MSc in International Hospitality Management

Transcription

1 MSc in International Hospitality Management

2 MSc in International Hospitality Management Programme Specification Core Module Specifications SM706 RH713 SM716 SM717 SM708 Globalisation, Society and Culture Critical Perspectives in Hospitality Management Managing Resources in Hospitality and Tourism Operations Management Strategy in a Global Business Environment Final Project Elective Modules Specifications SM707 SM775 Ethical and Social Responsibility: Theory and Application Innovation, Entrepreneurship and Small Business Development

3 Master of Science in International Hospitality Management Course Summary Awarding Body University of Brighton Duration of Study 1 year full time 2 years part time Start Date September CATS Points 180 The aims of the course are to: provide students with the opportunity to systematically develop and update their knowledge about the incomplete, and contested nature of management as it applies to the complex characteristics of the international hospitality industry; encourage students to critically explore, challenge and debate approaches to management, ethical issues, and the impact of broader socio-economic, cultural and political developments on the international hospitality industry; develop students ability to critically analyse, synthesise, evaluate and communicate research findings focusing upon key issues and management developments in the international hospitality industry, as well as conceptual and theoretical frameworks; provide students with vocational relevant skills, competences and expertise appropriate for a career at managerial level in the international hospitality industry; develop students research skills to enable them to critically evaluate the appropriateness of different methodologies, methods and data suited to investigations into the management of the international hospitality industry, undertake small-scale research projects independently and/or to progress to research degrees 1. A detailed knowledge base and understanding of the international hospitality industry with particular reference to the scope, principles, strategies and activities of the hospitality sector, relevant management approaches and theories, its relationship to wider processes of global change, as well as ethical and cultural issues. 2. A comprehensive understanding of key debates, theoretical challenges, developments, tensions and contradictions within the international hospitality sector and management/business studies. 3. The ability, to define, explain, and appropriately utilise key terms, models, concepts and theories in the context of the international hospitality industry. 4. The capacity to recognize, analyse and assess the wider implications of a rapidly changing socio-economic, cultural and political environment on various actors and stakeholders in the international hospitality industry as well as the contributions made by the sector to these processes of social change; 5. The ability to reflect on and critically compare diverse and competing arguments and analytical frameworks and apply these to the academic study of the international hospitality industry; 6. The intellectual power to examine and reflect critically upon their own norms, values and belief systems, their subjective experience and knowledge of the hospitality industry and their understanding of management principles and strategies against the context of specific socio-economic and cultural arrangements and ideological discourses; 7. A comprehensive set of vocationally relevant management, problem solving and communication skills and competences enabling graduates to succeed in a global working environment and to contribute critically and creatively to the further development of the international hospitality industry; 8. The ability to interpret, assess and deploy different and competing types of data and (empirical) evidence. 9. A critical awareness of and the ability to apply a variety of research methods in an academic, applied, social-scientific and/or business/management environment recognising the important role and contribution of research and scholarship. 10. The ability to produce a substantial, in-depth academic document, e.g. a dissertation or final year (research) project, based on a small scale independent investigation. Programme Structure The MSc International Tourism Management course structure sits within a framework and alongside the MSc International Hospitality Management and MSc International Event Management courses. The course is made up of four compulsory modules, two of which are field specific, and two additional elective modules. An individual final project is undertaken and is supported by research methods guidance. All modules carry a 20 CATS credit rating with the exception of the final project which carries 60 CATS credits. The course is delivered over one year full time and normally over 2 years part time. The module structure of the course is shown below: Core Modules SM706 Globalisation, Society and Culture RH713 Critical Perspectives in Hospitality Management SM716 Managing Resources in Hospitality and Tourism Operations SM717 Management Strategy in a Global Business Environment SM708 Final Project Elective Modules SM707 Ethical and Social Responsibility: Theory and Application SM775 Innovation, Entrepreneurship and Small Business Development Learning and Teaching Students will be able to study towards a full-time MSc or a parttime MSc. Full-time and part-time attendance modes will run in tandem and will share most modules. 20 CATS modules usually comprise 200 hours of study with a minimum of 30 hours direct contact time. The remaining hours are for guided independent study, including assessment preparation. Contact hours are delivered through a range of lectures, seminars, interactive workshops and student-led presentations. Each module will be accompanied by a detailed scheme of work and/or detailed module handbook. In addition appropriate reading and sources are clearly identified to facilitate student s independent study in preparation for the module and/or sessions. It is expected that at Masters level, students will take a high degree of responsibility for their own learning. Credits 180 Level 7 Academic Year 2014/15 V 21 Feb 2015

4 Master of Science in International Hospitality Management There will be an emphasis on small group work and activities that will enable students to reflect on their own experience and learn from each other s experience. The participants will be used as a vehicle to understand and evaluate academic theory and models. Tutor inputs, discussion and student presentations will be used to develop and consolidate knowledge and to facilitate learning. In addition to the traditional face to face element of the delivery, all modules will be supported online through studentcentral in varying proportions and study patterns according to the prescribed learning needs of each module. The course is delivered in English. Assessment Modules Each module will be assessed separately. Module assessment will aim to provide opportunities for students to show their understanding through informed, reflective, critical and analytical application of ideas. Depending on the approach judged most suitable to test the learning outcomes of each module, these may consist of written assignments such as essays, critiques, reports, projects, presentations, and reflective documents. Written assignments will have an indicative length of 5000 words (20CATS). Where a presentation is part of the final assessment, the word length will normally be reduced to reflect this component. The transfer of concepts between particular organisations, the wider industry context and academic study of the area will be required. Full and part-time courses will have identical learning outcomes and the assessment scheme has been designed to be suitable for full-time and part-time students. Formative assessment Modules may also include assessment, which is intended to allow the student to test and develop ideas. The form of the assessment will vary across different modules. This is intended to allow the student the opportunity to receive feedback on performance during the contact time of the module. Summative assessment The type of assessment will vary depending upon the module and are shown on the module descriptors and the scheme of work where typical assessment criteria and mechanisms will be found. Students will have a full set of the criteria for assessment and will receive detailed comments. Central and course specific support - all students benefit from: University induction Student Handbook Course Handbook Library facilities address Course Induction Personal Dissertation Supervisor Etc. Assessment criteria and a comprehensive briefing document will be provided in advance for all assignments. Normally a module will be assessed and a percentage mark given. After marking, module tutors will provide students with qualitative feedback in a way that promotes learning and facilitates improvement. The final project will be a 12,000 15,000 word piece of written work showing evidence of independent investigation on an appropriate scale for a master s degree. Credits 180 Level 7 Academic Year 2014/15 V 21 Feb 2015

5 SM706 Globalisation, Society and Culture (Core Module) This module focuses on the relationship between the ongoing globalisation process and the tourism, hospitality, events and sports industries, respectively, in particular on the impact the globalisation process has on the respective management environments and the contributions these four industries make to the globalisation process. Whilst the lectures deal with socio-historical, political, economic and cultural aspects of the globalisation process, the follow-up seminars apply these general insights, principles and parameters to the management environments of the tourism, hospitality, events and sports industries, respectively. Understand the complexity, relevance and contested nature of the ongoing globalisation process; Apply key models, concepts and theories to the critical analysis of the tourism, hospitality, events, and sports industries, respectively, and their management environments. 1. Identify key components of the globalisation process (for example, driving forces, key agents, trajectories, dynamics, outcome) and engage in informed debates about the nature of globalisation and related concepts 2. Demonstrate understanding of a selection of relevant theoretical perspectives (for example, Wallerstein, Rosenau, Gilpin, Giddens, Robertson) and appreciate their conceptual and applied relevance for the academic study of the international tourism, hospitality, events, or sports sectors; 3. Demonstrate an in-depth understanding of the dialectical nature and contradictory/contested dynamics of the globalisation process 4. Critically analyse how the tourism, hospitality, events, or sports industries (respectively) are related to the broader context of globalisation; 5. Critically analyse the contributions of the tourism, hospitality, events, or sports industries (respectively) to the globalisation process; 6. Discuss and critically evaluate the impact of the globalisation process on the tourism, hospitality, events, or sports industries (respectively), in particular on the management environment. Globalisation as complex connectivity and growing interdependencies; Driving forces, key agents, trajectories, dynamics, conflicts and outcome(s); Models, e.g. Appadurai s five cultural flows (ethnoscapes, mediascapes, technoscapes, finanscapes, ideoscapes), and related concepts, e.g. colonialism, imperialism Mono-causal and multi-dimensional explanations/theories of globalisation; The contribution of the tourism/hospitality/events/sports industries to the globalisation process; The impact of globalisation on the tourism/hospitality/events/sports industries; The global and the local - global culture or local cultures? Deterritorialisation: the transformation of the place-culture relationship; Transnational co-operations, economic integration, global division of labour and resistance; Cultural identity in the global village; authenticity, identity, heritage and legacies; Threats/resistance to the global management environment of the tourism, hospitality, events and sports industries, for example terrorism, ecological and climate change Clarke, A. and Chen, W. (2007) International Hospitality Management: Concepts and Cases, London: Butterworth- Heinemann. Giddens, A. (2002) Runaway World: How Globalisation is Reshaping our Lives (2nd edition), London: Profile Books. Giulianotti, R. and Robertson. R. (2007) (eds.) Globalization and Sport, Oxford: Wiley Blackwell. Held, D and McGrew, A. (2003) (eds.) The Global Transformations Reader, Oxford: Polity Press. Knowles, T. (2004), The Globalization of Tourism and Hospitality: A Strategic Perspective, London: Thomson Learning. Martell, L. (2010) The Sociology of Globalization, Cambridge: Polity. McCrone, D. and McPherson, G. (2009) National Days: Constructing and Mobilising National Identity, London: Palgrave Macmillan. Merkel, U. (2013) (ed.) Power, Politics and international Events, London: Routledge. Mowforth, M. and Munt, I. (2008) Tourism and Sustainability: Development, Globalisation and New Tourism in the Third World, London: Routledge. Roche, M. (2000) Mega-Events and Modernity: Olympics and Expos in the growth of Global Culture, London: Routledge. Sage, G. (2010) Globalizing Sport: How Organizations, Corporations, Media, and Politics are Changing Sports, Boulder: Paradigm. Scholte, J. A. (2005) Globalization A Critical Introduction, London: Palgrave Macmillan. The module features a series of lead (interactive) lectures (1.5 hours) to the whole cohort of Masters students followed by small group seminars (1.5 hours) focusing on the specific sectors (tourism/hospitality /events/sports) the students chose to study as well as for the purpose of discussion and debate. The traditionally mixed cultural and/or ethnic background of SaSM students can serve as an additional resource for experiential learning and comparisons, drawing on differences in experiences and perceptions. Individual Written Essay, max. 3,500 words ( 1, 2, 3, 4, 5 and 6), focusing on the interdependent relationship of globalisation and one of the four industries and the impact on the management environment. (100%)

6 RH713 Critical Perspectives in Hospitality Management (Core Module) The purpose of this module is for students to explore the hospitality industry, the impacts of the business environment and the management of its operations through both a commercial and social lens. Students will investigate issues, trends and managerial imperatives that face hospitality businesses both in a domestic and an international context. Critically explore the international hospitality industry and the practice of management through a social and commercial lens. Develop an advanced understanding of the issues, trends and managerial imperatives facing organisations in the international hospitality industry. 1. Critically analyse the notion of Hospitality and its enactment in a contemporary and international setting. 2. Evaluate emerging trends and issues affecting the industry and advise on the implications for management and operations. 3. Apply service management tools and theories in an international and organisational context appropriate to hospitality businesses 4. Critically evaluate the management of a hospitality business and its responsiveness to the contemporary environment. Hospitality, hospitableness and the enactment in service industries Social and political impacts, the role of hospitality and food in society, social trends and behaviour. Development, structures and future innovations and their management in the hospitality industry sectors. Managing the service encounter and service quality in hospitality operations Developing food service concepts and food service facility design Delivering stakeholder satisfaction and value in hospitality businesses Contemporary Issues and trends in hospitality management. Books: Adams, D. (2006) Management Accounting for the Hospitality Tourism and Leisure Industries; A strategic approach (2nd edition), London: Thomson. Baum,T. (Ed) (2011) Evolution of the Hospitality Industry & Hospitality Management, London: Sage. Baum, T. (2006) Human Resource Management for the Tourism, Hospitality and Leisure Industries; An International Perspective, London: Thomson. Boella, M.J. and Goss-Turner, S. (2013) Human Resource Management in the Hospitality Industry; A Guide to Best Practice (9th edition), Abingdon: Routledge. Bowie, D. and Buttle, F. (2011) Hospitality Marketing, Oxford: Butterworth-Heinemann. Brothertonm, B. (Ed) (2003) The International Hospitality Industry: structure, characteristics and issues, Oxford: Butterworth-Heinemann. Davis, B., Lockwood, A., Pantelidis, I. and Alcott, P. (2012) Food and Beverage Management (5th Ed.), Oxford: Butterworth Heinemann. Fitzsimmons, J.A. & Fitzsimmons, M.J. (2006) Service Management, Operations, Strategy and Information Technology (5th Ed), New York; McGraw-Hill. Harris, P. (1995) Accounting and Finance for the International Hospitality Industry, Oxford: Butterworth Heinemann. Johnson, G. and Scholes, K. and Whittington, R. (2011) Exploring Corporate Strategy (9th ed.), London; Prentice Hall. Lashley C, Lynch, P. and Morrison A. (Eds.) (2007) Hospitality A Social Lens, Amsterdam; Elsevier. Journal: Hofstede, G. Organising for Cultural Diversity, European Management Journal, Vol.7,No.4,1989 Delivered through a range of lectures, seminars, interactive workshops and student-led presentations. Task One (50%) Individual Paper discussing a social issue relating to hospitality (2500 words) (1&2) Task Two (50%) Individual profile of a hospitality business and its management. (2500 words) (Learning outcomes 3&4)

7 SM716 Managing Resources in Hospitality and Tourism Operations (Core Module) The purpose of this module is to explore the effective management of physical, human and financial resources appropriate to hospitality, food service, tourism and leisure operations and to explore the wide range of theoretical constructs and frameworks available to managers of these operations. Develop knowledge with understanding of a wide range of theoretical constructs and frameworks which underpin the management of physical, human and financial resources. Critically appraise the effective planning and management of physical, human and financial resources in the provision of services for hospitality and tourism operations 1. Critically evaluate the relevance of the key models, concepts and theories associated with acquiring and managing resources in the international hospitality and tourism industries. 2. Demonstrate their comprehension of theory by applying it appropriately to operations in international hospitality or tourism businesses. 3. Critically assess how the operational issues in the management of resources dovetail with strategic management objectives. 4. Demonstrate a critical understanding of resources appropriate to either a hospitality or tourism operation and demonstrate approaches to making recommendations for improvements to the operation and its effective management Managing facilities and projects appropriate to either a hospitality or tourism operation People issues: labour market trends, legal and change issues, human resource planning, recruitment, talent and succession management, skill shortages and training requirements Managing and retaining people: practices for measuring, engaging, retaining, empowering and rewarding people Procurement, supply chain management and control of materials in hospitality, and tourism operations Outsourcing decisions, issues and their management Managing logistics in global hospitality and tourism operations Managing capacity and revenue Financial planning issues including cost-volume and profit applications, budgeting and budgetary control and managing working capital Adams, D. (2011) Management Accounting for the Hospitality, Tourism and Leisure Industries (3rd edition), London; Thomson Learning. Beardwell, I. & Holden, L. (2003) Human Resource Management - A Contemporary Perspective (4th Edition), London: Pitman. Boella, M. and Goss-Turner, S. (2013) Human Resource Management in the Hospitality Industry (3rd Edition), Oxford: Butterworth-Heinemann. Davis, B., Lockwood, A., Panatelidis, I. and Alcott, P. (2013) Food and Beverage Management (5th edition), Oxford: Butterworth Heinemann. Harris, P. (2002) Profit Planning (2nd edition), Oxford: Butterworth Heinemann. Johnston, R. and Clark, G. (2005) Service Operations Management (2nd edition), London: FT Prentice Hall. Korczynski, M. (2002) Human Resource Management in Service Work, Basingstoke; Palgrave Macmillan. Palmer, A. (2005) Principles of Services Marketing (4th edition), London: McGraw-Hill. Tesane, D. (2009) Principles of Management for the Hospitality Industry (The Management of Hospitality and Tourism Enterprises), Oxford: Butterworth-Heinemann. Delivered through a range of lectures, seminars, interactive workshops and student-led presentations. Task One (50%) Individual written piece of work on either a hospitality or tourism resource management issue. (2000 words) ( 1 & 2) Task Two (50%) Group written report (3000 words) of a Resources Management Case Study ( 3 & 4)

8 SM717 Management Strategy in a Global Business Environment (Core Module) In order for modern service organisations to deliver quality services in an increasingly competitive global environment they rely upon the effective design and implementation of business strategy by their managers. During this module students will review a range of strategic planning and management frameworks and explore how they can be effectively implemented in the strategic development of organisations. Additionally students will analyse the ethical, compliance, and governance issues that surround the implementation of strategic planning and management frameworks. Appraise a range of strategic planning and management frameworks, and how they can be effectively implemented in the strategic development of organisations 1. Assess the nature and role of strategic management in a global business 2. Apply the principles of strategic formulation to the analysis of corporate strategies in international hospitality, tourism and events business 3. Recognise the need for compliance and governance at a strategic level 4. Demonstrate understanding of the implications of strategy within a diverse and complex business 5. Critically analyse the ethical implications of strategy formulation and implementation Strategic Management its role and function Strategy Formulation, implementation and evaluation Assessment of strategic opportunity within the global business environment Marketing and business communication International Human Resource Strategy Strategic Dimensions of Business ethics and corporate responsibility Corporate governance, legal responsibility and compliance Strategic planning frameworks, concepts and models Business and Strategic level finance Strategic Review and Evaluation de Wit, B. and Meyer, R. (2010) Strategy, Process,, Context - An International Perspective (4th edition). Andover: Cengage Learning EMEA. Dower, N. (1989) Ethics and Environmental Responsibility. Aldershot: Avebury. Hannagan, T. (2005) Management, Concepts & Practices (4th edition). Harlow: Prentice Hall. Johnson, G., Whittington, R. and Scholes, K. (2011) Exploring Strategy (9th Edition). Harlow: Prentice Hall. Lynch, R. (2006) Corporate Strategy (4th Edition). Harlow: Prentice Hall. Pettinger, R. (2004) Contemporary Strategic Management. Basingstoke: Palgrave Macmillan. Rees W. D. & Porter C., (2008) Skills of Management. Andover: Cengage Learning EMEA. Salaman, G. and Asch, D. (2003). Strategy and capability: sustaining organizational change. Oxford: Blackwell Publishing. Martin, F. and Thompson, J. L. (2010) Strategic Management: awareness & change. Andover: Cengage Learning EMEA. Yip, G.S. and Hult, G.T.M (2011) Total Global Strategy (3rd Edition). Harlow: Prentice Hall. Delivered through a range of lectures, seminars, interactive workshops and student-led presentations. Task One (30%) 25 minute Group Oral Presentation based on analysis and review of sector specific organisational approach to strategy formulation and implementation (Learning outcomes 2, 5) Task Two (70%) 3,000 word individual essay on contemporary issues in strategic management in hospitality, tourism and events business (Learning outcomes 1,3, 4)

9 SM708 Final Project (Core Module) This module enables students to use the skills and interests developed throughout their course to design and carry out an independent research project on a topic relevant to their programme of study. The module will further develop their critical thinking and understanding of research methodologies and techniques. This module will enable students to: Further develop critical thinking and understanding of research methodologies and techniques. Undertake intellectually demanding research in a selected area and communicate the results of the research in an output appropriate to the programme of study. Develop and apply the skills required for independent research. Critically analyse and evaluate the findings of the research within the context of previous research and an identified theoretical framework. Provide evidence of findings and communicate these in a clear and concise format appropriate for the intended audience/s. Expand, redefine and/ or contribute to knowledge/ practice in the relevant field as a result of the work produced. 1. Design, plan and carry out an independent research project. 2. Identify appropriate research methods and apply these in the context of the applicable ethical guidelines. 3. Critically review existing research and knowledge so that the academic context within which the research project is located is clearly understood. 4. Critically apply relevant theories, concepts and debates to the examination and analysis of the outcomes of the research project. 5. Synthesise information and ideas and create responses to issues/ problems that expand, redefine and/ or contribute to existing knowledge/ practice. 6. Identify and critically apply appropriate bibliographical resources, archives and other relevant sources of information in the production of the research project. 7. Effectively communicate the outcomes of the research project in a format/ formats appropriate to the intended output / audience/s. The content of the module provides a framework within which the learning outcomes will be achieved. The precise content will depend on the nature of the research project and area of investigation. Indicative content includes: The research process and the concept of research Enquiry / research paradigms and techniques Research ethics Theoretical and conceptual frameworks Qualitative and quantitative methods: e.g. content analysis, discourse analysis, critical incident technique, interviews, surveys, focus groups, ethnographic methods, rapid rural appraisal, experimental designs; questionnaires, case studies, systematic observation Developing a proposal The literature review Analysis and interpretation of findings Writing and referencing techniques Structure, synthesis and presentation Students will be provided with a Final Project Handbook relevant to their programme of study providing further guidance on and details of learning support. The following is indicative: Balnaves, M. and Caputi, P. (2001) Introduction to quantitative research methods: an investigative approach. London: Sage. Bryman, A. (2012) Social research methods (4th ed). Oxford: Oxford University Press. Cresswell, J. (2008) Research design: qualitative, quantitative, and mixed methods approaches. London: Sage. Field, A. (2005) Discovering statistics using SPSS (2nd ed). London: Sage. Fowler, F.J. (2009) Survey research methods (4th edition). London: Sage. Hart, C. (1998) Doing a Literature Review. London: Sage Maxim, P. (1999) Quantitative research methods in the social sciences. Oxford: Oxford University Press. Outhwaite, W. [ed.] (2003) The Blackwell Dictionary of modern social thought. Oxford: Blackwell. Plummer, K. (2001) Documents of life 2 An invitation to critical humanism. London: Sage. Robson, C. (2011) Real World Research. A Resource for Social Scientists and Practitioner - researchers (3rd ed). Chichester: Wiley. Seale, C. ed. (2012) Researching Society and Culture (3rd ed). London: Sage. Rose, G. (2007) Visual Methodologies (2nd ed). London: Sage. A mix of taught elements, student led workshops, on-line resources, supervision by allocated tutor and dedicated handbook. Schedules Study Hours 60 Guided Independent Study Hours 540 Total Study Hours 600 Task One (100%) Individual research project of 12,000-15,000 words (or equivalent) commensurate with the nature of the output and a Masters level Final project ( 1-7). Types of project will be determined as appropriate to programme of study and pathway and will be aligned with students knowledge and skills. Examples encompass: Dissertation Academic journal style paper Media production (e.g. film) Mixed media portfolio (e.g. exhibition, visual portfolio) Enterprise Planning Project Consultancy Project Credits 60 Level 7 Academic Year 2014/15 V 21 Feb 2015

10 SM707 Ethical and Social Responsibility: Theory and Application (Elective Module) This module introduces students to the key complexities associated with ethics and social responsibility in the tourism, hospitality, sport, leisure and events sector. The syllabus covers a range of consumer, business and societal responses to the concept of responsibility in the production and consumption of these activities and services, and addresses issues such as corporate social responsibility (CSR), professional ethics, fair trade, environmental ethics, consumer behaviour, and volunteering. Develop a critical perspective on the moral complexities associated with ethics and social responsibility, both in theory and in application, in international services, sport and leisure. 1. Identify and synthesise key philosophical approaches that underpin ethics and social responsibility and critically evaluate their use and application in international services, sport and leisure. 2. Critically analyse complexities of ethical and social responsibility within the production and consumption of international services, sport and leisure. 3. Critically reflect upon your personal experiences of studying ethical and social responsibility with particular emphasis on any changes to your values and/or your personal ethical behavior. Key philosophical approaches Forms of social responsibility: Sustainability, philanthropy, Fair Trade, ethical consumption, citizenship, business morality Responsibilities, rights and duties: Individuals, groups and society Corporate social responsibility: Indicators and measurement Power and power relations Ethical decision-making Values, attitudes and motivations Reflective practice Boud, D., Keogh, R. & Walker, D. (1985) Reflection: Turning experiences into learning, London: Kogan Page. Crane, A., Matten, D., & Spence, L. (2007) Corporate social responsibility: Readings and cases in a global context, London: Routledge. Dower, N. (1989) Ethics and environmental responsibility, Aldershot: Avebury. Farnworth, C.R., Jiggins, J., Vaughan Thomas, E. (2009) Creating food futures: Trade, ethics and the environment, Aldershot: Gower. Fisher, C. and Lovell, A. (2009) Business ethics and values: Individual, corporate and international perspectives (3rd edition), Harlow: Prentice Hall. Güler, A. (2012) Governance and social responsibility: International perspectives, Basingstoke: Palgrave MacMillan. Harrison, R., Newholm, T. and Shaw, D. (2005) The ethical consumer, London: Sage Publications Ltd. Henderson, E.A. and McIlwraith, M. (2012) Ethics and corporate social responsibility in the meetings and events industry, New Jersey: John Wiley & Sons Inc. McNamee, M. J. (2008) Sports, virtues and vices: Morality plays, London: Routledge. Schon, D.A. (1983) The reflective practitioner, London: Temple Smith. Weeden, C. (2014) Responsible tourist behaviour, Abingdon: Routledge. Weeden, C. and Boluk, K. (2014) Managing ethical consumption in tourism, London: Routledge. Delivered through a range of lectures, seminars, interactive workshops and student-led presentations. Task One (75%) Individual Essay on ethical and social responsibility in international services, sport and leisure. 3,500 words (Learning outcomes 1 & 2). Task Two (25%) Individual Reflection on personal experience of studying ethical and social responsibility in international services, sport and leisure words (Learning outcome 3).

11 SM775 Innovation, Entrepreneurship and Small Business Development (Elective Module) The purpose of this module is to develop the student s innovation and creativity techniques and to understand the nature and role of innovation in micro and small businesses relating to the tourism, hospitality, events and sports sector. Through completing this module students will have an awareness of entrepreneurs as a managerial type and understand the characteristics of micro and small enterprises and the environment in which they operate. Students will also evaluate the creation, development and impacts of the tourism, hospitality, events and sports sector business environment on a micro / small business appropriate to the sectors involved. To enable students to: Develop their innovation and creativity techniques and understand the nature and role of innovation in the small business sector. Develop their awareness of entrepreneurs as a distinct managerial type and to understand the special characteristics of micro and small enterprises and the environment in which they operate. Develop their understanding of the role of planning when taking a tourism, hospitality, events and sports sector business idea to the market. By the end of the module students will be able to: 1. Demonstrate and evaluate a set of techniques designed to enhance personal and team creativity and innovation. 2. Create and appraise an innovation / small business concept that is appropriate to either the tourism or hospitality or events or sports sectors. 3. Critically evaluate the role and characteristics of entrepreneurs and owner managers of micro / small businesses appropriate to the tourism, hospitality, events and sports sectors. 4. Critically evaluate the setting-up, function and issues that impact on the operation of a micro / small businesses appropriate to the tourism, events, hospitality and sports sectors. Concepts of innovation and creativity. Idea generation techniques and processes Entrepreneurial attributes of small business operators. Management weaknesses in small business operations. Role of micro / small businesses in the economy and in the tourism, hospitality, events and sports sectors. Development of business ideas in the micro / small business sector. Small business regulation. Small business planning and assessing risk for micro / small businesses. Allen, K. (2011) Launching New Ventures: An Entrepreneurial Approach (6th Edition), Boston: Cengage Learning. De Bono, E. (1995) Serious Creativity, London: Harper Collins. Drucker, P. (2006) Innovation and Entrepreneurship, London: Harper Business. King, N. (2002) Managing innovation and change: a critical guide for organization, London: Thomson. Morrison, A., Rimmington, M. & Williams, C. (1999) Entrepreneurship in the Hospitality, Tourism and Leisure Industries, Oxford: Butterworth Heinemann. Open University Business School. (2003) Managing Innovation and Change (2nd edition), London: Sage. Palmer, A. (2001) Principles of Services Marketing (3rd Edition), Maidenhead: McGraw Hill. Shavinina, L. (Ed.) (2003) The International Handbook on Innovation, London: Pergamon. Stamm, B. Von (2008) Managing Innovation, Design and Creativity (2nd Edition), Chichester: Wiley and Sons Ltd. Stokes, D. and Wilson, N. (2006) Small Business Management & Entrepreneurship (5th Edition), London: Thomson. Delivered through a range of lectures, seminars, interactive workshops and student-led presentations. Task 1: 40% Small group project on the creation of either an event or of an idea for a small business presented in the form of an oral business presentation supported with appropriate materials. (2,000 word equivalent) LO 1 & 2 Task 2: 60% 3,000 word individual report critically evaluating the creation, development and impacts of the business environment for a micro / small business appropriate to the tourism, hospitality, events and sport sectors. LO 3 & 4