APPLIED STRATEGY FOR HOSPITALITY, TOURISM AND EVENTS MANAGEMENT (APPRENTICESHIP) - 2021/2
Module code: MANM478
In light of the Covid-19 pandemic, and in a departure from previous academic years and previously published information, the University has had to change the delivery (and in some cases the content) of its programmes, together with certain University services and facilities for the academic year 2020/21.
These changes include the implementation of a hybrid teaching approach during 2020/21. Detailed information on all changes is available at: https://www.surrey.ac.uk/coronavirus/course-changes. This webpage sets out information relating to general University changes, and will also direct you to consider additional specific information relating to your chosen programme.
Prior to registering online, you must read this general information and all relevant additional programme specific information. By completing online registration, you acknowledge that you have read such content, and accept all such changes.
On completion of this module learners will gain the knowledge and confidence to translate organisational strategy into operational practice. Learners will become comfortable in operating in complex and unpredictable situations by choosing and selecting appropriate tools and techniques to implement effective solutions.
Hospitality, Tourism & Events Management
ASHTON Mark (Hosp & Tour)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
Module cap (Maximum number of students): N/A
Teaching block 2
Prerequisites / Co-requisites
The module will focus on the application of learning at work and enable learners to test theories, tools and techniques in the context of their own organisation. The module will cover the following indicative content:
• Stakeholder engagement and management strategies
• Project management principles and methodologies
• Project teams, roles and responsibilities
• Risk and change management
• Contingency planning for uncertainty and ambiguity
• Effective decision making, using financial data to allocate resources
• Defining a business case for investment, financial strategies for investment
• Preparing and costing proposals
• Project reporting
• Delivering recommendations and presenting findings
• Project completion, handover and review
|Assessment type||Unit of assessment||Weighting|
|Oral exam or presentation||Individual Oral Presentation||25|
|Coursework||Individual Executive Report||65|
The assessment strategy is designed to provide learners with the opportunity to demonstrate their understanding and application of the core learning outcomes for the module and the full range of knowledge, skills and behaviours identified above. It is designed to provide learners with the opportunity to demonstrate effective engagement, with and management of, a diverse group of stakeholders. Learners will need to be able to show that they have the ability to influence people effectively to drive through change or process improvements. Learners will need to show they have the ability to develop a plan and mobilise resources effectively to deliver anticipated and effective outcomes.
Individual Oral Presentation - 25%
A 10 minute oral presentation that summarises the interim rationale and key findings of the project. The presentation is designed to generate buy-in of all stakeholders for the intended project. The presentation will allow the panel to ask questions of the learner in advance of them submitting their final Executive report.
Individual Executive Report - 65%
A 2,500 word business report for the Executive team in the learners own organisation. The report will need to draw on the latest academic thinking in relation to effective project management. In addition, the report will also need to incorporate a detailed project plan, including time and resource requirements to ensure the successful delivery of the project. The report should enable the Executive team to make an informed decision on the need for change and whether to proceed with the recommendations outlined in the report.
Individual e-Portfolio – 10%
Learners will be required to reflect on the application of this learning in the workplace. Using reflection and other analytical skills the learners will be required to produce a critical reflection of their learning through the production of a 1,000 words reflection log.
Learners will work regularly in groups and as individuals, participating in classroom or online discussion forums and webinars, to demonstrate their understanding of the subject contents and application. Learners will be required to complete online guided learning activities that demonstrate the ability to analyse key components of organisational strategy. Awareness will be built up by learners being required to lead and participate to share understanding and knowledge of elements of organisational strategy. For example, learners may be required to present online a short presentation containing information from their organisation. Learners will receive peer feedback as well as comments from the academic and industry subject matter experts.
Learners will be given formal feedback on their assessments and receive regular, informal feedback on their contribution throughout the module.
- The aim of this module is to give learners the practical tools needed to define, develop and implement solutions. The module will build on the theoretical knowledge gained in the Strategic Management of Companies module and is designed to deepen learners appreciation of how academic theory informs practice. Working on a live issue within their organisation learners will be required to set out the need for a change or process improvement and to be able to develop an appropriate plan to deliver the project. The module is designed to give learners a comprehensive understanding of the principles and methodologies underpinning effective project management and apply them from inception through to final presentation.
|001||• Critically evaluate the need for appropriate stakeholder engagement and develop effective stakeholder engagement strategies||CPT|
|002||• Critically analyse and translate strategic plans into operational practice||CPT|
|003||• Understand and be able to apply appropriate project management techniques||KPT|
|004||• Have confidence to identify and positively challenge current organisational practices||CPT|
|005||• To act as a project sponsor to champion the delivery of projects across organisational boundaries||KPT|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Overall student workload
Methods of Teaching / Learning
The hours listed within the overall student workload section represent off-the-job learning. The teaching and learning methods incorporate a blended learning approach, centred around the key online learning design principles of – Learner centred; Useful; Engaging; Flexible; Consistent; Supportive and Accessible.
In line with the Apprenticeship Off the Job Training guidance, the teaching and learning undertaken on this module will reflect the following categories of training:
1. Teaching of Theory. (May include lectures, role play, simulation exercises, online learning, research and networking)
2. Practical Training. (May include shadowing, mentoring, industry visits and participation in guided activities to apply the theoretical knowledge, concepts and models in the day-to-day working practice).
3. Learning support and time spent writing assignments and partaking in assessments.
4. Reflective learning and self-evaluation to impart new knowledge, skills and behaviours only. (E-portfolio)
Learners taking this module will cover theoretical aspects with a mix of campus-based sessions, online and self-directed learning activities. Learners will be expected to demonstrate commitment to independent learning and take an active part in any asynchronous activities such as forums, wikis and blogs, as well as synchronous activities (i.e. virtual meetings) where appropriate. Participation in these activities, with emphasis on the self-directed learning activities, will be essential to the successful achievement of learning outcomes in this module.
Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.
Upon accessing the reading list, please search for the module using the module code: MANM478
Degree apprenticeships are delivered over three teaching blocks:
- Teaching Block 1 - September - December
- Teaching Block 2 - January - April
- Teaching Block 3 - May – August
The planning of this module is underpinned by the Senior Leader Master’s Degree Apprenticeship Standard. Learners who are studying this module as part of an apprenticeship should also refer to the Senior Leader Standards. Studying this module will support learners to produce suitable evidence for their e-portfolio to fully or partially meet specific Senior Leader standards listed below:
Organisational Performance – delivering a long-term purpose Strategy:
• Understands organisational structures; business modelling; diversity; global perspectives; governance and accountability; the external environment, social, technological and policy implications. (K2)
• Use of horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes. (S1)
Innovation & Change
• Understands innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability. (K4)
• Knowledge of systems thinking, knowledge/data management, and programme management. (K5)
• Initiates and leads change in the organisation, creates environment for innovation and creativity, establishing the value of ideas and change initiatives and drives continuous improvement. (S4)
• Able to manage conflict. Manages partnerships, people and resources effectively, and measures outcomes. (S5)
• Acts where needed as a Sponsor, championing projects and transformation of services across organisational boundaries. (S6)
Enterprise and Risk:
• Knowledge of ethics and values-based leadership; regulatory environments, legal, H&S and well-being and compliance requirements; corporate social responsibility; risk management, environmental impact and cyber security. (K6)
• Understands competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change. (K7)
• Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management. (S7)
• Application of principles relating to Corporate Social Responsibility, Governance, Regulatory compliance. Drives a culture of resilience and supports development of new enterprise and opportunities. (S8)
• Knowledge of systems thinking, knowledge/data management, and programme management. (K8)
• Understands financial governance and legal requirements, and procurement strategies. (K9)
• Oversees financial strategies/management, results and setting organisational budgets, and challenges financial assumptions underpinning strategies. (S9)
• Is accountable for decisions based on relevant information e.g. Key Performance Indicators/scorecard. (S10)
• Uses financial data to allocate resources. (S11)
• Oversees procurement, supply chain management and contracts. (S12)
Interpersonal Excellence Leading people and developing collaborative relationships:
• Gives and receives feedback at all levels, building confidence and developing trust, and enables people to take risks. (S15)
Leading and Developing People
• Enables an open and high performance working and sets goals and accountabilities for teams and individuals. (S16)
Developing/Building Collaborative Relationships
• Understands working with board and company structures. (K14)
• Manages complex relationships across multiple and diverse stakeholders. (S19)
• Builds trust and rapport, with ability to positively challenge. (S20)
• Leads beyond area of control/authority, and able to influence, negotiate and use advocacy skills to build reputation and effective collaborations. (S21) Personal and interpersonal effectiveness Leads by Example
• Works collaboratively enabling empowerment and delegation. Acts with humility and authenticity, is credible, confident and resilient. (B2)
Judgement and Challenge
• Takes personal accountability aligned to clear values. Instils confidence demonstrating honesty, integrity, openness, and trust. (B3)
• Demonstrates flexibility and willingness to challenge when making decisions and solving problems. (B4)
Courage & Curiosity
• Is confident and brave, willing to innovate, seeks new ideas and looks for contingencies. (B5)
• Manages complexity and ambiguity, comfortable in uncertainty, and is pragmatic. (B6)
• Advocates the use of good practice within and outside the organisation. (B10)
K – Knowledge S – Skills B - Behaviours
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2021/2 academic year.