QCF Syllabus

Contemporary Hospitality Management

Unit Title Contemporary Hospitality Management

Unit Reference Number R/505/7113
Guided Learning Hours 210
Level 6
Number of Credits 25

Unit purpose and aim(s):

This unit aims to give learners a sound understanding of:
 the

Learning Outcome 1

The learner will: Understand the nature, scope, function and organisation of hospitality management and its role in delivering
customer satisfaction.

Assessment Criteria Indicative Content

The learner can:
1.1 Assess the scope and
characteristics of hospitality
facilities.
1.2 Plan the efficient utilisation of
facilities in the contemporary
hotel.
1.3 Assess the contribution of
effective facilities management
to customer satisfaction in the
hospitality industry.
1.1.1 Recognise the diversity of hospitality facilities (scale, location, ownership, market-
focus, quality classification).
1.1.2 Understand the consequences that this has for the type and scale of facilities that
can be found.
1.2.1 Recognise that all hotel facilities need to be seen in terms of their potential to
contribute revenue and profits to the hotel.
1.2.2 Understand that all space within and external to the property can be evaluated
according to its financial as well as operational efficiency.
1.2.3 Understand how revenues from facilities can be maximised without compromising
the reputation of the hotel, customer satisfaction or safety.
1.2.4 Recognise that utilisation of hotel facilities involves an understanding of flexibility in
order to reflect variable demand caused by seasonality and other factors (this may
involve ensuring that core facilities such as meeting areas, exhibition/ banqueting
areas, public spaces, leisure facilities, etc. are designed and sold in such a way as to
meet the needs of a variety of customers and in different situations).
1.2.5 Understand the importance of planning for these uses at the time when hotels are
being built and not to try to convert facilities to multiple uses later on.
1.2.6 Highlight that, once operational, the utilisation of facilities in a hotel should be on a
planned basis, ensuring that clashes between user types (holiday makers, business
travellers) are avoided where possible.
1.3.1 Recognise that 1.3 links to 1.2, in that customer satisfaction is derived from a
combination of ‘hard’ product and ‘soft’ service experiences - experience of facilities
are one of the main ‘hard’ product factors in influencing satisfaction.
1.3.2 An alternative argument is to recognise that satisfaction or otherwise with facilities
can often be explained by reference to Balmer and Baum’s application of Herzberg’s
hygiene – true motivator theory regarding the hospitality industry.
1.3.3 Understand that operating flexible facilities may lead to compromises and this can
result in customer dissatisfaction.
Learning Outcome 2
The learner will: Understand the demands which the management of conferences and events places on the hospitality sector.
Assessment Criteria
The learner can:
2.1 Discuss the scale and scope of
the contemporary conference
and events industry and its
relationship to the hospitality
sector.
2.2 Explain the range of facilities and
services required to meet the
needs of contemporary
conferences and events and their
customers.
2.3 Identify the internal and external
partners required to mount
successful conferences and
events and discuss their roles
and requirements
Indicative Content
2.1.1 Understand the various types of conferences and events which are hosted by
hospitality businesses.
2.1.2 Understand the growth in the international conference and events industry
worldwide.
2.1.3 Understand key trends in conferences and events worldwide.
2.1.4 Recognise the impact of changing communications technologies on conference and
events participation.
2.1.5 Identify the key conference and event locations worldwide.
2.1.6 Understand the role of hospitality operations in supporting the delivery of high class
conferences and events.
2.2.1 Recognise that conferences and events require core hospitality facilities
(accommodation, food and beverage etc.) in common with other uses.
2.2.2 Identify the additional facilities required to meet conference and events’ needs –
including meeting rooms, communications and presentation equipment, break-out
areas, separate catering areas.
2.3.1 Understand the need for and role of specialist conference and events operations
teams within hospitality businesses.
2.3.2 Recognise the need for a specialist sales and marketing team to handle an events
and conferences business.
2.3.3 Understand the need for ongoing support from and coordination with core service
providers within the hospitality business.
2.3.4 Understand the role of Professional Conference Organisers in organising
conferences and events on behalf of clients.
2.3.5 Recognise the importance of a good relationship with the local Destination
Marketing Organisation (DMO) – whether city, regional or national tourist board or
similar.
2.3.6 Understand the range of equipment and facilities suppliers that may be necessary to
mount a successful conference or event.
Learning Outcome 3
The learner will: Understand facilities design and branding in the contemporary hospitality industry.
Assessment Criteria
The learner can:
3.1 Explain the role of design in a
range of hospitality operations.
3.2 Explain and discuss the key
drivers of change in hospitality
design.
3.3 Analyse the relationship between
branding and design in the
hospitality industry
Indicative Content
3.1.1 Understand the importance of design in relation to hospitality facilities from a
marketing, customer satisfaction and operational perspective.
3.1.2 Understand the principles of facilities design relating to the hospitality industry,
including reference to aesthetic; branding; logistical/operational; safety;
environmental and economic/commercial implications.
3.1.3 Recognise the impact of technology on contemporary design of hospitality facilities
– bedrooms, public areas, conference/event facilities, leisure facilities.
3.2.1 Recognise changing trends in hospitality design and the reasons for such changes.
3.2.2 Recognise the influence of target market(s) on design choices.
3.2.3 Understand how consumer taste/demand impacts on design choices.
3.2.4 Recognise how environmental awareness and considerations influence and
constrain design choices.
3.2.5 Appreciate the constraints of cost/economic factors on design choices within
various hospitality markets.
3.2.6 Understand the influence on design of local culture, traditions, materials.
3.3.1 Understand the relationship between hospitality brands and the ‘hard’ physical
products that they offer.
3.3.2 Recognise the constraints of product/service branding on design choices at a local
level – including limitations on authenticity and the use of local materials and
designs.
3.3.3 Understand the design opportunities and constraints for branded hotels in the
luxury, mid-market and budget categories.
Learning Outcome 4
The learner will: Understand the application of sustainable environmental principles to the management of hospitality
operations.
Assessment Criteria
The learner can:
4.1 Explain and discuss key areas and
principles of sustainable
environmental management in
relation to hospitality facilities.
4.2 Relate the principles of effective
energy management to
hospitality businesses.
4.3 Relate the principles of effective
waste management to hospitality
businesses.
Indicative Content
4.1.1 Understand the principles which underpin the concept of sustainable environmental
management in a hospitality context.
4.1.2 Recognise the global drivers of concern for environmental sustainability.
4.1.3 Understand and apply the International Chamber of Commerce Business Charter for
Sustainable Development to the management of hospitality facilities.
4.1.4 Recognise the issues in applying sustainable environmental management principles
while maintaining customer satisfaction in the hospitality industry.
4.2.1 Understand the sources of energy use in hotels and how these vary by hotel type
and location.
4.2.2 Recognise the benefits of efficient energy use from both a business and a wider
environmental perspective.
4.2.3 Understand the value and key features of an effective energy management plan
within a hotel.
4.2.4 Identify steps that can be taken by management, staff and customers to conserve
the use of energy in hotels.
4.2.5 Recognise the need to educate both staff and customers in the benefits of energy
management and understand steps that can be taken to achieve this.
4.2.6 Recognise the role of technology in supporting effective and efficient energy
management systems.
4.3.1 Understand the main sources of waste in hotels and how these vary by hotel type
and location.
4.3.2 Recognise the benefits of efficient waste management from both a business and a
wider environmental perspective.
4.3.3 Understand the value and key features of a waste management plan within a hotel.
4.3.4 Identify steps that can be taken by management, staff and customers to ensure
efficient and effective waste management in hotels.
4.3.5 Understand the principles of waste recycling in a hotel context.
4.3.6 Recognise the need to educate both staff and customers in the benefits of efficient
and effective waste management and understand steps that can be taken to
achieve this.
4.3.7 Recognise the role of technology in supporting effective and efficient waste
management systems.
Learning Outcome 5
The learner will: Understand outsourcing in the hospitality industry and its management and service quality implications.
Assessment Criteria
The learner can:
5.1 Evaluate the role and impact of
outsourcing in the contemporary
hospitality industry.
5.2 Discuss the implications of
outsourcing for key stakeholders
- management, employees,
customers.
5.3 Assess the potential implications
of outsourcing of the
management of service quality
for a hospitality business.
Indicative Content
5.1.1 Understand the meaning of outsourcing in a hospitality business context.
5.1.2 Recognise areas of a hotel’s activities commonly associated with outsourcing.
5.1.3 Identify the main reasons why hospitality businesses outsource selected products
and services.
5.1.4 Understand the risks associated with outsourcing products and services to third
parties, relating to areas such as quality, consistency and customer satisfaction.
5.2.1 Understand the role and responsibilities of management in managing outsourcing
relations.
5.2.2 Understand the opportunities and threats posed to existing employees when a
company outsources products and services.
5.2.3 Recognise potential threats which outsourcing can pose to the customer
experience.
5.2.4 Understand the obligations of the company providing outsourced products and
services in relation to a hotel’s specifications, standards and brand requirements.
5.2.5 There are risks associated with outsourcing when a hotel is strongly branded and
operates to very specific standards - it is imperative that the outsourcing partner
buys into and operates within these standards.
5.3.1 Understand the main attributes of quality service in the hospitality industry.
5.3.2 Recognise how the management of quality service may be limited as a consequence
of outsourcing.
5.3.3 Identify steps that can be taken to ensure quality service in an outsourced
environment.
Learning Outcome 6
The learner will: Understand the role of ICT (Information and Communications Technology) in the management of contemporary
hotels.
Assessment Criteria
The learner can:
6.1 Discuss the range of uses of ICT
in the effective operation of
hospitality businesses.
6.2 Discuss the opportunities
afforded by ICT in the hospitality
industry in meeting business
objectives.
Learning Outcome 7
The learner will: Understand the management of risk in the hospitality industry.
Assessment Criteria
The learner can:
7.1 Assess the sources of risk in the
management of hospitality
operations.
7.2 Propose steps that can be taken
to reduce risk in hospitality
operations.
7.3 Explain the key legal obligations
of managers in the management
of risk in the hospitality industry
Indicative Content
6.1.1 Be able to identify and understand the range of communications and operational
uses for ICT within the hospitality industry.
6.1.2 Understand the contribution of ICT to the effective and efficient running of
hospitality businesses.
6.2.1 Understand the opportunities that ICT provides for the sales and marketing of
hospitality businesses.
6.2.2 Understand the opportunities that ICT provides for guest relations and
communications in hospitality businesses.
6.2.3 Understand the opportunities that ICT provides for effective and efficient operations
and financial management in hospitality.
6.2.4 Understand the opportunities that ICT provides to support the control function in
hospitality businesses.
Indicative Content
7.1.1 Recognise the multiple sources of risk faced by businesses in the hospitality
industry, including risks for the business, risks to customers, risks to employees and
risks to the natural and cultural environment.
7.1.2 Assess sources of risk within a hospitality business in terms of their likelihood to
occur, consequences if they did occur and legal consequences/status with respect
to each risk
7.2.1 Understand the financial and ethical implications of reducing risk within hospitality
businesses.
7.2.2 Understanding the nature of risk assessments and how to carry out a risk
assessment in a hospitality business.
7.2.3 Understand how to prepare simple risk reduction plans for key areas of operation
within hospitality businesses.
7.3.1 Recognise legal obligations with respect to areas of risk in the hospitality industry.
7.3.2 Understand a business’ ‘duty of care’ in relation to customers, employees and
suppliers.
7.3.3 Understand the legal obligations of hospitality businesses and managers in key areas
including fire safety, food hygiene and safety, and personal security.
Learning Outcome 8

The learner will: Understand the assessment and management of performance in the hospitality industry.

Assessment Criteria Indicative Content

The learner can:
8.1 Identify and discuss key
measures of performance for
hospitality operations (key
performance indicators - KPIs).
8.2 Propose realistic criteria for the
measurement of KPIs in the
hospitality industry
8.3 Discuss the limitations in the use
of KPIs in the hospitality industry.
8.1.1 Understand the nature of business performance management in the context of
hospitality operations.
8.1.2 Explain the meaning of Key Performance Indicators (KPIs).
8.1.3 Identify key performance areas for a hospitality business to include share price,
financial results, customer satisfaction/repeat visitation, employee satisfaction,
environmental ratings, competitor analysis.
8.2.1 Recognise that the specific KPIs relevant to a hospitality business are linked to a
range of internal and external factors – location, size, markets, local economy,
culture, etc.
8.2.2 Identify the main criteria that can apply to KPIs relating to share price, financial
results, customer satisfaction/repeat visitation, employee satisfaction,
environmental ratings, and competitor analysis.
8.3.1 Recognise the limitations of comparing the performance of hospitality businesses
against common KPIs.
8.3.2 Understand that criteria used within KPIs may be disputed/contestable.
8.3.3 Recognise the variety of means by which KPI data can be collected – qualitative,
quantitative, short-term, long-term, etc. – and the consequences that this has for
KPI outcomes.

Assessment:

 Assessment method: written examination (unless otherwise stated).

 Written examinations are of three hours’ duration.
 All learning outcomes will be assessed.

Recommended Reading:

 Please refer to the Tuition Resources section of the Members Area of the ABE website (www.abeuk.com) for the
recommended reading for this subject.