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Strategic Management for Tourism & Hospitality

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Strategic Management for Tourism & Hospitality
Strategic Management in Hospitality and Tourism
July 2011

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Content
I. II. Summary of Learning Outcomes LO 1 - Evaluate the use of strategic plans for a hospitality or tourism organisation

III. LO 2 - Produce an outline strategic plan IV. LO 3 - Develop a strategic implementation plan for hospitality or tourism organisations V. LO 4 - Develop a strategic implementation plan for hospitality or tourism organisations

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Learning Outcomes

Summary of Learning Outcomes

On completion of this module, students will be able to:
   

Evaluate the use of strategic plans for a hospitality or tourism organisation Produce an outline Strategic Plan Develop a strategic implementation plan for hospitality or tourism organisations Design monitoring mechanisms to evaluate the success of hospitality or tourism strategy

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Content
I. II. Summary of Learning Outcomes LO 1 - Evaluate the use of strategic plans for a hospitality or tourism organisation

III. LO 2 - Produce an outline strategic plan IV. LO 3 - Develop a strategic implementation plan for hospitality or tourism organisations V. LO 4 - Develop a strategic implementation plan for hospitality or tourism organisations

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Learning Outcome 1 –Evaluate the use of strategic plans for a hospitality or tourism organisation

Objectives

Assessment Criteria :● ● Define the concept of strategic planning within hospitality or tourism organisations Explain the value of strategic planning for a hospitality or tourism organisations

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Learning Outcome 1 –Evaluate the use of strategic plans for a hospitality or tourism organisation

References

Reference list:● ● Handbook of Hospitality Strategic Management 1st ed. Olsen, Michael D.; Zhao, Jinlin


References: In the wonderfully understated style adopted by many academics, Eisenhardt and Zbaracki (1992) point out that the prescriptions for planning in the literature are a ‘poor description of reality’ ● One relatively recent piece of research suggested the opposite (Glaister and Falshaw, 1999) In a survey of 113 British companies, Glaister and Falshaw claimed
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