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BA (Hons) International Hospitality Management

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This programme encompasses a range of core and optional modules, which will develop the skills you need for specialist roles within the Tourism, Hospitality and Events (THE) industries, particularly hospitality.

Beacon International College and its partner reserve the rights, at its discretion, to change, modify, add or remove the course information at any time without prior notice. Please check the course information periodically for changes.

Introduction

This programme is designed to provide graduates with the range of skills and knowledge required for management positions in one of the largest employment sectors both globally and in Singapore.

The skills acquired enable graduates to develop into senior managers in a relatively short period of time in a wide range of areas including employment in hotels, restaurants, clubs, bars, licensed retail management, conference and event management, personnel and marketing within hospitality; plus hospitality sections within the armed services, contract, health service and welfare catering.

Course Content

The BA (Hons) International Hospitality Management is a 360-credit qualification that consists of core modules and optional modules determined by the college that provide for a combined total of 360 credits.

Year 1

Students follow 120 credits of core modules.

Core Modules
  • Effective health and safety procedures, food, personal, area and equipment including the importance of effective cleaning schedules
  • Preparation, production and service skills in commercial kitchen.
  • Food and beverage service skills in a commercial restaurant. A range of service styles including bar and table service.
  • Front Office procedures and documentation; including guest cycle; guest registration/check in, billing and check out.
  • Cleaning programme aims, methods, frequencies and standards.
  • Customer care and application of customer service skills. Dealing with complaints. Interpersonal skills and the impact of staff upon the hospitality experience.
  • Purchasing, ordering, requisitioning and storage of food, menu engineering, stock control.
  • Service supervising, planning an international themed event, menu planning, team work.
  • Yield Management techniques, Performance Indicators and Forecasting and its impact on strategic decision making
    Planned, preventative and appropriate maintenance of hospitality premises
  • Perceptions and styles. Cultural impacts of food production and food and beverage service.
  • A historical perspective on the evolution of hospitality and current position of the hospitality industry
  • Sectorisation and definitions of the hospitality industry, it’s development and integration and co-reliance
  • Macro external environmental impacts and influences on the hospitality operation
  • Customer motivations and consumer behaviours in differing hospitality social settings
  • Purchasing practices, ethical practices and approaches, costing and control mechanisms, delivery and distribution
  • An introduction to the study of diversity and social inclusion; definitions, models of disabilism, ageism, ethnicity and gender; language and etiquette, assumptions, types of impairment, and identification of the barriers to inclusion.
  • Key concepts and values of diversity of people in tourism, hospitality and events contexts; disability identity/multiple identity, representation, stigma and stereotyping, equal rights and equality legislation, staff awareness and accessible environments and information.
  • Connecting these concepts to tourism, hospitality and events scenarios and examples.
  • A learning environment designed to raise awareness, promote knowledge and practical skills relevant to students preparing appropriate services within tourism, hospitality and events.
  • The Users of Financial Statements and the forms of business structures
  • The Companies Act 2006 and the role of the Institute of Singapore Chartered Accountants (ISCA) and Singapore accountancy Commission and ACRA. (Accounting standards)
  • Preparation of profit/revenue statements and balance sheets
  • Sources and uses of funds in the context of different types of business organisation
  • Profit measurement and  use of primary accounting ratios to measure profitability, performance, liquidity and solvency
  • Costs and costing, cost classification and cost  behaviour;
  • Using marginal costing for decision making on maximising returns;
  • Using break-even analysis to evaluate business opportunities;
  • Using costs to price products and services and the effect of the market and price elasticity of demand on pricing decisions; and Management of working capital.

The module is designed to embed theoretical perspectives through participation in a business simulation over a number of financial years. Students will manage the business in a virtual environment analysing their process whilst using, and reflecting on, theories and frameworks they have studied.

  • The nature of the relationship of people within the structure of an organisation and their influence on organisational performance.
  • The needs and desire of people at work, their personality and perceptions along with processes involved in identifying and modifying motivation intrinsically and extrinsically.
  • The main professional specialist areas of the HR function with regard to people resourcing; employee relations; performance management and rewards; learning and development, and organisational design and development.
  • The process of communication and language, how communication flows, through what channels and how language can cause barriers within organisations
  • Formal and informal groups, how they develop and their impact upon the organisation.
  • Different theories of management, the qualities of effective leaders and their impact on employee performance at work
  • The recognition of the importance of organizational culture, external climate, employee commitment, management of conflict and change.
  • This module will be taught through a variety of teaching and learning strategies, but it will involve active student involvement through class based discussions and group exercises
  • How the theory taught can be applied in practical situations within a variety of situations
  • Expectations of studying in higher education
  • Time management
  • Feedback and reflection as tools for improvement Researching and communicating Ideas
  • Appropriate sources of information
  • Referencing and academic honesty
  • Structuring an argument
  • Styles and formats of academic and reflective writing
  • CV building
  • Self assessment of career motivations, interests and personality factors
  • Transferable skills assessment and development planning
  • Career specific skills assessment  and development planning
  • Research of career pathways
  • Planning for work experience
Year 2

Students follow 120 credits of core modules.

Core Modules
  • Being an entrepreneur. Key elements in successful small businesses.  Identifying new business ideas
  • Market research, using appropriate market intelligence reports such as Keynote, Mintel
  • Pricing techniques, media and advertising
  • Business Planning. Legal forms of business, financial planning
  • Sources of finance, legal considerations for the enterprise: Health and Safety, employers and employee legislation;
  • Costing the business start-up, budgeting, creating and manipulating excel spreadsheets
  • Report writing, working in groups
  • Develop the culture of the organisation
  • Negotiating tasks, duties and responsibilities within a working environment
  • Understanding the roles and duties of operative, supervisory and managerial staff
  • Understanding the relationship between theoretical studies and the world of work
  • Evaluate and understand the theoretical principles as applied in the workplace
  • Develop common, personal and social skills, and the understanding of ethical issues
  • Organisational structures, and operational policies and practices
  • Problem solving skills
  • Students are required to engage as part of a project team, who will work to develop a potential new retail business concept which will be confirmed through an individually written business plan.
  • Environment influences on management decisions and styles within the hospitality industry.
  • Total Quality Management. Technology and the changing the face of hospitality in rooms’ & food & beverage management systems. Sales, purchasing, negotiating techniques.
  • Consumer behaviour, buying patterns, psychology of food choice & dietary requirements.
  • Underlying theories that influences the way we operate hospitality outlets, focusing on facilities management, provision of food & beverage services and supply chain management.
  • The creative use of space and innovate designs and techniques. Logistics in both purchasing, design and acquisitions.
  • Ownership patterns, business start up, partnerships, franchising and multi-function venues.
  • External context: demographical, social, technological and environmental changes and the nature of work;
  • globalisation and markets; international factors; Singapore & Asian policy and legislation; stakeholders and customers;
  • Models, theories and concepts of HRM;
  • Role of HR and the main functions and specialist areas of HR (e.g. people resourcing, employee relations;
  • performance management and rewards; and learning and development;) role of HR in management structure;
  • role of HR in ethics, governance and accountability; problem solving and practical implications.
  • Major incidents at events, exploring their effects and impacts.
  • Event planning pre and post and damage limitation.
  • Corporate identity and protection in crisis.
  • Media – Management, operations and responsibilities.
  • UK and European Health and Safety Legislation and regulations.
  • Duty of Care and the social responsibility of the event and the management team.
  • Stakeholder liaison, management, interactions and  responsibilities.
  • Table top planning, design, operation, planning and responsibilities.
  • Management issues within the event sector.
  • Major Incident and Crisis Management practical workshops & role play.
  • Major Incident and Crisis Management plan and other supporting documentation.
  • The nature of marketing and the theory and application of the marketing concept within tourism, hospitality and events
  • Role and significance of marketing within the tourism, hospitality and events business environments
  • Consumer orientation and customer behaviours, the decision-making process, buying situations
  • Concept of segmentation, differences between B2B and consumer marketing, benefits of segmentation, dangers of segmentation
  • Market segmentation, targeting, positioning and branding concepts and application
  • Marketing mix; price product, promotion, place; extended elements of the mix
  • The theory and application of the service marketing mix – product offerings, pricing policies, channel and distribution systems, marketing communications, people, processes and physical evidence
  • Marketing information and marketing research, definition and role; types of research, marketing information systems, ethics in marketing research
  • Marketing planning; the role and importance of marketing planning and strategy, the marketing planning process, organising marketing activities, controlling marketing activities
  • Role, significance and impact of technology on marketing applications; e-marketing and the internet

Purposes of  research across a range of applications

  • The research process
  • Development and articulation of a research question
  • Critically reviewing literature from a range of sources
  • Research methodologies – understanding, evaluating and justifying methods and techniques for collecting information from secondary and primary sources including: documents, surveys, questionnaires, observation,  various types of interview, oral history,  projective techniques
  • Questionnaire design and implementation
  • Analysing quantitative data using SPSS
  • Understanding access, ethical, validity and reliability issues;
  • Approaches to analysing and interpreting qualitative data including thematic, narrative, content and semiotic analysis.
  • Developing a Dissertation/Enterprise  proposal
  • Rationale for design considerations in all permanent hospitality facilities to meet changing market demand.
  • Understanding of different design propositions; consideration of multi-purpose and flexible design including the use of new technologies and design materials.
  • Incorporation of appropriate sustainable and ecological systems into new design projects; financial and practical implications.
  • Operational practices, procedures and initiatives considered and undertaken in the Hospitality, Tourism or Events industries including problems that arise as a result of direct and indirect influences.
  • Consideration of the practical implementation of refurbishment programmes upon the operation of a hospitality business; phasing, impact upon finance, staff, customers and facility usage.
  • Evaluation of a venue design project; how to analyse the success or otherwise of a project with regard to meeting financial, marketing and customer satisfaction targets.
  • Individual and team development incorporating transferable and organisational skills.
  • Formal presentations of findings and recommendations including oral, visual and written formats.

Year 3

Students follow 100 credits of core modules and 20 credits of optional modules determined by the college.

Core Modules
  • Characteristics of the industry which influence the manner in which food and beverage operations are managed, e.g. “the nature of the industry”, casualisation, labour issues, customer perceptions, quality issues
  • The application of systems thinking to the management of food and beverage within two distinct dimensions. i.e. design, planning, control and the management of operating systems within a food and beverage provision. e.g. the importance of the menu and wine list as a marketing tool and the implications of the use of this point of sale
  • The importance of developing a consumer-product relationship as dynamic, organic and continuous. e.g. trends and developments that influence dining out to an increasingly more aware and discerning customer
  • The appraisal of a food and beverage operation to involve individual consideration of a range of operational variables and the consideration of the operation as a whole in order to provide a basis for making strategic management decisions
  • The determination of elements that are central to the management of Human Resources in service environments such as competencies, collaboration and empowerment
  • The media influenced changes in the consumption of wine, food and how this impacts upon how the effectiveness and speed with which managers of food and beverages respond to consumer demand and change
  • The need for effective organisational structures in order to provide a consistent management of food and beverage operations within the profit orientated and cost provision sectors of the hospitality industry. e.g. staffing profiles, company objectives , financial imperatives and individual and team tensions
  • Overview of strategic management including the nature and development of strategic management within hospitality, tourism, leisure and events organisations
  • The impact of organisational culture on strategic decision-making; the role of strategic management within the competitive environment
  • The strategic management process: the dynamic perspective of strategic management, internal capability appraisal, external opportunities assessment, managing change, strategic options analysis and selection, strategy implementation and control, strategy review and evaluation
  • Applications of strategic models in the management of resources (financial, human, marketing) within hospitality, tourism, leisure and events organisations;
  • The increasing role and expectations of corporate social responsibility in the strategic planning undertaken by hospitality, tourism, leisure and events organisations;
  • Current strategic issues in Singapore and global hospitality, tourism, leisure and events industries.
  • Dependent upon the specific area of the research study and negotiated from the learning outcomes.
  • Current employment patterns, opportunities, reward levels, skill requirements, employment statistics.
  • The graduate recruitment process including fairs, open days, graduate employment agencies and e-application processes.
  • Industry insights into employment from alumni and industry representatives demonstrating key points in the employability process.
  • Gaining an unfair advantage fairly: hints, tips for success and making yourself visible and viable.
  • implications.
  • Contemporary strategic material on branding in tourism, hospitality and events management;
  • Branding practice and theory: case studies of tourism, hospitality and events products;
  • Contemporary consumption and consumer behaviour in tourism, leisure and hospitality;
  • The planning framework for the development of an advertising campaign;
  • Strategic research in the advertising planning process;
  • The creative process and creative development research in advertising a tourism, leisure and hospitality brand;
  • Media choices and targeting today’s consumer;
  • Creation of the complete tourism, hospitality and events advertising campaign;
  • Monitoring and evaluation of advertising campaigns.
  • Definitions of Public Relations and Sponsorship in the broader marketing context.
  • Understandings of the concept of “Reputations” in tourism, hospitality and events.
  • The impact of social media and web 2.0 on traditional public relations and sponsorship practices.
  • Best practice models in public relations and sponsorship.
  • Technological, business, political, geographical, cultural, social and ethical issues of public relations and sponsorship management.

Optional Modules

  • Industry structure, size and scope
  • Conferences, exhibitions and corporate events client requirements from a venue perspective
  • Conferences, exhibitions and corporate events client requirements and organizers perceptive
  • Venue selection and negotiation
  • Program planning
  • Marketing and sales
  • Customer relations & management
  • Stakeholder management
  • Environmental and sustainable issues in relation to conferences, exhibitions and corporate events
  • Consideration of the role of hotels
  • ICT, and the use of other technology
  • Organisational and human resource development; systems and action of models, work systems, job redesign, new technology, technological policy and job enrichment, strategic implications of the human resource, culture, climate and the organisation, future trend in the management of human resources.
  • Management of employee relations, employee involvement and influence, discipline and grievance, employee performance and reward systems, industrial relations systems, European and international models, participation and consultation, communication
  •  
Admission Criteria

Age Requirement

At least 18 years old

Academic Requirement

  1. At least Grade C in any 3 GCE ‘A’ level subjects, or Polytechnic diploma, or equivalent foreign qualifications

English Entry Requirement

  1. Students whose first language is other than English will need to provide evidence of fluency to at least an IELTS 6.0 standard,

2. or the equivalent

Exemptions

Students with an appropriate polytechnic diploma or HND/C in the relevant discipline or equivalent can transfer directly onto the degree; other students wishing to enter the course may apply on the basis of RPL and RPEL for admission with Credit.  Such claims must conform to CARDIFF MET regulations for advanced standing and applicants must submit a portfolio of evidence.  This will be assessed by the programme team and a report sent for confirmation to the School.  The details required in this portfolio will depend upon the nature of the credit being claimed.

Key Facts
Accredited by: Cardiff Metropolitan University

Course Length:

36 Months (Full-Time & Part-Time)

Support for students and their learning:

  • All students studying in Beacon benefit from the team of dedicated tutors who provide a point of personal and regular contact for students
  • An induction programme both for first year students and direct entry year two or three students
  • Student handbook, programme handbook  and individual module handbooks
  • Module content and materials via  Moodle Virtual Learning Environment
  • Library and study skills packages
  • Library and learning resources of both Cardiff Metropolitan University and Beacon
  • 24 hour wifi, photocopying & printing services, library with PCs and laptop recommendation services
  • Unlimited worldwide web access
  • Access to student services including those offered by careers, welfare and counselling.

Teacher-Student Ratio

Beacon maintains a maximum teacher-student ratio as follows:

Tutorial – 1:40
Lecture – 1:72

About Cardiff Metropolitan University
  • Results of the latest Complete University Guide ranked Cardiff Met as the top post-1992 University and  2nd in UK’s hospitality studies’ research quality. Cardiff Met’s hospitality course is ranked 19th in UK
  • Ranked top in UK for overall international student support for the 6th time (International Student Barometer 2010-2015)
  • 95.6% of graduates secure employment or enter further study within six months of graduation. This is the highest figure of any modern university in Wales (DLHE 2015)
Find out more about the University of East London: https://www.cardiffmet.ac.uk