MANAGING AND INNOVATING QUALITY THROUGH PEOPLE IN HTTL ORGANISATIONS

SHE Level 3
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M3N608152
Module Leader n/a
School Glasgow School for Business and Society
Subject Management
Trimester
  • B (January start)

Pre-Requisite Knowledge

People Management for Quality in HTTL Organisations or equivalent

Summary of Content

- Module aims to develop critical appraisal of:effective and innovative approaches to service qualiry in hospitality, travel, tourism and leisure (HTTL) organisations;- the devising and implementation of service programmes through approaches towards people management in HITL organisations.; - human resource management policies and practices for HITL quality; and approaches to developing appropriate cultures and practices of business development in HITL organisations.

Syllabus

Rationale The very characteristics of services and employment offered in HTTL organisations make service quality a management imperative. In addition to developing and evaluating service quality policies and practices, HTTL managers need to maximise contribution of their employees to deliver quality consistently. Thus for organisation effectiveness, HTTL managers must be able to generate, implement and critically appraise both service quality and people management developments from an organisation/industry perspective. Further, as the level of competitiveness between HITL organisations intensifies, so the need to develop beyond effectively managing service quality to innovating service quality and business growth increases. As a result HITL managers have to be able to create and manage business renewal opportunities to ensure sustained competitive advantage. Syllabus - Contextual drivers of the imperative of service quality in HTTL organisations (e.g. tangible/intangible aspects of service quality, service quality attributes, centrality of employees in delivery quality); - defining and delivering quality- customers expectations/perceptions; quality errors, quality gap model; - quality control principles & techniques; quality assurance principles; total quality management principles and culture; - quality awards/accreditation schemes; (e.g. IS09000, STB/NTB/AA rating schemes, QUES7: HCIMA Hospitality Assured, lip, European Quality Award); - performance measurement principles and employee productivity, e.g. job design & work organisation. flexible work schedule/patterns, labour utilisation, employment contracts in HTTL organisations; - performance improvement techniques, e.g. business process re-engineering (process control charts), service flowcharting, cause-effect analysis etc), benchmarking; - concepts, principles and practices of HRM models and typologies; trends in the organisation of HRM and people management functions in HTTL organisations; - principles and practices in management development, individual and organisational growth in H1TL organisations; H1TL learning organisations; - managing and developing empowerment; employee involvement, developments in team-based training initiatives (e.g. Hospitality Training Foundation research); - working with technology; stress and change management (including contextual factors such as UK and EU legislation, directives and Codes of Practice); - the HTTL entrepreneurial firm, types of and elements in entrepreneurship; -corporate entrepreneurship; organisation and facilitation on intrapreneurs hip, barriers to intrapreneurship in H1TL organisations; - innovation, personal and team creativity; change mastery in HTTL organisations. Note: The curriculum may be updated annually to ensure its relevance.

Learning Outcomes

At the end of this module, the student should be able to: - develop a critical appreciation of the concepts, principles and practices underpinning the design of effective quality service delivery systems in HTTL organisations; - critically review the efficacy of HTTL quality strategies; - analyse performance gaps and employee productivity in HITL organisations; - discuss the nature and organisational contribution of human resource management/people management in HTTL organisations. - analyse key developments in employee resourcing, development and relations (e.g. empowerment, liP, individual and organisational growth, learning organisations) in HTTL organisations; - examine critically HTTL organisational skills of creativity in HITL organisations and the skills to develop creativity in employees; and- analyse the relationship between service quality design and implementation, productivity management and quality, and the management of employees in HTTL organisations for business developmentTransferable Skills Study skills, critical thinking, risk-taking, personal creativity, problem-solving, self-confidence, training techniques, team-working.

Teaching / Learning Strategy

The central approach is that of enabling the development of deep learning and PTSs. Students are encouraged to take responsibility for the depth and direction of their own learning, interacting vigorously and critically with the content to transform and integrate information. Lectures by academic staff and industry speakers provide a focus and platform of learning for the seminars. In seminars which complement lectures, students have the opportunity to participate actively, direct and extend their academic and personal learning. Each week students are directed to relevant reading and expected also to independently source their own material on the topic.

Indicative Reading

People Management for Quality in H1TL Organisations Module plus: Serani, J and Greatwood, P, (1995), Innovation and Creativity, AMED Brucker, P, Innovation and Entrepreneurship, (1995) Butterworth and Heinemann Dutta, D & Manzoni, J (1999), Process Re-engineering, Organisational Change and Performance Improvement, McGraw-Hill. Ed by Foley, M. Lennon, J. Maxwell, G, (1997), Hospitality, Tourism and Leisure Management: Issues in Strategy and Culture, Cassell. Goldsmith, A. Dennis, N. Sloan, D and Wood, R. C. (1997), HRM for Hospitality Services, Thomson International Business Press. Johns, N (ed) (1996) Productivity Management in Hospitality and Tourism, Cassell. Lashley, C, (1997), Empowering Service Excellence - Beyond the Quick Fix, Cassell. Lee-Ross, D, (1999) HTMin Tourism and Hospitality, Cassell. Morrison, A, Entrepreneurship: An International Perspective, (1998), Butterworth and Heinemann. Morrison, A, Rimmington, M and Williams, C, (1999), Entrepreneurship in the Hospitality, Tourism and Leisure industries, Butterworth and Heinemann. Olsen, MD, Teare, R, Gummeson, E (1996), Service Quality in Hospitality Organisations, Cassell. Pinchot, G, lntrapreneuring, Harper and Ross, 1985. Riley, M, (1996), HRM in the Hospitality and Tourism Industry, Butterworth Heinemann. Wood, R, (1997), Working in Hotels and Catering, Thomson Bus-Press. Journals: People Management, Total Quality Management; Entrepreneurship Theory and Practice; Journal of Business Venturing; international Journal of Contemporary Hospitality Management; Service Industries Journal; International Journal of Quality and Reliability Management; Progress in Hospitality and Tourism; Managing Leisure. Websites: Stress UK - www.stress.org.uk; Workplace Bullying - www.successunlimited.co.uk; Hospitality & Tourism Global Forum - www.mcb. co. uk/htgf/current/academy/home. htm.

Module Structure

Activity Total Hours
Direct Learning 60.00
Lectures (FT) 18.00
Independent Learning (FT) 38.00
Private Study 30.00
Seminars (FT) 14.00
Assessment (FT) 20.00