HOSP-2400: HOSPITALITY MANAGEMENT AND SUPERVISION

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1 HOSP-2400: Hospitality Management and Supervision 1 HOSP-2400: HOSPITALITY MANAGEMENT AND SUPERVISION Cuyahoga Community College Viewing:HOSP-2400 : Hospitality Management and Supervision Board of Trustees: Academic Term: Fall 2018 Subject Code HOSP - Hospitality Management Course Number: 2400 Title: Hospitality Management and Supervision Catalog Description: Analysis of hospitality operations through use of terminology, theories, and principle. Special emphasis on evolution of management thought, and commitment to quality and productivity in various environments that affect practice of management and supervision. Through experiences and practical application, concepts will focus on standards and procedures for selection, training and development of human resources in hospitality industry. Field trips may be required. Credit Hour(s): 3 Lecture Hour(s): 3 Lab Hour(s): 0 Other Hour(s): 0 Requisites Prerequisite and Corequisite HOSP-1010 Introduction to the Hospitality Industry, or departmental approval: admission to program, or related work experience. I. ACADEMIC CREDIT Academic Credit According to the Ohio Department of Higher Education, one (1) semester hour of college credit will be awarded for each lecture hour. Students will be expected to work on out-of-class assignments on a regular basis which, over the length of the course, would normally average two hours of out-of-class study for each hour of formal class activity. For laboratory hours, one (1) credit shall be awarded for a minimum of three laboratory hours in a standard week for which little or no out-of-class study is required since three hours will be in the lab (i.e. Laboratory 03 hours). Whereas, one (1) credit shall be awarded for a minimum of two laboratory hours in a standard week, if supplemented by out-of-class assignments which would normally average one hour of out-of class study preparing for or following up the laboratory experience (i.e. Laboratory 02 hours). Credit is also awarded for other hours such as directed practice, practicum, cooperative work experience, and field experience. The number of hours required to receive credit is listed under Other Hours on the syllabus. The number of credit hours for lecture, lab and other hours are listed at the beginning of the syllabus. Make sure you can prioritize your time accordingly. Proper planning, prioritization and dedication will enhance your success in this course. The standard expectation for an online course is that you will spend 3 hours per week for each credit hour.

2 2 HOSP-2400: Hospitality Management and Supervision II. ACCESSIBILITY STATEMENT If you need any special course adaptations or accommodations because of a documented disability, please notify your instructor within a reasonable length of time, preferably the first week of the term with formal notice of that need (i.e. an official letter from the Student Accessibility Services (SAS) office). Accommodations will not be made retroactively. For specific information pertaining to ADA accommodation, please contact your campus SAS office or visit online athttp:// Blackboard accessibility information is available athttp://access.blackboard.com. Eastern (216) Voice Metropolitan (216) Voice Western (216) Voice Westshore (216) Voice Brunswick (216) Voice Off-Site (216) Voice III. ATTENDANCE TRACKING Regular class attendance is expected. Tri-C is required by law to verify the enrollment of students who participate in federal Title IV student aid programs and/or who receive educational benefits through other funding sources. Eligibility for federal student financial aid is, in part, based on your enrollment status. Students who do not attend classes for the entire term are required to withdraw from the course(s). Additionally, students who withdraw from a course or stop attending class without officially withdrawing may be required to return all or a portion of the financial aid based on the date of last attendance. Students who do not attend the full session are responsible for withdrawing from the course(s). Tri-C is responsible for identifying students who have not attended a course, before financial aid funds can be applied to students accounts. Therefore, attendance will be recorded in the following ways: For in-person courses, students are required to attend the course by the 15th day of the semester, or equivalent for terms shorter than 5-weeks, to be considered attending. Students who have not met all attendance requirements for an in-person course, as described herein, within the first two weeks of the semester, or equivalent, will be considered not attending and will be reported for non-attendance and dropped from the course. For blended-learning courses, students are required to attend the course by the 15th day of the semester, or equivalent for terms shorter than 5-weeks, or submit an assignment, to be considered attending. Students who have not met all attendance requirements for a blended-learning courses, as described herein, within the first two weeks of the semester, or equivalent, will be considered not attending and will be reported for non-attendance and dropped from the course. For online courses, students are required to login in at least two (2) times per week and submit one (1) assignment per week for the first two (2) weeks of the semester, or equivalent to the 15th day of the term. Students who have not met all attendance requirements for an online course, as described herein, within the first two weeks of the semester, or equivalent, will be considered not attending and will be reported for non-attendance and dropped from the course. At the conclusion of the first two weeks of a semester, or equivalent, instructors report any registered students who have Never Attended a course. Those students will be administratively withdrawn from that course. However, after the time period in the previous paragraphs, if a student stops attending a class, wants or needs to withdraw, for any reason, it is the student's responsibility to take action to withdraw from the course. Students must complete and submit the appropriate Tri-C form by the established withdrawal deadline. Tri-C is required to ensure that students receive financial aid only for courses that they attend and complete. Students reported for not attending at least one of their registered courses will have all financial aid funds held until confirmation of attendance in registered courses has been verified. Students who fail to complete at least one course may be required to repay all or a portion of their federal financial aid funds and may be ineligible to receive future federal financial aid awards. Students who withdraw from classes prior to completing more than 60 percent of their enrolled class time may be subject to the required federal refund policy. If illness or emergency should necessitate a brief absence from class, students should confer with instructors upon their return. Students having problems with class work because of a prolonged absence should confer with the instructor or a counselor. IV. CONCEALED CARRY STATEMENT College policy prohibits the possession of weapons on college property by students, faculty and staff, unless specifically approved in advance as a job-related requirement (i.e., Tri-C campus police officers) or, in accordance with Ohio law, secured in a parked vehicle in a designated parking area only by an individual in possession of a valid conceal carry permit. As a Tri-C student, your behavior on campus must comply with the student code of conduct which is available on page 29 within the Tri-C student handbook, available athttp:// must also comply with the College s Zero Tolerance for Violence on College Property available athttp:// documents/ zero-tolerance-for-violence-policy.pdf

3 HOSP-2400: Hospitality Management and Supervision 3 Outcomes Demonstrate understanding of role of management through knowledge of traditional and current management theory. 1. Define and explain traditional functions and theories of management. 2. Identify the elements of the internal and external environment and their relationship to management. 3. Describe the various roles managers play in the workplace. 4. Define management terminologies related to the hospitality industry. 5. Explain the concept of the systems approach to management. 6. Describe contemporary views of leadership and management and the relationship to performance and productivity. 7. Outline the basic elements of total quality management (TQM). 8. Outline the fundamental steps of a continuous improvement process. 9. Explain the importance of quality service in the hospitality industry. 10. Identify various ways in which quality can be achieved for differing operations. 11. Explain the concept of ethics and define guidelines for good business practices. Use current management theories and ideas to be successful in a professional environment and promote a productive and positive workplace. Essential Learning Outcome Mapping: Cultural Sensitivity: Demonstrate sensitivity to the beliefs, views, values, and practices of cultures within and beyond the United States. 1. Describe the planning process through construction of a plan. 2. Explain the types of organizational and personal power. 3. Explain the concept and importance of goal-setting within an organization. 4. Describe the need for coaching in today s hospitality operations. 5. Explain why conflict is normal and necessary in the workplace. 6. Identify the benefits of conflict. 7. Discuss techniques for managing conflict in the workplace. 8. Define the steps of the change process. 9. Identify the importance of teams within hospitality operations. 10. Explain the various methods/approaches to team building. 11. Outline the stages of work team development. 12. Participate in various team/group projects. 13. Explain the importance of diversity within the workplace. 14. Develop various ideas for empowerment in the workplace. 15. Discuss the goal of empowerment and its benefits. 16. Demonstrate and investigate communication techniques, including non-verbal communication. 17. Practice basic communication techniques through case study analysis and role play situations. 18. Apply time management techniques and demonstrate the ability to use a personal planning tool. 19. Practice the various approaches to management decision making. 20. Discuss role of motivation in the workplace including identifying signs of low motivation and various ways to motivate employees. Perform traditional supervisory/management roles of the human resource process including recruiting, hiring, training, coaching, evaluating and terminating employees. Essential Learning Outcome Mapping: Cultural Sensitivity: Demonstrate sensitivity to the beliefs, views, values, and practices of cultures within and beyond the United States. Written Communication: Demonstrate effective written communication for an intended audience that follows genre/disciplinary conventions that reflect clarity, organization, and editing skills. 1. Create job descriptions for hospitality positions 2. Discuss and develop recruitment strategies for finding qualified applicants 3. Create an orientation program for new hires 4. Discuss the fundamentals of an employee training program 5. Practice writing employee schedules 6. Describe the fundamental procedures for employee training programs

4 4 HOSP-2400: Hospitality Management and Supervision 7. Analyze various methods of employee performance evaluation. 8. Describe the progressive disciplinary process in the workplace. 9. Identify legal issues as they pertain to the human resource function. Prepared to find employment and function in a professional environment. 1. Apply time management techniques and demonstrate the ability to use a personal planning tool. 2. Practice the various approaches to management decision making. 3. Create a personal mission statement by analyzing values and goals. 4. Identify steps in the development and implementation of a professional career plan. 5. Participate in a behavior study profile exercise. 6. Conduct research to develop a professional presentation. 7. Practice presentation techniques by creating a professional classroom presentation. 8. Create and present a professional resume. Create and present oral presentation and professional outline demonstrating concepts and material presented in course. Essential Learning Outcome Mapping: Written Communication: Demonstrate effective written communication for an intended audience that follows genre/disciplinary conventions that reflect clarity, organization, and editing skills. Critical/Creative Thinking: Analyze, evaluate, and synthesize information in order to consider problems/ideas and transform them in innovative or imaginative ways. Oral Communication: Demonstrate effective verbal and nonverbal communication for an intended audience that is clear, organized, and delivered effectively following the standard conventions of that language. 1. Conduct research to develop a professional presentation. 2. Practice presentation techniques by creating a professional classroom presentation. Methods of Evaluation: 1. Quizzes/exams 2. Case study analysis 3. Oral presentation 4. Teamwork project 5. Time management project 6. NRAEF Certification Exam Course Content Outline: 1. Traditional functions of management a. Planning b. Organizing c. Coordination d. Staffing e. Directing f. Controlling 2. Roles of Management a. Interpersonal b. Informational c. Decisional 3. Management skills and styles 4. Leadership in the 21st century 5. Total Quality Management a. Characteristics of high performance organizations b. Deming''s fourteen points for quality c. Juran''s elements of quality products 6. Balridge award criteria for performance

5 a. Leadership b. Strategic planning c. Customer and market focus d. Information and analysis e. Human resource focus f. Process management 7. The economics of quality service a. The value of customers b. The cost of customer dissatisfaction c. The customer''s perception of value and service d. Moments of truth 8. Continuous improvement process and tools a. Developing and implementing improvements for targeted area b. Tools for generating ideas, analysis and displaying data 9. Power and empowerment a. Centralization versus decentralization b. Fundamentals of power and authority and responsibility c. Sharing power through delegation 10. Effective communication a. Myths surrounding communication b. Process c. Barriers d. Listening skills e. Speaking skills f. Writing skills 11. Goal Setting 12. Coaching a. Elements and approaches b. Conducting coaching sessions 13. Conflict Management a. Cause and effect b. Conflict management skills and strategies 14. Hospitality Teams a. Characteristics of successful teams b. Stages of team development c. Team meetings d. Team decision-making e. Evaluating team performance f. Self-directed work teams 15. Managing diversity a. The changing workforce demographics b. The benefits of diversity c. Approaches to dealing with workplace diversity d. Fostering diversity 16. Organizational Change a. Internal and external forces b. Change process c. Managing change d. Supervisor as a change agent 17. Recrutiment and Selection a. Employee turnover challenges b. Internal and external recruitment c. Interviewing applicants d. Legal considerations in interviewing e. Human resources planning 18. Orientation and training a. Importance of training b. Training methods HOSP-2400: Hospitality Management and Supervision 5

6 6 HOSP-2400: Hospitality Management and Supervision c. Job descriptions and standards d. Measuring training e. Learning styles and the learning process f. Orientation of property g. Orientation of specific job 19. Productivity Management and controlling costs a. Productivity standards b. Balancing quality and quantity c. Planning staffing requirements d. Forecasting business volume e. Labor scheduling 20. Performance evaluation a. Benefits b. Common errors c. Methods and specific steps 21. Discipline a. Purpose b. Management of progressive disciplinary process c. Termination procedures 22. Special supervisory concerns a. Sexual harrassment b. Safety and security c. Ethics d. Substance abuse e. Union and collective bargaining process 23. Motivation a. Leadership styles b. Strategies c. Employee participation 24. Time Management a. Time analysis b. Time management tools c. Delegation of authority and responsibility 25. Professional development a. Creating a plan b. Executing the plan c. Evaluation of the plan.. Resources Boulud, Daniel.Letters to a Young Chef (Art of Mentoring).Basic Books, Drucker, Peter.The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management.Harper, Meyer, Danny.Setting the Table: The Transforming Power of Hospitality in Business.Harper, Cullen, Noel.Life Beyond the Line: A Front-of-the-House Companion for Culinarians.Pearson/Prentice Hall, Fisher, William and Christopher Muller.Four Dimensional Leadership.Pearson Prentice Hall, Bolton, R. and Bolton, D.G.Social Style/Management Style (Classic Text).1st ed. New York: American Management Association, Michelli, Joseph.The New Gold Standard: 5 Leadership Principles for Creating a Legendary Customer Experience Courtesy of the Ritz-Carlton Hotel Company.1st ed. McGraw-Hill, 2008.

7 HOSP-2400: Hospitality Management and Supervision 7 Cullen, Noel.World of Culinary Management: Leadership and Development of Human Resources.5th ed. Pearson, Collins, Jim and Jerry Porras.Built to Last: Successful Habits of Visionary Companies.3rd ed. Harper Business Essentials, Hoffman, Reid and Ben Casnocha.The Alliance: Managing Talent in the Networked Age.Harvard Business Review Press, Pink, Daniel.Drive: The Surprising Truth About What motivates Us.Riverhead Books, Bock, Laszlo.Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead.Twelve Books, Belker, Loren and Jim McCormick.The First-Time Manager.6th ed. Amacon Books, Kruse, Kevin.15 Secrets Successful People Know about Time Management.The Kruse Group, Top of page Key: 2301