STRATEGIC MANAGEMENT OF INTERNATIONAL HOSPITALITY COMPANIES (ONLINE) - 2021/2
Module code: MANM505
In light of the Covid-19 pandemic the University has revised its courses to incorporate the ‘Hybrid Learning Experience’ in a departure from previous academic years and previously published information. The University has changed the delivery (and in some cases the content) of its programmes. Further information on the general principles of hybrid learning can be found at: Hybrid learning experience | University of Surrey.
We have updated key module information regarding the pattern of assessment and overall student workload to inform student module choices. We are currently working on bringing remaining published information up to date to reflect current practice in time for the start of the academic year 2021/22.
This means that some information within the programme and module catalogue will be subject to change. Current students are invited to contact their Programme Leader or Academic Hive with any questions relating to the information available.
In an ever-changing world, organisations must make strategic choices based on solid analyses and decision-making processes. This module adopts an innovative teaching approach to illustrate how strategic management theories and models can be applied in different contexts and how they inform decision making. You will develop a skill-set founded on strategic management theory that will allow you to become an active actor in the strategy process that organisations deploy to ensure their long-term success.
Learners successfully completing this module will have mastery, knowledge and skills to conduct long term view strategic positioning and apply strategic opportunities to grow business in the Hospitality economy context.
Hospitality, Tourism & Events Management
CIRAULO Marco (Hosp & Tour)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
Module cap (Maximum number of students): N/A
Overall student workload
Independent Learning Hours: 84
Lecture Hours: 22
Seminar Hours: 11
Practical/Performance Hours: 33
Prerequisites / Co-requisites
Indicative content includes:
- Foundation of organisational strategy
- Digital strategy and its impact on the business model
- Strategic management tools, models, analysis and evaluation
- Internal and external environmental analysis
- Business model analysis
- Evaluation of new technology-based hospitality businesses from within the “Disruptive Marketplace”
- Evaluation of business strategies
- Implementation of business strategies
- Regulation and corporate social responsibility
|Assessment type||Unit of assessment||Weighting|
|Coursework||Individual Summary (8 slides)||35|
|Coursework||Individual Summary (Word Cloud)||35|
|Coursework||Individual e-Portfolio (500 words synopsis)||15|
|Oral exam or presentation||Individual e-Portfolio (5 minutes podcast)||15|
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 the ability to evaluate the rationale, purpose and implementation of a strategy.
Individual Summary Report - 70%
Learners will be required to produce:
- A visual report in PowerPoint (a maximum of 8 slides) of the strategic analysis of a publicly listed Hospitality organisation using the theoretical models discussed in the module.
- A written Word Cloud to present the synopsis of the report.
Individual e-Portfolio Report - 30%
Learners will be asked to record a short (maximum 5 minute) podcast to critically evaluate one of the following statements (subject to change). The podcast will be supported by a 500-word synopsis.
- Whether Strategy is a discipline that can be learnt?
- The success or failure of a digital business strategy within the hospitality industry (past or present)
- Evaluate the impact organisational culture and their business DNA has on their strategic direction
Learners will work regularly in virtual groups and as individuals, participating in 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 teaching team.
Learners will be given formal feedback on their assessments and receive regular, informal feedback on their contribution throughout the module.
- This module aims to provide learners with an in-depth knowledge of the strategic drivers for hospitality companies and especially those who operate within the "Disruptive Market". It will provide multiple theoretical and conceptual frameworks for learners to consider in terms of company strategy, with a particular attention to their digital strategy. A strong focus will be given to the digital economy and its impact on the hospitality industry. Learners will be able to articulate how a company strategy (both digital and non-digital) relates to company vision and culture. The module will develop the learners' ability to integrate multiple perspectives and forces affecting company strategy within the wider context of the Hospitality industry.
|001||Critically analyse and advance professional practice from a range of sources in relation to organisational strategy||CK|
|002||Demonstrate an ability to operate in complex, ambiguous and unpredictable contexts by selecting appropriate information, tools and techniques to address difficult situations||CPT|
|003||Able to critically analyse the effective implementation of an hospitality organisation strategy, including identification of enablers and barriers to the execution of the company strategy||CPT|
|004||Critically evaluate the role as a senior leader in the organisation as to how they embody and communicate the company strategy to all||PT|
|005||Able to identify and address ethical dilemmas in the pursuit of profit, competition and wider social purpose||CKPT|
|006||Able to appraise the effect of external, market, regulatory and other socio-economic factors on the development of an organisational strategy||CK|
|007||Able to appraise the digital efficiency and effects the organisation has taken to gain a competitive advantage in the market place||CK|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Methods of Teaching / Learning
The teaching and learning methods are fully geared towards an online teaching approach, centred around the key online learning design principles of learner-centred, useful, engaging, flexible, consistent, supportive and accessible.
The teaching and learning undertaken on this module will reflect the following categories of training:
- Teaching of theory, which may include online lectures, simulation exercises, online learning, research, and networking.
- Practical training, which may include virtual industry visits, and participation in guided activities to apply the theoretical knowledge, concepts, and models.
- Learning support and time spent writing assignments and partaking in assessments.
- Reflective learning and self-evaluation to impart new knowledge, skills, and behaviours (e-portfolio)
Learners taking this module will cover theoretical aspects with a mix of 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, writing 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: MANM505
Programmes this module appears in
|International Hospitality Management with Digital Innovation MSc||2||Optional||A weighted aggregate mark of 50% is required to pass the module|
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.