Strategy
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4.6
Student Evaluation
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4.7
Engagement with Employers
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PART THREE CURRICULUM CONTENT 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 and the scheme for the admission of students with advanced standing following the accreditation 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 the applicant will be able to fulfil the learning objectives of the programme chosen and achieve the standard required for the award. In dealing with admissions, the Programme Leader/Registrar and other staff involved shall have regard for such policies as the MMU Academic Board and/or IMIs Academic Dean may determine. When considering an application to the programme, evidence will be sought of personal, professional and educational experience that provides indications of the applicants ability to meet the programme aims, namely: the applicants personal statement; supporting references and qualifications. All applicants must have a sufficient command of the English language to be able to meet the programme requirements. Standard Entry Requirements Entry to the programme A candidate should normally hold one of the following: (a) (b) (c) A first degree in any discipline (or equivalent awarded by recognised institutions from and outside the UK), plus at least 3 years of work experience. A qualification from a professional body accepted by the programme committee as being of equivalent level to (a). A combination of qualifications and experience that demonstrates to the Programme Committee the required intellectual qualities and communication skills at Masters level. Applicants whose first language is not English and whose first degree was not taught in English are required to produce evidence of English Language proficiency as follows:
ii.
iii.
iv. 1.1 1.1.1
Qualifications TOEFL
Minimum Score
580 (or 237 in computer based test) Minimum 4.0 in written test. 6.5 (With not less than 6 in any category) IELTS 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.
On entry, all students are tested on their level of English competence. Those failing to meet the required standard will be required to improve their competence to the standard before commencing the course. This programme complies with the Employment Equality (Age) Discrimination Regulations. 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 . 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 applicant may be considered for entry with specific credit if the applicant has completed credits of an accredited MBA programme (e.g. AMBA accreditation). Any student entering under this 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 the programme. 1.4 Accreditation of Prior Learning (APL) APL is the process of identifying, assessing and formally acknowledging prior learning and achievement, which is known as accreditation. QAA has worked with the Higher Education sector to prepare the following guidelines: http:www.qaa.ac.uk.com/academicinfrastructure/apl/APL.pdf http:www.qaa.ac.uk.com/academicinfrastructure/apl/guidance.asp Applicants will be required to submit an AP(E)L application in addition to the normal documents required for entry. Such applicants may also be required to undertake a formal assessment prescribed by the Programme Leader and the Programme committee. 1.5 Relationship with the University Foundation Year Not applicable to this programme.
1.2
2 2.1
CURRICULUM DESIGN AND ORGANISATION Curriculum Design Overview
The curriculum takes account of the QAA Framework for Higher Education Qualification and the benchmark statement for Masters in Business and Management. The MBA in International Hospitality Management is a career development (Type 3) generalist Masters programme for people with some experience in the industry but also open to various educational backgrounds and cultures promoting inclusivity. The curriculum is organized in 4 parts, named terms. Case studies and teamwork are integrated throughout the spectrum of 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 four are 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 bodies which will enable a strong applied focus to conducted research. This curriculum has arisen from an evolutionary process of experience, reflection and engagement with processes of quality enhancement deriving from years of experience in delivering high quality education. The curriculum builds on practical competencies by additionally putting emphasis on managerial skills, requiring greater evidence of and application of research, scholarship and reflective practice thus optimising their graduate employability options in a very competitive international market. The programme is designed to develop students in terms of: flexibility, through the deliverance of a programme that combines contemporary hospitality education with business education. the knowledge required for developing employability and successful managerial careers in the international hotel and tourism industries. understanding cultural diversity through collaboration through team work with in an education environment that currently hosts students from 36 countries. Team work, coupled with presentations, also promotes an inclusive learning environment which will 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 cultivating critical self-awareness.
demonstrating competencies in relation to inter-personal management skills required in a culturally diverse industry. displaying independent research skills and scholarship appropriate to the level of study especially through involvement in business games, simulation projects and consultancy based research projects. developing further already acquired skills of effective communication to include the use of appropriate information technology systems. 2.2 Relationship to Subject Benchmark Statement(s) All credits delivered though this programme, including those related to interim awards, are at level 7 (Masters) and fully compatible with MMU postgraduate Regulations. Based on this the available awards are: Postgraduate Certificate 60 Credits Postgraduate Diploma 120 Credits Masters 180 Credits The following represents the current web source from QAA subject benchmark statements. Students who have successfully completed Level M studies will have demonstrated: the ability to think critically and be creative: manage the creative processes in self and others; organise thoughts, analyse, synthesise and critically appraise. This includes the capability to identify assumptions, evaluate statements in terms of evidence, detect false logic or reasoning, identify implicit values, define terms adequately and generalise appropriately. the ability to solve complex problems and make decisions: establish criteria, using appropriate decision-making techniques including identifying, formulating and solving business 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 organising data, synthesising and analysing in order to abstract meaning from information and to share knowledge. numeracy and quantitative skills including the development and use of relevant business 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 preparation of business reports. high personal effectiveness: critical self-awareness, self-reflection and selfmanagement; time management; sensitivity to diversity in people and different situations and the ability to continue to learn through reflection on practice and experience. effective performance within team environments and the ability to recognise and utilise individuals' contributions in group processes and to negotiate and persuade or influence others; team selection, delegation, development and management. leadership and performance management: selecting appropriate leadership style for different situations; setting targets, motivating, monitoring performance, coaching and mentoring.
The following section on Assessment Criteria further illustrates the relationship of the programme to QAA Benchmark Statements. . 2.3 Assessment Criteria for Marking Schemes The programme-specific criteria included in this Definitive Document are adopted from similar MMU documents and in accordance with the Universitys marking scheme. Furthermore, all assessment criteria and processes comply with the assessment 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 generic descriptors, with reference to students who earn a masters degree in the broader field 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 and interpret knowledge in business and management. ability to acquire and analyse data and information, to evaluate their relevance and validity, 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 situations o 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 appropriate methodologies, 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 understanding required of all students on a Masters Programme (in the context of the above criteria).
Key Unit No 1 2 3 4 5 6 7 Unit Title M001 International Strategic Management M002 - Business Research Methods M003 Global Hospitality Management M004 - Services Marketing & e-Business M005 - Financial Management for Services M006 - Entrepreneurship and Innovation M007- Dissertation/ Project
Subject Knowledge Unit 1 A B C Impacts of Contextual Forces Markets and Customers Concepts, Processes and Institutions in Production and Marketing of Services and Goods Financing of Business Enterprise Management and Development of People Research Methods Information Systems Management ICTs Business Policies and Strategies Contemporary Issues Unit 2
Core Programme Units Unit 3 Unit 4 Unit 5 Unit 6 Unit 7
D E F G H I J
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 all students undertaking Masters level work.
Key Unit No 1 2 3 4 5 6 7 Unit Title M001 International Strategic Management M002 - Business Research Methods M003 Global Hospitality Management M004 - Services Marketing & e-Business M005 - Financial Management for Services M006 - Entrepreneurship and Innovation M007- Dissertation/ Project
Abilities and Skills Unit 1 A B C D E F G H I J Critical Thinking & Creativity Problem Solving & decision making Information & Knowledge Numeracy and Quantitative Skills Effective Use of ICTs Two Way Communication Personal Effectiveness Effective Performance Leadership and Performance Management Ability to conduct research Learning through reflection K L Ethics and Value Management Unit 2
Core Programme Units Unit 3 Unit 4 Unit 5 Unit 6 Unit 7
2.3.2
Programme-Specific Criteria
The programme-specific criteria included in this Definitive Document are adopted from similar 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 expressed these in terms of a clear aim and a precise description and explanation of all research 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-date information with its significance clearly understood and demonstrated. Presented in a logical and coherent format. Displays a methodological stance, which is imaginative, clearly explained, disciplined and certain to produce data, which are relevant, reliable and valid. Produces a set of results, which are accurate and have satisfied the objectives. The results are relevant, reliable and valid. They are analysed and evaluated in a critical and logical manner and display imagination and evidence of independent thought processes. Presents a conclusion, which links the analysis and evaluation of the results to the background issues. The attainment of the objectives is explained comprehensively. There is an understanding of how and where the study contributes to the research process and recommendations are made concerning the implications for future
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. Any appendices support main text in a useful and informative manner. A clear, cogent and succinct mode of presentation which is interesting to read and not overly complex.

60% - 69% - Pass with Merit Identifies and demonstrates an understanding of the key issues and problems which are expressed in a clear aim and a set of achievable objectives. A systematic explanation of the background issues with a good depth of analysis and critical evaluation. Relevant source material used which is up-to-date. Significance of source material understood and explained. Develops a good methodological stance, which is explained clearly and is likely to produce relevant, reliable and valid data. Produces a set of results which are accurate, analysed carefully and satisfy the objectives 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 (where relevant) industry practice. Good referencing and use of up-to-date material from an accepted range of mainstream 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 but are limited and rather superficial. The main background issues are explained but the analysis and critical evaluation are 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 little evidence of any critical evaluation. The conclusion links the analysis of the results to the background issues and objectives to a degree but the discussion is unimaginative, superficial and limited in its recommendations. Broader issues not considered. Adequate referencing but not always up-to-date and from a limited range of source material. 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 or independence of thought are highlighted. There is little evidence of consulting relevant source materials and source materials are summarized poorly or inaccurately. The material used is generally misunderstood and/or not explained. There is little, if any, evidence of a logical, coherent, cogent and succinct format. The work 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 use to 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 the student collected the results themselves. Conclusion either absent or irrelevant. No explanation of any use to others. No or few references 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 keeping with the MMU Policy on Anonymous Marking, all summatively assessed coursework and examinations are required to be anonymously marked. This is communicated to all students in the respective unit handouts, in conjunction with assessment and submission details. All students thus submit written work to be summatively assessed using their student number as an identifier. Final examinations require students to use the IMI answer booklets which again only require students to complete their student number as an identifier. Exceptions to the above exist for oral presentations and dissertations, where the student is clearly known to the assessor. In such cases, the requirement for a second marker negates any likelihood of bias occurring in the allocation of marks. 2.5 Arrangements for the quality management of placement and work-based learning Not applicable to this programme. 2.6 Academic partnership activity This document specifically relates to the externally validated MBA in International Hospitality Management programme taught at IMI. All academic partnership activities will preclude any reference to MMU validation outside of the programmes 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 of units. This is currently facilitated on a local network (intranet) basis as well as through Moodle support. Discussions and developments with MMU regarding IMI student access to departmental resources are on-going. Increasing efforts are being made to integrate web-based resources into teaching activities and as additional learning resources, reflecting the trend in student markets to naturally refer to these sources and communication networks.
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3. 3.1
ASSESSMENT REGULATIONS MMU Assessment Regulations for Taught Postgraduate Programmes of Study 2009-2010 Regulations for the postgraduate programme will follow precisely those laid out in the current and prevailing edition of Manchester Metropolitan Universitys Regulations for Taught Postgraduate Programmes of Study. These regulations will apply throughout the programme.
3.2 3.2.1
Programme-specific regulations Student attendance and absence Attendance at lectures, programme meetings and at examinations and other forms of assessment 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 a maximum of 8 hours for any one unit. A procedure is in place for the procurement of excused absences from class for appropriate reasons. Failure to meet the attendance requirements will result in students being barred from completing the assessments for that unit, in their current semester of study and thus deemed incomplete.
3.2.2
Approved variation or exemption from MMU Regulations No variations of exemptions from MMU Regulations Required
4 4.1 4.1.1
PROGRAMME MANAGEMENT AND STUDENT SUPPORT Programme Committee Membership There shall be a Programme Committee that shall meet at least once per semester and 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 of Manchester 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 of the Institute who are unit leaders and/or teach on the programme. the members of staff responsible for admissions and examinations where not represented in any of the preceding categories. the member of staff responsible for library resources where not represented in any of the preceding categories. the member of staff responsible for student ITC provisions, or his/her representative. the Head of In-Training. one elected student representative.
12
such co-opted members as the Board may determine necessary: such members 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 of students, student representatives shall be excluded from that part of the meeting. 4.1.2 Responsibilities The responsibilities of the Programme Committee are as follows: (a) (b) maintenance and enhancement of the academic standards of the programme; monitoring and evaluation of the programme and in particular evaluating its operation, its delivery and standard, its teaching methods, its curriculum aims and students needs; ensuring the programme operates in accordance with the approved programme scheme; liaising with the MMU Link Tutor for the programme; agreeing recommendations for changes to the programme (content and structure) and on any matter affecting the operation of the programme; considering and implementing at programme level such policies as may be determined by IMI and MMU jointly in relation to: programme(s), teaching and learning, including curriculum content; assessment and examination of students (in conjunction with the Board of Examiners); programme admission criteria; research, scholarship, and programme related staff development; ensuring academic development of the programme; appointment of internal and external examiners; and advising the Board of Directors of IMI of the resources needed to support the programme; considering the welfare of students on the programme; and identifying and discussing any other problems or matters associated with the programme.
(c) (d) (e) (f)
(g) (h)
Role of the Link Tutor The following description of the role is taken from the MMU Institutional Code of Practice for Collaborative Provisions (extracted from the Quality Assurance manual). It is based upon recommendations arising from the QAA 2006 Collaborative Provision Audit report, stemming from the event which took place - 2024 March 2006. By its very nature much collaborative provision entails operations that place the point of 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 the organisational arrangements are such that the external partner has access to a Link Tutor within the University for general advice and guidance. The sponsoring department will appoint a Link Tutor who will maintain a level of contact with the delivery such as to be assured that the quality of the experience being provided for students and the standards achieved in outcomes are acceptable. The duties and responsibilities of the Link Tutor, which should be detailed in the Schedule of the Agreement, will normally include: overseeing the maintenance of appropriate academic standards. advising on general programme development.
13
assisting with the interpretation of the Universitys quality assurance procedures. 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 will meet as necessary to consider student results. In addition sub committees of the board of examiners will meet as necessary to consider student assessment and set reassessment dates for students who have not passed examinations or assessment in 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 delivery of the programme. other personnel of MMU as the University should see fit to appoint to the Board. 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 detailed and accurate records of the Boards proceedings in accordance with such requirements as may be laid down for this purpose. at least two External Examiners whose appointment shall be subject to the approval of the Manchester Metropolitan University. such co-opted members as the Board may determine necessary: such members shall normally be co-opted for specific meetings of the Board. the Vice-Chancellor, Deputy Vice-Chancellor and Academic Registrar who shall have the right to attend and address any meeting of the Board.
4.2.2 Responsibilities The Board of Examiners shall be responsible to the Academic Board for all the programme assessments that contribute to the granting of academic awards and for recommending the granting of awards to candidates who it is satisfied have fulfilled the objectives of the programme of study, demonstrated fulfilment of the associated learning outcomes and achieved the required standard. 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 in respect of candidates assessment(s) and award as it may deem appropriate having regard for the need to ensure that justice is done to individual students and that the standards of the Universitys awards are maintained.
14
4.2.3
Functions The Boards functions shall include: recommending the conferment of an award upon a student who, in the judgement of the board, has fulfilled the objectives of the approved programmes of studies, demonstrated fulfilment of the associated learning outcomes and achieved the standard required for the award. determining the award, where applicable. applying MMUs examination and assessment regulations to the programme; considering, moderating and approving examination papers, and marking schemes, if any, for all assessed examinations relating to the programme; consider and approving and assignments or projects which form part of the scheme of assessment. assessing written or oral examinations. assessing any project or coursework which forms part of the scheme of assessment. 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 of its work other than the final assessment of candidates and may delegate to subcommittees such duties as preparing draft examination papers and assignments, marking scripts, considering and approving the titles and outlines of projects and theses, assessing course work and preparing evidence for presentation to the Board of Examiners, subject to the overriding authority of Board of Examiners and the rights and responsibilities of individual examiners.
4.2.5
Subsidiary Examination Committees The Board may appoint subsidiary examination committees which must include at least one approved external examiner in their membership. Such subsidiary examinations committees may not make decision on behalf of the Board of Examiners but shall make such recommendations as they may consider appropriate to the main Board of Examiners.
4.2.6
Duties of Board Members The duties of the Chair of the Board of Examiners shall include convening meetings, corresponding and communicating with External examiners between meetings and accepting responsibility for the correct recording of decisions and recommendations of the Board. The duties of the Internal Examiners shall include preparation of draft examination papers, assessment schemes, marking scripts, assessing projects and theses, drawing up and presenting to the Board of Examiners such reports as may be required and attending meetings of the Board. The role, authority, duties and rights of External Examiners shall be defined in the regulations on external examiners made by the Academic Board.
15
4.2.7
Treatment of Extenuating/Mitigating Circumstances Treatment of extenuating/mitigating circumstances will be discussed prior to the preBoard and in accordance with MMU requirements. The outcomes of extenuating/mitigating circumstances discussions will form a recommendation to the Board of Examiners, thereby ensuring confidentiality.
4.3
Programme Leader The MBA in International Hospitality Management programme shall have a single Programme Leader who will be responsible for the day to day management of the programme. The Programme Leader will be assisted by other members of staff undertaking such administrative duties as allocated by the Academic Dean. The Programme Leader is responsible to the Academic Director and in particular is responsible for: (a) (b) (c) (d) (e) (f) (g) overseeing the student induction programme, including the preparation and distribution of programme regulations and other programme material. implementation of instruction by the Director on staff/student consultation. the regular review of student attendance and progress, and the presentation of reports on such matters to the Programme Committee. ensuring that student assignments are scheduled in such a manner as to ensure that the workload is as evenly spread as possible. confirmation, in collaboration with the site manager, of the examinations timetables. interviewing unsuccessful students and communicating to them the Board of Examiners decisions about their performance and progress. 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-wide administration of academic and related functions. All members of staff are responsible to the Managing Director for the discharge of their responsibilities. A summary of the key academic/administrative responsibilities as they relate to the programme is as follows. Person Involved Title Academic Dean Main responsibilities Academic and administrative leadership, teaching and learning, quality assurance. Responsible for actions related to the administration of the course. Responsible for upholding academic processes.
MBA Programme Leader
16
Director of Operations and HRM
PDP; co-chairing the Student Representative Council; Library, Equipment operational and nonacademic administrative matters. Preparation of student transcripts and award certificates; timetabling; administrative support to Academic Dean and Director of Ops and HRM. Admissions, permits, student records Responsible with the Executive Assistant for all matters relating to examinations, assessment, admissions, student references. Induction programme and activities; graduation organisation; academic equipment, organising the exam process, support of exam and progression board. Line management responsibility for student counselling and pastoral care; extra-curricular activities and student events. Overall co-ordination and support of student career services. Student financial matters. All accommodation and maintenance matters, operational co-ordination of School Library.
Executive Assistant
Registrar
Examinations Officer
Student Counsellor and Events
Head of In training Manager and Careers officer Student Accounts Manager Head of Housekeeper
4.5
Student Support Strategy A variety of mechanical and cultural policies and procedures are in place to support students throughout the programme. These include the following: (a) All students on entry are given a formal induction to the policies and procedures of the institute, a library tour and introduction to the computing facilities of the School. Clear guidelines on staff responsibilities, including those of the Student Counsellor and the Schools Head of IT, who provides technical support in information technology, are also provided. All students on entry are provided with an Institute written guide to core academic skills. At each level, formal seminars and lectures as part of an extended induction are given to support the material contained therein. Within the School there is a Professional Attitude model and system which encourages students to comply to explicit codes of dress and conduct in their daily educational programme. There is a programme leader who is the first point of contact for academic issues. Together with academic colleagues, the Programme Leader monitors attendance and academic performance and initiates academic counselling
(b)
(c)
(d)
17
(e)
where appropriate. Student feedback is facilitated by the use of unit review forms; School review forms (for non-academic matters) and a formally elected Student Representative Council which meets on average every three weeks. The minutes of the Student Representative Council are circulated publicly and academic matters referred to the existing Programme Committee which deals with the Schools undergraduate programmes.
4.6
Student evaluation Student feedback on the individual units and their overall experiences at each level of the programme is vital to the continued development and quality assurance of the programme. Several processes exist to elicit such feedback, both on an informal and more mechanistic basis. On an informal level, due to the small size and residential nature of the Institute, staff have regular and close contact with students across all programs. In respect of the latter, students anonymously complete a Unit Review Form for each unit studied at the end of each semester which is distributed by the lecturer and submitted to the Academic Dean. Unit Leaders are required to refer to and reflect on this feedback in the end of semester Unit Evaluation Reports. Visiting faculty and industry speakers are evaluated by students using a similar form to ensure that external input is in keeping with the overall programme aims and quality. Regular Student Representative Meetings are held between students and senior staff as a forum to raise any academic or operational issues and proposals. An online Marketing survey is also completed twice during the semester by all students to facilitate feedback on the operations, facilities and resources of the Institute. The results 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 degree programmes. As a consequence, positive links with international employers, reflecting the geographic career goals of graduates, is absolutely vital. The school has established an industry consultation process, through the creation of an Industry advisory board, in order to link students with the market and fine tune programmes to the needs of the industry. This not only provides a regular source of industry presenters and recruiters, but also offers another source of important feedback on the vocational relevance of academic and professional skill sets developed by students during the programme. IMI targets 10 international companies to present to final year students per year.
18
PART THREE - CURRICULUM CONTENT
19
Unit Map Core Unit No 1 2 3 4 5 6
Unit Title M001- International Strategic Management M002 - Business Research Methods M003 - Global Hospitality Management M004 - Services Marketing & e-Commerce M005 - Financial Management for Services M006 - Entrepreneurship and Innovation
M007- Dissertation/ Project
Contact Hours 48 48 48 48 48 48 10 hours minimum contact with Supervisor
Credits 20 20 20 20 20 20
60
20
1 2 3 4 5 6 7 8 9
UNIT TITLE BRIEF SUMMARY UNIT CODE NUMBER HOME PROGRAMME HOME DEPARTMENT SUBJECT AREA UNIT LEADER(S) CREDIT VALUE TOTAL AMOUNT OF STUDENT LEARNING (NOTIONAL HOURS OF LEARNING) UNIT STATUS PRE-REQUISITES CO-REQUISITES UNIT LEARNING OUTCOMES
International Strategic Management The unit examines the external and internal influences on international hospitality and tourism organisational business strategy. M001 in International Hospitality Management Hollings N211
20
CREDITS AT LEVEL:
200
10 11 12 13
MANDATORY CORE None None 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. The purpose of this unit is to focus on the issues arising from the concept of strategy 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 cross cultural communication, organisational learning and culture, knowledge management in organisations. the cultural contexts of international strategic management. strategy formations, strategic change in organisations, management of change. 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. The teaching and learning strategy is designed to develop knowledge and competencies in the range of strategic management and planning skills required in international tourism, hospitality, event, food and fast moving consumer goods marketing and services related industries. This module will facilitate learning through a combination of keynote lectures, and workshops, supported by open learning and self-directed learning. The module will engage students in sector applied international strategic management case studies. This unit will be assessed by two pieces of coursework as follows: Element Weighting Assessment Type (%) 1 40% Written Coursework 3000 words on the evaluation of an international strategic case study in hospitality. (Outcomes 1, 2). Written Exam (Outcomes 3,4)
14
CURRICULUM OUTLINE
15
LEARNING & TEACHING ACTIVITIES
16
ASSESSMENT STRATEGIES
60%
21
17
ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT INDICATIVE STUDENT LEARNING RESOURCES
Please refer to the relevant section in the Definitive Document: Section 2 Assessment Criteria for Marking Schemes.
18
Basic reading: Enz, K (2009), Hospitality Strategic Management: Concepts and Cases, Wiley nd Publications, 2 Edition. Additional Resources: Cunhill, M.O. (2006) The Growth Strategies of Hotel Chains, The Haworth Hospitality Press David K. Hayes and Jack D. Ninemeier (2009) Human Resources Management in the Hospitality Industry, John Wiley & Sons De Wit, B and Meyer, R (2004) Strategy: Process, Content and Context: an international perspective, 3rd edition, London: Thompson Learning Keim, G and Hillman, A (2008) Political Environments and Business Strategy: Implications for Managers, Business Horizons, Vol 51, Issue 1, pp 47-53 Lynch, R (2006) Corporate Strategy, 4th edition, FT/Prentice Hall Mintzberg, H (1994) The rise and fall of strategic planning Harvard Business Review, Jan/Feb., pp107-115 Nykiel, R.A., (2005) Hospitality Management Strategies, Pearson Education Ltd. Porter, M.E (1985) Competitive Advantage: creating and sustaining superior performance, New York: Free Press Porter, M.E (1996) What is Strategy? Harvard Business Review, Nov/Dec., pp61-78 YuLi, P and Meyer, K (2009), Contextualizing experience effects in international business: A study of ownership strategies, Journal of World Business, Vol 44, Issue 4, pp 370-382 Zhang, H., Pine, R. & Lam, T. (2005) Tourism & Hotel Development in China: from Political to Economic Success, Haworth Hospitality Press. E-Resources: Business Source Premier CAB Abstracts Emerald Science direct Hospitality and Tourism Index MyiLibrary NetLibrary Web of Science Wiley Interscience
19
ANY ADDITIONAL NOTES AND COMMENTS
20 21
DATE OF APPROVAL DATE OF MOST RECENT CONSIDERATION:
22
1 2 3 4 5 6 7 8 9
UNIT TITLE BRIEF SUMMARY UNIT CODE NUMBER HOME PROGRAMME HOME DEPARTMENT SUBJECT AREA UNIT LEADER(S) CREDIT VALUE TOTAL AMOUNT OF STUDENT LEARNING (NOTIONAL HOURS OF LEARNING) UNIT STATUS PRE-REQUISITES
Business Research Methods The unit introduces students to research methods used for managerial decision making and market analysis. The unit covers qualitative and quantitative methods of research. M002 MBA in International Hospitality Management Hollings Faculty N510
20
CREDITS AT LEVEL:
200
10 11
MANDATORY CORE None None On successful completion of this unit, the student will be able to: 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 tools 4. structure a dissertation and a consultancy report, and to be aware of the differences between them. initiating research Masters 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, conceptual and theoretical frameworks, hypotheses, research designs. literature review validity of sources, critical analysis, citation referencing and collation of secondary data. primary data collection qualitative and quantitative methodologies, statistical inference, survey interviews, focus groups, questionnaires and observation, with full reference 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 overview concentrating on categorisation; systemic network analysis; Venn diagrams; the development of an interpretational system. analysing quantitative data tabulation, presentation, analysis, measures of central tendency and dispersion, tests of significance, use of software packages. analysing qualitative data recording, categorisation, typologies, content analysis, grounded theory, observation and assessing validity. introduction to practitioner based research and a framework for this approach at Masters level. Writing-up and presentation of dissertation versus a consulting project. principles of consultancy and a critical evaluation of how research methods are presented 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 including active researchers, librarians, WebCT and computer software specialists. 1.
12 13
CO-REQUISITES UNIT LEARNING OUTCOMES
14
CURRICULUM OUTLINE
15
23
16
This unit will be assessed by two pieces of coursework as follows: Element 1 2 Weighting (%) 40% 60% Assessment Type An essay comprising a critical review of a contemporary research paper 2,000 words (Outcomes 1, 2) Research proposal for a dissertation or a consultancy based project 3,000 word (Outcomes 3,4)
17
Please refer to the relevant section in the Definitive Document: Section 2 Assessment Criteria for Marking Schemes. Basic reading: Saunders, M; Thornhill, A and Lewis, P (2009), Research Methods for Business Students, th Pearson Education Limited, 5 Edition Veal, AJ (2006) Research Methods for Leisure and Tourism: A practical guide, Pearson rd Education Limited, 3 Edition. 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 Ed Blaxter, L Hughes, C and Tight, M (1996) How to Research, Milton Keynes: Open University Press Brotherton, B, (1999) The Handbook of Contemporary Hospitality Management Research, Chichester: Wiley Clark, M, Riley, M, Wilkie, E and Wood, R C (1998) Researching and Writing Dissertations in Hospitality and Tourism, London: ITBP Denscombe, M (1998) The Good Research Guide, Milton Keynes: Open University Press Denzin, N K and Lincoln, Y S (1994) Handbook of Qualitative Research, London: Sage Dey, I (1993) Qualitative Data Analysis: A User-Friendly Guide for Social Scientists, London: Routledge Diamantopoulos, A and Schlegelmilch, BB (1997) Taking the Fear out of Data Analysis, London: ITBP Frey, 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: Sage Ritchie, J R B and Goeldner, C R (1994) Travel, Tourism and Hospitality Research: A Handbook for Managers and Researchers, Chichester: Wiley Turabian, K (2010) A manual for writers of research papers, theses and dissertations, London Heinemann. E-Resources: Business Source Premier CAB Abstracts Emerald Science direct Hospitality and Tourism Index MyiLibrary NetLibrary Web of Science Wiley Interscience The consultancy project is required to cover at least the following points: Customer profiling, project requirements specification, concept development with academic underpinning and work plan, project development with the client company and final reporting.
18
19
20 21
24
1 2 3 4 5 6 7 8 9
Global Hospitality Management The unit investigates elements of the business mix of hospitality, and tourism organisations in an international context providing essential understanding of contemporary hospitality management. M003 MBA in International Hospitality Management Hollings Faculty N862
20 200
CREDITS AT LEVEL:
10 11
Mandatory Core None
12 13
None 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 to the hospitality sector. external and internal influences that impact upon organisational business strategy in relation to the hospitality product market. cultural systems and philosophies of the various forms of hospitality that are encountered globally. 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 the range of management and planning skills required by professionals in the Hospitality and related service industries, as well as developing analytical skills to operate in the different cultural contexts of hospitality. This unit will be assessed by two pieces of coursework as follows; Element Weighting (%) 40% Assessment Type
14
CURRICULUM OUTLINE
15
LEARNING & TEACHING ACTIVITIES ASSESSMENT STRATEGIES
16
60%
Written Coursework 3000 words on an international case study analysis (Outcomes 1,3) Written Exam (outcomes 2,4)
25
17
Please refer to the relevant section in the Definitive Document: Section 2 Assessment Criteria for Marking Schemes. Main Readings: nd Bowdin, G et al (2006) Event management, 2 edition, Elsevier Butterworth Heinemann Prideaux, B.; Moscardo, G., and E. Laws (2006), Managing Tourism and Hospitality Services: Theory and International Applications, CABI Publishing Additional Readings: Brownell, J (2010) Managing Human Resources in the Hospitality Industry, Prentice Hall Clarke, A and Chen, W (2007), International Hospitality Management: concepts and cases, Butterworth-Heinemann Davidson, R and Rogers, T (2006) Marketing Destinations and Venues Conventions and Business Events, Butterworth Heinemann nd Johnston, R et al (1997) Cases in Operations Management, London: Pitman, 2 Ed. nd Slack, N et al (1998) Operations Management, London: Pitman, 2 Ed. Swarbrook, J and Horner, S (2001) Business Travel and Tourism, Elsevier Butterworth Heinemann E-Resources: Business Source Premier CAB Abstracts Emerald Science direct Hospitality and Tourism Index MyiLibrary NetLibrary Web of Science Wiley Interscience
18
19
20 21
26
1 2 3 4 5 6 7 8 9
Services Marketing & E-Commerce This unit combines the development of marketing strategy in the hospitality sector and the impacts of IT and e-commerce on business strategies. M004 MBA in International Hospitality Management
Hollings Faculty N590
20
CREDITS AT LEVEL:
200
10 11
Mandatory Core None
12 13
None On successful completion of this unit students will be able to: 1. critically analyse the multi-disciplinary nature of service industries and the level of interdependency of marketing and service operations in strategic management functions. 2. determine where ICTs can be deployed for e-commerce to gain a strategic competitive advantage 3. critically assess the role of e-services marketing and distribution channel relationships and apply e-commerce frameworks and methodologies. This unit will be delivered through the investigation of the following areas: integration of marketing and service operations. strategic services marketing in hospitality and relationship marketing management concepts. services marketing mix polices/strategies, influence of relationship marketing through intermediaries/supply networks, alliances, sales networks, collaboration/partnerships, consortia in promotion planning and selling, managing operational capacity in services marketing plans. the development and management of product-service design and managing service operations. managing customer satisfaction, loyalty, retention, and service recovery. managing international world-class service delivery and e-service quality. responsible marketing and marketing ethics e-commerce management and contemporary hospitality issues. competing as a service firm, building relationships, managing B2B & B2C networks, e-networking and distribution systems. data mining, data warehousing and consumer behaviour. moving to e-business, e-business trends, e-business patterns, e-business transformation, e-marketing through Web. facilitating services: managing 'place' via applications & impacts on key service sectors- e-intermediaries. international e-marketing strategy and hospitality cases. m commerce and cloud computing. customer relationship management (CRM). The course will be delivered through: series of lectures, covering the theoretical aspects of strategic services marketing in consumer markets, services industries, e-commerce and e-business management. seminars to discuss contemporary e-business issues and services marketing in
14
CURRICULUM OUTLINE
15
27
16
dedicated sectors such as tourism, events, travel and hospitality, retailing, financial services, fashion, food services simulation of e-commerce approaches through the use of case analysis, and web site design and e commerce sessions This unit will be assessed by one piece of coursework as follows: Element Weighting Assessment Type (%) 1 Integrated Coursework: 3000 words in the form of a major 40% integrated case study analysis on strategic services marketing and e-business (Outcomes 1&2). 2 Written Exam (Outcome 3) 60%
17
Please refer to the relevant section in the Definitive Document: Section 2 Assessment Criteria for Marking Schemes. Basic Readings: Bateson, J and Hoffman D (2006) Services Marketing: Concepts, Strategies and Cases, rd Thomson South-Western, 3 Edition. Buchalis, D (2008), eTourism Case Studies: Management and Marketing Issues in eTourism, Butterworth-Heinemann, 1st Ed. Additional Readings: Buchalis, D (2003) E tourism: Information Technology for Strategic Tourism Management, Pearson Education Limited Chaffey, D (2009), E-Business and E-Commerce Management: Strategy, Implementation th and Practice, Financial Times/ Prentice Hall; 4 ed. th Holloway, J C and Robinson, C (2004) Marketing for Tourism, Harlow: Longman, 4 Ed Kotler, P, Bowen, J and Makens, J (2009) Marketing for Hospitality and Tourism, Pearson Education Hall, 5th Ed. th Middleton, V T C (2009) Marketing in Travel and Tourism, Oxford: Butterworth-Heinemann, 4 Ed E-Resources: Business Source Premier CAB Abstracts Emerald Science direct Hospitality and Tourism Index MyiLibrary NetLibrary Web of Science Wiley Interscience
18
19
20 21
28
1 2 3 4 5 6 7 8 9
Financial Management for Services This unit investigates concepts concerning financial management in a service firm. Emphasis is given in investments, financial planning, indicators, financing and capital structure management. M005 MBA in International Hospitality Management Hollings Faculty N340
20 200
CREDITS AT LEVEL:
10 11
Mandatory Core None
12 13
None On successful completion of this unit students will be able to: 1. critically assess financial planning techniques and financial reports-publications 2. analyze and interpret financial accounting information to make business and economic decisions 3. critically assess the use of investment appraisal techniques. 4. recognise and analyse the link between financial management and corporate strategy. This unit will be delivered through the investigation of the following areas: international financial markets, financial environment, markets and institutions, taxes financial statement analysis financial ratios and financial assets risk and rate of return in the Hospitality industry financing decisions and cost of capital decision making and finance financial management and corporate governance investment appraisal capital structure management and working capital management sources of finance in the international markets financial management in the hospitality industry code of ethics for finance. analysis and interpretation of international case studies. The unit will be delivered through series of lectures, tutorials and workshops. Students will be expected to work individually outside the formal class contact time using open learning resources. To develop their analytical skills students will work with financial simulation exercises. This unit will be assessed by one piece of coursework as follows: Element Weighting Assessment Type (%) 1 40% Finance Project: assignment based on relevant case study material involving development and interpretation of relevant financial models 3000 words. (outcomes 1, 2)
14
CURRICULUM OUTLINE
15
16
2 17 ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT
60%
Written Exam (Outcomes 3,4)
29
18
INDICATIVE STUDENT LEARNING RESOURCES
Basic Reading Andrew, W, Damitio, J Schmidgall, R (2007) Financial Management for the Hospitality Industry,Pearson Prentice Hall, Upper Saddler River, NJ Slattery, P (2009) The Economic Ascent of the hotel Business, Goodfellow Publishers Limited Weygandt, J et. al (2008) Hospitality Financial Accounting, Wiley Publications, 2nd Edition. Indicative further reading Cathy, B (2007) Is there a future for Hotel financial controllers, International Journal of Hospitality Management, Vol 26, pp 161-174 Drury, C (1998) Management Accounting for Business Decisions, London: ITBP. Harris, P and Mongiello, M (2006) Accounting and Financial Management, Butterworth Heinemann. Pike,R and Neale, B (2006) Corporate Finance and Investment: Decisions and Strategies, London: Pearson Ritchie, J R B and Goeldner, C R (1994) Travel, Tourism and Hospitality Research, Chichester: Wiley Publications E-Resources: Business Source Premier CAB Abstracts Emerald Science direct Hospitality and Tourism Index MyiLibrary NetLibrary Web of Science Wiley Interscience
19
20
DATE OF APPROVAL
21
DATE OF MOST RECENT CONSIDERATION:
30
1 2 3 4 5 6 7 8 9
Entrepreneurship and Innovation The unit provides an international strategic view on the entrepreneurial challenge in different cultures, leading ideas and alignment of business resources for successful market ventures. M006 MBA in International Hospitality Management Hollings Faculty N990
20 200
CREDITS AT LEVEL:
10 11
Mandatory Core None
12 13
None On successful completion of this unit students will be able to: 1. critically analyse the different parts of a business plan and their functions. 2. systematically understand finance, business planning, operations management, marketing and strategy in coordination with respective units at the MBA level. 3. apply academic theories for product development, financial planning, competition and market analysis into practice with the support of a business simulation game. 4. critically analyse concepts associated with entrepreneurship and innovation in the hospitality and tourism industry. theoretical perspectives on entrepreneurship. entrepreneurial strategies. screening venturing opportunities and business plan development in hospitality. financing entrepreneurial ventures. business games, especially designed for hospitality students to implement academic theory and to develop a small hospitality enterprise. on-site simulation strategic game based on the management with core theory that will further deepen theoretical knowledge of strategies and entrepreneurship and innovation. It is aimed to implement those concepts by preparing a project about a successful tourism or hospitality enterprise. innovation in hospitality. sustainable ventures . competition and business ethics. emphasis upon working in a team and regular retrospective peer and tutor reviews to analyse and improve team work. critical examination of international case studies on entrepreneurship. A cross cultural approach. The unit will be delivered through a combination of lectures and tutorials combined with group work exercises. Students will be required to produce a strategies for specific and assigned case studies. The unit will be assessed as follows: Element 1 2 Weighting (%) 40% 60% Assessment Type Written Coursework 3000 words (outcomes 1, 2) Written Exams (outcomes 3,4)
14
CURRICULUM OUTLINE
15
16
17
ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF
31
ASSESSMENT 18 INDICATIVE STUDENT LEARNING RESOURCES Main Readings: Page, S (2009), Tourism and Entrepreneurship: International Perspectives, Butterworth Heinemann, 1st Edition Further Readings: Lee-Ross, D and Lashley, C (2008), Entrepreneurship and Small Business Management in the Hospitality Industry, Butterworth-Heinemann th Jones, G (1998) Starting up, 4 ed., Financial Times Management, London Kotas, R and Jayawardena, C (1994) Profitable Food & Beverage Management, Hodder & Stoughton Morrison, A , Rimmington, M and Williams, (1999) Entrepreneurship in the Hospitality, Tourism and Leisure Industries, Butterworth Heinemann Novelli, M (2004) Niche Tourism: Contemporary Issues, Trends and Cases, ButterworthHeinemann. Phillips, P A and Moutinho, L (1998) Strategic Planning Systems in Hospitality and Tourism, CABI Publishing nd Ransley, J and Ingram, H (editors) (2004) Developing Hospitality Properties and Facilities, 2 ed., Oxford: Butterworth-Heinemann nd Trott, P (2002) Innovation Management and New Product Development, 2 ed., Prentice Hall E-Resources: Business Source Premier CAB Abstracts Emerald Science direct Hospitality and Tourism Index MyiLibrary NetLibrary Web of Science Wiley Interscience
19
20 21
32
1 2
UNIT TITLE BRIEF SUMMARY
Dissertation / Project The unit comprises a self managed process of systematic academic enquiry in international hospitality management. Transferable skills in research and project management will be developed. M007 MBA in International Hospitality Management Hollings Faculty X210
3 4 5 6 7 8 9
UNIT CODE NUMBER HOME PROGRAMME HOME DEPARTMENT SUBJECT AREA UNIT LEADER(S) CREDIT VALUE TOTAL AMOUNT OF STUDENT LEARNING (NOTIONAL HOURS OF LEARNING) UNIT STATUS PRE-REQUISITES
60 600
CREDITS AT LEVEL:
10 11
Mandatory Core None
12 13
None On successful completion of this unit students will be able to: 1. undertake a self-initiated and self-motivated deep investigation into a current issue within the field. 2. demonstrate the use/application of an enhanced level of skills and abilities in problem identification, analysis and evaluation. 3. apply a rigorous academic methodology and a critical, constructive and creative primary research approach to the issue under consideration. 4. communicate the results and conclusions of their investigation, in a well structured format, clearly to both specialists and nonspecialists. 5. critically evaluate the results of the conducted research and propose realistic recommendations. Individual research can be conducted by undertaking one of the following modes: empirical based: where a student will have to produce evidence of testing a hypothesis by conducting field research focusing on a single organization/case study or a comparative approach. They will use the appropriate qualitative or quantitative methods, as well as the appropriate analytical approaches. desk research: where the student is challenged with the task to comprehensively and extensively analyze published documentary material or large data sets, providing a critique of existing body of knowledge, proposing a new or theoretical model. consultancy based: where the student may engage in an issue of strategic or operational importance for an international host client organization with the findings offering a market specific and appropriate solution, with a distinct contribution to the wider spectrum of hospitality management theory. Students will reach professional standards in organizing and presenting a substantial analytical piece of work. This is strictly an independent study with individual supervision and strong international focus. Seminars for research group discussion will also be utilised at appropriate times. The Business Research Methods unit will have ensured a research
14
CURRICULUM OUTLINE
15
33
proposal is appropriately conceived and structured. Each student will agree a dissertation topic and supervisor, and regular tutorials will be held for guidance and to ensure the write up progresses satisfactorily. A dissertation handbook will support the work of the student. 16 ASSESSMENT STRATEGIES 16,000 word Dissertation or consultancy based project. Empirical Based, learning outcomes 1, 3, 4 Library Based, learning outcomes 1, 2, 4 Consultancy Based, learning outcomes 1-5
17
Please refer to the relevant section in the Definite Document: Section 2 Assessment Criteria for Marking Schemes. Turabian, K (2010) A manual for writers of research papers, theses and dissertations, London Heinemann. E-Resources: Business Source Premier CAB Abstracts Emerald Science direct Hospitality and Tourism Index MyiLibrary NetLibrary Web of Science Wiley Interscience As prepared in M002 the consultancy project is required to cover at least the following points: Customer profiling, project requirements specification, concept development with academic underpinning and work plan, project development with the client company and final reporting.
18
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MBA International Hospitality Management

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HOLLINGS FACULTY

DEPARTMENT OF FOOD AND TOURISM MANAGEMENT

MASTERS OF BUSINESS ADMINISTRATION IN INTERNATIONAL HOSPITALITY MANAGEMENT DEFINITIVE DOCUMENT

Approved after approval/review/modification on DATE 15 of February 2010

With effect from intakes in ACADEMIC YEAR 2011

Document last modified on 8 May, 2013

MBA in International Hospitality Management Definitive Document ____________________________________________________________________________________________

MBA in International Hospitality Management Definitive Document ____________________________________________________________________________________________

MANCHESTER METROPOLITAN UNIVERSITY PART ONE - PROGRAMME SPECIFICATION

Brief descriptive summary

Basic Programme Details

Subject(s): Final Awards: N/A

MBA in International Hospitality Management Definitive Document ____________________________________________________________________________________________

Mode(s) and duration Full-time-12 months Part-time-3 years

The Manchester Metropolitan University

The International Hotel Management Institute (IMI) N/A

Department of Food and Tourism Management Hollings N/A

MMU validation and award of degree programmes taught at IMI.

MBA in International Hospitality Management Definitive Document ____________________________________________________________________________________________

MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________

Programme Learning Outcomes

MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________

MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________

MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________

M007 Dissertation/ Project [60 credits 16000 words]

Term 2 learning hours/credits: 600/60

Term 3 & 4 learning hours/credits: 600/60

1800 lh/ 180 Credits

Personal Development Planning and Student Support Arrangements

MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________

Placement and Work-based Learning

MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________

MBA International Hospitality Management Definitive Programme Document ________________________________________________________________________________________________________

Other Staff Responsibilities

Student Support Strategy

Engagement with Employers

PART THREE CURRICULUM CONTENT Unit Specification Templates

iv. 1.1 1.1.1

CURRICULUM DESIGN AND ORGANISATION Curriculum Design Overview

Core Programme Units Unit 3 Unit 4 Unit 5 Unit 6 Unit 7

Core Programme Units Unit 3 Unit 4 Unit 5 Unit 6 Unit 7

(c) (d) (e) (f)

MBA Programme Leader

Director of Operations and HRM

Student Counsellor and Events

PART THREE - CURRICULUM CONTENT

Unit Map Core Unit No 1 2 3 4 5 6

M007- Dissertation/ Project

Contact Hours 48 48 48 48 48 48 10 hours minimum contact with Supervisor

LEARNING & TEACHING ACTIVITIES

ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT INDICATIVE STUDENT LEARNING RESOURCES

ANY ADDITIONAL NOTES AND COMMENTS

DATE OF APPROVAL DATE OF MOST RECENT CONSIDERATION:

CO-REQUISITES UNIT LEARNING OUTCOMES

LEARNING & TEACHING ACTIVITIES

ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT INDICATIVE STUDENT LEARNING RESOURCES

ANY ADDITIONAL NOTES AND COMMENTS

DATE OF APPROVAL DATE OF MOST RECENT CONSIDERATION:

Mandatory Core None

CO-REQUISITES UNIT LEARNING OUTCOMES

LEARNING & TEACHING ACTIVITIES ASSESSMENT STRATEGIES

ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT INDICATIVE STUDENT LEARNING RESOURCES

ANY ADDITIONAL NOTES AND COMMENTS

DATE OF APPROVAL DATE OF MOST RECENT CONSIDERATION: