Strategic Management for Tourism
Human Resource Management in Tourism
Operational Management in Tourism
Entrepreneurship and Innovation for Tourism
Strategic Management for Tourism
Credits: SCOTCAT Points: 15 ECTS Points: 7.5
Aims
To enable the participant to appraise, design, implement and evaluate future orientated plans for interacting with competitive environments from the perspective of tourism related organisations and destinations.
Learning Outcomes
On completion of this module you are expected to be able to:
- Critically appraise the competitive environment and the impact this will have on strategic choice for contemporary tourism related enterprises.
- Critically evaluate long-term planning decisions and the potential these hold for tourism related organisations to exploit their distinctive competitiveness.
- Critically evaluate the fit, in terms of the design of strategic plans in relation to the contemporary tourism-operating environment.
- Discuss the management challenges involved in managing change in the implementation of strategic plans.
Course Content and Structure
Section One: Introduction
- Topic 1: Learning the language of strategic planning and management
- Topic 2: Strategic planning and management in the tourism context
- Topic 3: The strategic planning process
Section Two: Strategic Analysis
- Topic 4: Broad strategic direction: vision, mission, objectives and stakeholder influence
- Topic 5: Environmental analysis
- Topic 6: Internal analysis: identifying strategic resources and corporate portfolio analysis
Section Three: Strategic Choice
- Topic 7: Strategic choice and competitive advantage – business level
- Topic 8: Strategic choice – corporate level strategy
- Topic 9: Selecting the strategy, methods, evaluation of alternatives and business failure
Section Four: Strategic Implementation
- Topic 10: Strategic planning and strategic leadership
- Topic 11: The influence of organisational structure on implementation
- Topic 12: Strategic change management
- Topic 13: Tourism case studies
Course Assessment
The course is assessed with a single piece of work based on a case study, in which the participant is expected to apply their learning to appraise a situation, critically evaluate options, recommend strategies and discuss issues that emerge from their analysis.
Study Time Required
Each section will require between 2 and 4 hours of study and reflection. Short exercises are included in the sections and are an integral part of the learning process, so should be completed during study. These are an effective way of checking participants' understanding of the section content.
Core Reading and Other Texts
The course is based on general business material from leading writers on the subject, together with material from writers who have related this body of work to the tourism industry and uses relevant case study material which illustrates the application of established strategic thinking to the tourism and leisure sector. Although there is a suggested core text, participants are encouraged to browse among the many strategy and business management texts which exist.
Core text: Thompson, J.L. 2001. Strategic Management – Awareness and Change. 4th edition.Thomson, London. NB. participants should note a 6th edition is now available.
Other texts referred to in this course: Doswell, R. 2000. The Management of the Tourism Sector. Columbus, London. Middleston, V.T.C. 2001. Marketing in Travel and Tourism, 3 rd edition. Butterworth Heinemann, Oxford Moutinho, L. (Ed) 2000. Strategic Management in Tourism. CAB International, Wallingford. Tribe, J. 1997. Corporate Strategy for Tourism. International Thomson Business Press, London.
Tourism Marketing Management
Credits: CAT Points: 15 ECTS Points: 7.5
Rationale
Marketing has become very fashionable in recent years, and its importance is now recognised by virtually all tourism organisations, whether they be in the public, private or voluntary sectors. They expect graduates and postgraduates who wish to enter the industry at management level to have a sound understanding of the principles and practice of tourism marketing. The marketing of tourism products is a complex and, in some ways, unique activity because of the nature of the product, the diversity of markets, and the range of marketing techniques used.
The aim of this module, therefore, is to give participants an understanding of the key concepts and techniques in tourism marketing, and to make them aware of the current challenges facing managers in the tourism industry.
Aims
- To make students aware of the nature and scope of tourism marketing and place this within the competitive and ever-changing business environment.
- To help students develop an appreciation of the different marketing objectives of tourism organisations in the public, private, and voluntary sectors.
- To help students apply classic marketing techniques to the tourism industry and enable students to recognise the value and limitations of these techniques in tourism whilst appreciating the roles of creativity and systematic thinking in tourism marketing.
- To ensure that students have a good understanding of the nature of tourism demand and market trends and develop an understanding of the factors that will influence the future of tourism marketing.
Learning Outcomes
On successful completion of this module, participants will be able to:
- Evaluate a number of key characteristics of marketing in tourism.
- Demonstrate cognitive awareness of a range of topical issues in tourism marketing and critically analyse their implications for tourism organisations.
- Identify and analyse the different marketing objectives of organisations in the private, public, and voluntary sectors in tourism, and the key marketing issues in the different sectors of tourism.
- Analyse the implications of a range of topical issues for your own organisation.
- Critically evaluate the difficulties involved in undertaking marketing research in tourism
- Apply knowledge and skills gained to enhance their effectiveness as a tourism manager
Indicative Content
- Marketing in the different sectors of tourism
- Marketing the different types of tourism organisation
- Understanding the purchase decision making process in tourism
- Marketing research in tourism
- Quality and tourist satisfaction
- Ethical challenges in tourism marketing
- Technological developments and tourism marketing
- Tourism marketing across national boundaries
- The future of tourism marketing
Indicative Learning, Teaching and Assessment Activities
The module is conducted through distance learning.
The module is constructed as a series of 'chapters' which link to the indicative content and learning outcomes of the module. Each 'chapter' provides an introduction, learning materials, activities, e-resources and lists of potential further reading.
The performance of the student is assessed via a Portfolio of Learning that is developed throughout the module. The portfolio of learning comprises two main parts:
1) Learning Log
As part of the independent learning, the student is required to compile a Learning Log attached to each 'chapter' in the module. The learning log is designed to build up a portfolio of learning based on approaches to learning, outcomes, potential application and barriers and enablers impacting on the work which can be used to evidence reflective thinking and learning.
2) Evidenced Learning Tasks
Each of the chapters in the learning pack requires submission of evidence of learning activities in by completing a number of tasks within the chapter.
This will build into a portfolio as the module progresses to provide evidence that the student has gone through a full learning process and met the learning outcomes of the module.
Overall, this assignment aims to allow the student to:
- Explore and critically evaluate the marketing concepts dealt with in the module.
- Relate them to practical business situations.
Indicative Reading
Horner, S. and Swarbrooke, J. (1996) Marketing Tourism, Hospitality and Leisure in Europe, International Thomson Business Press, London Middleton, V.T.C. (1994) Marketing in Travel and Tourism. Second Edition Butterworth Heinemann, Oxford Ryan, C. (1991) Researching Tourism: Issues, Concepts, and Problems Routledge, London Witt, S. F. and Moutinho, L. (1995) Tourism Marketing and Management Handbook. Student Edition, Prentice Hall, Hemel Hempstead.
Human Resource Management in Tourism
Credits: Estonia Credit Points: 5 ECTS Points: 7.5
Keywords
Human resources; human resource management; service quality; communication; recruitment and retention; training; empowerment; motivation; conflict resolution; cultural diversity; organisation development; leadership; human resource management strategy
Aims
The aim of this module is to help participants develop the tools needed to successfully manage and lead organisations' human resources. These tools comprise knowledge and understanding of the vital role played by human resources in tourism industry, as well as skills for effectively handling employee-related issues.
Learning Outcomes
On completion of this module, participants are expected to be able to:
- Analyse the evolution and current developments in human resource management
- Define human resource management objectives and functions
- Identify key factors that affect the tourism industry and the work in tourism
- Understand the importance of a well-designed service system and processes
- Analyse the service vision and service strategy of your organisation
- Describe fundamental skills of communication and analyse your own communication skills
- Devise a job and person specification
- Conduct a selection interview and assess the suitability of candidates
- Set out how staff turnover can be costed
- Describe the operation of the law of the constructive dismissal and the law of wrongful dismissal
- Identify major steps in developing training programmes within organisations
- Critically analyse a changing perspective on performance in the tourism and hospitality sector
- Analyse motivation and its role in the tourism and hospitality industry
- Analyse ways of empowering of employees
- Analyse the possible causes of conflict and critically analyse effective methods for managing a variety of conflict situations
- Understand the complex nature of cultural diversity within the international tourism and hospitality industry in terms of customers, employees, management and ownership
- Critically analyse different aspects of cultural diversity in the workforce
- Critically analyse your own leadership capabilities
- Describe the steps involved in developing a human resource management strategy, its planning and implementation
- Formulate a human resource management strategy and an implementation plan
Module Content:
- The nature of human resource management
- Human resources – the key to service quality
- The dilemma of the service vision and the work within the tourism industry
- Communication and interpersonal interaction
- Recruitment, staff retention and ending the contract
- Education, training and development
- Performance, motivation and empowering
- Discipline and organisational justice
- Managing cultural diversity
- Human resource management planning and implementation
Indicative Participant Workload
10 hours a week on average, including independent work, seminars and other learning support activities.
Mode of Delivery
Web-based course
Assessment Plan
- 40% of the final result – undertaking activities within each topic. Participants are:
a) Advised to undertake all activities and
b) Required to submit all completed written activities from each topic for assessment
- 60% of the final result - preparing a human resource management plan (see 10.4).
All assignments should be submitted via the Blackboard virtual learning environment facility for assessment.
Directed Reading
Baum, T. 2006. Human Resource Management for the Tourism, Hospitality and Leisure Industries: An International Perspective. Delmar Thomson Learning. Go, F. M., Monachello, M. L., Baum, T. 1996. Human Resource Management in the Hospitality Industry. New York: John Wiley & Sons, Inc. Torrington, D., Hall, L., Taylor, S. 2005. Human Resource Management. 6th ed. UK: FT Prentice Hall.
Operational Management in Tourism
Credit: ECTS Points: 7.5
Aims
To give participants an understanding of the basic themes of operational management and the differences between operations management in the service sector industry and the manufacturing industry.
Learning Outcomes
On completion of the module, the participant should:
- Know the basic themes of operational management
- Be able to transfer that knowledge to their own operations
- Know how and where to look for more in-depth information about operations management
Indicative Content
The basic themes of operations management are covered. Operations management in tourism and the difference between operations management in service business as tourism and in manufacturing companies is discussed. The following concepts are covered:
- Leadership and decision making
- Leadership vs. Management
- What is a leader?
- An efficient leadership
- Decisison-making by leaders
- Time management
- The importance of time management
- Identifying time riflers
- To prioritize in your business
- Setting goals
- Example of defining a goal
- Managing groups and teams
- Groups and cooperation
- Forming groups
- Types of power within a group
- Team work and group thinking
- Trust within the group
- Positive interaction within and between groups
- My interaction with management
- Staff learning and motivation
- Learning organization
- How people learn
- Learning and knowledge – a road to superiority in competions
- Recruiting and training the right personnel
- Locating the right employee
- The requirements of employees in tourism
- Hiring and terms of employment
- Teaching and training emplyees
- Work procedures for employees
- Quality management in service businesses
- Meeting the customers' expectations
- Knowing what the customer wants
- Correctly standardizing the designing the service
- Rendering service as it was designed
- Producing as promised
- Reacting to mistakes in service
- Guests' grievances – a treat or an opportunity
- Pleasing the customers
- Communications between tourism companies and their customers
- Answering telephones
- E-mail as a communication method
- Customer relations
- Risk assessment in tourism
- Risk assessment and risk management
- The risk assessment process
- Risk assessment technologies
- Analyzing risk factors
- Development and management of projects in tourism
- The process from an idea to realization
- A stay in the country – an example of a package tour
- Rationalization in operations
- How likely is it, that a rationalization will be successful in the long run?
- Development of a business plan
- Few good reasons for making a business plan
- Compiling a business plan
Assessment
There are three elements to the assessment of this module:
- Journal 25% (A)
- Business plan 25% (B)
- Final assignment 50% (C)
Mode of Delivery
Distance learning through reading, discussion and assignments.
Core Text: Ingibjörg Sigurdardóttir. 2007. Operational management in tourism (CD). Vocational Management Training for the Tourism Industry, Scotland.
Directed Reading: Heizer, J. og Render, B. (2005). Principles of Operations Management (8. publ). New Jersey: Prentice Hall. Reid, R.,D. og Sanders, N., R. (2002). Operations Management. New York: John Wiley & Sons, Inc.
Entrepreneurship and Innovation for Tourism
Credit: ECTS Points: 7.5
Aims
To enable the participant to identify objectives that can be worked on under different scenarios, detect, generate and implement innovations and obtain these elements with a "multi-country" approach.
Learning Outcomes
We have defined as competencies the skills that participants should have learned to a lesser or greater degree by the time they finish this module. This enables us to identify objectives that can be worked on under different scenarios, objectives that they will have to take on in order to get the most from this course.
On completion of this module, participants will:
- Understand the basic concepts related to Innovation and Entrepreneurship. Be able to differentiate key concepts such as innovation, creativity, research, development, project, types of innovation, entrepreneurship, intrapreneurship, new product development, and so on. Understand innovation as a systematic process.
- Know the phases and activities of the Innovation Management process and be able to manage the necessary resources in order to implement it.
- Be capable of Intuitive Innovation and be able to identify others who are capable of it.
- Be able to initiate a cultural change within an organisation towards Innovation.
- Be able to think in terms of new product development and specific niche products.
Another general objective of this module is to promote the exchange of knowledge among course participants. We believe it is important for hotel managers and destination promoters, for example, from a participating country to understand and critically assess (in a positive sense) initiatives from other countries. This helps in identifying and implementing better practices in different countries, as well as creating enduring relationships that contribute to this "multi-country benchmarking" approach that we will be using from now onwards.
Course Content and Structure
Section One: Understanding the Fundamentals
- Topic 1: Definitions and Key Success Factors in Innovation
- Topic 2: Types of Innovation
- Topic 3: Innovation Management and Intuitive Innovation
- Topic 4: Technology, Technology, Technology!
- Topic 5: The Entrepreneur and the Origin of Companies
Section Two: Innovation Management
- Topic 1: Systematic Approach to Innovation
- Topic 2: Analysing the Initial Situation
- Topic 3: Identifying and Prioritising Innovations
- Topic 4: Defining Innovations
- Topic 5: Financing Innovations
- Topic 6: Implementing Innovations
- Topic 7: Gathering and Sharing Knowledge
- Topic 8: Organisations with Innovation Capability
Section Three: Leading with Intuitive Innovation
- Topic 1: Sixth Sense when Dealing with People
- Topic 2: The Phases of the Intuitive Innovation Process
- Topic 3: Developing Intuition as Part of Intuitive Innovation
- Topic 4: I need an Organisation with Intuitive Innovation Capability
Section Four: Strategic Implementation
- Topic 1: Trends in Creating New Tourism Products
- Topic 2: Special Interest Tourism (SIT) or Alternative Tourism
- Topic 3: Dynamic Packaging or Product Customisation
Course Assessment
The evaluation is based on five tests that are corrected and marked by the tutor. They consist of:
- A set of individual student research activities.
- A contribution to the course blog, as well as commenting on the results of two other contributions made to the blog, so that the students share the knowledge they have of each country.
The tutor will put forward a proposed solution and/or will publish a particularly significant test done by one of the students, with marks and general comments on the test.
Study Time Required
This module is designed to provide 7.5 credits in the European Credit Transfer System - equivalent to around 180 hours of work. The module is focused in such a way that the majority of the work must be done the students devoting a minimum amount of time to studying the material presented (no more than 30% of the total time that you devote to the module) as well as a significant part to research and participative activities in creating knowledge across the network.
Core Reading and Other Texts
The course is based on general business material from leading writers on the subject, together with material from writers who have related this body of work to the tourism industry and uses relevant case study material which illustrates the application of established strategic thinking to the tourism and leisure sector. Although there is a suggested core text, participants are encouraged to browse among the many strategy and business management texts which exist.
Core text: Drucker, P. (2007) Innovation and Entrepreneurship. Butterworth-Heinemann, Burlington , MA.
Other texts referred to in this course: Douglas, N. Douglas, N. and Derrett, R. (2001) Special interest tourism: context and cases; John Wiley & Sons Australia; Brisbane. Skarzynski, P. et Gibson, R. (2008): "Innovation to the Core – A blueprint for transforming the way your company innovates", Harvard Business Press Sundbo, J. Orfila-Sintes, F. Sørensen, F. (2007) The innovative behaviour of tourism firms—Comparative studies of Denmark and Spain; Research Policy; Vol. 36, N. 1, p. 88-106.