Les principaux cours à l’AIM

Bachelor of Science – Bachelor of Arts – MBA Professional

Conçus et élaborés pour garantir une réussite professionnelle
avec la participation des plus grandes chaînes hôtelières internationales en partenariat avec AHLEI,
et dispensés par un corps d’enseignant  d’exception.

Les matières étudiées à l’AIM aboutissent notamment à :

  • la connaissance et l’appréhension des enjeux dans un environnement en constante évolution,
  • l’acquisition des compétences d’un manager international,
  • la maîtrise en management stratégique des départements opérationnel et fonctionnel des grands hôtels internationaux,
  • la mise en application des techniques en marketing stratégique,
  • l’acquisition de la maîtrise du management de luxe depuis sa conception à sa commercialisation,
  • l’acquisition du savoir de la gestion des ressources humaines,
  • la conception et gestion des évènementielles,
  • la spécialisation dans la maîtrise des spécificités du management de grands restaurants,
  • la conception et la gestion des grands projets.
  • la connaissance et l’appréhension des enjeux dans un environnement en constante évolution,
  • l’acquisition des compétences d’un manager international,
  • la maîtrise en management stratégique des départements opérationnel et fonctionnel des grands hôtels internationaux,
  • la mise en application des techniques en marketing stratégique,
  • l’acquisition de la maîtrise du management de luxe depuis sa conception à sa commercialisation,
  • l’acquisition du savoir de la gestion des ressources humaines,
  • la conception et gestion des évènementielles,
  • la spécialisation dans la maîtrise des spécificités du management de grands restaurants,
  • la conception et la gestion des grands projets.

ARTS DE LA TABLE

Course Description:

Whatever the place and time, the Arts de La Table and restaurant service are the vectors of guest satisfaction during any gastronomic experience.

This multi sensorial experience requires the restaurant team members to master various service techniques, and acquire Food & Beverage product knowledge, both essential in order to keep under control the five senses leading each customer to satisfaction. They also need to develop a sixth one to measure the feelings of their guests at all time, and enhance this experience by providing a perfect choreography of the different actors involved in service, harmoniously linking their different functions. By comparing the evolution of food consumption patterns with the evolution of societal structures, the student should be able to analyze the evolution of trends in restaurant formulas. Final assessment takes place at the Ritz Paris, where students will be confronted, in teams, to a serie of real case scenarios.

[ TOPICS ]
  • Familiarize the student with classical and modern food & beverage service techniques
  • Know and apply sequence of service, according to the menu and meal period
  • Prepare the restaurant’s mise en place, using the appropriate equipment and material
  • Define the structure of a restaurant service brigade, enumerate the different key positions of the service, their respective roles and responsibilities
  • Organize and maintain the dining room’s professional spaces
  • Acquire product knowledge of Food & Beverage products (wine and beverages, cheese)
Final Exam at Ritz Paris

Course Description:

Covers the principles and procedures involved in an effective food and beverage control system, including standards determination, the operating budget, cost-volume-profit analysis, income and cost control, menu pricing, theft prevention, labor cost control, and computer applications.

  1. Identify differences and similarities between commercial and noncommercial food service operations.
  2. Distinguish revenue centers from support centers in hospitality organizations.
  3. Explain how control procedures help managers assess operational results.
  4. Determine standard yields for food products.
  5. Calculate standard portion costs and standard dinner costs for food items on the basis of standard recipes and standard portion sizes.
  6. Describe the importance and function of an operating budget as a planning and control tool.
  7. Explain how a system of food service control points helps managers carry out critical functions on a daily basis.
  8. Identify factors that food and beverage managers should assess when purchasing food products.
  9. Calculate an inventory turnover rate.
  10. Distinguish a physical inventory system from a perpetual inventory system.
  11. Identify and describe automated technology applications designed for inventory management.
  12. Analyze trends to estimate food production requirements.
  13. Describe the importance and function of food production planning.
  14. Use the FIFO, LIFO, actual cost, and weighted average methods to calculate the value of products in inventory.
  15. Explain how managers determine which variances from cost standards should be thoroughly analyzed.
  16. Distinguish server banking from cashier banking systems.
  17. Describe how managers use point-of-sale reports as revenue control tools.
  18. Describe some of the ways bartenders, food and beverage servers, and guests steal, and identify precautions managers can take to reduce this kind of theft.
  19. Explain how orientation programs, training programs, and employee performance evaluations help control labor costs.
  20. Distinguish between fixed and variable labor in relation to food and beverage operations
[ TOPICS ]
  • The Challenge of Food and Beverage Operations
  • The Control Function
  • Determining Food and Beverage Standards
  • Operations Budgeting and Cost-Volume-Profit Analysis
  • The Menu The Foundation for Control
  • Purchasing and Receiving Controls
  • Storing and Issuing Controls
  • Production and Serving Controls
  • Calculating Actual Food and Beverage Costs
  • Control Analysis, Corrective Action and Evaluation
  • Revenue Control
  • Preventing Theft of Revenue
  • Labor Cost Control
  • Implementing Labor Cost Controls

Course Description:

This course presents a systematic approach to front office procedures by detailing the flow of business through a hotel, from the reservations process to check-out and account settlement. The course also examines the various elements of effective front office management, paying particular attention to the planning and evaluation of front office operations and to human resources management. Front office procedures and management are placed within the context of the overall operation of a hotel.

  1. Classify hotels in terms of their ownership, affiliation, and levels of service.
  2. Describe how hotels are organized and explain how functional areas within hotels are classified.
  3. Summarize front office operations during the four stages of the guest cycle.
  4. Discuss the sales dimension of the reservations process and identify the tools managers use to track and control reservations.
  5. List the seven steps of the registration process and discuss creative registration options.
  6. Identify typical service requests that guests make at the front desk.
  7. Explain important issues in developing and managing a security program.
  8. Describe the process of creating and maintaining front office accounts.
  9. Identify functions and procedures related to the check-out and account settlement process.
  10. Discuss typical cleaning responsibilities of the housekeeping department.
  11. Summarize the steps in the front office audit process.
  12. Apply the ratios and formulas managers use to forecast room availability.
  13. Explain the concept of revenue management and discuss how managers can maximize revenue by using forecast information in capacity management, discount allocation, and duration control.
  14. Identify the steps in effective hiring and orientation.
[ TOPICS ]
  • The Lodging Industry
  • Hotel Organization
  • Front Office Operations
  • Reservations
  • Registration
  • Front Office Responsibilities
  • Security and the Lodging Industry
  • Front Office Accounting
  • Check-Out and Account Settlement
  • The Role of Housekeeping in Hospitality Operations
  • The Front Office Audit
  • Planning and Evaluating Operations
  • Revenue Management
  • Managing Human Resources

Course Description:

Covers such areas as specialized accounting for hotel revenue and expenses; accounting for inventory, property, and equipment; hospitality payroll accounting; hotel departmental financial statements; the income statement, balance sheet, and statement of cash flows; the analysis of financial statements; interim and annual reports; budgeting expenses; forecasting sales; budgetary reporting and analysis; and financial decision-making.

  1. List the revenue centers in and revenue accounts used by a hotel, and explain hotel revenue accounting procedures.
  2. Describe basic internal control forms and procedures used in food and beverage sales.
  3. Define and give examples of financial reporting centers.
  4. List the types of expenses incurred and expense accounts used in a hotel, and explain hotel accounting procedures for expenses and bad debts.
  5. Explain the logic and procedure for calculating cost of sales.
  6. Explain the purpose of a uniform system of accounts, and describe the purpose of and formats for account numbering systems.
  7. Summarize the purposes of and formats for hotel departmental financial statements.
  8. Describe procedures for hospitality payroll accounting (including requirements for tipped employees), and explain major payroll deductions and taxes.
  9. Describe accounting procedures applicable to the acquisition, depreciation, and disposal of property and equipment.
  10. Describe accounting procedures applicable to the acquisition and amortization of intangible assets, and recognize non-amortizable intangible assets.
  11. Explain the purpose, preparation, content, and formats of income statements, including common-size and comparative formats.
  12. Describe the interpretation and analysis of income statements, including the use of ratios, and list the commonly used income statement ratios.
  13. Explain the purpose, preparation, content, and formats of balance sheets, including common-size and comparative formats.
  14. Describe the interpretation and analysis of balance sheets, including the use of ratios, and list the commonly used balance sheet ratios.
  15. Explain the purpose, preparation, content, and format of the statement of cash flows.
  16. Summarize the role of, criteria for selection of, and levels of service provided by an independent certified public accountant.
  17. Describe the purpose and preparation of consolidated financial statements.
  18. Explain the purpose and content of an annual report, and describe how a reader can find and interpret information in the report.
  19. Define the various types of expenses and apply techniques to budget those expenses effectively.
  20. Use various methods to forecast sales.
  21. Describe and use budgetary reporting and analysis techniques.
  22. Outline the critical elements to be considered in financial decision-making
[ Contents ]
  • Hotel Expense Accounting Lesson Plan
  • Property and Equipment Accounting
  • Other Noncurrent Assets Accounting
  • Hospitality Payroll Accounting
  • Hotel Departmental Statements
  • Hotel Income Statements
  • Ratio Analysis of the Income Statement
  • Hotel Balance Sheets
  • Ratio Analysis of the Balance Sheet
  • Statement of Cash Flows
  • Interim and Annual Reports
  • Budgeting Expenses
  • Forecasting Sales
  • Budgetary Reporting and Analysis
  • Financial Decision-Making
  • Appendix: Inventory Accounting

Course Description:

Provides an awareness of the rights and responsibilities that the law grants to or imposes upon a hotelkeeper, and illustrates the possible consequences of failure to satisfy legal obligations.

Objectives:

At the completion of this course, students should be able to:

  1. Describe the development of rules regarding the rights and liabilities of innkeepers under the common law system, as well as the ways in which contract law, tort law, and negligence law affect the hotelkeeper.
  2. Describe a hotel’s duty under the common law to receive guests and the circumstances under which it can refuse to accommodate potential guests or can evict guests or others.
  3. Explain a guest’s right to privacy and a hotel’s affirmative duty not to allow unregistered and unauthorized third parties access to guestrooms.
  4. State the purpose of the Americans with Disabilities Act (ADA) and briefly describe how Title III of the Act affects lodging and food service establishments.
  5. Describe the hotel’s obligation to protect its guests.
  6. Identify the steps a hotel must take to limit its liability for loss of guest valuables.
  7. Describe the procedures a hotel must follow if a guest dies while at the hotel.
  8. Identify the general restrictions typically placed by states on food service operations and on operations licensed to sell alcohol for on-premises consumption.
  9. Identify which employers are subject to the Family and Medical Leave Act (FMLA), and which employees are eligible for leave and related benefits under the Act.
  10. State the essential elements of several laws barring discrimination in employment.
  11. Identify general prohibitions outlined in the Employee Polygraph Protection Act of 1988.
  12. Describe the provisions of the Immigration Reform and Control Act of 1986.
  13. State the conditions under which tips are not considered wages.
  14. List OSHA’s major functions.
  15. Define “telephone resale” as it applies to lodging establishments.
  16. Name the three major copyright societies, and explain when royalties are payable to them.
  17. Describe the Occupational Safety and Health Administration regulations on fire brigades.
  18. State the purpose of the federal antitrust laws.
  19. List some of the typical provisions of a franchise contract.
  20. Describe privacy, antitrust, copyright, and employee use issues as they relate to the Internet.
  21. Discuss the impact of terrorism on laws governing hotels.

Prerequisites:

Students should already be familiar with financial accounting concepts and procedures,

Course Description:

This course presents managerial accounting concepts and explains how they apply to specific operations within the hospitality industry.

Objectives:

At the completion of this course, students should be able to:

  1. State the purposes, contents, and limitations of the balance sheet, and analyze balance sheets using both horizontal and vertical analysis.
  2. State the purposes, contents, and limitations of the income statement, and analyze income statements using both horizontal and vertical analysis.
  3. Understand and use the most current version of the uniform system of accounts applicable to the lodging industry.
  4. State the purposes, contents, and limitations of the statement of cash flows (SCF), and prepare an SCF.
  5. Use ratio analysis to interpret information reported on financial statements and reports, as well as understand how the interpretation of ratio results varies among owners, creditors, and managers.
  6. Understand basic cost concepts such as fixed, variable, and mixed costs, as well as calculate the fixed and variable elements of mixed costs.
  7. Perform a breakeven analysis and use cost-volume-profit analysis to determine the revenue required at any desired profit level.
  8. Use cost approaches to pricing both rooms and food and beverage items.
  9. Forecast activity levels by using both qualitative and quantitative forecasting methods.
  10. Prepare an operations budget and analyze variances of actual results from budgeted plans.
  11. Manage a hospitality operation’s cash balances, cash flow, and short-term investments in securities, as well as manage an operation’s working capital.
  12. Implement basic internal control techniques for various accounting functions such as cash receipts, cash disbursements, accounts receivable, accounts payable, payroll, inventories, fixed assets, and marketable securities.
  13. Use various capital budgeting models such as the accounting rate of return model, payback model, net present value model, and the internal rate of return model.

Course Description:

This course is designed to provide students with a solid background in hospitality sales and marketing. The main focus is on practical sales techniques for selling to targeted markets.

Objectives:

At the completion of this course, students should be able to:

  1. Distinguish marketing from sales and identify trends that affect marketing and sales in the hospitality industry.
  2. Identify and describe the key steps of a marketing plan.
  3. Summarize the duties and responsibilities of positions typically found in a hotel marketing and sales office.
  4. Describe the five steps of a presentation sales call.
  5. Explain the basics of effective telephone communication and describe various types of outgoing and incoming telephone calls related to the marketing and sales function.
  6. Describe internal marketing and sales.
  7. Explain the role of advertising, public relations, and publicity in reaching prospective guests.
  8. Summarize how hospitality properties are meeting the needs of business travelers.
  9. Explain how hospitality properties are meeting the needs of leisure travelers.
  10. Describe travel agencies and the travelers they serve.
  11. Summarize how hotels market and sell to meeting planners.
  12. Identify considerations for marketing hospitality products and services to international travelers and other special segments such as honeymooners, sports teams, and government travelers.
  13. Summarize trends affecting the food and beverage industry, and describe positioning strategies and techniques for restaurants and lounges
  14. Explain how hotels market and sell catered events and meeting rooms.

Course Description:

This course provides students with practical skills and knowledge for effective management of food service operations. It presents basic service principles while emphasizing the importance of meeting and, whenever possible, exceeding the expectations of guests.

Objectives:

  1. Define « moments of truth » and identify staff members needed in a food service operation.
  2. Summarize typical restaurant server and busperson duties.
  3. List and discuss the tasks that banquet servers and room service attendants perform.
  4. Describe the duties of beverage servers and bartenders.
  5. Identify legal restrictions and liability issues affecting the service of alcoholic beverages.
  6. Explain how to tell when guests are intoxicated, and outline the steps to take when stopping alcohol service to them.
  7. Describe the importance of the menu to food service operations and explain how it is planned and designed.
  8. Identify procedures and issues involved with purchasing, receiving, storing, issuing, and controlling food service operation supplies and equipment.
  9. Summarize design, decor, and cleaning issues for food service operations.
  10. Describe the critical role of food sanitation in food and beverage operations, explain the HACCP concept of food safety, and discuss the role of staff members in ensuring food safety.
  11. Explain how food and beverage managers develop labor standards, forecast food and beverage sales, prepare work schedules, and analyze labor costs.
  12. Discuss revenue collection and control systems.
  13. Describe casual/theme restaurants and list examples of ways they give value to guests.
  14. Explain how banquets and catered events are sold, booked, planned, and executed.
  15. Discuss room service issues and summarize procedures for delivering room service.
  16. Describe on-site food service operations in the business and industry, health care, and college and university markets.

Course Description:

Defines the scope and segmentation of the convention and group business market, describes marketing and sales strategies to attract markets with specific needs, and explains techniques to meet those needs as part of meeting and convention service.

Objectives:

At the completion of this course, students should be able to:

  1. Describe the scope of the convention, meetings, and trade show industry in terms of types of meetings, who holds meetings, and emerging types of meeting facilities.
  2. Explain the steps in developing a marketing plan.
  3. Describe considerations in the organizational design of a sales department, and outline how a sales office interfaces with other departments.
  4. Identify characteristics of association meetings that are important for selling to the association market.
  5. Identify characteristics of corporate meetings that are important for selling to the corporate market.
  6. Describe SMERF groups and explain how to approach selling meeting services and products to them.
  7. List and describe the steps in making a personal sales call.
  8. Summarize the process of planning an advertising strategy and describe how public relations and publicity can help a property reach meeting planners.
  9. Describe the elements of a contract or letter of agreement.
  10. Describe considerations in determining who should coordinate hotel service to groups, and describe the duties and organizational relationships associated with the position of convention service manager.
  11. Summarize factors that hotel staff must take into consideration when assigning guestrooms to meeting attendees.
  12. Describe the format and uses of the resume prepared by the convention service manager.
  13. Describe typical function room furniture, meeting setups, and time and usage considerations for function rooms.
  14. Identify different types of food functions and types of food service, and describe beverage service issues.
  15. Summarize factors in the decision about which audiovisual requirements to service in-house and which to outsource, and describe types of audiovisual equipment and their uses.
  16. Describe programs that hospitality properties offer the guests and children of meeting attendees and the role of such programs in a successful meeting.
  17. Describe the functions of key trade show personnel and describe the elements of exhibit planning.
  18. Describe typical procedures for billing groups and for conducting a postconvention review.

Course Description:

Offers a complete approach to the operation of resort properties. Beginning with the resort concept and the historical development of resorts, the course then covers the planning, development, management, marketing, and financial aspects of the resort business. The course also examines the future outlook for resorts and the impact of the condominium concept, timesharing, technological change, “green” initiatives, and eco-tourism.

SPECIALIZATIONS

  • The Resort Concept
  • The Process of Planning and Development
  • Planning the Facilities
  • Personnel Organization and Human Relations
  • Front-of-the-House Management
  • Heart-of-the-House Management I: F&B, Housekeeping, Laundry, and Dry-Cleaning Operations
  • Heart-of-the-House Management II: Plant, Grounds, Energy, Accounting, and Purchasing
  • Security, Safety, and Management of Risk
  • Resort Marketing and Sales Promotion
  • Managing the Resort Investment

Course Description:

Widely accepted in all leading business schools as the ultimate experience-building methodology, case studies constitute the core of the Marketing and Sales course for MBA professional and BS 3rd year students.

Students are expected to have previously become familiar with the key foundations of strategic and operational marketing plans. Contrary to a lecture-based approach, the whole program will be dedicated discussing many real-life situations in the hospitality industry. Students have a unique chance of sitting “in the driver’s seat” to identify, analyze and recommend solutions amongst a large variety of challenging situations in hotel management, restaurants and the tourism industry at large.

Objectives:

The key benefits to the students will be:

  1. Acute development of analytical skills. In real life, when it comes to making an important decision, we often find that we do not have enough information, or too much, or not enough time. Case studies teach how to rapidly identify the key stakes in any given situation and focus on bringing effective creative solutions.
  2. Development of an effective working process methodology. Students have to analyze the situations, the alternatives and their recommendations by themselves, first. Then, they share points of views with their respective learning team and eventually expose their views to the whole class, following a suggested, logical, 6 steps process. This methodology has proved immensely beneficial in terms of giving students a framework they can easily replicate in their future professional life, when they will integrate larger working groups or will have to manage them.
  3. Significant improvement of communication skills. Of course, being able to analyze and recommend on a given situation is great. But convincing others that what we suggest is what should be implemented is a whole new game. Like in “real-life”, the discussion in class is a democratic process where no one can be totally certain to possess the truth, but nevertheless has to fight to try and impose his/her point-of-view. And many people fail by lack of proper mental structure or self-assurance. The case discussions will make students aware of eventual shortfalls in those areas and allow them to significantly improve their level of confidence and communication skills.
  4. A comprehensive survey of the industry. The case studies chosen explore many facets of the hospitality industry, reviewing actual situations that occurred across the world, amongst individual hotels, groups, restaurants, or the travel industry. These examples constitute a unique chance to be exposed, reflect upon and recommend on such a large sample of diversified experiences and provide a valuable accelerated learning process.

This certification course presents the Hazard Analysis Critical Control Point (HACCP) method of food safety in a systematic, understandable format. Clearly defined terms, detailed lists of food safety responsibilities, and checklists for all control points make this a resource that can be readily put into practice in any food and beverage operation.

The textbook of the course is highly recommended to international readers.

New information in the second edition includes:
– Updated statistics from the Centers for Disease Control and Prevention (CDC)
– Discussion of major food allergens
– New time-temperature control for safety of potentially hazardous foods
– Updated sequence for hand washing and avoiding recontamination of hands
– New information on risk-based inspections, addressing risk categories, methodologies, and the food establishment inspection report

Course Description:

Presents a systems approach to food safety that answers public health concerns, reduces sanitation risks, and ensures satisfaction for food establishment guests, staff members, and owners. Explains how to define and implement sanitation quality, cost control, and risk reduction standards in a food service operation.

Objectives:

At the completion of this course, students should be able to:

  1. Define the term control points, and identify the ten control points in the food service system.
  2. Identify the seven HACCP principles, and explain how they are used to establish a HACCP plan.
  3. Explain why the temperature danger zone (TDZ) is important to food safety, and describe common causes of food contamination, infections, and intoxications.
  4. Describe the steps that managers should take when handling a foodborne illness complaint.
  5. Describe the important personal health and hygiene practices necessary in a food establishment, including handwashing.
  6. Describe the menu planning and purchasing control points.
  7. Discuss inventory controls, standards, and procedures at the receiving control point.
  8. Summarize the A-B-C-D scheme of inventory classification, perpetual and physical inventory systems, and other inventory control measures.
  9. Explain what food service managers should know about the issuing control point.
  10. List special food safety concerns, the riskiest food products, and measures for reducing risks at the preparing control point.
  11. Outline the three objectives of the cooking control point, and identify measures for reducing risks at this control point.
  12. Describe measures for protecting food at the holding and serving control points.
  13. Summarize food safety responsibilities for food servers, and outline server responsibilities.
  14. Describe the proper use and care of equipment at the serving control point, and list dining room inspection procedures.
  15. Identify the types of soil found in food service operations, and describe cleaning agents and sanitizers.
  16. Explain how the food service operation can ensure the success of the cleaning and maintenance control point.
  17. Summarize the physical and behavioral characteristics of flies, cockroaches, rats, and mice, and explain the public health significance of these pests.
  18. Identify guidelines for a food service pest control program, including basic environmental and chemical control.
  19. Describe cleaning and maintenance requirements for food establishment interiors, exteriors, and refuse facilities.
  20. Explain major plumbing requirements and concerns in food service operations, and describe basic requirements for toilet and lavatory facilities.

Course Description:

This course has a singular objective -the building of confidence in staff and line personnel to manage a restaurant more effectively. This confidence and broadened understanding is required to communicate with other strategic business unit managers in expanding and more competitive marketplaces.

Three major business skills are communication, analysis and decision-making. This program will focus upon recognition, distinction, and development of these skills. Useful models will be presented and, to add a distinctive difference, the Cornell Restaurant Administration Strategic Exercise will be employed to require continuous application of skills by the participants.

The program audience is the future restaurant managers and supporting staffs in the field. The participants should have a desire to pursue the study of marketing, human resources, accounting and operating issues. The central theme of managerial effectiveness will be profitability.

The course will provide the opportunity for participants to:

  • Explore the planning process for management of food service units.
  • Develop an understanding of organizing resources to compete more effectively.
  • Understand the environmental assumptions, which impact the planning and operating of a food facility.
  • Link managerial strategic decisions to key measurements within the financial statements.
  • Evaluate the variances between a profit plan and actual results, and communicate with others about the differences.

Course Description:

This course describes how to develop and implement an effective purchasing program, focusing on issues pertaining to supplier relations and selection, negotiation, and evaluation. The course includes in-depth material regarding major categories of purchases.

  1. Define value and understand its components.
  2. Establish the need for effective hospitality purchasing in achieving operational goals.
  3. Discuss the primary methods of purchasing hospitality supplies: ride the market, buy-and-inventory, cost-plus, long-term contracting, and hedging.
  4. Contrast the roles of line (operating) managers and staff (advisory) personnel as they relate to the purchasing function.
  5. Describe market channels for distribution of hospitality supplies: source, processor, broker, agent, distributor, and end-user.
  6. Indicate how business practices involved in the handling and marketing of goods are affected by governmental legislation.
  7. Suggest how buyers may improve negotiation techniques to gain greater cost advantages.
  8. Understand the impact that quality and quantity concerns have on purchase decisions.
  9. Relate the purchasing function to the internal control system of a hospitality operation.
  10. Discuss the make-or-buy decision and the use of convenience foods in food service operations.
  11. Learn useful facts regarding quality, yields, pricing, marketing, and distribution of meat, poultry and eggs, dairy products, fish and shellfish, fruits and vegetables, baked goods, and beverages.
  12. Describe major considerations in purchasing services, non-food supplies, and capital equipment.

[ TOPICS ]

  • Purchasing Systems: An Overview
  • Distribution
  • Supplies Selection
  • Buyer-Supplier Relations
  • Quality and Quantity Concerns
  • The Audit Trail
  • Evaluation of Purchasing Systems
  • Meat Products: An Overview
  • Meat Products: Yields and Pricing
  • Fish and Shellfish
  • Poultry and Eggs
  • Dairy Products
  • Fruits and Vegetables
  • Baked Goods and Miscellaneous Food Products
  • Convenience Foods
  • Alcoholic and Non-Alcoholic Beverages
  • Equipment, Supplies, and Services

Course Description:

To familiarise students with the main issues concerning the concepts and techniques of Strategic Management, such as the Development of a Strategic Vision, Industry and Competitive Analysis, Strategy and Competitive Advantage, Implementing and Evaluating Corporate Strategy, etc. Through the extensive use of real-life case studies and examples, students are expected to use the tools and concepts of strategy analysis in crafting strategic action plans, and in figuring out successful ways to implement and execute the chosen strategy.

I) AN INTRODUCTION TO THE STRATEGIC MANAGEMENT PROCESS
-The Strategic Management Process: An Overview

II) INDUSTRY AND COMPETITIVE ANALYSIS
– The Methods of Industry and Competitive Analysis

III) EVALUATING COMPANY RESOURCES AND COMPETITIVE CAPABILITIES
– SWOT Analysis
– Other Methods

IV) ATTAINING COMPETITIVE ADVANTAGE THROUGH STRATEGY
– Corporate Level Strategies
– Business Unit Strategies: The five main Competitive Strategies
– Strategies for Diversified Firms
– Matching Strategy to the Company’s Situation

Course Tutor: Christopher Lambridis
MA Industrial Relations, University of Warwick

[ BASIC BIBLIOGRAPHY ]
Main Course-book:

Thompson A.A. & Strickland A.J. (2001), Strategic Management: Concepts and Cases, McGraw-Hill International Editions

Additional Sources:
Johnson G & Scholes K (1999), Exploring Corporate Strategy: Text and Cases, Prentice Hall Europe
Wright P., Kroll M. J., and Parnell J. (1998), Strategic Management: Concepts and Cases, Upper Saddle River: Prentice Hall
Moore J. I. (2001), Writers on Strategy and Strategic Management, London: Penguin Business

The Cornell Hotel Administration Strategic Exercise, the CHASE, will allow the student the opportunity to boldly explore the marketing and management of a hotel operation in such an economy without the usual and attendant risks of failure.
The student may even reap the joys of a financial success!
Hotel management begins with understanding the customer. This is the foundation of marketing – understanding the customer and the reasons for traveling away from home, selecting a hotel, and choosing a specific accommodation.
There are many surveys of important marketing factors:

Cleanliness
Ease of placing a reservation
Guest room servicing during stay
Price
Courtesy and friendliness of the staff
Accessibility of shops, recreation or gaming facilities
Atmosphere
Speed of check-in and check-out
Amenities

The CHASE models a lodging environment. The learning objectives involve experience with strategic positioning, marketing attributes, financial reporting, operations analysis, and profit forecasting among competing properties. It is the sense of competition that engages the discovery objectives.

When the game begins the student will be one member of an executive committee responsible for directing the hotel. The challenge is to make key decisions about the factors above in concert with other members of the committee. Within the common trading area there will be several hotels in competition with the student’s. The managers of these operations will be making similar plans in their attempts to be profitable, and most likely attempting to be more profitable than the student’s enterprise.
Competition will be keen.
After each market planning session, rates advertised and staff trained, the public can react and make their decisions about patronage.   An information system will be used to speed up the customers’ reaction time and reduce an accounting period of three months to a few moments.  The student’s executive committee will then receive a variety of reports on the operating, competitive, and financial condition.  Just as in managing a hotel, the student’s task will be to communicate, analyze, and make fresh decisions to improve the customers’ satisfaction, the financial condition, and the enhanced understanding of lodging management.
At the conclusion of the exercise the student’s management team will be responsible for reporting about the actions, key marketing decisions, financial strategies, the successes, failures, and what may be taken forward from this management experience in the CHASE.

Robert Chase, author of the CHASE, pictures management games as electronic case studies.  In the case method of instruction, the teacher’s role is to maximize discussion among students and to stimulate further discussion with feedback. Within the management game, experiential feedback is provided by an economic model producing periodic operating and financial information. Additional feedback and knowledge extension is guided by the facilitator as with traditional case instruction.

Through the evolution of periodic decisions and outcomes, the attendee will gain appreciation for the nature of hotel management, the risks involved, and the necessity for business skills and acumen gained through discovery instruction.

Course Description:

The internet is an increasing important channel for hotels as expert’s project that 20-25% of a hotel’s revenue will be generated through the Net. The course provides future hoteliers with an overview for capitalizing on this medium.

The first half of the course focuses on e-marketing techniques designed to acquire direct bookings. The second half discusses online distribution intended to generate bookings through reseller sites.

  1. Assure understanding of the role of the internet in generating customers and bookings for hotels.
  2. Provide and overview of Search Engines and other technologies, with focus on understanding customer behavior.
  3. Assure understanding of direct and 3rd party distribution and the role in revenue strategies.
  4. Review successful web strategies; chains, independent hotels and marketing affiliates.
  5. Overview customer targeting and competitive marketplace, online.
  6. Review websites successful in reaching targeted customers; identify success components.
  7. Assure understanding of ‘localization’ in global marketspace.
  8. Review reseller sites, criteria for hotel visibility.
  9. Provide methodology for making decisions on when to participate in reseller portals and sites.
  10. Draw parallel to Revenue Management decisions – who to sell – what to – when – at what rate – through which channel.
  11. Participants will gain technical skills as blogs and online classrooms support the live class room session.

Details:

This program explores key issues in international hospitality. Readers will learn about new trends and developments that have changed the context of global hotel operations and management and explore international policies affecting travel, tourism, and hospitality development.
Topics include: Trends in global distribution systems, sustainable development, new hotel products, and consumer demographics
Growth and importance of China, India, and the Middle East as destinations for hotel development and management
Country-specific policies regarding investment regulations, visa programs, hotel classification systems, and travel advisories.

Course Description:

This course provides the background every hospitality student will need in today’s rapidly changing global marketplace. It introduces students to issues involved in planning, developing, marketing, and managing hotels in the international arena. It also gives students a solid foundation for understanding and managing cultural diversity in the workplace, and underscores the importance of protocol in international interactions.

Objectives:  At the completion of this course, students should be able to:

  1. Describe the factors that have contributed to globalization and a global economy.
  2. Summarize the composition, size, and growth of international tourism and lodging.
  3. Outline the factors affecting international hotel expansion into European, North American, Middle Eastern, and Asia-Pacific markets.
  4. Identify and describe various barriers to travel, including those affecting travelers and those affecting businesses dealing with travelers.
  5. Describe affiliation options available to hotel companies, and explain affiliation considerations.
  6. Outline problems and concerns associated with multinational operations.
  7. Identify the roles and responsibilities of the international hotel development team, and explain why local representation and expertise are often critically important.
  8. Identify the infrastructure and labor concerns that developers of international hotels often must address and the various ways in which they may address them.
  9. Outline the potential problems associated with building a hotel in a cross-cultural environment.
  10. Define “sustainable development” and describe organizations and global initiatives that are advancing “green” issues affecting international hotel projects.
  11. Contrast the positive effects of cultural diversity in the workplace with the negative effects, and identify important considerations in managing diversity.
  12. Explain why it is important for hotel operators to follow business protocol, and identify some of the complications in cross-cultural negotiating.
  13. Describe several of the issues and policy matters that affect the selection and use of expatriate personnel, and cite advantages and disadvantages of hiring local nationals instead of expatriates.
  14. Describe how to evaluate a candidate for foreign assignment and the factors involved in acculturation.
  15. Outline the general goals of international human resource management and list the three main types or groupings of IHRM activities and their components.
  16. Identify and briefly describe several hotel classification systems in use today.
  17. Summarize the development of an international marketing strategy for hotels and describe the role of travel agents in the hotel booking process.
  18. Identify, define, and explain several factors and developments that are likely to affect the nature and pace of globalization in the travel, tourism, and lodging industry in the years to come.

This course lays the groundwork for a basic understanding of beverage operations by explaining the beverage service process, describing the types of positions commonly found in beverage operations, and focusing on such beverages as beer, spirits, and wine. Included in the course are instructions on responsible alcohol service, supervisory techniques, and procedures for entry-level beverage service positions.

SPECIALIZATIONS

  • The Basics of Beverage Service
  • Beverage Service Responsibilities
  • Serving Alcohol With Care
  • Leadership and Supervision
  • Bar Operations
  • Bar Marketing and Sales
  • Wine Fundamentals

The program presents financial accounting concepts and shows how they apply to the hospitality industry. It incorporates the most recent formats, information, and schedules from the newly-published Uniform Systems of Accounts for the Lodging Industry.

Course Description:

This course presents basic financial accounting concepts and explains how they apply to the hospitality industry.

Objectives:

  1. Describe the accounting process and the roles that accountants play in collecting and presenting financial information.
  2. Define the major classifications of accounts (assets, liabilities, equity, revenue, and expenses) and describe specific accounts found within each classification.
  3. Understand the correct application of debits and credits by analyzing business transactions for a variety of accounting situations.
  4. Discuss the basis of the double-entry accounting system and identify the normal balances of the various types of accounts.
  5. Describe the posting, journalizing, and closing processes.
  6. Identify the purposes and characteristics of specialized journals and subsidiary ledgers.
  7. Discuss the advantages and disadvantages of the sole proprietorship, the partnership, the corporation, and the S corporation, and describe and compare accounting procedures for each.
  8. Discuss generally accepted accounting principles and explain the usefulness of each.
  9. Distinguish between cash basis accounting and accrual accounting.
  10. List procedures that help ensure internal control of a firm’s cash.
  11. Discuss how hospitality firms account for bad debt losses.
  12. Describe accounting procedures involved in notes receivable and notes payable.
  13. Discuss methods of controlling and accounting for inventory.
  14. Identify and define the major classifications of adjusting entries reversing entries.
  15. Define ten steps of the accounting cycle.
  16. Describe the balance sheet, the income statement, the statement of owners’ equity, the statement of retained earnings, and the statement of cash flows, and discuss the purposes of each.
  17. Identify the uniform systems of accounts relevant to the hospitality industry.
  18. Explain the purposes of footnotes to financial statements.
  19. Identify and describe commonly used depreciation methods.
  20. Describe accounting procedures used for property, equipment, intangible assets, and other assets.
  21. Describe procedures used to account for current liabilities and payroll.
  22. Describe procedures used to account for bonds, leases, and mortgages payable.
  23. Explain why hospitality firms invest in the securities of other companies, and discuss accounting for investments.
  24. Identify the kinds of information obtained through vertical and horizontal analyses of comparative balance sheets and comparative income statements.
  25. Explain ratio analysis and the purposes that it serves for managers, creditors, and investors.
  26. Identify and define five classes of ratios and explain their significance.

Course Description:

Provides an overview of the information needs of lodging properties and food service establishments; addresses essential aspects of computer systems, such as hardware, software, and generic applications; focuses on computer-based property management systems for both front office and back office functions; examines features of computerized restaurant management systems; describes hotel sales computer applications, revenue management strategies, and accounting applications; addresses the selection and implementation of computer systems; focuses on managing information systems; and examines the impact of the Internet and private intranets on the hospitality industry.

Objectives:

At the completion of this course, students should be able to:

  1. Describe the criteria used to evaluate hospitality technology applications.
  2. Identify common technology systems used in hospitality operations.
  3. Identify and describe features of the three major components necessary for a complete computer system—input/output devices, a central processing unit, and external storage devices.
  4. Describe the various ways in which hospitality businesses use technology to gain and process reservations.
  5. Identify and describe the elements of a rooms management module.
  6. Identify and describe the elements of a guest accounting module.
  7. Identify and explain the function of common PMS interfaces, which include point-of-sale systems, call accounting systems, energy management systems, electronic locking systems, and guest-operated devices.
  8. Describe common hardware configurations of POS systems used by food service operations.
  9. Identify PCI DSS objectives and requirements.
  10. Explain the functions and use of food and beverage management applications, including those concerning recipe and menu management, sales analysis, and pre/postcosting.
  11. Identify the elements of an automated sales office.
  12. Describe and apply revenue management principles.
  13. Explain the use of catering software.
  14. Identify and describe the numerous accounting applications that are available to hospitality businesses.
  15. Outline the components of information management, with special attention to data processing and database management.
  16. Select and implement technology systems in hospitality settings.
  17. Identify the various threats to technology systems and the security precautions that should be taken to keep those systems safe.
  18. Describe the elements of technology system maintenance.

The certification program of the Club Managers Association of America guided the content development of this course, which introduces participants to the complex world of private club management.

Contributors are hospitality educators and industry professionals with expertise in the area of club management.

The program includes new facts on membership marketing, training and development, and club entertainment, as well as expanded treatment of club recreation, including golf course maintenance. The class work also incorporates information from the Uniform System of Financial Reporting for Clubs.

Course Description:

This course introduces students to the world of private club management. There are chapters on club boards of directors, service excellence in clubs, leadership in club operations, quality management systems for clubs, strategic management in clubs, club marketing, managing human resources in clubs, food and beverage operations in clubs, club financial management, club computer systems, golf operations in clubs, and club fitness operations.

Objectives:

  1. Describe the nature and appeal of a private club, explain how private clubs are owned, and describe types of clubs.
  2. Explain the board of directors’ role in a private club, describe the board’s size and makeup, and summarize issues connected with board member tenure, selection, and orientation.
  3. Describe the role of service in private clubs, define « moments of truth, » and summarize strategies for controlling service encounters.
  4. Summarize nonverbal, oral, and written communication skills club managers should possess.
  5. Explain how club managers can put together continuous-improvement teams at their clubs.
  6. List and describe the steps in a strategic planning process for clubs.
  7. Define « marketing research, » describe types of marketing research and sources of marketing data, and explain the role of ethics in marketing.
  8. Summarize major U.S. antidiscrimination laws that affect clubs.
  9. Outline the organizational structure of club food and beverage operations.
  10. Explain how financial statements are used by clubs, list the major financial statements, and describe the Uniform System of Financial Reporting for Clubs.
  11. Identify the fundamental features and functions of email and the World Wide Web and describe Internet applications for clubs.
  12. List and describe golf facilities typically found at clubs.
  13. Identify and describe the major areas and pieces of equipment in a typical club fitness center and summarize how members use them.
  14. Describe typical tennis programs offered at clubs, and summarize the qualifications and duties of tennis staff positions.

Course Description:

This course takes a management perspective in introducing students to the organization and structure of hotels, restaurants, clubs, cruise ships, and casino hotels. There are chapters on business ethics, franchising, management contracts, and areas of management responsibility such as human resources, marketing and sales, and advertising.

  1. Define « service » and summarize how service businesses differ from manufacturing businesses.
  2. Summarize reasons people travel and describe travel trends and types of travel research.
  3. Describe in general terms the makeup and size of the lodging and food service industries and identify advantages and disadvantages of a career in hospitality.
  4. Describe in general terms the size of the restaurant industry and list restaurant industry segments.
  5. Give examples of guest menu preferences in various parts of the United States and the rest of the world, describe menu categories, and summarize the importance of menu design and menu pricing.
  6. Explain various ways hotels can be owned and operated, distinguish chain hotels from independent hotels, and explain how hotels can be categorized by price.
  7. Distinguish a hotel’s revenue centers from its cost centers.
  8. Compare equity clubs with corporate or developer clubs.
  9. List and describe types of meetings typically held in lodging facilities.
  10. Explain how a cruise ship is organized and describe the development of the cruise industry.
  11. Summarize the history of gaming and describe casino hotels and casino operations.
  12. Describe the basic tasks of managers and trace the development of management theories.
  13. Identify current labor trends affecting the hospitality industry and describe elements of a good human resources program.
  14. Distinguish marketing from selling and explain how a marketing plan is developed.
  15. Explain why hotel management companies came into existence and describe elements of a typical hotel management contract.
  16. Describe types of franchises and explain how franchising works.
  17. Give examples of different viewpoints concerning morality, contrast deontology with utilitarianism, and explain the concept of ethical relativism.
[ Contents ]
  • Service Makes the Difference
  • The Travel and Tourism Industry
  • Exploring Hospitality Careers
  • Understanding the Restaurant Industry
  • Restaurant Organization and Management
  • Understanding the World of Hotels
  • Hotel Organization and Management
  • Club Management
  • An Introduction to the Meetings Industry
  • Floating Resorts: The Cruise Line Business
  • Gaming and Casino Hotels
  • Managing and Leading Hospitality Enterprises
  • Managing Human Resources
  • Marketing Hospitality
  • How Management Companies Manage Hotels
  • Franchising Is Big Business
  • Ethics in Hospitality Management

Course Description:

This course presents a systematic approach to front office procedures by detailing the flow of business through a hotel, from the reservations process to check-out and account settlement. The course also examines the various elements of effective front office management, paying particular attention to the planning and evaluation of front office operations and to human resources management. Front office procedures and management are placed within the context of the overall operation of a hotel.

  1. Classify hotels in terms of their ownership, affiliation, and levels of service.
  2. Describe how hotels are organized and explain how functional areas within hotels are classified.
  3. Summarize front office operations during the four stages of the guest cycle.
  4. Discuss the sales dimension of the reservations process and identify the tools managers use to track and control reservations.
  5. List the seven steps of the registration process and discuss creative registration options.
  6. Identify typical service requests that guests make at the front desk.
  7. Explain important issues in developing and managing a security program.
  8. Describe the process of creating and maintaining front office accounts.
  9. Identify functions and procedures related to the check-out and account settlement process.
  10. Discuss typical cleaning responsibilities of the housekeeping department.
  11. Summarize the steps in the front office audit process.
  12. Apply the ratios and formulas managers use to forecast room availability.
  13. Explain the concept of revenue management and discuss how managers can maximize revenue by using forecast information in capacity management, discount allocation, and duration control.
  14.  Identify the steps in effective hiring and orientation.
[ Contents ]
  1. The Lodging Industry
  2. Hotel Organization
  3. Front Office Operations
  4. Reservations
  5. Registration
  6. Front Office Responsibilities
  7. Security and the Lodging Industry
  8. Front Office Accounting
  9. Check-Out and Account Settlement
  10. The Role of Housekeeping in Hospitality Operations
  11. The Front Office Audit
  12. Planning and Evaluating Operations
  13. Revenue Management
  14. Managing Human Resources

Course Description:

This course presents a systematic approach to managing housekeeping operations in the hospitality industry.

  1. Planning and Organizing the Housekeeping Department
  2. Human Resources Issues
  3. Managing Inventories
  4. Controlling Expenses
  5. Safety and Security
  6. Managing an On-Premises Laundry
  7. Guestroom Cleaning
  8. Public Area and Other Types of Cleaning
  9. Ceilings, Walls, Furniture, and Fixtures
  10. Beds, Linens, and Uniforms
  11. Carpets and Floors
[ Contents ]
  1. The role of the housekeeping department in hotel operations, and explain the importance of effective communication between housekeeping, the front office, and the engineering and maintenance division.
  2. Typical cleaning responsibilities of the housekeeping department, and explain how area inventory lists, frequency schedules, performance standards, and productivity standards are used to plan and organize the housekeeping department.
  3. Techniques to develop and improve human resources skills in recruiting, skills training, scheduling, and motivating. Techniques addressed include identifying sources of labor from non-traditional labor markets, implementing the four-step training method, developing a staffing guide, adopting alternative scheduling methods, and motivating the housekeeping staff.
  4. Recycled and non-recycled items. Techniques addressed include establishing pars for different types of inventories, taking physical inventory, and implementing effective inventory control procedures.
  5. Expenses in the housekeeping department by using the operating budget as a control tool, tracking expenses on the basis of a budgeted cost-per-occupied-room, and implementing efficient purchasing practices.
  6. The safety and security needs of hospitality operations, how safety and security issues affect housekeeping personnel, what the executive housekeeper’s responsibilities in relation to the federal government’s OSHA Hazard Communication Standard, and know how to develop a hazard communication program for the housekeeping department of a hospitality operation.
  7. The managerial skills necessary to efficiently operate an on-premises laundry operation (OPL). Skills addressed include planning the physical layout of the laundry operation, developing procedures for laundering different fabrics, organizing the flow of linens through the laundering process, operating typical machines and equipment used in laundry operations, and staffing the OPL.
  8. Procedures to ensure efficient and cost-effective use of labor and supplies in relation to guestroom cleaning.
  9. Procedures for public area and other types of cleaning.
  10. selection criteria for ceiling surfaces, wall coverings, furniture, and fixtures, as well as cleaning procedures and general care guidelines.
  11. Selection criteria for beds, linens, and uniforms.
  12. The basics of carpet and floor construction, the types of equipment used in carpet and floor care, and typical carpet and floor cleaning methods.

Course Description:

This course provides a thorough look at training by addressing how to assess and analyze the training needs of new and established operations; look upon training and development as an investment; use training tools and techniques; train with technology; measure and evaluate training; and use different training techniques when training employees, supervisors, and managers.

  1. Describe the effects such factors as the work force, strategic planning, and technology have had on the hospitality training industry.
  2. Explain how the principles of adult learning apply to training and development in the hospitality industry.
  3. Identify the variables to consider when calculating the costs of training and the costs of not training, and describe how training directors develop cost-benefit analyses for training and development activities.
  4. List methods for identifying the training and development needs of a hospitality organization, and explain how to use the information gained from a needs assessment.
  5. Identify factors to consider when developing training materials and programs, and describe how technology has affected the instructional design process.
  6. Describe types of exercises and activities that can be incorporated into training sessions.
  7. Summarize the advantages and disadvantages of various types of technology-based training, and describe the challenges involved in designing and delivering a Web-based course.
  8. Differentiate between measurement and evaluation, and identify criteria that training directors use to validate training activities.
  9. Explain the importance of training departmental trainers.
  10. Distinguish general orientations from departmental/specific
    job orientations, and describe the socialization process that continues after the initial orientation sessions.
  11. List the steps in the four-step training method and describe the training issues involved with each one.
  12. Define mentoring and its role in hospitality training, and distinguish between mentoring and coaching.
  13. Identify the professional continuing education resources available to complement hospitality industry training and development, describe the training styles and topics frequently used to train supervisors and managers, and explain how supervisory and management training and development can facilitate organizational change.
  14. Identify and describe various types of executive education programs.
  15. List the advantages and disadvantages of outsourcing training and development.
[ CONTENTS ]
  1. Training and Development
  2. Training and Development as an Investment
  3. Assessing Training Needs
  4. Instructional Design
  5. Training Tools and Techniques
  6. Training with Technology
  7. Measuring and Evaluating Training and Development
  8. Training the Trainer
  9. Orientation and Socialization
  10. Hourly Employee Training
  11. Mentoring
  12. Supervisory and Management Development
  13. Executive Education
  14. Outsourcing Training and Development

Course Description:

To provide students with a means of understanding individual and group behaviour in work organisations. In this context, key issues such as Job Design, Group Dynamics, Organisational Structure and Culture are examined. The extensive use of problem-solving case studies is destined to help students develop the critical thinking required to uncover the realities of organisational life.

I) INTRODUCTION
– An introduction to Organisational Behaviour

II) THE INDIVIDUAL
– Decision Making
– Motivation
– Job Design

III) THE GROUP
– Groups and Team-Building
– Leadership and Management Style
– Power in Organisations
– Organisational Politics
– Conflict in Organisations

IV) THE ORGANISATION
– Organisational Structure and Design
– Organisational Culture
– Organisational Change and Development
– Technology and Organisation
– Gender Relations at work

Course Tutor: Christopher Lambridis
MA Industrial Relations, University of Warwick

[ BASIC BIBLIOGRAPHY ]
Main Course-book:

McKenna E. (2001), Business Psychology and Organisational Behaviour,
Hove: Lawrence Erlbaum Associates Additional

Sources:
Arnold J., Cooper C. & Robertson I. T. (1995), Work Psychology: Understanding Human Behaviour in the Workplace, London: Pitman Publishing

Course Description:

To provide students with an understanding of how dimensions of different national cultures can influence the behaviour of individuals and groups in social and business settings. In this context, the interaction of work organisations, structure and culture is also examined. Furthermore, intercultural management and its role towards managing cultural diversity in international corporations is analysed, while methods of developing intercultural managers such as cross-cultural training, are identified and discussed.

I) INTRODUCTION
– Definition of Culture
– National Culture Differences

II) DIMENSIONS OF NATIONAL CULTURES
– The power distance dimension
– Individualism vs. Collectivism
– Masculinity and Femininity in National Cultures
– Uncertainty avoidance
– Short-term and Long-term orientation

III) ORGANISATIONS, STRUCTURE AND CULTURE
– The relationship between national cultures and organisational structure
– The international dimension of Organisational Culture

IV) INTERCULTURAL MANAGEMENT: MANAGING CULTURAL DIVERSITY
– Cultural Shock and Acculturation
– Building the Intercultural Manager
– Cross-cultural Training
– International Business Ethics
– Culture and Patronage
– Concluding remarks – discussion

[ Main Course-book ]
Hofstede, G. (1994) Cultures and Organisations: Intercultural Co-operation and its Importance for Survival. London: Harper Collins

Course Description:

This course presents a systematic approach to human resources management in the hospitality industry. Students will analyze contemporary issues and practices, as well as employment laws that have an impact on the way people are managed.

  1. The EEOC, EEO laws and affirmative action.
  2. Disability and Disabilities Act (ADA) and its implications for human resource managers at hospitality operations.
  3. The importance of job analysis and job design.
  4. Methods for forecasting labor demand, the advantages and disadvantages of internal and external recruiting, and the functions of a computer-based Human Resource Information System (HRIS).
  5. The importance of the selection process, explain how managers use application forms and pre-employment tests as selection tools, and the types of selection errors and biases managers must overcome when screening job applicants.
  6. The purpose of an orientation program, general property orientation and a specific job orientation, specific socialization strategies and approaches.
  7. The stages of the training cycle and various training methods.
  8. The functions of performance appraisals, commonly used methods of appraising performance, and legal issues relating to performance appraisals.
  9. Types of compensation and the major influences on compensation plans.
  10. The steps and options for establishing pay structures, and summarize current issues in compensation administration.
  11. Effective incentive programs and four general categories of employee benefits.
  12. The reasons employees join unions, the statistics and trends of union membership, and the goals and content of major U.S. legislation affecting labor relations.
  13. Mandatory, voluntary, and illegal collective bargaining issues and common economic and non-economic reasons behind bargaining.
  14. Major sources of grievances, typical grievance procedures, and outline how to prevent grievances at union properties.
  15. The history, scope, and goal of the Occupational Safety and Health Act, and the enforcement of OSHA standards and requirements.
  16. The components and benefits of an employee assistance program (EAP).
  17. The hospitality industry’s turnover problem, the costs of turnover, and several methods for reducing turnover.
  18. Approaches to employee discipline.
  19. The appropriate use of discharge in an employee discipline program and outline an effective exit interview system.
  20. Ways in which hospitality companies assess and address social responsibility issues, and key factors in assessing whether behaviors are ethical.

[ TOPICS ]

  1. Employment Laws and Applications
  2. Job Analysis and Job Design
  3. Planning and Recruiting
  4. Selection
  5. Orientation and Socialization
  6. Training and Development
  7. Evaluating Employee Performance
  8. Compensation Administration
  9. Incentive and Benefits Administration
  10. Labor Unions
  11. Negotiation and Collective Bargaining
  12. Health, Safety, and EAPs
  13. Turnover, Discipline, and Exits
  14. Social Responsibility and Ethic

This course presents a systematic approach to managing housekeeping operations in the hospitality industry.

  1. Planning and Organizing the Housekeeping Department
  2. Human Resources Issues
  3. Managing Inventories
  4. Controlling Expenses
  5. Safety and Security
  6. Managing an On-Premises Laundry
  7. Guestroom Cleaning
  8. Public Area and Other Types of Cleaning
  9. Ceilings, Walls, Furniture, and Fixtures
  10. Beds, Linens, and Uniforms
  11. Carpets and Floors
[ Contents ]
  1. The role of the housekeeping department in hotel operations, and explain the importance of effective communication between housekeeping, the front office, and the engineering and maintenance division.
  2. Typical cleaning responsibilities of the housekeeping department, and explain how area inventory lists, frequency schedules, performance standards, and productivity standards are used to plan and organize the housekeeping department.
  3. Techniques to develop and improve human resources skills in recruiting, skills training, scheduling, and motivating. Techniques addressed include identifying sources of labor from non-traditional labor markets, implementing the four-step training method, developing a staffing guide, adopting alternative scheduling methods, and motivating the housekeeping staff.
  4. Recycled and non-recycled items. Techniques addressed include establishing pars for different types of inventories, taking physical inventory, and implementing effective inventory control procedures.
  5. Expenses in the housekeeping department by using the operating budget as a control tool, tracking expenses on the basis of a budgeted cost-per-occupied-room, and implementing efficient purchasing practices.
  6. The safety and security needs of hospitality operations, how safety and security issues affect housekeeping personnel, what the executive housekeeper’s responsibilities in relation to the federal government’s OSHA Hazard Communication Standard, and know how to develop a hazard communication program for the housekeeping department of a hospitality operation.
  7. The managerial skills necessary to efficiently operate an on-premises laundry operation (OPL). Skills addressed include planning the physical layout of the laundry operation, developing procedures for laundering different fabrics, organizing the flow of linens through the laundering process, operating typical machines and equipment used in laundry operations, and staffing the OPL.
  8. Procedures to ensure efficient and cost-effective use of labor and supplies in relation to guestroom cleaning.
  9. Procedures for public area and other types of cleaning.
  10. selection criteria for ceiling surfaces, wall coverings, furniture, and fixtures, as well as cleaning procedures and general care guidelines.
  11. Selection criteria for beds, linens, and uniforms.
  12. The basics of carpet and floor construction, the types of equipment used in carpet and floor care, and typical carpet and floor cleaning methods.

Course Description:

This course is designed to acquaint students with leadership, management, and quality issues facing today’s hospitality industry. There are chapters on the Malcolm Baldrige National Quality Award, continuous improvement, quality service, power and empowerment, communication skills, goal setting, high-performance teams, diversity, managing organizational change, and strategic career planning.

  1. Describe the traditional functions of management (planning, organizing, coordinating, staffing, directing, and controlling), and explain why a gap exists between them and the actual behavior of managers.
  2. Describe the dominant contemporary views of leadership.
  3. Identify and explain William Edwards Deming’s 14 points and describe his ideas of leadership and management.
  4. Describe Joseph M. Juran’s notions and definitions of quality and detail the basic elements of quality management using Juran’s approach.
  5. Summarize the history of the Malcolm Baldrige National Quality Award and the role it has played in the U.S. business community.
  6. Define quality service, describe the value of customers, and identify external and internal moments of truth.
  7. Describe the types and sources of organizational and personal power, the typical responses to each type of power, and methods to enhance power and build alliances.
  8. Describe the four fundamental steps of a continuous-improvement process, and identify and describe tools commonly used in the process.
  9. Identify seven myths about communication, outline the communication process, and describe barriers to effective communication.
  10. Explain the importance and nature of goal-setting in an organization, describe the nature of and need for coaching in today’s hospitality organizations, and list guidelines that can help managers handle organizational conflict.
  11. Identify forces of change that have made team-building a high priority for many hospitality organizations, and describe the stages a work team goes through during its development.
  12. Identify the ways in which the work force is changing and how it is becoming more diverse.
  13. List tips and cautions for organizations that embark on large-scale organizational change, and describe the four major steps of the change process.
  14. Create a personal vision statement after analyzing your skills, interests, values, and personality type; and identify ways to choose an occupation and implement your career choice.
[ Contents ]
  1. The Changing Nature of Leadership and Management
  2. The Quest for Quality
  3. The Malcolm Baldrige National Quality Award and The Ritz-Carlton
  4. Quality Service
  5. Continuous Improvement–Process and Tools
  6. Power and Empowerment
  7. Communication Skills
  8. Goal-Setting, Coaching, and Conflict-Management Skills
  9. High-Performance Teams
  10. The Challenge of Diversity
  11. Managing Organizational Change
  12. Strategic Career Planning

L’AIM incite chaque année des élèves étrangers non francophones – plus de la moitié de ses effectifs – à poursuivre leurs études en France.

Encouragés par un cursus en anglais qui favorise leur venue dans un pays dont la langue reste à maîtriser, ces étudiants désireux de bénéficier des atouts culturels de la France privilégient celle-ci plutôt que les pays anglophones.

Issus d’ un partenariat avec l’Alliance française, institution de renommée internationale, des cours du soir dispensés au moins deux fois par semaine, offrent un excellent enseignement écrit et oral de la langue et de la culture françaises.

Un test de niveau détermine l’intégration de chacun dans la classe la plus appropriée en fonction de ses connaissances initiales. Son suivi régulier est transmis, dans le cadre d’une étroite collaboration, à l’équipe pédagogique de l’AIM.

À la fin de leurs études, les étudiants ont acquis le français, extrêmement utile dans le milieu hôtelier, et emportent ainsi au retour dans leur pays, un peu de la France à travers le monde.

This course familiarizes students with the most common office softwares, such as Word, Excel and Powerpoint and optimizes their knowledge in the preparation of business documents, presentations and projects.

The computer room is specifically designed for effective training with powerful computers equipped with up to date, topnotch professional softwares.

Présentation :

Ce cours constitue la suite du programme I dans lequel ont été enseignées la notion de risques et la démarche visant à les maîtriser. Il approfondit plusieurs risques opérationnels, sociaux et juridiques et développe les méthodologies de traitement.

Objectifs :

Faire acquérir :

  • des connaissances approfondies en termes de risques opérationnels et de risques juridiques
  • des techniques de mise en place des politiques décidées par les managers et de rédaction de procédures.

Contenu :

Étude d’une sélection de classes et sous-classes de risques :

    1. Risques opérationnels
      •    Violences sur les personnes / intrusions / gestion des accès / sécurité des lieux
      •    Fraudes internes ou externes / vols / vandalisme / escroqueries / extorsions / recel / piratage informatique / destruction de biens / détournements / contrefaçons / parasitisme (non exhaustif)
      •    Défaillances techniques / pertes de réseaux d’énergie ou informatique
      •    Environnement
      •    Image
    1. Risques juridiques
      Diversifiés et objets d’une étude spécifique et développée, ils sont définis ici comme une méconnaissance, une négligence ou une mauvaise application du droit entraînant ou non des conséquences financières, des sanctions ou des interdictions susceptibles de compromettre la pérennité de l’activité.
    1. Thèmes :
      •    Responsabilité civile contractuelle / risques liés aux contrats (clients / fournisseurs / franchise / assurances / contrat de travail / contrat de société / mandat)
      •    Responsabilité civile délictuelle
      •    Responsabilité pénale

      Cas pratiques :

      •    Droit pénal, droit des marques, de la propriété intellectuelle, de la publicité, du commerce, de l’image, de la consommation, de l’environnement, droit lié aux technologies informatiques, droit administratif et obligations spécifiques des ERP.
  1. Risques sociaux et technico-sociaux.
    •    Mouvements et conflits sociaux (dont aspects juridiques)
    •    Méconnaissance des droits du personnel et des formalités légales.

À l’issue de ce programme de deux ans, l’étudiant aura acquis de solides compétences sur le processus de maîtrise des risques.

Course Description

Excel is a tool that requires both confidence with numbers and creative aptitudes. This software offers many ways to solve elaborate problems. Finding the most creative solution necessitates a good understanding of the main functionalities of Excel.

Therefore, the objective of this course is to enable students to understand and master the basic functions through the development of small applications, from very simple ones (development of an interactive invoice) to more elaborate projects (time tables and wage calculation boards).

  1. Introduction
    This part of the course will present the interface and the numerous tools available in the versions EXCEL 2007 and 2010. The students will also learn to personalize their working environment, and how to manage relative and absolute references.
  2. The main functions
    Presentation of some of the basic functions, such as: if, sum, etc…
  3. Good spreadsheet design
    The students are presented with the idea of developing application for others to use. Developing a sense of « user friendly » interface is the core concept of this part of the course.
  4. Managing dates
    Managing dates is important in Excel for many applications do refer to time frame. Integrating dates in calculation is important as it helps managers to trigger actions based on a specific timing.
  5. Developing graphs
    To use graphs in Excel is a very easy step. Yet to use the best graph for a specific situation can sometimes be challenging. In this part of the course, students will develop their understanding of the meaning of different graphs, learn how to generate tables of numbers to be used with graphs, and finally, learn how to integrate them in presentation software.
  6. Managing time
    Developing applications with the use of time allows the creation of time tables, specifically in the case of employee schedules.
  7. Managing databases
    The students are presented with the concept of the database and learn how to use such a table in Excel applications to enhance the possibilities of what the applications they will develop can actually do.

Course purpose and methods:

The purpose of this course is to help student’s gain greater skills and confidence in managerial communication. The course will provide opportunities to polish communication skills through active participation – both individual and in groups – in different managerial contexts. The course will be highly participative.

First Semester

  • Analyze communication situations and develop effective communication strategies
  • Persuasive communication
  • Use visuals/graphics for impact
  • Make successful formal and informal/ presentations, both individually and in groups.
  • Give & receive constructive feedback

Second Semester

  • Analysis of various models of thought and perception:
    creative thinking, lateral thinking, modeling, analogizing, pattern recognition, abstracting, empathizing, imaging, transforming, synthesizing, dimensional thinking
  • Identification of these models in modern corporate communication
  • Application of these models for effective managerial communication through formal and informal presentations – both in groups and individually.

Description:

Des conférences, ateliers et séminaires se tiennent régulièrement en marge des principaux cours.

Les sujets couverts sont conçus pour délivrer la meilleure formation dans les domaines qu’ont à gérer au quotidien les organismes internationaux, notamment :

  • Guest relations
  • Yield & Revenue management
  • Cost control and effective organization in Food & Beverage operations
  • Purchasing activities
  • Ethics
  • Financial management
  • Internal control
  • Fundamentals of recruitment
  • Risk management
  • Legal issues dealing with the hospitality industry

Ils sont présentés par des experts, consultants et dirigeants spécialisés dans les différentes opérations et réputés pour leurs compétences et leur grande expérience professionnelles.

Intervenants réguliers :


or How to improve your net income

Overview

Hospitality managers are charged with making strategic and proactive decisions to increase occupancy rates and total revenue for their properties.
Applying a systematic process to such decision-making can increase their success.

This certificate program in hotel revenue management, developed by renowned revenue management expert Dr. Sheryl Kimes of Cornell’s School of Hotel Administration, provides a holistic view
of the application of hotel revenue management concepts and practices to the hospitality industry.

The courses focus on several high-impact drivers for maximizing revenue: forecasting and availability controls, pricing and distribution channel management, overbooking and group management, and non-traditional revenue management applications. Each course explores a topic in depth, with particular emphasis on the role of strategy in effective revenue management and the practical application of tools and techniques in the hospitality setting.

INTRODUCTION TO HOTEL REVENUE MANAGEMENT

Implementing a revenue management strategy can be one of the most important revenue-generating initiatives available to a hotel, significantly increasing room revenue and profits. This course provides an overview of revenue management applications to the hotel industry designed to inspire a strategic shift to managing revenue per available room (RevPAR).

Revenue management is a systematic process designed to increase revenue by selling the right room to the right person at the right time for the right price. In addition to evaluating different pricing models and applying duration-management strategies, this course provides a foundation for more advanced revenue management courses in forecasting, group management and overbooking, pricing strategy, and application of revenue management techniques to other hospitality-related industries including spas and athletic facilities.

Participants who complete this course will be able to:

  • Describe hotel revenue management and its benefits to the organization
  • Discuss the strategic levers of hotel revenue management and how they can be manipulated to increase revenue
  • Describe hotel revenue management in terms of its component parts and critical considerations
  • Recommend non-traditional ways in which revenue management techniques can be applied to increase revenue in the hospitality industry

FORECASTING & AVAILABILITY CONTROLS IN HOTEL REVENUE MANAGEMENT

All successful revenue management strategies are based on the ability to forecast demand accurately and control room availability and length of stay.

This course explores the role of the forecast in a comprehensive revenue management strategy, including the selection of the best type of forecast and the impact of forecasting on other functions such as labor scheduling and purchasing. It presents a step-by-step approach to the mechanics of creating an accurate forecast. Participants learn how to build booking curves; account for “pick-up”; segment demand by market, group, and channel; and calculate error and account for its impact. The course also explores the impact of availability controls, including length-of-stay management, on revenue management and how they can be leveraged.

Participants use Microsoft Excel to practice forecasting and availability control techniques.

Participants who complete this course will be able to:

  • Explain the role of forecasting in hotel revenue management
  • Create a forecast and measure its accuracy
  • Apply length-of-stay controls to their hotel
  • Manage availability and make rate recommendations based on demand patterns

PRICING STRATEGY AND DISTRIBUTION CHANNELS IN HOTEL REVENUE MANAGEMENT

Pricing is one of the most powerful tools a hotel can use to increase revenue. This course teaches you how to set the right prices, develop rate fences (differentiate prices by customer type), and use multiple distribution channels to manage price more effectively. You’ll learn about the impact of variable pricing and discounting on revenue management in the context of price elasticity, optimal price mix, perceived fairness, and congruence with positioning and sales strategies.

Channel management is an essential tool for controlling differentiated pricing, maintaining rate fences, and increasing revenue. You’ll explore various approaches to managing distribution channels including direct sales, agencies, the Internet, and opaque pricing channels.

Finally, discussions of best practices and industry case studies help you extend and contextualize your learning experience.

Participants use Microsoft Excel to practice pricing and distribution-channel-management techniques.

Participants who complete this course will be able to:

  • Use variable pricing strategies to increase revenue
  • Develop effective rate fences
  • Manage prices using distribution channels

OVERBOOKING PRACTICES IN HOTEL REVENUE MANAGEMENT

Businesses that accept reservations must cope with the problem of no-shows: customers who make a reservation but fail to honor it. Hotels can protect themselves against revenue lost from no-shows and generate increased revenue by overbooking. This course teaches you how to strategically overbook and how to manage issues associated with overbooking, as well as how to evaluate groups and determine which rates to charge.

This course explores the components of a successful overbooking strategy including no-show forecasting, no-show rates, arrival uncertainty, pricing policies, and cancellation forecasts. It explores the risks of overbooking and presents strategies to minimize costs and mitigate customer impact.

To fully realize your property’s revenue potential, you must be able to manage group reservations. This course teaches you how to create a group forecast and explores yieldable and non-yieldable business and incremental group costs and revenue opportunities. It introduces models to calculate displacement costs and contribution margins to determine which groups are most profitable.

Participants who complete this course will be able to:

  • Develop an overbooking approach
  • Manage issues associated with overbooking
  • Evaluate groups
  • Determine appropriate group rates

NON-TRADITIONAL APPLICATIONS OF HOTEL REVENUE MANAGEMENT

Revenue management can be applied to any industry with relatively fixed capacity, time-variable demand, and perishable inventory. This course teaches you how to apply revenue management concepts and practices to hospitality-related industries such as restaurants, meeting spaces, spas, and golf facilities. You’ll learn a step-by-step process to develop, implement, and monitor a revenue management strategy to maximize top-line revenue.

Participants who complete this course will be able to:

  • Refine the practice of revenue management to include other aspects of the hotel industry
  • Extend the practice of revenue management to other industries
  • Lead a revenue management effort, from gathering baseline data to monitoring results post-implementation

Course objectives:

The purpose of this course is to provide students with the knowledge and experience to execute a market and feasibility study for a hotel project and prepare the valuation of a hotel property.

Course structure:

The course will be based on the execution of real-life case studies. The students will organize themselves in groups of four or five for each of the case studies. At the end of the first semester, each group will be required to present a complete market and feasibility study and at the end of the second semester, a complete property valuation.

During the class sessions:

  • the students will receive the necessary pedagogical inputs required to execute their market and feasibility studies and property valuations.
  • the professor will supervise the progress of their missions and provide the necessary guidance and re-orientation, if necessary.

A considerable amount of fieldwork is necessary for the successful completion of this course.

Course content:

  • Presentation of the hotel industry and the need for valuations and feasibility studies
  • Market area assessment
  • Supply and demand analysis
  • Site analysis
  • Competitive set identification and benchmark analyses
  • Competitiveness and penetration rates
  • The market build-up approach to forecasting revenues
  • Development of optimum property configuration vis-à-vis site and market
  • The choice of the operator and effect on project feasibility
  • Elaboration of prospective results
  • Financial analyses (DCF, IRR, etc.)
  • Valuation techniques – cost approach, sales comparison, income capitalization.

General objective:

This course is designed to provide students with the principles of supervision as they apply specifically to the hospitality industry.

The purpose is to give students elementary knowledge & practice of management issues, including recruitment, training, performance evaluation, supervisory concerns, effective communication.

The students will learn & practice in class different techniques to be ready to face line-manager responsibilities in the first years of their career in the Hospitality Industry.

Course Description:

1.   Identify fundamental supervisory responsibilities.
2.   Explain the steps that supervisors can take to speak effectively on the job.
3.   Describe how supervisors work with the human resources department to recruit new employees.
4.   Explain the function of training within an organization and the supervisor’s role in training.
5.   Forecast business volume using the base adjustment forecasting method and the moving average forecasting method.
6.   Distinguish coaching from counseling and disciplining.
7.   Identify the components of a progressive disciplinary program.
8.   List important laws and legal concerns that affect hospitality supervisors.
9.   Describe issues supervisors should be aware of as they assume the role of team leader.
10.  Explain how supervisors can increase employee participation in department activities.
11.  Identify steps supervisors should follow during a meeting with employees in conflict.
12.  Distinguish high-priority interruptions from low-priority interruptions, and summarize strategies for dealing with the latter.
13.  Describe actions that supervisors can take to minimize employee resistance to change.

Explain why it is important for supervisors to take control of their personal development, and describe how to execute a career development plan.

    • Week 1: Introduction to supervision in the Hospitality industry
      Discover today’s corporate environment: globalization, financial statements, the impact of new technologies on the workplace, staff expectations at work
      Understand factors influencing HR practice and decisions: Economic pressures, social pressures
      Define the specificity of the Hospitality industry: managing service
    • Week 2: The components of Management
      Define HR Planning and understand its main function: the impact on corporate organization, the different components of Management
      Power & Empowerment
      Leadership styles and motivation
    • Week 3 : Effective communication
      The communication process
      Active listening skills and the listening model
      The Management interview process
    • Week 4 : Effective communication (Part II)
      The communication process
      Non verbal communication & body language
      Speaking skills
    • Week 5 : Recruitment & Selection Procedures (Part I)
      Defining the vacancy
      Job description and job specification
      Identifying recruitment sources
    • Week 6: Recruitment & Selection Procedures (Part II)
      Recruitment methods to attract applicants in the Hospitality Industry
      Job ads
      Employer branding
    • Week 7: Recruitment & Selection Procedures (Part III)
      Resume & Application letter
      Interviewing Applicants
      The selection decision
    • Week 8 : Induction program
      The last step of a successful recruitment: inducting new employees
      Orientation
    • Week 10: Training (Part I)
      The importance of training
      Conditions for successful training
      Designing a training program
    • Week 11 : Training (Part II)
      Training the trainers
      The different learning styles
      Training within the Industry
    • Week 12 : Managing productivity & controlling labor costs
      HR Key records & statistics
      Personnel information & record card
      Regular HR statistics
    • Week 13 : Performance appraisal
      Different approaches to performance evaluation
      The aims of performance evaluation
      Steps in the Performance Evaluation Process
    • Week 14 : Health & Safety Definition of health & safety
      Characteristics of the Horeca sector
      Legal constraints
      Safety issues
      => Chapter 8 : Special supervisory concerns
    • Week 15 : Special supervisory concerns
      Understanding & preventing work-related stress
      Sexual Harassment
      Bullying
    • Week 16 : Discipline
      Purpose of a disciplinary action
      Managing the disciplinary process
    • Week 17 : Managing conflict
      Benefits, sources & types of conflicts
      Managing an individual conflict
      Dealing with criticism
    • Week 18 : Time management
      Time management tools
      Setting goals and priorities
      Monitoring progress

Intended learning outcomes:

At the end of the session, students should be in the position to:

  • Explain how to recruit operational staff, from job description to post-acceptance letters.
  • Set up induction programs for welcoming new employees.
  • Set up training programs at the workplace.
  • Conduct a management interview with different management.
  • Objectives (performance appraisal, managing conflict, setting objectives, delegation…).
  • Explain the impact of different management styles on performance and motivation.
  • Describe contemporary issues that Human resources have to deal with.

Course description:

When speaking about innovation, there are numerous factors to be considered by the organization, but what are the factors and how do they affect the process of innovation and entrepreneurship?

This course will explain how and why most of the most significant inventions of the last two centuries have not come from flashes of inspiration, but from communal, multi-layered and endeavour -one idea being built into another until a breakthrough is reached.

In this course we will see that many of the traditional approaches to management and, specifically, hospitality management have to change and new approaches need to be adopted. Increasing managers, culinary managers and those who work for them are no longer in the same location. Often complex management relationships need to be developed because organisations try to produce complex products and services and do so across geographic boundaries.

Finally, this course emphasises the need to view innovation and entrepreneurship as a management process. We need to recognise that change is at the heart of it. And that change is caused by decisions that people make.

Course content:

This course is divided in five main parts:

  • Innovation management: the models of innovation;
  • Economics and market adoption;
  • Managing innovation within firms;
  • Innovation and operations management;
  • Innovation and entrepreneurship.

Course objectives and learning outcomes:

    • 1. Recognise the importance of innovation; explain the meaning and nature of innovation management; appreciate the complex nature of the management of innovation within organisations; recognise the need to view innovation as a management process and apply the previous concepts in a hospitality environment.
    • 2. Understand the wider context of innovation and the key influences; recognize that innovation cannot separated from its local and national context and from political and social processes; explain how market vision helps the innovation process; understand how the pattern of consumption influences the likely success or failure of a new product and/or service.
    • 3. Identify the factors organisations have to manage to achieve success in innovation; explain the dilemma facing all organisations concerning the need for creativity and stability; recognise the difficulties of managing uncertainty; identify the activities performed by key individuals in the management of innovation; and recognise the relationship between the activities performed and the organisational environment in promoting innovation specifically in the hospitality industry.
    • 4. Recognise the importance of innovation in operations management; recognise the importance of sales volume in product/service design; recognise the importance of design in the process of making and delivering a product or service; appreciate that the context of design is context dependent; recognise that much innovation, specifically in hospitality, is not patentable; and provide an understanding of a number of approaches to design and process management.

Course description:

The hospitality industry has some general operating characteristics that render it relatively more vulnerable. Therefore accounting and administrative controls are necessary to ensure fiscal accuracy and operational efficiency.

Course Objective:

  • To raise participants awareness of internal control issues facing Hospitality managers.
  • To help participants to understand the full range of internal control schemes that must be in place.
  • To improve participant’s knowledge regarding tools and methods available.
  • To increase participants understanding of the ethical challenges they will have to face and the rising social & environmental responsibilities from companies.

Major Topics:

  • Foundations of Control
  • Risk Management, Internal controller, Auto-Control, Standards and Procedures
  • Cash Receipts, Accounts Receivable and Credit Policy
  • Purchasing, Expense and Payroll Control
  • Rooms income Control
  • F&B and Banquet Control
  • Mid term exam
  • Control with Electronic Data
  • An overview of Internal Control
  • Budgets for Planning and Control
  • Measuring Financial and Operating Performance
  • Ethics in the Hospitality Industry
  • Corporate Social and Environmental Responsibility
  • Projects presentation

Class presentation:

The class will be divided in groups of 3 or 4 students. Each group will have to choose a corporate company of one sector of the industry (Hotel, Restaurant, Casino, Cruise,…), develop the ideal control tool kit with specifics and to send your work to the company.

Bibliography:

  • A. Neal Geller (1991): Internal Control – A Fraud-Prevention Handbook for Hotel and Restaurant Manager (Cornell University)
  • Karen Lieberman & Bruce Nissen (2005): Ethics in the Hospitality and Toursim Industry (AH&LEI)
  • Peter Harris & Peter Hazzard (1992): Managerial Accounting in the Hospitality Industry

Course Objectives:

The course deals with ethical issues arising from the operation of business enterprises in today’s global political economy. By applying the tools of ethical analysis to a variety of real-life case studies, students will be exposed to issues such as human rights, political involvement by business, foreign production (including sweatshops), export of hazardous products, deceptive marketing techniques & bribery, religious & social discrimination, the cultural impact of multinational enterprises (MNEs) environmental issues, sustainable development, triple bottom line reporting, business guidance and control mechanisms etc. By the end of the course, students should have developed an organised, self-aware approach to decision making that can offer them important assistance when confronting difficult ethical dilemmas.

Course Outline:

    • I) Ethics and its role in international business
      – Ethical analysis
      – Psychological explanations of unethical behaviour
      – Ethical concepts and principles
      – Social contracts
      – Identifying and assessing corporate social responsibilityII) Human rights concepts and principles
      – Universal Declaration of Human Rights
      – Civil & political rights vs. economic, social & cultural rightsIII) Political involvement by business
      – Approaches to political involvement by business
      – Ethical issues and case experience on business political involvement

      IV) The foreign production process
      – Sweatshops and supply chain responsibilities
      – Emerging common international standards

      V) Product and export controls
      – Product risks and benefits for multiple stakeholders
      – Product use and abuse
      – Moving towards global standards

      VI) Ethics in Functional Areas: Marketing motives & methods
      – Choosing marketing standards and values
      – Deception and manipulation in marketing
      – Racial and ethnic marketing issues

      VII) Ethics in Functional Areas: Human Resource Management
      – Ethics in Recruitment & Selection
      – The ethical foundation of Affirmative Action

      VIII) Ethics in Functional Areas: Purchasing
      – The Ethical Practice of the Purchasing function

      IX) Culture and the human environment
      – Cultural Dimensions: The Hofstede Approach
      – Cultural Change
      – Clashes between local culture and global values
      – Challenging cultural traditions

      X) Nature and the physical environment
      – Protection, restoration and sustainable development
      – Preservation vs. development
      – Triple Bottom Line reporting
      – Altering the physical environment or adjusting to it?

      XI) Business guidance and control mechanisms
      – National & international legislation
      – Business codes of conduct and monitoring mechanisms
      – Shareholder choices and activism
      – Consumer boycotts & certification schemes

      XII) Deciding Ethical Dilemmas
      – Evolving global concerns and standards
      – Personal Decision Making

Main Course-book:

  • Kline J. M. (2010) Ethics for International Business: Decision making in a global political economy London & New York: Routledge
  • Additional Sources:
  • Van Tulder R. with van der Zwart A. (2006) International Business-Society Management: Linking corporate responsibility & globalisation London & New York: Routledge
  • Shaw W. (2004) Business Ethics Belmont CA: Wadsworth

Course description:

When speaking about financial planning and project development, there are many internal and external factors that should be taken into consideration to make sound projects and make sure that we are assessing the right information, but what are the factors to be taken into account and how do they affect the financial planning and project development process?

In this course we will see how a manager and entrepreneur can use some of the information obtained through financial statement analysis for financial planning and control of the firm’s future operations. Well-run companies generally base their operating plans on a set of forecasted financial statements.

The financial planning process begins with a sales forecast for the next few years. Then the assets required to meet the sales target are determined, and the decision is made concerning how to finance the required assets. At that point, income statements and balance sheets can be projected, and earnings and dividends per share, as well as the key ratios, can be forecasted.

Once the « base case » forecasted financial statements and ratios have been prepared, managers and entrepreneurs want to know: 1. How realistic the results are, 2. How to attain the results, and 3. What impact changes in operations would have on the forecasts. At this stage, which is the financial control phase, the firm is concerned with implementing the financial plans or forecasts, and dealing with the feedback and adjustment process that is necessary to ensure that the goals of the firm are pursued appropriately.

Course content:

This course is divided in ten main parts:

  • Sales forecast;
  • Projected (pro forma) financial statements;
  • Other considerations in forecasting;
  • Financial control – Budgeting and leverage;
  • Operating breakeven analysis;
  • Operating leverage;
  • Financial breakeven analysis;
  • Financial leverage;
  • Combining operating and financial leverage (DTL);
  • Using leverage and forecasting for control.

Course objectives and learning outcomes:

    • 1. Recognise the importance of financial planning; explain the meaning and nature of financial planning and control in project development. Recognise the need to view financial planning and control as a management process and apply them in a hospitality environment.
    • 2. Understand the wider context of financial planning and project development; explain how market vision and understanding help the financial planning process.
    • 3. Identify the factors organisations have to manage to achieve success in business performance; explain the dilemma facing all organisations concerning the need for accounting and financial stability; recognise the difficulties of managing uncertainty and how important is to be aware of it and take the measures necessary to reduce risk.
    • 4. Recognise the importance of financial planning and control in project development and in operations management; appreciate that the context of financial planning is context dependent; recognise that there are key elements in financial planning that are essential for the good understanding, planning and development of projects in a hospitality environment.

General objectives:

The purpose of this course is to give students a thorough knowledge & practice in conflict management, by identifying its components and conflict management strategies.

Moreover, it will enable students to develop their personal leadership and acquire different management strategies to be able to lead their future teams in the Hospitality Industry

A focus on interpersonal relations with the Transactional Analysis techniques will be made.

This course will be help students to understand how to solve problems in a caring and challenging environment. Self direction and interaction among class members will be encouraged, and students will live a learning experience.

Course Objectives:

  • Managing conflicts : understand its various sources, adopt the corresponding attitude, manage conflicts thanks to various strategies, including mediation.
  • Improve interpersonal relations : developing effective communication and assertiveness
  • Be a coach for your team : adopting a coaching attitude
  • Master elementary management tools : discipline, handling mistakes and analyzing problems, delegation, leading meeting effectively, time management
  • Improve leadership effectiveness : leading the Human Equation, personal development plans

INTRODUCTION TO THE COURSE

  • Presentation of course objectives and participant presentation
  • Defining the role of managers in the hospitality industry
  • The complexity of managing service
  • Definitions of Leadership & Management

COMMUNICATING TO LEAD

  • Understand the difference between leadership & management
  • What makes a great leader?
  • Core leadership competences
  • Leading a Human Equation

TRANSACTIONAL ANALYSIS (PART I)

  • Discovering transactional analysis
  • The basic model of ego states
  • Discovering transactions

TRANSACTIONAL ANALYSIS (PART II)

  • Different types of transactions
  • Attitudes & life positions
  • Strokes & racket systems

MANAGING CONFLICTS (PART I)

  • Understanding the 7 sources of conflicts
  • Working on individual differences
  • Basic reaction under stress (fight or flight)
  • Conflict management strategies & assertiveness
  • Role play : The Embassy Hotel

MANAGING CONFLICTS (PART II)

  • Dealing with different interpersonal conflicts
  • Role plays and written self evaluation
  • Role play : The Embassy Hotel (case study)

MEDIATION

  • Defining mediation
  • The 6 possible steps in mediation
  • Role plays : The Embassy Hotel (case study)

PROBLEM ANALYSIS & HANDLING MISTAKES

  • The 6 possible steps in mediation: Role play
  • Managing the disciplinary process
  • Problem analysis & the decision process
  • The Bread & Tulips case study

MANAGING THE DISCIPLINARY PROCESS

  • The purpose of a disciplinary action
  • Progressive discipline
  • Managing the disciplinary process
  • Case study : Explosion in the Kitchen

SETTING SMART OBJECTIVES (PART II)

  • Management by Objectives
  • Principles of SMART goals
  • Case study : The Fairfax Hotel

DELEGATION & EMPOWERMENT

  • The purpose of delegation
  • Choosing an appropriate delegate
  • The different steps of the delegation process
  • Role play: Conducting a delegation interview

PERFORMANCE APPRAISAL

  • Benefits of Performance evaluations
  • Obstacles to effective performance
  • Steps in the Performance Evaluation process
  • Role play: Conducting a performance interview

THE COACHING PROCESS

  • Coaching overview
  • Positive reinforcement
  • Coaching actions
  • Role play: adopting a coaching attitude

LEADING EFFECTIVE MEETINGS

  • Preparing meetings
  • Meeting leadership strategies
  • Post-meeting analysis
  • Exercise in small groups: meeting with your team

TIME MANAGEMENT

  • Time analysis and the quadrant of time
  • The tyranny of the urgency
  • Case study: the Terrible Day of Mr Smith

VISION, MISSION & CORPORATE VALUES

  • The seven components of management
  • Case study : « Michelangelo’s » : writing its mission statement, its vision and declining the 7 components of management with action plans

PROFESSIONAL DEVELOPMENT (PART I)

  • Taking control of your personal development
  • Creating your development plan

PROFESSIONAL DEVELOPMENT (PART II)

  • Conclusion of the semester
  • Sharing your vision

INTENDED LEARNING OUTCOMES:

At the end of the session, students should be in the position to:
– Manage conflicts with assertiveness
– Communicate effectively, showing management exemplarity
– Adopt a coaching attitude
– Lead meeting effectively
– Manage their time
– Write some action plans enhancing performance in the Hospitality Industry
– Present the results of their personal development and career plan
– Express their personal leadership

BIBLIOGRAPHY :

  • Transactional Analysis for Trainers (2nd edition) – Julie Hay – Sherwood Publishing
  • How to win friends and influence people in the Digital Age – Dale Carnegie & Associates – Simon & Schuster Business (2011)
  • Human Resource Management in the Hospitality Industry – An Introductory Guide – Michael Boella & Steven Goss Turner – Ed. Elsevier Butterworth Heinemann
  • Contemporary Human Resource Management, text and cases – Tom Redman and Adrian Wilkinson – Third Edition – Prentice Hall (Financial Times)
  • Supervision in the Hospitality Industry – John R Walker & Jack E.Miller – 6th Revised Edition (2009) – Ed. Wiley-Blackwell
  • Supervision in the Hospitality Industry – Raphael R.Kavanaugh, Jack D.Ninemeier – Fourth Edition AHLA (2007)
  • Cases in Human Resources Management in Hospitality – Shirley A.Gilmore – Pearson Prentice Hall (2005)
  • How to run a great hotel (Everything you need to achieve excellence in the hotel industry) – Enda M Larkin (2009) – Howtobooks –

Course description:

This course will give students a good understanding of the purchasing function in the multi-unit food service operations. Students will learn about the ways in which value can be added by members of the food service distribution channel, the necessary elements of purchase specifications, and how to select and evaluate distributor partners.

The course also covers ethics, group purchasing, electronic purchasing methods, and food safety and defense issues.

Objectives:

  1. Describe the importance of the purchasing function, identify the primary and secondary members of the food service distribution channel, and evaluate the value proposition each member provides to the end user.
  2. Identify the food service segments, describe the food service process flow, describe the characteristics of the purchasing control point, and explain the role of internal customers in purchasing.
  3. Describe the steps in the purchasing process, the skills, knowledge, and behaviors required in purchasing personnel, and the role of food service operator ethics in purchasing.
  4. Describe the basic elements of food purchase specifications and the purchase order system, identify the basic elements of pricing and cost controls, and describe the ordering process.
  5. Describe the food safety, food defense, and security considerations for food service operations.
  6. Identify the characteristics of distributor partners, describe the process to select distributor partners, and explain the essentials of ethics from a distributor’s perspective.
  7. Describe the safety, food defense, and security considerations for distributors.
  8. Describe the intricacies of buyer-distributor relationships and the essential elements of the negotiation process between buyers and distributors.
  9. Identify the components of the audit trail and describe the procedures necessary for effective inventory controls.
  10. Explain the federal, state, and local laws applicable to purchasing, and identify the elements of purchasing contracts.
  11. Explain the distribution systems through which various food and beverage products used in food service operations are purchased.
  12. Describe the content of purchase specifications for various food and beverage products used in food service operations.
  13. Explain the inspection and grading processes for various food products used in food service operations.
  14. Identify the major cuts of beef, pork, veal, and lamb, and describe the primary characteristics of each.
  15. Identify the major categories of fish and shellfish, and describe the primary characteristics of each.
  16. Identify the major cuts of poultry and describe the primary characteristics of each.
  17. Identify the major growing areas, availability times, pricing factors, and storage issues for fresh fruits and vegetables.
  18. Identify factors to consider when purchasing capital equipment, supplies and smallware, and services.

This course shows students how to keep every area of a hotel property running smoothly.

The course takes a systems approach to hospitality facilities issues, while also providing a summary based on functional spaces within a property.
The instructor features the latest information on facilities management and design issues.

Students learn how technology can streamline operations procedures, how to balance environmental concerns with guest satisfaction, and how to communicate effectively with hotel engineering personnel.

Course description:

Provides hospitality managers and students with information they need to know to manage the physical plant of a hotel or restaurant and work effectively with the engineering and maintenance department.

Objectives:

  1. Identify a number of important roles played by hospitality facilities, the two primary categories of facility operating costs, the components of each category, and various factors that affect those costs.
  2. Describe several types of maintenance, state the goals of maintenance management systems, and describe computerized and Internet-based facilities management.
  3. Identify the basic facilities-related concerns associated with guestrooms and corridors, public space, recreation and exterior areas, back-of-the-house areas, and the building’s structure and exterior.
  4. Describe sustainability and its role in the overall business strategy of a hospitality operation, and state some of the principal measures facilities managers can take to minimize and manage waste.
  5. Describe how to reduce occupational injury rates in the hospitality industry and outline how building design and maintenance affect safety
  6. Outline water usage levels and patterns in the lodging industry, and describe the basic structure of water and wastewater systems.
  7. Explain various aspects and components of electrical systems, cite important considerations regarding system design and operating standards, and identify elements of an effective electrical system and equipment maintenance program.
  8. Describe the basic elements of human comfort and how HVAC systems affect this comfort.
  9. Define basic lighting terms, explain how natural light can be used to meet a building’s lighting needs, and describe common artificial light sources.
  10. Describe laundry equipment and explain factors in selecting laundry equipment and locating an on-premises laundry.
  11. Describe food preparation equipment, cooking equipment, and sanitation equipment.
  12. Describe the nature of and typical problems associated with a building’s structure, finishes, and exterior facilities, including the roof, exterior walls, windows and doors, structural frame, foundation, elevators, parking areas, storm water drainage systems, utilities, and landscaping and grounds.
  13. Summarize the hotel development process.
  14. Explain the concept development process for food service facilities, outline the makeup and responsibilities of the project planning team, and describe food service facility layout.
  15. List typical reasons for renovating a hotel, summarize the life cycle of a hotel, and describe types of renovation.

Evaluation:

The student must complete a comprehensive final examination.

Learning Resources:

Hospitality Facilities Management and Design, Third Edition, by David M. Stipanuk.

Course description:

An understanding of the built environment and its role in supporting hospitality businesses is vital for a successful hotel manager, investor, or developer. This short, intensive course provides a management overview of the problems and opportunities in the design of hotels of all types. We will be covering the steps in the planning and design process and factors that contribute to a successful outcome; space planning and design criteria for major hotel functional areas including guestrooms, lobbies, restaurants and bars, meeting space, and back of house areas; architectural plan reading and analysis for design effectiveness; and renovation planning. The goal is for every student to leave the course with a basic understanding of what physical factors contribute to a successful hotel operation, how much space to allocate to major functions, and how to interpret and respond to information presented by professional designers.

Course format:

The course will combine lecture, discussion, and exercises for both individuals and small groups. All students will be expected to attend all class sessions.

Assessment:

Each student will be assessed based on demonstrated mastery of the course material through in-class exercises and possibly evening assignments, as well as in-class participation and professionalism (attendance, on-time arrival, respect and engagement with fellow students and the instructor).

Readings and materials:

There will be assigned reading from Penner, Adams and Robson (2012), Hotel Design, Planning and Development, London: W.W. Norton. Other course materials including architectural plans will be made available as handouts in class. Lecture slides will be made available in digital form to all students prior to class to facilitate note-taking.
No drawing is required in this course. Students will need to bring a calculator to each class session and may find value in having colored pens for the plan analysis portions of the course.

Course Outline:

Reading assignment prior to course start: Penner, Adams and Robson – Chapter 14

The Development Process and Design as a Strategic Tool for Hotels
Overview of Stages and Players in Hotel Development and Design Process
The Psychology of the Servicescape
EXERCISE: Observing Behavior in Public Spaces
How Brands Use Design
Design Characteristics of Specific Hotel Types
RECOMMENDED READING: Penner, Adams and Robson – Chapters 2 through 11

Hotel Programming and Space Allocation: How Big Should a Hotel Be?
Introduction to the Programme Document
Determining Space Needs
EXERCISE: Space Calculations for a New Hotel
Measures and Metrics for Space Planning Efficiency
EXERCISE: Is This Floor Well-Planned?
RECOMMENDED READING: Penner, Adams and Robson – Chapter 15

Key Interior Design Considerations for Major Hotel Spaces
Guestroom Design
EXERCISE: Designing a Guestroom
Lobby Design
Food and Beverage Design
EXERCISE: What’s Wrong with This Restaurant?
Meeting Space Design
Back of House Design
RECOMMENDED READING: Penner, Adams and Robson – Chapters 16 through 18

Hotel Plan Analysis and Renovation Planning
How to Assess Hotel Floor Plans
EXERCISE: Reviewing a Set of Hotel Plans
Project Management and Planning Tools for Renovations

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