degree in tourism and hospitality management - TSI-Turismo Sant ...

DEGREE IN TOURISM AND
HOSPITALITY MANAGEMENT
2011-2012 Academic Year
Programme Guide
MODULE: Business Policies. Strategic Management
PERIOD: Semester 5
Lecturer: Dr. Ricard Santomà
Ms. Tugba Kalafatoglu
Publicación para el uso exclusivo de Turismo Sant Ignasi (ESADE, Universitat Ramon Llull).
No se permite su reproducción total o parcial.
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Tourism & Hospitality Management Degree
COURSE SYLLABUS
COURSE: Business Policies. Strategic Management
MODULE: International Tourism and Hospitality Management
CODE: OB5BST-I
COURSE TYPE: Obligatory Year: 3
ECTS CREDITS: 4 SEMESTER: 5
LANGUAGE: English
LECTURER: Ricard Santomà and Tugba Kalafatoglu
1. General description of the course:
The Hospitality and Tourism Industry faces new and complex changes
during the 21st century. The aim of this class is to make students aware of
the strategic planning process and its impact on the Hospitality and Tourism
Industry. Students will gain a thorough understanding of Hospitality and
Tourism policymaking within global, international and national contexts and
create an ability to develop and apply innovative strategic planning
approaches in response to corporate policies. Students will gain sense and
imagination in the relationship between policy and practice and they will be
able to anticipate and develop monitoring mechanisms that evaluate policy
and business responses to issues and trends, and the use of that
information in strategic planning.
Students will learn how to explore the necessary tools, procedures and
competencies needed to analyze, define, plan and manage change in an
international context. During the course students also learn and practice self
assessment methods which can be applied in making diagnoses and
analyses on organizational performance in relationship with strategic
planning and improvement/change.
2. Competencies developed within the course:
Type Name Indicators
General G6 1, 4
G7 1, 2, 3, 4
G11 1, 2, 3
Specific
E13 1, 2, 3, 4, 5, 6, 7, 8
Basic B1 1, 2, 3, 4, 5
B2 1, 2, 3, 4
B3 1, 2, 3, 4, 5, 6, 7
B4 1, 2, 3, 4, 5, 6, 7, 8
B5 1, 2, 3
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3. Content
1. Overview, introduction to Strategic Management
2. Strategic Management in Hospitality and Tourism
3. The Hospitality and Tourism Industry Context
4. The Organizational Context
5. Business-Level Strategies
6. Corporate-Level Strategies
7. Network-Level Strategies
8. Strategy Formation – Strategy Formulation and Implementation
9. Strategy Implementation and Change
10.Relating Content, Context and Process
4. Required Readings
Okumus, F., Altinay, L. and Chathoth Prakash H. (2010). Strategic
Management for Hospitality and Tourism, Elsevier: Oxford, UK.
5. Compulsory exercises and assessments
MINI CASES
There will be 5 mini cases (you can see the detailed info on the course
outline) that you need to prepare individually prior to the class. At the
class, we will choose two groups to discuss the case. After the class,
as a group you will prepare 2-3 pages case analysis to return until
next class.
DUE DATE
Week 2
Week 4
Week 6
Week 7
Week 10
GROUP ASSIGNMENTS
Coordination is a major part of management. This is especially true of
strategic management, which demands the close coordination of an
executive team on highly complex issues.
Week 11
Week 12
Week 13
Accordingly, we will form groups on the first day of class. The group
assignment involves case analyses that listed in the course outline.
The team will draw on the text and other relevant materials. The
resulting study will be presented (stand-up using multi-media) at the
end of the semester. Additionally, the team will submit a 15 page
comprehensive analysis of the current strategies utilizing various tools
like SWOT, and PORTER analyses, as well as detailed customer and
competitive analyses.
Your team will make recommendations future strategies along with the
methods of implementation. The case study assignment must contain
a detailed overview of the company under investigation and the
industry to which it belongs.
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Each group will be signed to a case, and the cases are:
Ocean Park: In the Face of Competition from Hong Kong
Disneyland. On page 207.
Six Flags: Is Recovery on the Horizon? On page 235.
The Implementation Process of a Revenue Management
Strategy in Britco Hotel. On Page 253.
Global Hotels and Resorts: Building Long-Term Customer
Relationships. On Page 277.
Entrepreneurship and Leadership in Hospitality Insights and
Implications for Hospitality and Tourism Education. On Page
299.
The Fun Ship Experience at Carnival Cruise Lines. At Moodle.
Building Capabilities at the Westward Hilton. At Moodle.
Intercontinental Hotel Groups’ Entry into China. At Moodle.
6. Learning activities and distribution of work load
Type Activity Hours
EA Contact Hours Lecturer explanations 20
Case discussions 5
Exercises 5
EA Directed study Case analysis 20
Exercises 10
EA Self study Book readings 40
Case readings 20
TOTAL 120
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7. Methodology and sessions chart
Schedule
Topics
Week 1
Introduction to Course/Group Formation
Overview/ Introduction to Strategic Management.
Week 2
Strategic Management in Hospitality and Tourism
Case 1-Page 20 th .
Reading /
Assignments
(Preface) / Chapter 1
Chapter 2
Week 3 The Hospitality and Tourism Industry Context Chapter 3
Week 4
The Organizational Context
Case 2-Page 68 th .
Chapter 4
Week 5 Business-Level Strategies Chapter 5
Week 6
Week 7
Week 8
Week 9
Corporate-Level Strategies
Case 3- Page 110 th .
Network-Level Strategies
Case 4- Page 128-139 th .
Case Reviews: “ The cases listed for the group
assignments”
Strategy Formation –Strategy Formulation and
Implementation
Chapter 6
Chapter 7
Chapter 8
Week 10 Strategy Implementation and Change Chapter 9
Case 5-Page 172 nd .
Week 11 Group Report
Week 12 Group Report
Week 13 Group Report
Week 14
Final - Conclusions: Relating Content, Context, and
Process
FINAL EXAM
Chapter 10
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8. Evaluation activities
Mini Cases & Participation 20%
Case Study Presentation 30%
Final Exam 50%
Total 100%
9. Bibliography
Enz, C.A. (2009). Hospitality Strategic Management. Concept and
Cases (2 nd Edition). John Wiley & Sons, Inc.: New Jersey.
Greiner, L.E. and Cummings, T.G. (2009). Dynamic Strategy-
Making – a real-time approach for the 21 st century leader. Jossey-
Bass: San Francisco.
Johnson, G., Scholes, K. and Whittington, R. (2007). Exploring
Corporate Strategy: Text and Cases. Prentice Hall: London.
Okumus, F., Altinay, L. and Chathoth Prakash H. (2010). Strategic
Management for Hospitality and Tourism, Elsevier: Oxford, UK.
10. Lecturers
Dr. Ricard Santomà
Ricard Santomà holds a Ph.D. in Business Administration from Universitat
Ramon Llull, a Master’s Degree in Information Society from Universitat
Oberta de Catalunya, a Postgraduate in Human Resource Management from
Universitat Pompeu Fabra and Bachelor’s Degree in Business Administration
from Universitat de Barcelona.
At TSI – Turismo Sant Ignasi is an associate professor in the areas of
Business Management, Hotel Management and Quality Management. He is
the vice director, member of the Governing Board and the Executive
Committee.
Tugba Kalafatoglu
Tugba Kalafatoglu is currently a PhD candidate at ESADE. She holds a
bachelor’s degree in political science with honors from University of
Nebraska at Omaha and master’s degree in international affairs, law, and
business from Georgetown University, USA. She is an entrepreneur, a
business and political consultant, speaker, and seminar leader who speaks
nationally and internationally on topics including cross-cultural
management, strategic management, campaign management, city
branding, international business, entrepreneurship, globalization, lobbying,
leadership & organization, and presentation skills. She works as an advisor
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to governments, international companies, and academia. She was the
president of American Communication Association in 2008-2009. She has
won numerous awards, including “Outstanding Young Person of the World”
“GOLD Pollie Award (Oscar of Political Advertising) in 2010” “Who’s Who in
the World,” “Who’s Who in America,” and “Who’s Who in Finance and
Business.”
11. Other important information
ASSIGNMENTS
The following are the Key Result Areas for all written assignments. Read
them very carefully before you start any assignment and again before you
turn it in.
♦ Rigor of Analyses. Your group’s term paper and your mini cases (executive
briefings) should bring in all course content. Don't spend time restating the
facts given in the case; you should assume some knowledge of the
company. For the small cases, remember that strategic decisions often have
key elements that cannot be quantified – a full analysis must include all
relevant factors. Also, all assumptions must be realistic and justified with
sound logic.
♦ Realistic Recommendations. You will be graded on whether you are aware
of organizational realities that may act as barriers to certain strategies
(e.g., politics, culture, and informal rewards). Also, consider the
organizational consequences and changes necessary to initiate any bold
moves.
♦ Clarity of Writing. For the most part, papers should be addressed to a
managerial audience. This means that you should outline carefully, write
clearly, and include an executive summary (see the format guidelines for
the group term paper). Given that the writing and analysis will probably be
divided up among your team for the term paper, make certain that the
paper reads smoothly (e.g., consistent writing style, format, etc.). All
written assignments are to be completed on time and in a professional
manner. Written assignments are to be word processed, stapled (if more
than one page), and with a complete heading:
Name
Title of Assignment
Course Number and Section
Assignment Due Date
Instructor name
Pages numbered
Team Number
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PREPAREDNESS & PARTICIPATION
A key to educational success is class preparation and participation, Active
class participation is required. Class activities cannot be made up if the
class is missed. No other assignment will be given to replace or make up
this work. An occasional absence will be the sole responsibility of the
student. Missed work and assignments will also be the sole responsibility of
the student.
PROMPT ATTENDANCE
Lateness, as well as early departures, are rude and disruptive and may be
penalized. Occasional lateness is defined by the instructor as a one-time
occurrence. If an individual is late, please take the seat nearest the door
and quietly begin to participate by having books and other materials ready.
If transportation issues are preventing you from being on time, please
inform us. If you have questions at any time during the semester, please
ask.
CASE STUDY PRESENTATION & ANALYSIS
Due Date: WEEK 11-12 th & 13 th
Task: You are expected to make a 20‐minute group oral presentation to
your class, which will include the presentation of the case, the analysis you
made and answers to the case questions. You will also be encouraged to
participate in consequent discussions about the case assigned to your
group.
Your classmates will be encouraged to question you about whether you
have correctly interpreted your circumstances and the result of the analysis
in your version.
You are supposed to work with your fellow classmates in doing the
presentation.
Purpose: This assignment is aimed at providing you the experience of
being in different circumstances, which requires quick and careful decisions.
You will take a role as the executives of various companies and learn how to
deal with risks.
Preparation: You should read some of the references provided to frame
your thinking. You may also prepare for the questions, which your fellow
classmates and I will be asking.
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You will be allowed to use the visual aid of your choice (e.g. PowerPoint) for
your presentation. Speaking notes will also be allowed. You may need to
choose representative(s) for presentation. However, all group members will
be questioned regarding the case assigned. No reports will be required but
you will need to hand to me a copy of your presentation.
Presentation: You will have to present a 20‐minute presentation.
Afterwards, 10 minutes will be question and answer session by your fellow
classmates.
Marking Criteria:
Presentation Objectives 75%
Clarification of topics and examples presented
Flow of presentation and contents delivered
Easy and understandable illustrations
Capture audience’s attention (interesting)
Ability to explain and simplify queries
Question and Answer Session 25%
Did each team member make a valuable contribution in
clarification of questions?
Did the team answer any questions asked by the audience
clearly and effectively?
Did the team’s presentation and response to questions
demonstrate appropriate preparation, subject knowledge and
common purpose?
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