The International Hospitality Management Code ... - Stenden Rangsit
The International Hospitality Management Code ... - Stenden Rangsit The International Hospitality Management Code ... - Stenden Rangsit
International Business Communication Module coordinator(s) Mrs. K. Faber, Mrs. W. Bijsterbosch, Mrs. N. Haagsma, Mrs. M. van der Weij Study load 336 European Credits 12 Desired entry level Admitted to the IHM main phase Module objectives After participating in this module, the student should be able to: 1. apply the communication model Sender-Message-Receiver. 2. interpret verbal and non-verbal communication in an intercultural context. 3. understand basic aspects of the culture, values and moral opinions, history, geography, economy and gastronomy of the relevant country. 4. describe the hospitality organisation and the hotel chains of the relevant country. 5. communicate effectively in the departments of a hospitality organisation on the level of daily operations (mid-management level). 6. apply sales skills to guest encounters. 7. give an effective presentation. 8. conduct effective negotiations on the level of daily operations (mid-management level). 9. read and write a business letter and a report. 10. describe the application procedure from both the employee's and the employer‟s perspective. 11. handle the phases of an application procedure. 12. link core values (i.e. Joy & Pride, Excellence in Service and Hospitality) to his daily behaviour on the mid-management level). 13. assess his daily behaviour in an international context. Module content The hospitality industry has become a global business, which is becoming increasingly important to almost all aspects of the hospitality industry. Hotel managers and entrepreneurs who want to be successful will need to be aware of this global dimension and will have to look beyond the own region or country to the whole world. Being aware of the international character of the business requires knowledge, understanding and tolerance. A manager needs to know about the differences that may exist between cultures and apply this knowledge in building relationships. He or she also needs to know about universal core values which contribute to the care of human beings and the world itself. The increasingly international component of the hotel industry demands specific qualities of managers and entrepreneurs, such as dealing with different foreign languages, different customs, values and moral opinions. In order to be successful in such an environment a manager will need excellent communication skills, good command of foreign languages, intercultural sensitivity and moral judgement. The module International Business Communication focuses both on a second modern foreign language and on communication skills since English is the vehicle language of the curriculum. The program presents the major communication issues affecting hospitality business and linguistic skills in the modern foreign language. The content is strongly linked to the year theme: “Managing daily operations”. Therefore the exercises and material for study are to be seen from the perspective of a hotel manager performing on a midmanagement level in an international environment. Educational methods Lectures, workshops, consultation hours Written and oral test, participation (incl. portfolio assignments), Assessment progress test (communication) Part 2 Hotel Management Study Guide 2011-2012 41
2B.6 Curriculum for the third year of study at IHM Team leader Year 3: Mr. G. Thompson Module coordinators: Strategic Hospitality Management Mr. O. Green Hospitality Operations Management Mr. Wichard Zwaal and Mr. R. van Vuuren In the third year, two compulsory modules are offered, Strategic Hospitality Management (SHM) and Hospitality Operations Management (HOM). The Bachelor Dissertation (BD) is common to both of these modules in that the Dissertation Proposal (BD1), and the Dissertation, itself (BD2), are segments of the modules. For this reason, these two modules are always combined during the two semesters in the third year. The combination works as follows. For the first semester (year three) students are divided into two streams – A and B. Students in stream A participate in SHM during the first module period. In the second module period, they will participate in HOM. For the students in stream B, the sequence is just the opposite. All students in both streams - A and B - follow BD1 in period 1, and BD 2 in period 2. In the second semester of the year, the two streams are organised in a similar way. As the modules are offered in every module period the sequence varies. The following are extracts from the module books. Strategic Hospitality Management Module coordinators: Mr. O. Green/Mrs. Sandy Loup Study load: 336 SBU Study Credits: 12 EC Desired entry level: Admitted to the IHM main phase Module objectives Strategic Hospitality Management is one of two Capstone Modules in the semester, and focuses on the processes by which an organization manages the formulation and implementation of its strategy(ies). The module introduces the basic concepts of Strategic Management as they apply to (hospitality) organizations, and provides an integrating framework within which students are required to apply concepts, theories, tools, and techniques learned. Thus, the module helps students to further acquire the knowledge, skills, and attitude needed for a managerial approach to running the hospitality organization in today‟s competitive environment. Scope is provided for students to learn how to analyze “Open Cases”, as well as how to undertake the systematic, analytical processes for formulating solutions to problematic strategic issues relating to the organization. In particular, this module has four specific aims: To develop the student‟s ability to think strategically about a given hospitality/tourism organization, its business situation, how its strategies can be implemented and executed successfully, and how it can gain sustainable competitive advantage. To facilitate the student‟s understanding of the different industry, and environmental, contexts and different competitive situations, and the strategic implications of these for the organization; To build on the student‟s skills in conducting a company‟s strategic analysis; To enhance the student‟s ability to effectively communicate the results of analyses, and to provide appropriate recommendations based on such findings. Module content Six segments comprise the module, as follows: Understanding Strategy and Strategic Management looks at the strategy process as a whole, and includes a comprehensive Part 2 Hotel Management Study Guide 2011-2012 42
- Page 1 and 2: Hotel Management Study guide 2011-2
- Page 3 and 4: Table of Contents Introduction 1 Th
- Page 5 and 6: 3 Student Facilities 71 3.1 Informa
- Page 7 and 8: The Hotel Management Code of Behavi
- Page 9 and 10: What is expected from IHM IHM‟s e
- Page 11 and 12: 1 General information about the Edu
- Page 13 and 14: Practical training The second educa
- Page 15 and 16: Composition Advisory Board Mr. G. B
- Page 17 and 18: Mission & Vision We provide a home
- Page 19 and 20: Twelve competences form the basis o
- Page 21 and 22: Competence Year 1 Year 2 Year 3 Yea
- Page 23 and 24: 2A.3 Views on learning and teaching
- Page 25 and 26: Exceptions There are two exceptions
- Page 27 and 28: Students with an MHS diploma After
- Page 29 and 30: More and more students want to foll
- Page 31 and 32: From Up to week Particulars Activit
- Page 33 and 34: Each first year student receives a
- Page 35 and 36: Career Development 3 84 Extracurric
- Page 37 and 38: Module content In the first year of
- Page 39 and 40: Guest Experience Module coordinator
- Page 41 and 42: organisation of the different depar
- Page 43 and 44: leading employees in a department;
- Page 45: Planning Module coordinator Mr. F.
- Page 49 and 50: Hospitality Operations Management M
- Page 51 and 52: After completing the industrial pla
- Page 53 and 54: Learning Communities: Study Career
- Page 55 and 56: Procedure Elective credits Modern F
- Page 57 and 58: 2C.3 Finishing Touch Programme The
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- Page 71 and 72: Article 17.2 Closed questions in a
- Page 73 and 74: 8. Your input as a foreign student
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2B.6 Curriculum for the third year of study at IHM<br />
Team leader Year 3: Mr. G. Thompson<br />
Module coordinators:<br />
Strategic <strong>Hospitality</strong> <strong>Management</strong> Mr. O. Green<br />
<strong>Hospitality</strong> Operations <strong>Management</strong> Mr. Wichard Zwaal and Mr. R. van Vuuren<br />
In the third year, two compulsory modules are offered, Strategic <strong>Hospitality</strong> <strong>Management</strong><br />
(SHM) and <strong>Hospitality</strong> Operations <strong>Management</strong> (HOM). <strong>The</strong> Bachelor Dissertation (BD) is<br />
common to both of these modules in that the Dissertation Proposal (BD1), and the Dissertation,<br />
itself (BD2), are segments of the modules. For this reason, these two modules are always<br />
combined during the two semesters in the third year.<br />
<strong>The</strong> combination works as follows. For the first semester (year three) students are divided into<br />
two streams – A and B. Students in stream A participate in SHM during the first module<br />
period. In the second module period, they will participate in HOM. For the students in stream<br />
B, the sequence is just the opposite. All students in both streams - A and B - follow BD1 in<br />
period 1, and BD 2 in period 2. In the second semester of the year, the two streams are<br />
organised in a similar way.<br />
As the modules are offered in every module period the sequence varies.<br />
<strong>The</strong> following are extracts from the module books.<br />
Strategic <strong>Hospitality</strong> <strong>Management</strong><br />
Module coordinators: Mr. O. Green/Mrs. Sandy Loup<br />
Study load: 336 SBU<br />
Study Credits: 12 EC<br />
Desired entry level: Admitted to the IHM main phase<br />
Module objectives Strategic <strong>Hospitality</strong> <strong>Management</strong> is one of two Capstone Modules<br />
in the semester, and focuses on the processes by which an<br />
organization manages the formulation and implementation of its<br />
strategy(ies). <strong>The</strong> module introduces the basic concepts of Strategic<br />
<strong>Management</strong> as they apply to (hospitality) organizations, and<br />
provides an integrating framework within which students are<br />
required to apply concepts, theories, tools, and techniques learned.<br />
Thus, the module helps students to further acquire the knowledge,<br />
skills, and attitude needed for a managerial approach to running<br />
the hospitality organization in today‟s competitive environment.<br />
Scope is provided for students to learn how to analyze “Open<br />
Cases”, as well as how to undertake the systematic, analytical<br />
processes for formulating solutions to problematic strategic issues<br />
relating to the organization.<br />
In particular, this module has four specific aims:<br />
To develop the student‟s ability to think strategically<br />
about a given hospitality/tourism organization, its<br />
business situation, how its strategies can be implemented<br />
and executed successfully, and how it can gain<br />
sustainable competitive advantage.<br />
To facilitate the student‟s understanding of the different<br />
industry, and environmental, contexts and different<br />
competitive situations, and the strategic implications of<br />
these for the organization;<br />
To build on the student‟s skills in conducting a company‟s<br />
strategic analysis;<br />
To enhance the student‟s ability to effectively<br />
communicate the results of analyses, and to provide<br />
appropriate recommendations based on such findings.<br />
Module content Six segments comprise the module, as follows:<br />
Understanding Strategy and Strategic <strong>Management</strong> looks at the<br />
strategy process as a whole, and includes a comprehensive<br />
Part 2 Hotel <strong>Management</strong> Study Guide 2011-2012 42
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