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MODULE DESCRIPTOR
Module Title
Strategic Management in Tourism and Hospitality
Reference CBM552 Version 1
Created January 2020 SCQF Level SCQF 11
Approved June 2018 SCQF Points 15
Amended June 2017 ECTS Points 7.5

Aims of Module
To enable the student to appraise, design, implement and evaluate future orientated plans for interacting with competitive environments from the perspective of tourism and hospitality related organisations and destinations. To provide the understanding and experience of current strategic thinking and practice which identifies corporate success, excellence, and strategic leadership to contribute to decision making in the tourism and hospitality business arena.

Learning Outcomes for Module
On completion of this module, students are expected to be able to:
1 Critically appraise the competitive operating environment and understand the impact this will have on strategic choice for contemporary tourism and hospitality related enterprises.
2 Critically appraise long-term planning decisions and the potential these hold for tourism and hospitality related organisations to exploit their distinctive competitiveness.
3 Critically evaluate the fit, in terms of the design of business planning in the contemporary tourism and hospitality operating environment.
4 Synthesise the dynamics of strategic decision making as applied to tourism and hospitality.

Indicative Module Content
Development of missions, long term objectives, in relation to tourism and hospitality industry organisations. Decision making in the global tourism and hospitality industry, PLCs and tourism destinations; Macro inflences in tourism and hospitality, tourism and hospitality operating environment and environmental scanning; Contemporary influences affecting future orientated plans for organisations competing in the tourism industry; Sustainable economic growth in global tourism and hospitality;business challenges in tourism and hospitality sectors; management resources and organisation; Public sector strategic role in tourism support, Destination Management Organisations (DMOs), National Tourism Organisations (NTOs);Application of strategic management theory to tourism and hospitality management practice, resource issues, change process; Evaluation of strategy.

Module Delivery
The module is delivered through a series of interactive teaching sessions with an emphasis on using case studies. Students will apply theory to current issues and developments in the Tourism industry. Both part-time and full-time students will follow the same mode of on-campus study and contact hours.

Indicative Student Workload Full Time Part Time
Contact Hours 39 39
Non-Contact Hours 111 111
Placement/Work-Based Learning Experience [Notional] Hours N/A N/A
TOTAL 150 150
Actual Placement hours for professional, statutory or regulatory body    

ASSESSMENT PLAN
If a major/minor model is used and box is ticked, % weightings below are indicative only.
Component 1
Type: Coursework Weighting: 100% Outcomes Assessed: 1, 2, 3, 4
Description: Individual Written Assessment

MODULE PERFORMANCE DESCRIPTOR
Explanatory Text
The calculation of the overall grade for this module is based on 100% weighting of C1. An overall minimum grade D is required to pass the module.
Module Grade Minimum Requirements to achieve Module Grade:
A The student needs to achieve an A in C1.
B The student needs to achieve a B in C1.
C The student needs to achieve a C in C1.
D The student needs to achieve a D in C1.
E The student needs to achieve an E in C1.
F The student needs to achieve an F in C1.
NS Non-submission of work by published deadline or non-attendance for examination

Module Requirements
Prerequisites for Module None.
Corequisites for module None.
Precluded Modules None.

INDICATIVE BIBLIOGRAPHY
1 MOUTINHO, L., ed., 2011. Strategic management in tourism. Oxford: Cab International.
2 EVANS, N., 2015. Strategic management for tourism, hospitality and events. Routledge (electronic source)
3 GORBUNOV, A.P., EFIMOVA, E.V., KOBETS, M.V. and KILINKAROVA, S.G., 2016. Perspective tools of the strategic management of VFR tourism development at the regional level. International Journal of Environmental & Science Education, 11(18).
4 MORDEN, T., 2016. Principles of strategic management. Routledge.
5 THOMPSON, J. and MARTIN, F., 2010. Strategic management: awareness and change. 6th ed. Andover: South-Western Cengage Learning. ebook

Robert Gordon University, Garthdee House, Aberdeen, AB10 7QB, Scotland, UK: a Scottish charity, registration No. SC013781