CERTIFICATE in HOSPITALITY MANAGEMENT Syllabus

Transcription

1 ESH PARIS HOTELSCHOOL ECOLE SUPÉRIEURE D HÔTELLERIE PARIS LILLE LONDON ONLINE-HOSPMAN1 Date: 30/04/2015 ONLINE COURSE LEVEL-5 (UK) Arnaud BOUVIER CERTIFICATE in HOSPITALITY MANAGEMENT Syllabus The course starts with a presentation of the organisation of hotels and hotel groups, followed by a method to analyse organisations called PCF (made of marketing-mix, corporate culture and financial analysis). The second part presents motivation techniques. It is central to the management course as motivation is one of the main tasks of a manager. Students will learn how to manage work atmosphere, adapt job descriptions to increase motivation and motivate through rewards. Finally, the course offers a method to structure answers to management problems based on syllogism and the corresponding applications to real-life in hotels. Arnaud Bouvier, 40, graduated from ESCP Business School and has a degree in Economics from HEC Paris, one of France s Grandes Ecoles. He joined ESH Paris after serving several years as an investment banker, specializing in small and medium-size enterprises. As a scion of ESHotel s founders, Bouvier has been interested in the hotel industry and hotel education as far as he can remember. The founding family has been involved in the hospitality industry since the nineteenth century, and today the industry is regularly involved in the design of the school s courses and programs. Teaching management and being in charge of the school s Masters program has enabled Bouvier to implement his own high standards to hotel education at ESH Paris. Copyright 2015 ESH Paris - 76, rue Villeneuve Clichy - France, Tél. : +33 (0) [email protected], web : - toute reproduction interdite -

2 Presentation of ESH Paris management courses: Hospitality Management at ESH Paris is taught over 4 levels. Level-4 (UK) or bac+1 in France: operations supervision and management (including food and beverages and rooms division management). Level-5 (UK) or bac+2/3 in France: management (management organisation, power, motivation, human resources management, strategic analysis, corporate social responsibility). Level-6 (UK) or bac+4 in France: project management (tools, business plan, teamwork, event management). Level-7 (UK) or bac+5 in France: intercultural management and leadership. This online certificate is the first credit of level-5 including management organisation, power, motivation. A credit (ECTS) represents 20 hours of study. Objectives: Students who attend this online course do not require prior knowledge of the hotel industry, they will learn to: - Understand the organisation of a hotel or hotel group. - Analyse the marketing, corporate culture and valuation of a hotel. - Understand and manage motivation. - Answer to management problems with structure. Methods: The course is made of 50 blocs representing 20 to 30 minutes of study each. Blocs contain text, illustrations, video and audio files, reading (book or manual) and external links. Each part of the course is validated by a quiz or case study, which are multiplechoice questionnaires. Evaluation: The course is evaluated by a minimum of 5 quizzes, graded on 100, which count for 1, while case studies count for 2. Each quiz can be answered only once. The student gets a feedback for each one of the selected answers. There can be multiple good answers. Each answer counts for a positive or negative score, depending on the quality of the answer. Case studies can be answered only once; the student gets a detailed feedback for each answer and a grade on 100. Cases and quizzes are changed regularly.

3 SYLLABUS I. Hotel s organisation The course presents the organisation of hotels and the different organisational charts. Organisational charts The most frequent organisation in hotels is called staff and line. Operations are presented in a classical functional chart (for example rooms division, F&B...), while support services or back-office are represented apart (staff = HR, sales, financial...) The interest of this structure is to separate operations from back-office. A well-know drawback of the structure is complex relations between operations and support. Analyse organisation s structure Learning outcome - Understand an organisational chart. - Adapt organisation to change. - Manage complex structures. 3

4 II. Hotel groups Presentation of hotel groups, different types of groups and affiliation. Incorporated and open hotel chains There are two types of hotel chains: incorporated and open. Open hotel chains do not own or operate hotels, they gather hotels for marketing purposes mainly. But even in incorporated hotel chains, not all hotels are owned or operated by the chain. There are several types of hotels: owned, leased, managed and franchised. Study hotel groups Learning outcomes - Compare hotel chains and the cost of joining. - Understand the services offered by different types of chains. 4

5 III. Power Power is the ability to have people do what they would not do without this external stimulation. Any sort of power, including power over subordinates in organisations, is based on a source. The most basic source of power is strength but other sources include knowledge or charisma Max Weber s legitimacy theory Max Weber ( ), German sociologist, has worked on power and especially the legitimacy of power. The sources of power are the foundation on which power rests, that is to say the elements in which the holder of power draws the means of his power. The most ancestral source of power is strength; another source of power is opportunity. But the most desirable source of power is legitimacy. Max Weber described three types of legitimacy: rational, traditional and charismatic. The rational legitimacy (or legal) is based on law, rules or science. Its most extreme form is called bureaucracy. The organisational charts studied in part one describe this rational legitimacy, based on hierarchy. The traditional legitimacy is based on tradition or cultural heritage. This is the case of the power of a king; in a business, it is the case of the power of an heir whose family has been at the head of the company for x generations. Finally, the charismatic legitimacy is based on the particular skills of the person who exercises power, generally guaranteed by references, experience or a diploma... Analyse power Learning outcome - Demonstrate expertise to gain power. - Identify different sources of power. - Increase legitimacy in particular situations. 5

6 IV. Method of analysis: PCF PCF is a method to analyse corporations, including hotels and hotel groups. P stand for the marketing mix analysis (4 P s); C for corporate culture and F for financial analysis. The marketing mix (P) The concept of marketing mix or Seven P s is used to describe the elements of the business. It is composed of the usual Four P s (McCarthy, 1960): product, place (or distribution: do not mix it up with the place where the hotel is located, which is part of the Product), price and promotion; and three additional P s: processes, people and physical evidence. Corporate culture (C) Corporate culture has four main components: the mission, the values, the symbols (rituals, myths, heroes and taboos) and beliefs. Corporate culture is normally built through time when problems are encountered. In a business plan, only two elements of culture can be addressed: mission and values. The culture should be derived into the processes, in particular in management processes. Financial analysis (F) The course presents the simplest method to calculate the value of a hotel. Analyse a hotel or project Learning outcomes - Analyse a hotel s marketing mix. - Understand corporate culture s components. - Calculate hotel valuation. 6

7 V. Motivation theories The course presents three theories of motivation and their application to hotel management: theory of needs, expectancy theory and the theory of characteristics. The theory of needs Abraham Maslow publishes A Theory of Human Motivation in In this text, Maslow introduces a hierarchy of needs, from the most fundamental to the highest need: physiological, security, belonging or love, esteem, self-realisation or self-actualisation. A need appears only when all preceding needs in the hierarchy are fulfilled. Motivation arises from the fourth need, the need for esteem. When an employee feels this need, then to get the esteem of his colleagues and superiors, he is inclined to work well, to work hard, this is motivation. Motivate Learning outcomes - Motivate through belonging. - Motivate through reward. - Motivate through job adaptation. 7

8 VI. Structure & management The course explains syllogism and its application to management and communication. Syllogism Aristotle introduces syllogism as a logical form with two propositions that combined together demonstrate the truth of a conclusion. For example, two famous propositions are: Men are mortal and Greeks are men. If these two propositions are true, then syllogism demonstrates that this conclusion is also true: Greeks are mortal. It sounds obvious, which is the strength of syllogism ; but applied to management problems, this is very powerful. When writing to an employee or to justify a decision, syllogism should be used, structuring the answer in four parts: introduction, theory, facts and Application of theory to facts. Answer to management problems in a structured manner Learning outcomes - Demonstrate through syllogism. - Apply a theory of management to real-life situations. 8