Master of Science Degree in Tourism and Hospitality Management

This course examines the role of leadership behaviour in fostering team synergies for the achievement of organizational and business goals. The intricacies of team effectiveness, organizational communication, motivation, conflict resolution in competitive and collaborative negotiation situations, task oriented and group maintenance roles, leadership styles and consulting relationships are analyzed in respect to their significance for tourism and hospitality operations. The distinction between Leadership and Management is made clear for graduate students who, in future management positions, will be called upon to perform these roles.

This course addresses the integration of conceptual theories and models of strategic management and underlines the importance of the analytical skills required for problem identification and problem solving. It familiarizes graduate students with the dynamics of the competitive business environment and enables them to develop, implement and evaluate the outcomes of competitive strategies in real-world settings. The course also develops the methodology and the analytical tools used by tourism and hospitality entities in establishing and maintaining their competitive advantage while providing superior value for their guests.

The ever-increasing magnitude and complexity of tourism and hospitality operations mandate that business executives acquire the knowledge necessary for them to manage financial systems and to utilize reporting and control tools. This course begins with a review of the formulation, analysis and interpretation of basic financial statements (balance sheets, income statements, capital statements), and then proceeds to a discussion of the utilization of financial ratios, pro-forma operating statements and break-even calculations, as well as budgeting and cash flow projections. Capacity and yield management analysis and forecasting are also addressed in this course.

Advanced systems of Information Technology are now well-established and necessary tools for managing tourism and hospitality operations and their international marketing activities. This course examines digital technology-based information systems and their contribution to effective decision-making and to the establishment and operation of international communications networks. It covers a number of in-house computer applications including internal guest account networks, reservations and back office management systems. The course also focuses on software systems analysis and design, systems selection and utilization, IT purchasing and the evaluation of IT investments.

This course introduces graduate students to the strategies for marketing different tourism destinations, products and programmes. It provides students with the opportunity to develop the necessary skills and requisite tools for conducting sophisticated research, for compiling and analyzing the collected data and for applying the findings of research projects to the development of effective marketing strategies. The evaluation of marketing outcomes and the implementation of corrective measures are also integral parts of this course.

The course employs an interdisciplinary and holistic approach to the principles of service management and helps develop the student’s understanding of how quality can be defined, the nature of excellence in service in the tourism and hospitality industry and those strategies that can be applied to improve it. Methods of measuring guest satisfaction and total quality management applications are discussed in the context of current theories and strategies designed to provide high standards in service quality.

The planning of sustainable development in tourism and hospitality is the key issue discussed in this course. The notion of the potentially negative impact of tourism development on ecological systems and on cultural heritage is addressed. The course advances the principle that in order for tourism to survive as an economic and social activity, it must protect the resources upon which it depends, such as a clean environment and the cultural integrity of a region as a tourism destination. The course also presents and analyses a number of international models as well as tested environmental practices for sustainable tourism development.

The rapid change in the global tourism and hospitality environment dictates serious consideration of the factors which influence the movement and lodging of tourists including airlines, tour operator organizations, travel agencies, ground handling companies, as well as hotel, restaurant, catering and food service operations. This course deals with the role of speedy and effective managerial communications in the new global setting in which airline alliances, international hotel chains, franchise networks and other strategic partnerships are reshaping the tourism industry. The course also focuses on the particularities, problems and challenges inherent in international operations, in contrast to domestic operations, and provides analytical tools and creative approaches in formulating sound strategies. Best practice paradigms of some of the most successful tourism and hospitality entities are utilized as case study material.

The course explores, in-depth, the specific issues related to strategic planning, production design, marketing and management practice within the event field. It thoroughly examines the production, direction and execution of MICE, of sports events, of cultural and special events and attractions, and lays emphasis on complex logistics, soliciting bids, ROI, strategy evaluation, effective business partnerships, safety and security considerations and business ethics.

The concepts and ideas studied in this course provide a solid basis for the understanding and critical appraisal of contrasting and, in many cases, seemingly conflicting perspectives on the structure, operation and management of organizations and on the interaction of people who work in them. This knowledge will help students develop a greater level of awareness of, and sensitivity to the organizational factors and management processes influencing the behaviour and performance of people in organizations. The strategies for translating this knowledge into profitable productivity outcomes are then discussed.

This course is designed to help students acquire the knowledge and competencies necessary for successfully planning new tourism and hospitality ventures. It focuses on the “start-up” phase of a new hospitality business or project and familiarizes students with concepts such as capital investment, financial feasibility, development of business plans, “what-if” planning models, financial projections, projected financial performance, return on investment, raising capital through banks and investors, loan repayment schedules, as well as relevant legal and tax issues.

The course focuses on safety and security risks faced by the tourism and hospitality industry in an increasingly volatile political and social environment. Safety in the work place, the integrity of food ingredients and hygienic practices in food preparation, the protection of guests from criminal practices as well as safety and security for the traveling public are among the topics examined. Risk analysis, crisis management, damage control, liability management, and prevention policies and procedures constitute an integral part of this course. Legal issues and business ethics are also discussed.

The main focus of this course is the development of a thesis proposal. In consultation with a thesis supervisor, each student will decide on a topic for the thesis and, after the requisite research, generate a detailed outline for the thesis. Students will be expected to adhere to strict guidelines for the preparation of the thesis proposal as agreed to by the thesis supervisor.

Under the guidance of a thesis supervisor, the research, the production of a draft and the completion of the thesis constitute the work of this course. Ultimately, the thesis must be approved by the thesis supervisor and defended at an oral examination by a committee composed of the thesis supervisor and two other faculty members. Students not completing the thesis within the time limits of the course will be required to re-enrol in the course. * Note – The thesis must be completed and successfully defended within 6 months of the completion of the final course work for the degree.