UNIV H/BK FOR ACAD QUAL ASS' · Web viewGerring, J (2007) Case Study Research: Principles and Practice Cambridge University Press: Cambridge Gillham, B (2000) Developing a Questionnaire,

Events Management Honours Degrees Definitive Document______________________________________________________________________________________________

HOLLINGS FACULTY

DEPARTMENT OF FOOD AND TOURISM MANAGEMENT

EVENT MANAGEMENT

Honours Degree Programmes

DEFINITIVE DOCUMENT

Approved after approval/review/modification on 23 May 2008

With effect from intakes in Academic Year 2008– 2009

Document last modified on 19 October 2009

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Part One – Programme Specification

Programme Specification

Part Two – Programme Regulations

1 Admission Regulations

Standard Entry RequirementsAdmission with ExemptionAdmission with Specific CreditAccreditation of Prior (Experiential) Learning (AP(E)L)

2 Curriculum Design and Organisation

Curriculum Design OverviewRelationship to Subject Benchmark Statement(s)Assessment Criteria for Marking SchemesArrangements for anonymous marking of summative assessmentsArrangements for the quality management of placement learningAcademic Partnership activityProfessional, statutory and regulatory body linksFlexible and distributed learning (including e-learning)

3 Assessment Regulations

Programme-specific regulations

4 Programme Management and Student Support

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Programme CommitteeBoard of ExaminersProgramme LeaderOther Staff ResponsibilitiesStudent Support StrategyStudent evaluation

Part Three – Curriculum Content

Unit syllabus proformas

Level 4Business Accounting……………………..……………………………………………………… 41Event Destinations……………………………………………………………………………….. 44Event Marketing Environment…………………………………………………………………… 47Event Risk and Legal Implications……………………………………………………………… 50Facilities Management…………………………………………………………………………… 53The Event Industry – full time…………………………………………………………………… 56The Event Industry – sandwich………………………………………………………………… 59

Level 5Business Planning…………………………………………………………………………………62Employability Skills………………………………………………………………………………66Event Human Resource Management…………………………………………………………. 70Event Marketing Management………………………………………………………………….. 74Event Operations…………………………………………………………………………………..78Event Research Methods…………………………………………………………………………81Events Project Management…………………………………………………………………….. 84

Level 6Dissertation…………………………………………………………………………………………87Management of Organisations………………………………………………………………….. 94Operations Strategy……………………………………………………………………………… 97Sponsorship and Funding for Events……………………………………………………………101Sustainable and Strategic Issues for Events…………………………………………………...104

Uniwide Languages……………………………………………………………………………… 107

Appendix

Agreement(s), Letters and Memoranda with Partner Institution(s)

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PART ONE

PROGRAMME SPECIFICATION PS/1

0 Brief descriptive summary

The Events honours degree programmes will provide students with a critical insight into the Event industry and equip them with the necessary knowledge and intellectual and vocational skills to gain employment at a managerial level. The two existing sandwich (4 year) and full time (3 year) programmes will be retained, however, the Hospitality based sandwich route will be transferred to the Hospitality Management portfolio of programmes because of it’s synergy with other Hospitality based programmes.

Basic Programme Details

1 Overarching Programme Network/Title and programme

specification code(s)Event Management

2 Final award(s)/title(s)(including any PSRB final awards conferred as an automatic result of successful completion of the programme)

BA (Hons) Event ManagementBA (Hons) Event Management (Full Time)

3 Combined Honours Subject(s)offered through programme specification together with associated final award(s)(where relevant)

N/A

4 Interim exit award(s)/title(s)(including Combined Honours interim exit awards)

Cert. HE Event ManagementDip. HE Event Management

5 Mode(s) and durationBA (Hons) Event ManagementSandwich mode 4 Years

BA (Hons) Event Management (Full Time)Full-time mode 3 Years

6 FHEQ position of final award(s) Honours (Level 6)

7 Awarding institution (include PSRBs which confer a joint or additional qualification on successful completion of programme)

The Manchester Metropolitan University

8 Teaching institution(s) The Manchester Metropolitan University

9 Relationship with Foundation Year Foundation year unit delivered by Department staff: Events, Hospitality and Tourism Management

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Administrative Details

10 Home Department/ School/ Institute

Department of Food and Tourism Management

11 Home Faculty Hollings Faculty: Food, Clothing and Hospitality Management

12 UCAS code(s) BA (Hons) Event ManagementBA (Hons) Event Management (Full Time)

Collaborative Arrangements (where relevant)

13 Approved Collaborative partner(s) N/A14 Description of type of

collaborative provision or academic partnership

N/A

Approval Status

15 Date and outcome of most recent MMU review/ approval

December 2003

16 Next Scheduled Review Date: May 2008

17 PS/1 effective date:(ie date from which the outcome of approval or last review is effective OR the date from which amendments to the programme specification are effective)

September 2004

External References/Relationships

18 QAA Benchmark Statement(s) Hospitality, Leisure, Sport and Tourism 2000

19 Date/outcome of last QAA engagement (or equivalent)

March 2001CDC&O 4 TL&A 3SP&A 4 SS&G 4LR 4 QM&E 3

20 PSRB(s) associated with final award of programme(eg those which offer professional status/membership/license to practise as result of successful completion of the final award.

N/A

21 Date and outcome of last PSRB approval(s)

N/A

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Programme Information

22 University and Programme Educational Aims

University Educational Aims:

To develop flexible approaches to programme delivery and student support which reflect the needs and expectations of our students.

To provide a learning experience and support for our learners that encourages and properly sustains a diverse learning community.

To provide a learning environment that is free from discrimination and focussed on success for all learners.

To enable the development of students’ skills and personal attributes that will enhance employment opportunities on graduation in all programmes.

To establish a culture of quality enhancement and progressive innovation in learning, teaching and assessment that is anticipatory, enabling, supportive, rewarding and fully aligned with the institution’s strategic goals.

To provide a learning experience that is informed by research, scholarship and reflective practice.

Programme Educational Aims:

The aims of both event honours degree programmes are to:

offer opportunities to students who wish to pursue managerial careers in the event industry and who are capable of benefiting from the experience.

assist students to realise their potential by providing a challenging and appropriately resourced learning environment.

enable students to develop those intellectual, vocational and personal skills relevant to further learning challenges and to management careers in the event industry.

produce high calibre graduates capable of successful management careers in the event industry.

23 Programme Learning Outcomes

Programme Learning Outcomes:

Graduates of both Events programmes will be able to demonstrate:

a critical understanding of the development of knowledge in relation to the event industry.

an understanding of the need for both a multi-disciplinary and inter-disciplinary approach to study, drawing, as appropriate, from service, research and professional contexts.

understanding of the subject through both academic and professional reflective practice.

research, critical review and problem-solving abilities by critically understanding methods of acquiring, interpreting and analysing information appropriate to their con-text of study.

knowledge, understanding and critical awareness of, the moral, ethical, environmental and legal issues which underpin best practice.

key transferable skills and also responsibility for their own learning and continuing

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professional development. vocationally relevant management skills and knowledge by exposure to professional

practice. a recognition of the centrality of the event consumer in relation to their needs. an ability to respond appropriately to the diversity that prevails within the event

industry in relation to stakeholders. understand and evaluate the diverse nature of the event industry. understand, evaluate and apply key management principles in event related

operations and services. understand and evaluate the operational and management requirements for an event

and identify business opportunities. analyse and evaluate the strategic issues associated with event management and the

organisation of major events.

24 Interim Award Learning Outcomes

Students who have successfully completed Level 4 studies will have demonstrated: knowledge of the underlying concepts and principles associated with their area(s) of

study, and an ability to interpret these within the context of that area of study. an ability to present and interpret qualitative and quantitative data, to develop lines of

argument and make sound judgements in accordance with basic theories and concepts of their subject(s) of study.

an ability to communicate the results of their study/work accurately and reliably, and with structured and coherent arguments.

the qualities and transferable skills necessary for employment requiring the exercise of personal responsibility.

Students who have successfully completed Level 5 studies will have demonstrated:

an ability to evaluate the established principles of their area(s) of study, and the way in which those principles have developed.

the ability to apply underlying concepts and principles outside the context in which they were first studied, including, where appropriate, the application of those principles in an employment context.

knowledge of the main methods of enquiry in their subject(s), and an ability to evaluate the appropriateness of different approaches to solving problems in the field of study.

an understanding of the limits of their knowledge, and how this influences interpretations based on that knowledge.

an ability to communicate effectively information, arguments, explanations, in a variety of forms, to specialist and non-specialist audiences, and deploy key techniques of the discipline effectively.

25 Teaching/Learning and Assessment Strategy

Learning and Teaching Strategy:

The process by which students acquire the necessary analytical and evaluative skills will be based upon a strategy which ensures that responsibility for learning is accepted by students as their programme of study progresses. Initially, emphasis will be on the learning of

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principles and techniques alongside raising awareness and understanding through tutor-led delivery. In addition, those professional and transferable skills necessary for the work-place will be developed and students encouraged to build on their intellectual abilities and to cultivate interpersonal skills, self-confidence and independence. At level 5, the approach will build on the earlier work by promoting more active student participation in learning. The objectives of level 6 can then be achieved through a student-centred approach in which higher level skills are needed for the analysis of complex issues and organisations, and also for research on a current programme-specific issue.

The strategies and teaching techniques described have been selected to progress effective learning at each level. The active participation of students as individuals and in teams will be a major factor in their development from being a recipient of knowledge at level four to a pro-active participant at level 6.

To achieve the objectives of the latter part of the programmes, student learning will be more focussed on strategic issues, critical analysis and evaluation. Learning manifests itself through demonstration of the ability to argue rationally from a sound basis, a rigorous approach to analysis, and a mature reflective view of information collected during research.

All teaching and learning will be supported by unit material, some interactive, hosted through WebCT.

Assessment strategy:

Assessment is perceived as an integral part of the learning process. The instruments therefore will not only confirm that learning outcomes have been met but also provide an additional challenge to students to demonstrate their range of skills. Demands will increase with each level as students are tasked to reveal their ability to work independently or in teams. Feedback on student assessments from external and internal examiners and internal moderators will ensure that work is consistently at the right level of challenge and also enables the programme to confirm that outcomes have been achieved.

Assessment practices will vary, but examples include: examinations, written coursework assignments in essay form, business reports, business plans, spreadsheet generated financial models, WEB-based assignments, case study analyses, seminar presentations, and seen case studies / publications.

26 Programme structures, levels, credits, awards and curriculum mapIncluding specific progression arrangements for Foundation Degrees

4 year Sandwich Award:

BA (Hons) Event Management

3 year Full Time Award:

BA (Hons) Event Management (Full Time)

Level 4 Mandatory Core units for both awards:

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Business Accounting: 20 CreditsFacilities Management: 20 CreditsEvent Industry: 20 CreditsEvent Marketing Environment: 20 CreditsEvent Risk & Legal Implications: 20 CreditsEvent Destinations: 20 Credits

Level 5 Mandatory Core units for both awards:Business Planning: 20 CreditsEvent Human Resources Management: 20 Credits Events Project Management: 20 CreditsEvent Operations: 20 CreditsEvents Marketing Management: 20 CreditsEvent Research Methods: 10 CreditsEmployability Skills: 10 Credits

Placement

Level 6 Mandatory Core units for both awards:Operations Strategy: 20 CreditsDissertation: 40 CreditsEvent Sponsorship & Fundraising: 20 CreditsSustainable & Strategic Issues for Events: 20 CreditsManagement of Organisations: 20 Credits

Please see section 2.1 for award/curriculum maps.

27 Personal Development Planning

Certain key skills e.g. managing self; communication; numeracy etc will be developed and assessed through the assessment package. A matrix of these skills and the units through which they will be assessed can be seen in section 2.1. Students will be made aware of the ‘mapping’ of skills within the programme of study but encouraged to gather evidence of their skills from within the University and for outside activities. These activities will include skills obtained during part-time work, voluntary work, hobbies, study abroad or working as a student representative or ambassador.

All sandwich degree honours students will study the Employability Skills unit at level 5 and achievements and assessments from the placement year can also contribute to the PDP portfolio.

This record of learning and achievement is for the student to compile.

28 Placement Learning

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All sandwich students will be expected to undertake a 48 week period of placement learning. This will take place during their third year of study after they have successfully completed taught units on level 4 and 5. Whilst on placement students will undertake assessments which are linked to their industrial experience (see Section 2.5).

29 Points of Reference

Internal:

University Mission and Strategic Aims Regulations for the Academic Awards of the University University Regulations for Undergraduate or Taught Postgraduate Programmes of Study Academic Regulations and Procedures Handbook Faculty Programme Approval/Review/Modification Report University Learning and Teaching Strategy Staff research Staff/Student Liaison Committee

External:

QAA Subject Benchmark statement QAA Framework for HE Qualifications QAA Code of Practice QAA Subject Review report External examiner reports

This Programme Specification provides a concise summary of the main features of a Programme and the learning outcomes that a typical student might reasonably be expected to achieve and demonstrate if s/he take full advantage of the learning opportunities provided. More detailed information on the learning outcomes, curriculum content, teaching/learning, assessment methods for each unit and on the Programme’s relationship to QAA Subject Benchmark Statements may be found in the definitive document and student handbook for the Programme. The accuracy of the information in this document is reviewed periodically by the University and may be subject to verification by the Quality Assurance Agency for Higher Education.

PART TWO

PROGRAMME REGULATIONS

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1: Admission Regulations

i. Admission to these programmes shall be subject to the principle that the University, through the Admissions Tutor concerned, has a reasonable expectation that the applicant will be able to fulfil the objectives of the programme and achieve the standard required for the award.

ii. In dealing with admissions the Programme Leader / Admissions Tutor and any other staff involved, shall have regard to such policies as the Academic Board may from time to time determine.

iii. In considering an application to the programme, evidence will be sought of personal, professional and educational experience that provides indications of the applicant’s ability to meet the demands of the programme.

iv. All applicants shall be considered having regard for the University’s equal opportunity policy and such anti-discrimination legislation as may be in force.

v. Candidates must have a sufficient command of the language in which the programme is taught to be able to meet the requirements of the programme in every respect.

vi. Application shall only be made through UCAS.vii. When considering the suitability of an applicant for a place on the programme the

following factors will usually be taken into account:

The applicant’s qualifications; The information given in supporting academic references; The applicant’s personal statement.

The programmes admissions and entry requirements comply with the Universities policy, regulations and institutional code of practice on recruitment and admissions and the scheme for the admission of students with advanced standing following the accreditation of prior learning.

1.1: Standard Entry Requirements

1.1.1: Entry to Year 1

Candidates admitted to the programme should be able to benefit from a learning experience at undergraduate level. This requirement can be fulfilled by citing academic achievement or proof of an academic level relevant to the programme. An applicant will normally be considered for entry to a programme provided that the requirements stated below are met. Applications are also welcomed from those without formal entry qualifications or who do not meet the precise entry requirements specified but who can nevertheless demonstrate through some other means their potential ability to satisfactorily complete the programme.

Applicants must have sufficient command of the English language to meet the requirements of the programme in every respect and are normally expected to have attained either a grade C or above in GCSE English Language, or its equivalent. For international students for whom English is not their first language, IELTS at grade 6 or TOEFL 550+ (or 213+ points on the computer based test) is a requirement for admission to the programme. In addition, applicants should possess GCSE Mathematics at grade C or above. Alternative qualifications that demonstrate numerical ability will be considered.

With, in addition:

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Two Advanced GCSE or VCE 6-unit awards supported by GCSE grade C or above in three other subjects or:

three Advanced GCE or VCE6 – unit awards supported by GCSE grade C or above in one other subject or:

one 12 – unit VCE Double Award supported by GCSE grade C or above in three other subjects or:

Advanced General National Vocational Qualification (GNVQ) or: Scottish Certificate of Education with passes in three subjects at Higher grade (C or above)

and two subjects at Standard grade (3 or above) or: Irish Leaving Certificate with passes in five subjects at Higher grade (C or above) and two

subjects at Standard grade (3 or above) or: a National Certificate or Diploma or: International Baccalaureate with a minimum of 24 points or: successful completion of a recognised Access programme or other qualification considered

to be equivalent to the above. two Advanced Subsidiary 3 – unit examinations may be offered in lieu of a third Advanced

Level pass, where this is required, and one Advanced GCE/VCE supported by four Advanced Subsidiary 3 – unit passes may be considered for admission.

1.1.2: Entry to Subsequent Years

Entry to Level 5 of the programme is normally available for applicants who have successfully completed:

the first level of an appropriate Higher National Diploma achieving 50% or more Credits at Merit level or above or;

the first level of an appropriate Foundation Degree achieving 50% or more Credits at 60% or above or;

the first year/level of another degree programme in a subject or subjects appropriate to their intended programme of study.

Entry to Stage/Level 6 of the programme is normally available for applicants who have successfully completed:

the second year of an appropriate Higher National Diploma and have 50% or more Credits at Merit level or above or;

the second year of an appropriate Foundation Degree achieving 50% or more Credits at 60% or above or;

the second year/level of another degree programme in a subject or subjects appropriate to their intended programme of study.

Normally there must be a close match between the applicant’s prior learning and the requirements of the programme.

1.1.2: Entry to Combined Honours SubjectsNot applicable to these programmes.

1.1.4: Admission Arrangements with Foundation DegreesSee Event Management Foundation Degree Definitive Document.

1.2: Admission with Exemption

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At the discretion of the Programme Committee, on the advice of the Programme Leader and Admission Tutor, an applicant may be admitted with general credit to an appropriate point in the programme, provided it is clear that the applicant has fulfilled some of the progression and assessment requirements of the programme (or equivalent requirements), and will be able, by completing the remaining requirements, to fulfil the learning outcomes of the programme and attain the standard required for the level / degree award. This may be achieved through application of the University CAT scheme or through a formal submission accompanied by evidence of learning experiences and the standards achieved.

Applicants will not normally be exempted from more than half the credits for the Stage/Level at which they are admitted.

Admission with general credit is subject to the same principles as admission to any stage of the programme.

1.3: Admission with Specific Credit

At the discretion of the Programme Committee, on the advice of the Programme Leader and the Admission Tutor, an applicant may be admitted with specific credit to an appropriate point in the programme. This is provided that:

it is clear that the applicant has fulfilled some of the progression and assessment requirements of the programme (or equivalent requirements)

and will be able, by completing the remaining requirements, to fulfil the learning outcomes of the programme and attain the standard required for the stage/degree award.

This may be achieved through application of the University CAT scheme or through a formal submission accompanied by evidence of learning experiences and the standards achieved.

Applicants will not normally be exempted from more than half the credits for the Stage/Level at which they are admitted unless there is a close match between the students prior learning and the requirements of the programme.

Admission with specific credit is subject to the same principles as admission to any Stage of the programme.

1.4: Accreditation of Prior (Experiential) Learning (AP(E)L)

Applicants who do not possess all the necessary formal academic qualifications for entry to a programme may be considered if they can demonstrate that they have experience, motivation and personal qualities appropriate for degree level work.

Applicants will be asked to make a formal submission identifying the learning experiences which they consider to support their planned future study in relation to the aims and learning outcomes of the programme; the submission should be accompanied by appropriate evid-ence of such experience and standards achieved.

Applicants may be asked to provide evidence of academic capacity in the form of a formal assignment prescribed by the Programme Leader.

1.5 Relationship with the University Foundation Year

Not applicable to these programmes.

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2: CURRICULUM DESIGN AND ORGANISATION

2.1 Curriculum Design Overview

The sandwich Events Management programmes were first introduced in September 2004, the first final year honours degree cohort will not have completed their studies prior to this review. As such the programmes team felt that any curriculum changes, to what is a successful programme, should be evolutionary and intended to make the core programmes more unique, ie, to have greater self identity than that currently possible when sharing so many units with Hospitality programmes. The programmes team also took the decision to simplify the current Events Management suite of programmes by consolidating the Hospitality route, as a formal programme (Hospitality with Event Management), within the Hospitality Portfolio of programmes, whilst at the same time promoting the development of a Tourism Management with Events programme as part of the Tourism portfolio of programmes. In so doing, confusion in relation to marketing and promotion has been removed and diversity of Event Management programmes has been promoted whilst allowing the core Sandwich and Full Time Event Management programmes to develop greater uniqueness. This increased diversity will also enhance inclusivity, ie, in providing greater choice for applicants wishing to study at MMU.

Student inclusivity is not only the consequence of diversity of choice. Student inclusivity within programmes is also enhanced by units which emphasise teamwork, eg, the retained level 5 units ‘Event Project Management’ and ‘Business Planning’. The very nature of group and team work, brings students together, but also reflects the reality that the hospitality industry is a team industry. Additionally, the continued diversity that will prevail through the delivery and assessment practices outlined in the learning and teaching strategy (see section 25 of PS/1), particularly the emphasis on student active participation and the accessibility to unit materials through Web CT, facilitates inclusivity.

Allowing the two core Event Management programmes to run independently of the Hospitality portfolio of programmes (student numbers are such that a close relationship, for economy of resources provision, is not necessary), has aided the quest for ‘uniqueness’ and has allowed increased flexibility in terms of curriculum and unit design. There is now no longer a need to write a majority of units so that they serve both Hospitality and Event programmes. However, synergies have been retained where appropriate.

The detail in the revised curriculum design of the two core Event Management programmes has been influenced by certain other factors:

The need to continue to reflect the aspirations of the HLST Benchmark Statement. The need to reduce the ‘strategic’ overemphasis in level 6. The move of the placement to year 3.

The year 2000 HLST Benchmark Statement did not contain explicit recommendations for Event Management programmes. Event Management programmes generally related, if not easily, to the Hospitality facet of the document. The rapid increase in Event management programmes nationally, over the last 5 years, has resulted in Events programmes now being covered by a specific section in the 2008 HLST Benchmark Statement. As a consequence the programmes team have endeavoured to ensure that the revised Sandwich and Full Time Event Management programmes relate to the 2008 statement.

In terms of strategic overemphasis at level 6, the programmes team recognise that the current ‘Strategies in Action’ and ‘Business Environmental Analysis’ units are to similar in their strategic emphasis and not necessarily fully appropriate to the Event programmes. These units have been removed, and replaced, thus allowing the inclusion of additional more Event

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specific units. Additionally, the ‘Strategies for Events Management’ unit has been replaced with a unit which deals with both strategic and sustainability issues. These developments, have also further enhanced the uniqueness of the two core Event Management programmes.

The very vocational nature of the Event programmes helps ensure that students and graduates are employable. The Self Evaluation Document outlines the extent of employer contacts, employer demand for students and the very positive impact placement opportunities have on the relationship between employers, students and the programmes team. The introduction of the level 5 ‘Employability Skills’ unit is intended to further boost the employability of students and help inform and prepare for the year 3 placement. The move of the placement to year 3 is seen as a positive step by employers.

Relatively robust department quality assurance systems are in place and their impact is outlined and illustrated in the Self Evaluation Document. The programmes team have been mindful of these systems during the curriculum design process and the revised curriculum is, in large part, a consequence of feedback from these systems. As a consequence, the quality of the curriculum will be improved through the changes proposed.

A number of units both revised and new, will require students to engage in research, scholarship and reflective practice (see unit descriptors). Not least, the retained ‘Dissertation’ unit. The work of students through this unit has, over a number of years, been highly regarded by external examiners. The programmes team see this unit as central to students achieving certain higher level programme learning outcomes and as preparation for any intended postgraduate study. From the standpoint of all staff, the design of the revised curriculum has necessitated research, scholarship and reflective practice, ie, in updating or changing units and in considering how best to react to imposed ‘external’ changes and those changes deemed necessary as a consequence of feedback mechanisms.

The following pages show the Hospitality honours degree programmes curriculum maps:

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PROGRAMME MAPS

BA (HONS) EVENT MANAGEMENT

LEVEL 4: YEAR 1 LEVEL 5: YEAR 2 YEAR 3

PLACEMENT48 WEEKS MANDATORY CORE UNIT

LEVEL 6: YEAR 1

BUSINESS ACCOUNTING 20 CREDITSMANDATORY CORE UNIT

BUSINESS PLANNING 20 CREDITSMANDATORY CORE UNIT

OPERATIONS STRATEGY20 CREDITSMANDATORY CORE UNIT

FACILITIES MANAGEMENT20 CREDITSMANDATORY CORE UNIT

EVENT HUMAN RES. MAN.20 CREDITSMANDATORY CORE UNIT

DISSERTATION40 CREDITSMANDATORY CORE UNIT

EVENT INDUSTRY 20 CREDITSMANDATORY CORE UNIT

EVENT PRO. MAN.20 CREDITSMANDATORY CORE UNIT

EVENT SPON. & FUNDRAISING20 CREDITSMANDATORY CORE UNIT

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EVENT MARK. ENV.20 CREDITSMANDATORY CORE UNIT

EVENT OPERATIONS 20 CREDITSMANDATORY CORE UNIT

SUS & STRAT ISSUES FOR EVENTS20 CREDITSMANDATORY CORE UNIT

EVENT RISK & LEG. IMPL.20 CREDITSMANDATORY CORE UNIT

EVENTS MARK. MAN.20 CREDITSMANDATORY CORE UNIT

MANAGEMENT OF ORG.20 CREDITSMANDATORY CORE UNIT

EVENT DESTINATIONS 20 CREDITSMANDATORY CORE UNIT

EVENT RESEARCH METHODS10 CREDITSMANDATORY CORE UNITEMPLOYABILITY SKILLS10 CREDITSMANDATORY CORE UNIT

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2.2: Relationship to Subject Benchmark Statement(s)

The Event Honours Degrees programmes aims and outcomes are designed, through its constituent units, to achieve the relevant QAA benchmarks identified for the Hospitality, Leisure, Sport and Tourism (2008) subject area.

Please see section 6.2 of the Self Evaluation Document for an explanation of the programmes team engagement with the HLST benchmark statements.

The following matrices are the most explicit way to demonstrate the relationship between the Event programmes curriculum and the HLST subject benchmark statements.

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BENCHMARK MATRICES

MANDATORY CORE UNIT NUMBERS AND TITLES:

LEVEL 4:1: BUSINESS ACCOUNTING2: MARKETING3: FACILITIES MANAGEMENT AND ACCOMMODATION OPERATIONS4: FOOD AND BEVERAGE MANAGEMENT5: THE HOSPITALITY INDUSTRY IN CONTEXT

LEVEL 5:6: BUSINESS PLANNING7: SERVICES MARKETING AND OPERATIONS MANAGEMENT8: HUMAN RESOURCES MANAGEMENT9: EMPLOYABILITY SKILLS10: THEMED PROJECT MANAGEMENT

11: PLACEMENT

LEVEL 6:12; STRATEGIC MANAGEMENT13: OPERATIONS STRATEGY14; DISSERTATION

MANDATORY FIELD UNIT NUMBERS AND TITLES:

LEVEL 5:15: MANAGEMENT OF WINE AND ALCOHOLIC BEVERAGES16: MEETINGS, INCENTIVES, CONFERENCES & EXHIBITIONS (MICE)17: EQUIPMENT EVALUATION AND PRODUCT DEVELOPMENT

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21


22


23


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2.3: Assessment Criteria for Marking Schemes

2.3.1: Generic Criteria


knowledge of the underlying concepts and principles associated with their area(s) of study, and an ability to interpret these within the context of that area of study.

an ability to present and interpret qualitative and quantitative data, to develop lines of argument and make sound judgements in accordance with basic theories and concepts of their subject(s) of study.

an ability to communicate the results of their study/work accurately and reliably, and with structured and coherent arguments.

the qualities and transferable skills necessary for employment requiring the exercise of personal responsibility.


an ability to evaluate the established principles of their area(s) of study, and the way in which those principles have developed.

the ability to apply underlying concepts and principles outside the context in which they were first studied, including, where appropriate, the application of those principles in an employment context.

knowledge of the main methods of enquiry in their subject(s), and an ability to evaluate the appropriateness of different approaches to solving problems in the field of study.

an understanding of the limits of their knowledge, and how this influences interpretations based on that knowledge.

an ability to communicate effectively information, arguments, explanations, in a variety of forms, to specialist and non-specialist audiences, and deploy key techniques of the discipline effectively.


a systematic understanding of key aspects of their field of study, including acquisition of coherent and detailed knowledge of a discipline.

an ability to undertake established techniques of analysis and enquiry within a discipline.

conceptual understanding that enables the student:

o to devise and sustain arguments, and/or to solve problems, using ideas and techniques, some of which are at the forefront of a discipline.

o to describe and comment upon particular aspects of current research, or equivalent advanced scholarship, in the discipline.

o to evaluate critically arguments, assumptions and data.

the ability to manage their own learning, and to make use of scholarly reviews and primary sources (eg, refereed research articles and/or original materials appropriate to the discipline).

the learning ability needed to undertake a career which involves appropriate further training of a professional or equivalent nature.

Students who are awarded a Pass degree

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Students who are awarded a Pass degree are those students who, in the judgement of the Board of Examiners, have failed to demonstrate the outcomes achieved by an Honours graduate. These students however have, by virtue of the University Regulations for Undergraduate Programmes of Study, already demonstrated that they possess those attributes associated with Level 2 studies. In addition, they have completed the whole range of Level 3 studies associated with their award and have demonstrated a sub-set of those associated outcomes.

2.3.2: Programme-Specific Criteria

Level 4

70% or more

Excellent knowledge and understanding of relevant issues and theories, which shows a capacity to understand and explain interrelationships between concepts and apply them to practice.

Evidence of knowledge gained from a range of literature and other sources. Accurate referencing used to support arguments. Written and oral communication which is clear and coherent. Accomplished use, reporting and evaluation of a range of basic research methods

and data analyses.

60-69%:

Substantial knowledge of relevant issues and theories, which is evidenced in the ability to relate these to practical application in a balanced way.

Accurate referencing of appropriate literature, which generally substantiates arguments.

Written and oral communication is clear and coherent. Proficient use, reporting and evaluation of a range of basic research methods and

data analyses.

50-59%:

Generally appropriate knowledge, with ability to discuss and compare concepts and their relationship to practice.

Evidence of referencing to support argument. Written and oral communication shows evidence of logical structure and competent

expression. Competent use, reporting and evaluation of a range of basic research methods and

data analyses.

40-49%:

Accurate recall of facts with some minor confusions. Limited ability to relate knowledge to practice or draw on breadth of relevant theories. Limited referencing and argument. Written and oral communication lack structure and clarity. Ability to use and report on a range of basic research methods and data analyses.

Fail:

Limited recall of facts which may contain some confusions.

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Poor ability to relate knowledge to the topic. Poor referencing and argument. Written and oral communication lacks structure and clarity. Poor ability to use and report on a range of basic research methods and data

analyses.

Level 5

70% or more:

Excellent integration of knowledge and understanding with respect to relevant issues and theories, which shows a capacity to apply concepts in imaginative ways and to apply them in practice.

Evidence of knowledge gained from a wide range of appropriate literature and other sources.

Accurate referencing used to support arguments. Written and oral communication is clear and coherent and synthesises knowledge in

a balanced way. Comprehensive ability to frame and operationalise research questions and to use,

report and evaluate a range of research methods and data analyses.

60-69%:

Substantial knowledge of relevant issues and theories, which is evidenced in the ability to accurately explain their interrelationships and to relate these to practical application in a balanced way.

Competent choice and critical use of appropriate material to address the topic from a broad range of literature, which is accurately referenced.

Written and oral communication is clear and coherent. Proficient ability to frame and operationalise research questions and to use, report

and evaluate a range of research methods and data analyses.

50-59%:

Generally appropriate knowledge, with ability to discuss and compare concepts and their relationship to practice.

Appropriate choice and some critical use of material to address the topic from a range of literature, which is generally well referenced.

Written and oral communication shows evidence of logical structure and competent expression.

Competent ability to frame and operationalise research questions and to use, report and evaluate a range of research methods and data analyses.

40-49%:

Largely descriptive discussion of theories with limited ability to critically apply these to the topic.

Inadequate referencing and development of argument. Written and oral communication lacks cohesive structure and clarity. Adequate ability to frame and operationalise research questions and to use, report

and evaluate a range of research methods and data analyses.

Fail:

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Limited and descriptive discussion of theories. Little critical analyses of the topic, with limited reference to the literature. Poor integration of knowledge gained from different sources. Written and oral lacks structure and clarity. Limited ability to frame and operationalise research questions and to use, report and

evaluate a range of research methods and data analyses.

Level 6

First class:

Excellent integrated and coherent research – based theoretical knowledge, applied with authority to support critical analysis of the topic, synthesis to produce specific solutions and skilful consideration of application to practice.

Accurate referencing of a wide range of literature, including recent literature, used to select and support arguments.

Written and oral communication is clear and coherent and both synthesises and contextualises knowledge.

Accomplished in the initiation, design, conduction, reporting and evaluation of empirical research under appropriate supervision.

Upper second class:

Detailed and coherent research-based theoretical knowledge, applied with balanced critical analysis of the topic, synthesis to propose specific solutions and consideration of application to practice.

Accurate referencing of a wide range of literature used to select and support arguments

Written and oral communication is clear and coherent and largely synthesises and contextualises knowledge.

Proficient in the initiation design, conduction, reporting and evaluation of empirical research under appropriate supervision.

Lower second class:

Generally detailed and coherent research-based theoretical knowledge, applied with critical analysis of the topic, synthesis to suggest approaches to specific solutions and consideration of application to practice.

Accurate referencing of a range of literature used to support arguments. Written and oral communication is generally clear and logically structured, and

attempts to synthesise and contextualise knowledge. Competent in the initiation, design, conduction, reporting and evaluation of empirical

research under appropriate supervision.

Third class:

Largely explanatory treatment of research-based theoretical knowledge, with some critical analysis of the topic, some evidence of synthesis to produce specific solutions and consideration of application to practice.

Limited use of relevant literature to support arguments. Written and oral communication is generally clear and shows some structure, but

attempts to synthesise and contextualise knowledge are limited. Can initiate, design, conduct, report and evaluate empirical research under

appropriate supervision.

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Fail:

Largely descriptive account of research-based theoretical knowledge, with limited critical analysis of the topic or synthesis and consideration of application to practice.

Written and oral communication lacks clarity and / or logical structure, with little attempt to synthesise and contextualise knowledge.

Selection of material may be inappropriate. Limited use of relevant literature. Poor ability to initiate, design, conduct, report and evaluate empirical research

despite appropriate supervision.

2.4: Arrangements for anonymous marking of summative assessments

For most summative coursework assessment the programme will adopt the Faculty procedure on anonymous marking. Students submit coursework to the Faculty Office with a completed submission form identifying themselves solely by student number. The appropriate academic will mark the submitted assignments, they will be internally moderated and only identified to the student prior to the marks being input into the marks database.

Similarly, examination scripts are only identified by student number until the marking process is complete following the University-wide arrangements for the anonymous marking of examinations.

The only exceptions to these arrangements are (1) final year dissertations where a student has worked closely with a supervisor and anonymity is not possible and (2) presentations where it is apparent to the assessor who the student is.

2.5: Arrangements for the quality management of placement learning

All Hospitality Sandwich programmes will incorporate placement learning. This will take place in year 3 of their study. The management, organisation and implementation of the placement experience will be made in accordance with the University's institutional code of practice on placement learning. This will be detailed in the placement unit handbook, which clearly indicates the roles of the university, the student and the employer.

2.5.1: Management of the process

Within the Department of Food and Tourism Management designated Placement Officers/Academics will be responsible for the delivery of academic units which will support the students’ development and ability to choose the appropriate placement. This will be specifically embodied within the Employability Skills unit at level 5. During the placement year, students will be allocated a Visiting Placement Tutor who will visit them at least once and will oversee the placement experience for the student.

The Placement Officer/Academic will be responsible for overseeing the whole process of placement and duties will include:

Providing advice to students with regard to securing placements and liasing with appropriate placement providers.

supporting students through the preparation for placement period (e.g., understanding the academic requirements of the placement period; assisting with CV preparation and interview techniques etc).

providing a programme of opportunities for placement employers to come and present to students and in some cases to recruit on site.

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ensuring both student and placement provider understand and have agreed to conform to Health and Safety requirements.

monitoring the quality of the placement process and reporting to the Programmes Committee.

During the placement period the student is under the direct supervision of the industry mentor. In addition, a named member of academic staff is allocated to each student as ‘visiting tutor’ in order to provide support and guidance. They will usually visit the student on at least one occasion, assess the student’s progress and monitor their welfare. The Visiting Tutor will:

Undertake at least one placement visit and will question if Health and Safety requirements have been met by the placement employer.

Give guidance and advice on the assessment requirements of the placement year;Mark the assessments and provide feedback to the students.Be the first point of contact for students who may be experiencing difficulties whilst on

placement.

2.5.2: Learning Outcomes:

Placement Learning is not an academic unit in itself and in accordance with MMU regulations the Practice credits (P) awarded to the Placement means that assessments are marked on a pass/fail basis. Learning outcomes will be summatively assessed. At the end of the placement the student will:

have developed an awareness of the social, economic and managerial factors which exist within the working environment.

have developed individual competencies and vocationally relevant skills through practical experience within the appropriate organisation.

have demonstrated that they are able to contribute to a specific area of the organisation.

be able to place the theoretical understanding of their previous studies into the practical application of the working environment.

recognise the importance of personal development and have further developed their employability/transferable skills.

2.5.3: Nature of the placement:

There is a Department requirement for the student to attend a placement for 48 weeks full time (37.5 hrs min) in an approved placement location. This is the minimum requirement for a sandwich degree but also fulfils contractual arrangements as agreed between the employer, the Department and the student prior to the start of the placement. During the academic year preceding their placement opportunities will be presented for students to meet prospective placement employers when they visit the Department to give talks and in some cases to recruit directly.

Students will also be required to complete and submit a Personal Development portfolio and an organisation report. During the placement it is also a requirement that students achieve a satisfactory overall review of performance and development. This appraisal will take place during the tutor visit and at the end of the placement period. It will include the student and the company supervisor / manager.

Any student who is dismissed from their placement post will be considered through a separate disciplinary procedure.

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2.5.4: Securing the placement:

Through the designated Placement Officer/Academic, every assistance will be given to ensure students have the opportunity to secure a suitable placement experience. However it is ultimately the responsibility of the student alone to prepare an appropriate CV and to secure the place at interview. The preparation for placement will begin during the second year of study and mandatory Health and Safety briefings will be held before the end of that academic year.

Due regard will be given to factors that might affect an individual student's ability to undertake the placement. These may include:

special educational needs. Disability.family commitments. religious commitments.

The Disability Discrimination Act (2005) protects disabled students from discrimination in the field of employment. As part of this protection, employers have to make “reasonable adjustments”. The learning support unit at the university will provide help and advice, in conjunction with the Placement Unit. These two parties can discuss and advise with regards to specific students prior to placement commencement. They can also advise if students are not happy with arrangements once placements have commenced.

2.5.4: Monitoring the quality of industrial placement experience: The standard of the placement is continuously monitored. The systems utilised are many and varied. Performance indicators of experiential learning include:

Codes of practice: (i) University (ii) Employer (iii) Students Visiting tutor reports:

o Reflective Learning diary/ Critical incident pro-formaso Review Learning Contractso Review of Student/Placement provision with industry mentoro Review of Placement/project with studento Review Health & Safety provisiono Comments/action for future placements

Assessment of student assignments from placement

The student will submit two coursework assessments to meet the unit’s learning outcomes. It is from these documents that the visiting tutor and the placement co-ordinator will gain a clearer picture and a deeper understanding as to the qualitative nature of the position for purposes of developing the required transferable skills.

Employer Reports

The employer is required to give a report on the experiential learning opportunities that the student was exposed to during their placement year. This serves to feedback the qualitative nature of transferable skills being acquired and the appropriateness of the Industrial placement for future use.

Contact made by student and/or employer

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Responses to areas of concern will be actioned quickly and an investigation can be started immediately from within the placement office. This may take the form of telephone calls, one-to-one discussions, or personal visits made by the visiting tutor or the placement co-ordinator.

Post-placement de-briefing session

On return from placement the students attend a qualitative de-briefing session organised by the group tutor. The student will be required to give a 10-minute presentation on their “Experiences whilst on placement”. This session is designed to achieve two objectives (i) Give the student a platform for discussion about his/her experiential learning (ii) Facilitate the evaluation of the placement experience for present and for future purposes.

2.5.6: Student responsibilities:

Students must be aware of their responsibilities whilst on their placement:

as representatives of the University for maintaining goodwill within the host organisation, fulfilling contracted obligations and demonstrating commitment and appropriate attitude and behaviour.

towards the placement provider and its customers/clients/employees . for recording their progress and achievements. for alerting the placement provider and the University to problems with the placement

that might prevent the progress or satisfactory completion of the placement, including any health and safety or ethical matters.

for undertaking any assessments during the placement which may be required in fulfilment of the programme regulations.

Students unable to complete their period of placement and associated assessments will be referred to the next appropriate Examination Board.

2.6: Academic partnership activity


2.7 Professional, statutory and regulatory body links


2.8 Flexible and distributed learning (including e-learning)


3: ASSESSMENT REGULATIONS

3.1: Statement on MMU Regulations for Undergraduate or Postgraduate Programmes of Study

This programme conforms to the regulations laid down in ‘The Manchester Metropolitan University Regulations for Undergraduate and Postgraduate Programmes of Study ‘ document with regard to assessment, reassessment and progression.

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3.2: Programme-specific regulations

3.2.1: Student attendance and absence

This programme conforms to the regulations laid down in ‘The Manchester Metropolitan University Regulations for Undergraduate and Postgraduate Programmes of Study’ document with regard to student attendance and absence.

3.2.2: Approved variation or exemption from MMU Regulations

The programme does not seek any variation from MMU regulations.

4: PROGRAMME MANAGEMENT AND STUDENT SUPPORT

4.1: Programme Committee

4.1.1: Membership

The Programme Committee will consist of the following members:

Programme Leader (Chair) Head of Department of Food and Tourism Management (ex officio) Dean of Faculty (ex officio) Staff with particular programme responsibility:

Unit Leaders (as identified within the unit descriptors in the appendix)Group TutorsPlacement Officer

Members of full-time and part-time staff teaching on the Programme Student representatives elected from each level of the full-time route (at least one

from each tutor group) Additional membership categories: representative of the University Library; Faculty

Student Support Officer; representative of Information and Communication Technology Services.

4.1.2: Responsibilities

The Committee will meet once a term, or more frequently if necessary. It will be responsible for:

i the maintenance and enhancement of the academic standards of the Programme.ii the monitoring and evaluation of the Programme and in particular evaluating its

operation, its delivery and standard, its teaching methods, its curriculum aims and students' needs.

iii ensuring the Programme operates in accordance with the approved Programme scheme.

iv agreeing recommendations for changes to the Programme (content and structure) and on any matter affecting the operation of the Programme.

v considering and implementing at Programme level such policies as may be determined by the Academic and Faculty Board in relation to:

Programmes, teaching and learning, the content of the curriculum the assessment and examination of students (in conjunction with Board of

Examiners) criteria for the admission of students

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research, scholarship and Programme-related staff development the appointment of internal and external examiners the retention, support and progression of students.

vi advising the Academic Board on such matters as v above.vii ensuring the academic development of the Programme.viii advising the relevant Head of Department/Dean through the Programme Leader on

the resources needed to support the Programme.ix contributing to the formulation of institutional academic policy and considering such

other matters as may be appropriate to the operation of the Programme or as may be referred to the committee by Faculty or Academic Board.

4.2 Board of Examiners

4.2.1 Membership

The Board of Examiners shall comprise:

Head of Department of Food and Tourism Management Dean of Faculty (ex-officio) Programme Leaders Internal Examiners (defined as those staff, both full and part-time associated with

assessment which are the responsibility of the Board) The External Examiners appointed for the programme

4.2.2 Responsibilities

i The Board of Examiners shall be responsible to the Academic Board for all the programme assessments that contribute to the granting of academic awards and for recommending the granting of awards to candidates who the Board is satisfied have fulfilled the objectives of the programme of study, demonstrated fulfilment of the associated learning outcomes and achieved the required standard.

ii In exercising its responsibilities, the Board of Examiners has the discretion, subject to the provision of the regulations of the University, to reach such a decision in respect of candidate’s assessment(s) and award as it may deem appropriate having regard for the need to ensure that justice is done to individual students and that the standards of the University’s awards are maintained.

4.2.3 Functions

The Board’s functions shall include:i recommending the conferment of an award upon a student who, in the judgement of

the board, has fulfilled the objectives of the approved programmes of studies, demonstrated fulfilment of the associated learning outcomes and achieved the standard required for the award.

ii determining the award, including the level of Honours where applicable, to be recommended under (i) above.

iii applying the University’s examination and assessment regulations to the programme.iv considering, moderating and approving examination papers, and marking schemes, if

any, for all assessed examinations relating to the programme.v consider and approving and assignments or projects which form part of the scheme

of assessment.vi assessing written or oral examinations.vii assessing any project or coursework which forms part of the scheme of assessment.vii receiving and considering any communication relevant to its functions.

34


ix reporting matters of policy and significance to the Academic board.x such other functions as the Academic board shall determine.

4.2.4 Sub-Committees

The Board of Examiners may appoint sub-committees to deal with special aspects of its work other than the final assessment of candidates and may delegate to sub-committees such duties as preparing draft examination papers and assignments, marking scripts, considering and approving the titles and outlines of projects and theses, assessing course work and preparing evidence for presentation to the Board of Examiners, subject to the overriding authority of Board of Examiners and the rights and responsibilities of individual examiners.

4.2.5 Subsidiary Examination Committees

The Board may appoint subsidiary examination committees which must include at least one approved external examiner in their membership. Such subsidiary examinations committees may not make decision on behalf of the Board of Examiners but shall make such recommendations as they may consider appropriate to the main Board of Examiners.

4.2.6 Duties of Board Members

i The duties of the Chair of the Board of Examiners shall include convening meetings, corresponding and communicating with External examiners between meetings and accepting responsibility for the correct recording of decisions and recommendations of the Board.

ii The duties of the Internal Examiners shall include preparation of draft examination papers, assessment schemes, marking scripts, assessing projects and theses, drawing up and presenting to the Board of Examiners such reports as may be required and attending meetings of the Board.

iii The role, authority, duties and rights of External Examiners shall be defined in the regulations on external examiners made by the Academic Board.

4.2.7 Treatment of Extenuating Circumstances

It is the responsibility of the Board to ensure that student extenuating/mitigating circumstances are addressed according to University regulations. In accordance with University regulations within the Hollings Faculty there will be a Faculty Board dealing with Extenuating Circumstances allowing for an equitable and fair cross-faculty approach to the process. This will take place prior to the Exam Boards and will consider individual cases and make recommendations to the Board. Only in exceptional cases will details be revealed to the full Board and only with the student’s written permission.

4.3 Programme Leader(s)

The appointment and duration of office of a Programme Leader shall be determined by the Head of Department in consultation with the appropriate Dean of Faculty. Programme Committee recommendations shall be addressed through the Programme Leaders to the Head of Department who in turn shall report to the relevant Dean of Faculty.

The Programme Leader is responsible for the day to day management of the programme including (with the assistance of a designated admissions tutor from within the programme team if desired) admissions decisions. The programme leader will also be responsible for

35


producing the annual monitoring exercise with assistance from the programme team and reference to the Head of Department.

The Programme Leaders are:

BA (Hons) Event Management: P. Walters BA (Hons) Event Management: A. Mcloughlin

4.4 Other Staff Responsibilities

All academic staff who teach on the Event programmes are members of the programme team and may be allocated specific responsibilities relating to the organisation of the programme. These might include, group or year tutorships, admissions, presentations at open days etc.

4.5 Student Support Strategy

Group Tutors (level 4 and 5) are the students’ first point of call and have a duty to ensure students are given all the relevant information about their teaching programme.

In level 6 dissertation supervisors are the students’ first point of call for assistance relating to personal issues or difficulties with their programme

Programme handbooks and unit handbooks give students relevant information on learning, teaching and assessment.

Induction programmes ensure that students are given information and advice on using the Library facilities. IT facilities and Support Services.

Student group representatives are elected to the Programme Committee and are able to voice any general concerns regarding learning and teaching.

Unit tutors are available with specific advice regarding their part of the syllabus. Group tutors are available on an appointment basis and students are ensured

confidentiality when requested. Tutors will guide the student to the most appropriate help. Students are introduced to Student Services and are encouraged to seek the most

appropriate help. Within the Faculty, the Faculty Student Support Officer provides an invaluable service

ranging from one to one tutorials to regular workshops (such as time management, stress management, examination revision).

4.6 Student Evaluation

Student feedback is essential to programme development and student comments are used to enhance both the successful management of the programme and the teaching/ learning strategies.

Student observations are considered through the tutorial systems and through the student voice on Programme Committees. An annual questionnaire survey takes place towards the end of term 2 which assesses the students’ opinions of respective units undertaken. Students are also strongly encouraged to take part in the National Student Survey. These sources of information feed into the programmes Quality Action Plan.

4.7 Engagement with Employers

In undertaking the delivery of a vocational programme it is very important to develop and maintain links with employers. The placement officer’s continually aim to develop employer links, by consulting and visiting potential employers and by inviting placement employers to

36


give presentations to students. Within the review period local employers have been invited in for consultation on programmes content. Relationships with employers have also led to short term employment and consultancy opportunities for students. Employers are invited regularly to provide guest lectures linked to specific subject areas in units and they also visit to deliver careers talks and offer graduate employment opportunities to students.

Some of the major employers with whom we have forged links include:

Accor group, Jury’s Doyle Hotels, Radisson Edwardian Hotels, Premiere inn Hotels, Intercontinental Hotels, Shire Hotels, Marriott Hotels, Principal Hotels, Radisson Group, Debenhams (Restaurant management), McDonalds Hotels The Starwood Group Kessler Collection Yummy Jobs (Disney) Hilton USA Sinnott Brooks (Ireland) TUI (Europe) Wedgwood USA Universal USA

There are also a large number of smaller employers and event companies with which the department has relations.

37


PART THREE – CURRICULUM CONTENT

Unit Specification Templates

38


1 UNIT TITLE BUSINESS ACCOUNTING2 BRIEF SUMMARY This unit introduces financial techniques to enable students to

plan effectively, organise, control and report on a business entity.

3 UNIT CODE NUMBER 33BA1001

4 HOME PROGRAMME All BA (Hons) Event Management Programmes

All BA / BSc (Hons) Hospitality Management Programmes

Foundation Degree Hospitality Management

Foundation Degree Event Management

5 HOME DEPARTMENT Food and Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) Neil Symon

8 CREDIT VALUE 20 CREDITS AT LEVEL:

4

9 TOTAL AMOUNT OF STUDENT LEARNING (NOTIONAL HOURS OF LEARNING)

200

10 UNIT STATUS Mandatory Core

11 PRE-REQUISITES None

12 CO-REQUISITES None

13 UNIT LEARNING OUTCOMES

On successful completion of this unit students will be able to:1) Understand and interpret a set of final accounts using

appropriate ratios.2) Use financial Forecasting techniques.3) Organise data for input into a spreadsheet and

complete computerised accounting.

14 CURRICULUM OUTLINE

An introduction to business accounting Pricing techniques Costing: marginal and absorption Cash flow forecasts Basic book-keeping Final accounts: trading, profit and loss accounts Departmental accounts Balance sheets Adjustments to final accounts Performance indicators: Ratios Cash accounting Spreadsheet models

15 LEARNING & TEACHING ACTIVITIES

Class Contact:Lectures 19 x 1 hourTutorials 19 x 1 hourComputer workshops 5 x 2 hour

The unit leader will also make available online support via the

39


Web CT Vista portal

40


16 ASSESSMENT STRATEGIES

Ass Number Outcomes Weighting Ass Type1 1,2,3 40 Course work

1500 words2 1,2 60 Exam

Students to complete a course work in groups of 3s and 4s mainly on spread sheet with a short report. A two hour exam, some of which may be multi-choice covering cash flows, cash accounts, ratios, and final accounts. This carries 60% of the overall grade for this unit.

17 ASSESSMENT CRITERIA FOR UNIT/ELEMENTS OF ASSESSMENT

Detailed assessment criteria for this unit will be related to learning outcomes and will be included within the unit handbook. These criteria will be derived from the Programme Specific Criteria contained in Section 2.3.2 of the Definitive Document.

18 INDICATIVE STUDENT LEARNING RESOURCES

Key Text:Fardon, M. and Cox, D. (2000) Accounting: An Introduction to the Principles of Accounting, 2nd edition, Bath: Osborne Books Ltd.

Other BooksAtrill, P, McClaney, E (2001), Accounting and Finance for Non-Specialists, 3rd ed., Harlow: Financial Times Prentice Hall

Atrill, P, McClaney, E (2002), Finance Accounting for Non-Specialists, 3rd ed., Harlow: Financial Times Prentice Hall

Atrill, P, McClaney, E (2002), Management Accounting for Non-Specialists, 3rd ed, Financial Times Prentice Hall

Drummond, D (1998), Purchasing and Costing for the Hospitality Industry, London: Hodder and Stoughton Educational

Wood, F. (2002), Frank Wood's Business Accounting. - 1. - 9th ed., Harlow: Financial Times Prentice Hall

Wood, F. (2002), Frank Wood's Business Accounting. - 2. - 9th ed., Harlow: Financial Times Prentice Hall,

Journals and Periodicals:These will be recommended by the unit tutor during the academic year.

Web sites and electronic resources:These will be recommended by the unit tutor during the academic year.

19 ANY ADDITIONAL NOTES AND COMMENTS

41


20 DATE OF APPROVAL21 DATE OF MOST

RECENT CONSIDERATION:

42


1 UNIT TITLE EVENT DESTINATIONS2 BRIEF SUMMARY Students will have the opportunity to learn about the

structure, operation and organisation of public and private sector event providers and associated suppliers and their respective roles in the management of destinations and their impact upon them.

3 UNIT CODE NUMBER 33ED1001

4 HOME PROGRAMME BA (Hons) Event Management - Full time and Sandwich programmes.


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Andrew Mcloughlin


4


200





On successful completion of this unit students will be able to:

1) Demonstrate a critical awareness and appreciation of existing and emerging standards, policies, initiatives, framework and contemporary issues within a destination framework.2) Explain and interpret theories and concepts which are used to understand the origin, purpose, meanings and development of events within a destination perspective.3) Plan, design, execute and communicate a sustained piece of independent intellectual work which provides evidence of critical engagement with and interpretation of, appropriate data.


Introduction to the destination concept from an event and tourism perspective

Event Tourism Event Supply sector within a destination framework Academic Destination Models Destination Image and Marketing The role of a Destination Marketing Organisation Destination design and development Urban and Rural event destinations Attributes an characteristics of a capital city

43


Event Destinations – a portfolio approach Seasonality of events Event Impacts on a destination Celebrities and The media – impact on a destination Incentive Travel and Destination Management

Organisations UK perspective – Isle of Wight, Blackpool International perspectives/focus – Dubai, New York,

Sydney and The International Wedding Market


Class Contact:Lectures: 24 x 1hoursSeminars: 6 x 1 hoursField Trips: 16 hours

This unit will be delivered through a combination of lectures, some tutorials (linked to the assessment) and two field trips to two distinctive destinations. Lectures will introduce key fundamental points whilst seminars and field trips will provide the opportunity to analyse issues and develop a more focussed understanding of the destination concept

The unit leader will also make available online support via the Web CT Vista


Ass Number Outcomes Weighting Ass Type1 2,3 50 Report –

1500 words2 1,2,3 50 Exam (2hrs)




Key Texts:Bowdin, G, McDonnell, I, Allen, J & O'Toole, W,(2006) Events Management, Butterworth-Heinmann, London

CSEP, DMCP, Schaumann, Pat CMP (2004) The Guide to Successful Destination Management, John Wiley and Sons

Davidson, R. and Maitland, R. (1997) Tourism Destinations, Hodder and Stoughton

Getz (2007) Event Studies: Theory, Research and Policy for Planned Events, Butterworth-Heinemann

Getz (2005) Event Management and Event Tourism Cognizant Communication Corporation; 2Rev Ed edition

Hall, C.M. and Page, S.J. (2006) The Geography of Tourism and Recreation: environment, place and space. London: Routledge

Holden A (2000) Environment and Tourism Routledge

44

http://www.amazon.co.uk/Event-Studies-Research-Multi-disciplinary-Management/dp/0750669594/ref=pd_bbs_sr_11?ie=UTF8&s=gateway&qid=1202462716&sr=8-11


http://www.amazon.co.uk/exec/obidos/search-handle-url?_encoding=UTF8&search-type=ss&index=books-uk&field-author=CSEP%2C%20DMCP%2C%20Schaumann%2C%20Pat%20CMP


Rogers T and Davidson R (2006) Marketing Destinations and Venues for Conferences, Conventions and Business Events: A Convention and Event Perspective) Butterworth-Heinemann

Shone, A. with Parry, B (2004) Successful Event Management, Oxford, Butterworth-Heinmann

Yeoman I, Robertson M, Ali-Knight J and Drummond S (2003) Festival and Events Management: An International Arts and Culture Perspective Butterworth-Heinemann

Journals and Periodicals:Event Management Journal (pre 2000 known as Festival and Event Journal)Festival Management and Event Tourism JournalInternational Journal of Sports Marketing and SponsorshipJournal of Travel and Tourism MarketingAnnals of TourismTourism ManagementJournal of Vacation ManagementMeetings and Incentive TravelCurrent Issues in TourismInsights





45

http://www.amazon.co.uk/Festival-Events-Management-International-Perspective/dp/075065872X/ref=sr_1_15?ie=UTF8&s=books&qid=1208936631&sr=8-15

http://www.amazon.co.uk/Festival-Events-Management-International-Perspective/dp/075065872X/ref=sr_1_15?ie=UTF8&s=books&qid=1208936631&sr=8-15


1 UNIT TITLE EVENT MARKETING ENVIRONMENT2 BRIEF SUMMARY Students will be able to have an understanding of the

concept of Marketing as a management process within the events industry. The unit is designed as an introduction to Marketing and the nature of services, with a specific focus on the marco-environment; customers, consumer behaviour markets, trends and competition.

3 UNIT CODE NUMBER 33EM1001

4 HOME PROGRAMME BA (Hons) Event Management - Full time and sandwich programmes.


6 SUBJECT AREA HLST



4


200

10 UNIT STATUS Mandatory core





1) Comprehend the nature, characteristics, needs and expectations of different consumers through applying consumer behaviour theories and concepts.2) Demonstrate an understanding of the ways in which attendees behave at events and within the venue and surrounding destination.3) Understand and evaluate the diverse nature of the industry.4) Interpret information and data relevant to a professional or vocational context.


Introduction to marketing as a business and management process, with specific relevance to the events industry.

The need for research and the marketing research process

Secondary research methods and the Internet An analytical approach – SWOT analysis The event marketing environment – macro and micro

perspective Characteristics of an event as a service

46


Principles of services marketing Characteristics of a customer and consumer Customers as audience participants Characteristics of an event business end user Consumer behaviour concepts and theory Consumer trends within services Lifestyles in Britain today – forecasts and trends PEST influences on the events industry The market place – market share, growth and

development within the events industry The nature of competition The Events Competitive Environment Sector analysis: UK Event Agencies Sector analysis: UK Consumer Exhibitions Sector analysis: UK Business conferences Sector analysis: UK venues and facilities The Events Industry and the global market place


Class contact:Lectures 24 x 1 hoursSeminars 24 x 1 hours

This unit will be delivered through a combination of lectures and seminars. Lectures will introduce key fundamental points whilst seminars will provide the opportunity to discuss and analyse issues and develop material through case study examples and student input.



Ass Number Outcomes Weighting Ass Type1 3,4 50 Report2 1,2,3,4 50 Exam (2hrs)

Presentation and business report linked to a case studyExamination – 2 hours – Consumer behaviour and the nature of services.




Key Texts:Bowie, D. & Buttle, F. (2007), Hospitality Marketing: An Introduction, Butterworth-Heinemann, Oxford

Dibb S, Simkin L, (2006) Pride W M, Ferrell O C. Marketing Concepts and Strategies, Fifth European Edition, Houghton Mifflin

Doole, I. Lancaster, P. & Lowe, R (2002) Understanding and Managing Customers, Prentice-Hall, London.

47


Hoyle, P. (2002) Event Marketing, Wiley, London.

Jobber, D. (1998) Principles and Practice of Marketing, McGraw-Hill, Maidenhead.

Palmer, A., (2008),4th ed., Principles of Services Marketing, McGraw-Hill: London

Palmer, A. and Hartley, B. (2006) The Business Environment, 5th Edition, McGraw-Hill.

Shone, A & Parry, B. (2004) Successful Event Management, Thomson, London.

Wood, E. & Masterman G (2007) Innovative Marketing Communications Strategies for the Event Industry, Butterworth-Heinmann, Oxford

Journals and Periodicals:Event Marketing Research:

Mintel Main Event Event trade magazine Journal of Hospitality and Leisure Marketing Journal of Event Management

Web sites and electronic resources:www.marketingonline.comhttp://www.marketingteacher.com/Event Company websites




48

http://www.marketingteacher.com/

http://www.marketingonline.com/


1 UNIT TITLE EVENT RISK AND LEGAL IMPLICATIONS2 BRIEF SUMMARY The aim of this unit is to give learners an insight into risk

management and legal issues that are necessary for effective operation within the events industry.

3 UNIT CODE NUMBER 33ER1002


5 HOME DEPARTMENT Department of Food and Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) Shaun Litler


4


200





On successful completion of this unit students will be able to:1. Display knowledge, understanding and application of

risk management for the events industry2. Explain the responsibility of all stakeholders in managing

risk3. Recognise and apply key principles of law with regard to

the events industry4. Identify and discuss the importance of a range of

legislation key to the events industry


Introduction to Risk Management concepts and principles

Risk assessment – HSE five step plan Responsibility for risk at event destinations Contract law for the event industry – elements of a

contract, specific terms, riders, tort Other Business Law Health and Safety legislation to include the role of the

HSE Licensing and Copyright


Class Contact:

Lectures: 24 x 1 HoursSeminars: 24 x 1 Hours

This unit will be delivered through a combination of lectures and seminars. Lectures will introduce key fundamental points and seminars will provide the opportunity to discuss and analyse

49


issues and develop this material through case study examples and student input.


50



Ass Number Outcomes Weighting Ass Type1 1,2 40 Presentation

linked to a portfolio of evidence

2 1,2,3,4 60 Exam (2hrs)

Students will be expected to link their Portfolio evidence to a live context.




Key Texts:AE, BECA & EVA 920020 The Guide to Managing Health & Safety at Exhibitions and Events (The Red Book), Berkhamsted:

Adams A (2006) Law for Business Students Longman

Bowdin, G, McDonnell, I, Allen, J & O'Toole, W,(2006) Events Management, Butterworth-Heinmann, London

Conway C (2006) The Events Managers Bible – The Complete Guide to Planning and Organising a Voluntary or Public Event, How To Books Ltd

Getz (2007) Event Studies: Theory, Research and Policy for Planned Events, Butterworth-Heinemann

Hannan C (2004) Health and Safety Management in the Live Music and Events Industry, Entertainment Technology Press Ltd

Health and Safety Executive (1999) The Event Safety Guide, London :HSE

Health and Safety Executive (2000) Managing Crowds Safely (2nd Edn) London: HSE Books

Health and Safety Executive (2006) Five steps to risk assessment: HSE

Kemp, C and Hill, I (2004) Health and Safety Aspects in the Live Music Industry, Entertainment Technology Press Ltd

Keenan D (2007) Smith and Keenan's English Law: Text and Cases, Longman; 15 h edition

Matthews D (2008) Special Event Production – The Process, Butterworth-Heinemann

Mckendrick E (2007) Contract Law, Palgrave Macmillan; 7Rev Ed edition

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http://www.amazon.co.uk/Law-Business-Students-Alix-Adams/dp/1405832622/ref=pd_bbs_sr_1?ie=UTF8&s=gateway&qid=1202984755&sr=8-1


Murphy, J (2007) Street on Torts Oxford University

Richards P (2007) Law of Contract, Longman; 8th edition

Tarlow, P (2002) Event Risk Management & Safety, New York, Wiley

Turner S (2007) Unlocking Contract Law (Unlocking the Law) Hodder Arnold; 2Rev Ed edition

Wenster I, Leib J, and Button J (2007) The Concise Guide to Licensing, Matador

Journals and Periodicals:Event Management Journal (pre 2000 known as Festival and Event Journal)Festival Management and Event Tourism JournalInternational Journal of Sports Marketing and SponsorshipJournal of Travel and Tourism Marketing





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http://www.amazon.co.uk/Street-Torts-John-Murphy/dp/0199291667/ref=sr_1_1?ie=UTF8&s=gateway&qid=1202984943&sr=8-1


1 UNIT TITLE FACILITIES MANAGEMENT 2 BRIEF SUMMARY This unit focuses on the abilities and skills necessary for any

Event Manager to successfully take responsibility for a fixed building or outdoor event site.

3 UNIT CODE NUMBER

33FM1001

4 HOME PROGRAMME

BA (Hons) Event Management - Full time and Sandwich programmes.

5 HOME DEPARTMENT


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Shaun Litler


4


200






1. Understand and interpret the systems and procedures for operating and controlling sites / venues facilities and activities in a variety of operational settings

2. Understand the design and building process for event venues and facilities: including the need for creative solutions to problems.

3. Evaluate the factors affecting the design and management of event facilities.


Range of event venues Influences on supply and demand Feasibility studies, location and venue planning Designing the building - Design Brief, Architects, Types

of rooms and flexibility, entrances, flow of people, use of space, colour etc...

Social skills and customer care. Rights and responsibilities of the guest/visitor and

accommodation/facility provider. Reservation and registration systems. Management of the facilities – Organisational

structures, Policies, Manuals etc... Maintaining outdoor events Erecting and Maintaining structures The building fabric, Building Regulations Technical Requirements Part 1 – Sound, acoustics,

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control of noise, sound systems and equipment Technical requirements part 2 – Lighting, Electrical

services, air conditioning, ventilation, heating, security and safety

Energy Management. Investment, maintenance and upgrading Trends and future Developments

54



Class Contact:

Lectures: 24 x 1HoursSeminars: 24 x 1 Hours

This unit will be delivered through a combination of lectures and seminars. Lectures will introduce key fundamental points and seminars will provide the opportunity to discuss and analyse issues and develop this material through case study examples and student input.



Ass Number Outcomes Weighting Ass Type1 2,3 50 Report 1500

words2 1,2,3 50 Exam (2hrs)




Key Texts: Barrett, P (1995) Facilities Management towards best practise, Blackwell

Booty F (2006) Facilities Management Handbook, Butterworth- Heinemann

Burberry, P (1997), Environment and Services, Pitman.

Lawson F (2007) Congress, Convention and Exhibition facilities – Planning, Design and Management, Elsevier

Nelson R (2004) Current Issues in Convention and Exhibition Facility Development , Haworth Press Inc

Park, A (1998) Facilities Management an Explanation (2nd Edition), Macmillan Pres

Ransley, J and Ingram H (2004) Developing Hospitality Properties and Facilities (2nd Edition) Butterworth Heinemann



55

http://www.amazon.co.uk/Current-Convention-Exhibition-Facility-Development/dp/0789025973/ref=sr_1_7?ie=UTF8&s=gateway&qid=1202898877&sr=8-7

http://www.amazon.co.uk/Current-Convention-Exhibition-Facility-Development/dp/0789025973/ref=sr_1_7?ie=UTF8&s=gateway&qid=1202898877&sr=8-7



20 DATE OF APPROVAL

21 DATE OF MOST RECENT CONSIDERATION:

56


1 UNIT TITLE THE EVENT INDUSTRY 2 BRIEF SUMMARY The unit provides grounding in the basics of event

management. It will look at the planning, staging and delivery of events in a business and leisure environment.

3 UNIT CODE NUMBER

33EI1001

4 HOME PROGRAMME

BA (Hons) Event Management – Full time

5 HOME DEPARTMENT


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Anne Millan


4


200






1 Identify and evaluate the different components that make up the event industry, this will include but not limited to, conferences, festivals, exhibitions, functions, corporate and sporting events

2. Evaluate an event, this will include the event objectives and scope; event staging, themes and format, event site or venue requirements, event protocols, and event technologies.

3. Show understanding of a range of event management issues and outcomes, this will include economical, social, political and environmental impacts of events, event resources and sponsorship, spectator and staff management with reference to current industry practice.

4. Interpret and apply information on the structure and operation of the events industry as a component of hospitality, tourism, business and leisure industries.


Identifying the event industry and typology of events Key essential event planning skills and processes Relationship of the events to hospitality, tourism,

business and leisure industries The staging and design of events Corporate events, exhibitions and conferences

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Out door festivals and events Event operational documentation Environmental, social and .economic impact of the

events industry Assessing feasibility of event concepts The importance of marketing and sponsorship for

events Event catering design and requirements

58



Class contact :24 x 1 hour lectures 24 x 1 hour seminars

Teaching will be through key note lectures supported by tutorials and student led seminar sessions. Student learning is encouraged through required reading after each lecture session.



Ass Number Outcomes Weighting Ass Type1 1 20 Essay 750

Words2 2,3 20 Group

project report 1000 words (virtual)

3 1,2,3,4 60 Exam 2 Hours

For the full time route the group project will be based on a virtual example




Key Texts: Bowdin, G, McDonnell, I, Allen, J O’Toole W, (2006) Events Management, Butterworth-Heinemann, London

Getz, D. (1991) Event Studies, New York, Van Nostrand Renhold, Goldblatt Festivals, Special Events & Tourism Ineson, E., (2005) Current Issues in International Tourism Development, Business Educational Publishers, Sunderland

Shone, A with Parry, B (2001) Successful Event Management Butterworth-Heinemann

Staging International Sporting Events, 4th report, Select Committee on Culture, Media & Sport, London, The Stationary Office

Van Der Wagen L.(2005) Event Management for Tourism, Cultural, Business and Sporting Events, 2nd ed. Pearson Education Australia

Yeoman, I, Roberston. M, Ali-Knight. J, Drummond. S, McMahon-Beattie. U, (2004) Festival and Events Management an international perspective Butterworth-Heinemann

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Journals and Periodicals:Event management Journal International Journal of Sports Marketing and SponsorshipJournal of Travel and Tourism MarketingJournal of Sports ScienceAnnals of TourismTourism ManagementJournal of Vacation ManagementAccess All AreasThe White Book



20 DATE OF APPROVAL


60


1 UNIT TITLE BUSINESS PLANNING 2 BRIEF SUMMARY Students will learn the process that underpins the

entrepreneurial journey from the identification, evaluation and shaping of a business idea right through to eventual creation and running of an event industry based company.

3 UNIT CODE NUMBER4 HOME PROGRAMME BA (Hons) Event Management - Full time and sandwich

programmes.All BSc & BA Hospitality Management programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Dave Hill

8 CREDIT VALUE 20 20 20


200






1) Identify and evaluate the factors needed to set-up, develop and resource a sustainable business for the events or hospitality industry

2) Develop business planning skills with particular reference to Marketing, Operating and Financial planning.

3) Evaluate and apply the concepts of entrepreneurial financial management

4) Develop and resource a business plan for the events or hospitality industry


Introduction to business planning and the importance of the business plan, sources of advice

Generating business ideas, skill profiles, legalities for forming and naming business

Market Research - competitor analysis, internal and external factors, use of research tools

Marketing Plan Operational Issues – staffing and human resource

implications, physical resources. Costing, Pricing and Breakeven Budgeting and Control Forecasting sales, Cash Budgets, Profit & Loss A/C

and Balance Sheet Taxation, Rates, VAT & Insurance Investment Appraisal / Contingency Plans

15 LEARNING &

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TEACHING ACTIVITIES Class Contact:Lectures 24 x 1 HourSeminars 24 x 1 Hour

This unit will be delivered through a combination of lectures and seminars. Lectures will introduce key fundamental points whilst seminars will provide the opportunity to discuss and analyse issues and develop material through case study examples and individual group tutorials.


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Ass Number Outcomes Weighting Ass Type1 3 30 Assignment2 1,2,4 70 Business

Plan


Detailed assessment criteria for this unit will be related to learning outcomes and will be included within the unit handbook.


Atkinson, H; Berry, A; Jarvis, R (1995), Business Accounting for Hospitality and Tourism, Chapman Hall

Atrill P (2003), Financial Management for Non-specialists, Prentice Hall

Atrill, P and McLaney, E (2006) Accounting and Finance for Non-Specialists. Financial Times/ Prentice Hall

Barringer B, Ireland R (2008) Entrepreneurship, Successfully Launching New Ventures, Pearson Prentice Hall

Barrow, C, Burke, G, Molian, D and Brown, R (2005) Enterprise Development, The Challenges of Starting, Growing and Selling Businesses. London: Thomson Learning.

Bridge, S, O’Neill, K, Cromie, S (2003) Understanding Enterprise, Entrepreneurship and Small Business (2nd edn). Basingstoke: Palgrave MacMillan.

Burns, P (2006) Entrepreneurship and Small Business (2nd edn). Basingstoke: Palgrave MacMillan.

Burns, P (2005) Corporate Entrepreneurship - Building an Entrepreneurial Organisation. Basingstoke: Palgrave MacMillan.

Calvin, R J (2002) Entrepreneurial Management. London; New York: McGraw-Hill.

Drummond, D (1998), Purchasing and Costing for the Hospitality Industry. Hodder and Stoughton

Dyson J (2007) Accounting for Non-Accounting Students (7th edn).Financial Times/ Prentice Hall.

Ehrenfeld, T (2002) The Start Up Garden; how growing a business grows you. New York: McGraw-Hill.

Fardon, M and Cox, D. (1998) Accounting: An Introduction to the Principles of Accounting ( 2nd ed). Osborne Books Lmt.

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http://www.amazon.co.uk/Accounting-Non-Accounting-Students-John-Dyson/dp/0273709224/ref=sr_1_2?ie=UTF8&s=books&qid=1202893441&sr=1-2

http://www.amazon.co.uk/Accounting-Finance-Non-Specialists-Peter-Atrill/dp/0273702440/ref=pd_bbs_sr_2?ie=UTF8&s=gateway&qid=1202891988&sr=8-2

http://www.amazon.co.uk/Accounting-Finance-Non-Specialists-Peter-Atrill/dp/0273702440/ref=pd_bbs_sr_2?ie=UTF8&s=gateway&qid=1202891988&sr=8-2


Finch (2006) How to Write a Business Plan Kogan Page Ltd

Harris, P, and Mongiello, M, (2006) Accounting and Financial Management: Developments in the International Hospitality Industry, Butterworth-Heinemann

Morrison, A, Rimmington M and Williams, C (1999) Entrepreneurship in the Hospitality, Tourism and Leisure Industries. Oxford: Butterworth Heinemann.

McLaney, E and Atrill, P (2008) Accounting, An Introduction. (4th ed) FT Prentice HallOwen, G (1994) Accounting for Hospitality Tourism & Leisure. Pitman Publishing

Rae, D (2007) Entrepreneurship from opportunity to action. Palgrave Macmillan

Stutely R (2006) The Definitive Business Plan: The Fast Track to Intelligent Business Planning for Executives and Entrepreneurs: Financial Times/ Prentice Hall.

Williams, S (2003) Small Business Guide (16th edn). Lloyds/TSB Presse Vitesse.

Wood, F and Sangster, A (2005) Business Accounting: v. 1 (10th edn.) Financial Times/ Prentice Hall.

Journals

Enterprise and Society

European Enterprise Journal

Journal of Small Business and Enterprise Development

Entrepreneurship and Regional Development

Entrepreneurship Theory and Practice

International Journal of Entrepreneurship and Innovation

Websites

www.businesslink.gov.uk

www.hmce.gov.uk HM Revenue & Customs

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http://www.hmce.gov.uk/

http://www.businesslink.gov.uk/

http://www.ippublishing.com/general_entrepreneurship.htm%20

http://www.blackwellpublishing.com/journal.asp?ref=1042-2587

http://www.tandf.co.uk/journals/titles/08985626.asp%20

http://miranda.emeraldinsight.com/vl=3927756/cl=133/nw=1/rpsv/academic/index.htm

http://www.european-enterprise.org/%20

http://es.oupjournals.org/

http://www.amazon.co.uk/Definitive-Business-Plan-Intelligent-Entrepreneurs/dp/0273710966/ref=sr_1_2?ie=UTF8&s=books&qid=1202816972&sr=1-2



http://www.amazon.co.uk/Accounting-Financial-Management-Developments-International/dp/075066729X/ref=sr_1_2?ie=UTF8&s=books&qid=1202892844&sr=1-2

http://www.amazon.co.uk/Accounting-Financial-Management-Developments-International/dp/075066729X/ref=sr_1_2?ie=UTF8&s=books&qid=1202892844&sr=1-2


www.cii.co.uk/knowledge/ Chartered Institute of Insurers




65

http://www.cii.co.uk/knowledge/


1 UNIT TITLE EMPLOYABILITY SKILLS2 BRIEF SUMMARY To allow students to reflect critically on the competences

and processes required for enhancing employability within the Events Industry

3 UNIT CODE NUMBER 33ES1001

4 HOME PROGRAMME BA (Hons) Event Management - Full time and Sandwich programmes


6 SUBJECT AREA

7 UNIT LEADER(S) Nicky Smith


5


100





On successful completion of this unit students will be able to

1. Employ the skills required for making effective applications for employment within the events industry.

2. Analyse the skills necessary to become and remain employable within the events industry.

3. Reflect critically on personal employability and career paths within the events industry.

14 CURRICULUM OUTLINE Employability

Employability; Graduate employability; Competencies; skills and attributes; Interview and selection; Assertiveness and negotiation; Influencing; Communication; Presentation skills; Making applications for employment; Employment selection techniques

Employability development strategiesEmployee development; Self assessment; Personal development planning; Work-based learning; Reflective practice; situation based learning (case studies);Career Management vs Career Development; Individual vs business needs; International employee opportunities

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Seminars: 12 x 1 hoursLectures: 12 x 1 hoursPrivate Study; 76 hours

Due to the varied nature of the content of the unit and student awareness, a mixture of strategies will be used in delivery. These will include: formal lectures and seminars; individual/group exercises; personal presentations; private study; on and off-site employer and industry presentations; careers events; e-learning and e-placement support.


Coursework Only (100%)CW1: Personal Development Portfolio (will vary chosen from CV, covering letter and PDP) Learning outcomes 1

CW2: Reflective Essay Learning outcomes 2 & 3


In assessing the portfolio, the following criteria will be taken into account:Overall clarity, style, logic and coherence of the written submission. Completeness of the personal development plan. The creativity within the identification of action to be taken. An appropriate business style of documents produced. The execution of the format required.In assessing the essay, the following criteria will be taken into account:Depth of discussion and analysis of the conclusions reached. Selection of appropriate literature. Quality and essay structure. Clear evidence of critical reflection in practice. Evidence of academic literature to underpin the essay.


Core text books:Baruch, Y (2004) Managing Careers, Theory and Practice,

Prentice Hall.Brockbank A, McGill I, Beech N (2002) Reflective learning in Practice, Gower, London

Courtis, J (1999) Getting a better job, CIPD, London

Crawshaw, J. R. ( 2006) ‘Justice source and justice content: evaluating the fairness of organisational career management practices’, Human Resources Management Journal, Vol. 16:1

Cunningham, I., Bennett, B. and Dawes, G. (eds) (2000) Self managed learning in action: putting SML into practice, Gower, Aldershot

DeFillippi, R.J. and Arthur, M.B. (1994) The boundaryless career: a competency-based prospective. Journal of Organizational Behavior. Vol.15:4, pp 307-24

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Hall, D.T. and Moss, J.E. (1998) ‘The new protean career contract: Helping organizations and employees adapt’, Organizational Dynamics, Vol. 26:3, pp 22-37

Megginson, D. and Whitaker, V. (2004) Continuing Professional Development ( 2nd Ed), CIPD, London

Moon, JA (2004), Handbook of Reflective and Experiential Learning, Routledge, London

Mumford, A and Gold J., (2004) Management and Development – Strategies for Action (4th edition) CIPD, London

Stewart, J. and Knowles, V. (1999) ‘The changing nature of graduate careers, Career Development International’, Vol. 4:7, pp 370-383.

Stringer, R. and Cheloha, R.S. (2003) ‘The power of a development plan, Human resource planning’. Vol 26: 4, pp10-17.

Education and Training opportunities in Conference and Business Tourism : British Association of Conference Destinations www.bacd.org.uk

Journals include:Cross Cultural Management: An International JournalHuman Resource Management JournalInternational Human Resource Management JournalIncomes Data services (IDS)International Journal of Culture, Tourism and Hospitality ResearchIJournal of Management DevelopmentJournal of Workplace LearningPeople Management

Electronic resources www.agcas.org.uk Association of Graduate Careers Advisory Servicewww.cipd.co.uk Chartered Institute of Personnel and Developmentwww.crac.org.uk Career Development Organisation and theNational Institute for Careers Education and Counselling (NICEC)www.ilo.org.uk International Labour Organisation

19 ANY ADDITIONAL NOTES AND

68

http://www.ilo.org.uk/

http://www.crac.org.uk/

http://www.cipd.co.uk/

http://www.agcas.org.uk/

http://www.emeraldinsight.com/info/journals/jwl/jwl.jsp

http://www.emeraldinsight.com/info/journals/ccm/ccm.jsp

http://www.bacd.org.uk/


COMMENTS



69


1 UNIT TITLE EVENTS HUMAN RESOURCE MANAGEMENT 2 BRIEF SUMMARY This unit provides an insight into, and understanding of, core

human resource issues and activities. Specific focus will be on current practice within Event Management organisations. By understanding the key legislation and theory of HR, students will be able to recruit, train and manage employees effectively.

3 UNIT CODE NUMBER 33EH2001

4 HOME PROGRAMME BA (Hons) Events Management – Full Time and Sandwich programmes


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Miriam Firth

8 CREDIT VALUE 20 20 20


200






1. Critically examine Event Management responsibilities with regards to Human Resources and its effect on the customer service experience.

2. Investigate and critique Event Human Resource Management UK legislation when recruiting and retaining staff.

3. Analyse a range of learning styles in relation to employee training and professional development.

4. Describe and evaluate disciplinary and termination policies within the Events Industry.


INTRODUCTION TO HRM HRM responsibilities of management and HRM process. Importance of the human resource to the event

experience. Context of labour markets, employment and workforce

characteristics;

RESOURCING

70


Legislation and key management policy on equal opportunities and managing diversity.

Volunteer management. HR planning, recruitment and selection. Induction & orientation process; “psychological”,

economic and legal contracts, Managing absenteeism and turnover.

PERFORMANCE AND DEVELOPMENT The learning and training process. Performance management process, motivation,

remuneration and reward. Individual performance assessment and appraisal. Team performance and group dynamics. Management of health and safety at work

EMLOYMENT RELATIONS Approaches to leadership, management and culture

within event organisations. Communication, representation and involvement Conflict, grievances and organisational justice. Discipline and termination


Class Contact:Lectures: 24 x 1 hourTutorials / workshops: 24 x 1 hour

1 hour lecture per week to present the core cognitive elements. 1 hour group tutorial per week, including discussion, seminar presentation, case studies and practical exercises, providing an opportunity for the application of theory in a variety of events / hospitality related contexts.

Independent study and reading as appropriate. The unit leader will also make available online support via the Web CT Vista


Ass Number

Outcomes Weighting Ass Type

1 1,3 40 Course work:1500 words equivalent

2 1,2,3,4 60 Exam (2hrs)

Coursework: Written

Assessment 1: 1500 word essay/ project/ portfolio(Depending on availability of industry case study)

Assessment 2: 2 hour exam.

17 ASSESSMENT CRITERIA FOR Detailed assessment criteria for this unit will be related to

71


UNIT/ELEMENTS OF ASSESSMENT

learning outcomes and will be included within the unit handbook.


Baum, T (2006) Human Resource Management for Tourism, Hospitality and Leisure, Thompson, London

Bowdin, G., Allen Allen, J., O’Toole, W., Harris, R and McDonnell, I (2006) Events Management, 2nd edn. Butterworth-Heinemann, Oxford.

Hollinshead, G., Nicholls, P., and Tailby, S., (2003) Employee Relations, 2nd Edition, Pearson Education, Essex.

Lewis, D and Sargent, M (2008) Essentials of Employment Law, Chartered Institute of Personnel and Development, London

Lewis, P., Thronhill, A., and Saunders, M., (2003), Employee Relations; understanding the employment relationship, Pearson Education, Essex.

Lucas, R., Lupton, B and Mathieson, H. (2006) Human resource Management in an International Context. Chartered Institute of Personnel and Development, London

Mullins, L. (2007) Management and Organisational Behaviour. 8th ed. Financial Times Prentice Hall, Harlow

Nickson, D. (2007) Human Resource Management: for the Hospitality and Tourism Industries. Butterworth-Heinemann. Oxford

Taylor, S (2008) People Resourcing. 4th ed. Chartered Institute of Personnel and Development, London

Torrington. D., Hall. L and Taylor. S (2005) Human Resource Management. 6th edn. Prentice Hall, Harlow

Tum,J., Norton,P and Nevan Wright,J (2006) Management of Event Operations. Butterworth-Heinemann, Oxford

Van der Wagen, L (2007) Human Resource Management for Events. Butterworth-Heinemann, Oxford

Journals.Event ManagementHuman Resource Management Journal Incomes Data Services, (Briefs, Focus, Studies, European Reports) International Journal of Contemporary Hospitality Management;Journal of Convention and Event Tourism

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Journal of Human Resources in Hospitality and Tourism Journal of Sport and TourismLabour Market Trends Leisure ManagementPeople Management Tourism Management

Websites www.acas.org.uk Advisory, Conciliation and Arbitration Service www.cipd.co.uk Chartered Institute of Personnel and Developmentwww.culture.gov.uk Department of Culture, Media & Sportwww.dti.gov.uk Department of Trade and Industrywww.equalityhumanrights.com Equality and Human Rights Commission www. eventsreview .com Events review www.hse.gov.uk Health and Safety Executive www.open.gov.uk Government statistics and policieswww.people1st.co.uk Sector Skills Council: Hospitality, Leisure, Travel & Tourism www.peoplemanagement.co.uk People Managementwww.personneltoday.com Personnel Today www.tuc.org.uk Trades Union Congress




73

http://www.tuc.org.uk/

http://www.personneltoday.com/

http://www.peoplemanagement.co.uk/

http://www.people1st.co.uk/

http://www.open.gov.uk/

http://www.hse.gov.uk/

http://www.eventsreview.com/

http://www.dti.gov.uk/

http://www.culture.gov.uk/tourism

http://www.cipd.co.uk/


1 UNIT TITLE EVENT MARKETING MANAGEMENT2 BRIEF SUMMARY Students will learn the process that underpins the

management and implementation of marketing strategies in events through the principles of services marketing and relationship marketing using a comprehensive ‘life like’ food and drink case study approach.

3 UNIT CODE NUMBER 33EM2001



6 SUBJECT AREA HLST



5


200






1) Describe, synthesise, interpret, analyse and evaluate information and data relevant to a professional or vocational context 2) Explain, interpret and challenge theories and concepts which are used to understand the origin, purpose, meanings and development of events from a range of perspectives.3) Display an insight in to the structure of event providers and their sectors, and analyse the political, technological, social, environmental and economic factors which affect or impact of the supply and demand for events.4) Demonstrate a critical awareness and understanding of marketing within a services and relationship context.5) Analyse and evaluate the quality of the event experience and its impact on the event consumer and wider stakeholders.


Business Orientations Introduction to Marketing Planning The nature of services and the event product Fundamentals of Services Marketing 8Ps Services Marketing Mix Managing services characteristics Relationship Marketing Planning

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The destination product/service mix – case study Understanding customers and market segmentation Segmentation policy and targeting Stakeholders; stakeholder analysis and

segmentation Intermediaries and e-Intermediaries Managing the customer experience; internal,

services marketing mix, managing relationships, quality and service delivery within an event context.

Branding, Services Branding and e-Branding Brand Development and Brand Building within an

event context. Positioning IMC – Integrated Marketing Communications;

internal and external perspective Managing Services Marketing Controls – CRM Customer Experience Management – Service Quality

Improvements Pricing policies


Class Contact: Lectures 24 x 1 hoursSeminars 20 x 1 hoursField trips: 16 hours

This unit will be delivered through a combination of lectures and tutorials (linked to the assessment) as well as two field trips to an event and a venue. Lectures will introduce key fundamental concepts whilst seminars and field trips will provide the opportunity to analyse and develop a more focussed understanding of the subject.



Ass Number Outcomes Weighting Ass Type1 1,2,3,4,5 60 Report2 2,4 40 Exam (2hrs)




Key Texts:Berridge, G (2007) Events Design and Experience, Butterworth-Heinmann, Oxford

Brun, M.(2003), Relationship Marketing-Management of Customer Relationships, Prentice-Hall

Cook, S. (1997), Customer Care: How to improve competitiveness, staff motivation and profitability, London: Kogan page 2nd ed

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Gronroos, C. (2000) Service Management and Marketing – A Customer Relationship Management Approach, Wiley

Hollensen, S., (2003) Marketing Management A Relationship Approach, Financial Times Prentice Hall

Hoyle, L (2002) Event Marketing, Wiley, London

Jobber, D (2002) Principles and Practice of Marketing, McGraw-Hill, London

Johnston,C.,Clark,G.(2006), 2nd. Ed., Service Operations Management-Improving Service Delivery, FT Prentice-Hall

Kotler, P. et al (2003), (3rd ed) Marketing for Hospitality and Tourism, Prentice Hall International.

Little,E., and Marandi,E.(2003) Relationship Marketing Management, Thomson

Slack,N. et al (2001), Operations Management 3rd ed. London, Pearson

Stone M.,& Foss,B,( 2001) Successful Customer Relationship Marketing, Kogan Page

Wood, E. & Masterman, G. (2006) Innovative Marketing Communications – strategies for the events industry, Butterworth-Heinmenn, Oxford.

Zeithaml, V.A., Bitner, M.J., (1996) Services Marketing, McGraw-Hill International

Journals and Periodicals:International Journal of Contemporary Hospitality ManagementInternational Journal of Hospitality ManagementEuropean Journal of MarketingJournal of Relationship MarketingJournal of Services MarketingJournal of MarketingManaging Service QualityJournal of Event Management

Web sites and electronic resources:www.aeo.org.ukwww.bbcgoodfoodshow.co.ukwww.tasteoflondon.co.ukwww.islandbreaks.co.uk

19 ANY ADDITIONAL NOTES AND

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http://www.islandbreaks.co.uk/

http://www.tasteoflondon.co.uk/

http://www.bbcgoodfoodshow.co.uk/

http://www.aeo.org.uk/


COMMENTS



77


1 UNIT TITLE EVENT OPERATIONS2 BRIEF SUMMARY This unit aims to investigate and develop student knowledge

and understanding of the operational intricacies associated with different type of events. With further investigation into the fundamental requirement for cementing the overall operation to customer expectation and service delivery. Various theoretical models will be presented to illustrate the link between theory and practice. A number of industry case studies with industry speakers will form an element of the teaching programme. The unit should give sufficient knowledge to apply procedures and policies to operational activities at an event; along with all the legal and contractual requirements needed.

3 UNIT CODE NUMBER 33EO2001

4 HOME PROGRAMME BA (Hons) Event Management - Full time and sandwich programmes.BA (Hons) Hospitality with Event Management


6 SUBJECT AREA HLST

7 UNIT LEADER(S) Paul Walters


5


200






1) Plan, control, analyse and evaluate events, support service provision and their logistics.

2) Possess the skills to write and review event plans, event strategies and to recognise and meet the need of specific stakeholders.

3) Analyse and evaluate the quality of the event experience and its impact on the event consumer and/or client and the wider organisation.

4) Work effectively independently and with others


The process of introducing products and services into the operation activities.

Quality management issues across the operation and business

Capacity management and forecasting

78


The application of service agreements, warranties linked to terms and conditions

Supply chain and supply chain managementLogistical requirementsHealth and safety issues with the operational environment.


Class Contact:Lectures: 24 x 1 hourSeminars: 24 x 1 hour

Standard lectures will be delivered with accompanying seminars/tutorial to run in tandem. Industry visit will be arranged over the two semesters to demonstrate operational practice and procedures.



Ass Number Outcomes Weighting Ass Type1 1,4 40 Report –

1500 words2 2,3 60 Exam (2hrs)




Key Texts:Armstead, C (1994) The Future of Services management The Cranfield

Cox, A. Ireland, P. Lonsdale, C. Sanderson, J. Watson, G (2002) Supply Chains Markets and Powe,. Routledge

Johnston, R & Clark, G (2001) Service Operations management, Prentice Hall

Jones, B. Quayle, M. (2001) Logistics an integrated approach, Liverpool Business Publishing

Schroeder G, R (2000) Operations Management Contemporary Concepts and cases Mc Graw-Hill

Journals and Periodicals:Event ManagementThe International Journal of Events Management research

Web sites and electronic resources:http://www.oft.gov.uk/http://www.hse.gov.uk/http://www.bsi-global.com/

19 ANY ADDITIONAL

79

http://www.bsi-global.com/

http://www.hse.gov.uk/

http://www.oft.gov.uk/


NOTES AND COMMENTS



80


1 UNIT TITLE EVENT RESEARCH METHODS2 BRIEF SUMMARY Students will be able to understand the relevance and

importance of undertaking secondary and primary research within the events industry. This will be whilst developing requisite skills to support the collection of information and analysis of data from the events industry.

3 UNIT CODE NUMBER 33ER2001



6 SUBJECT AREA HLST

7 UNIT LEADER(S)8 CREDIT VALUE 10 CREDITS AT

LEVEL:5


100





On successful completion of this unit students will be able to have attained or demonstrated:

1. Appreciate secondary and primary research 2. Understand and discriminate between the various

research instruments used in event research 3. Analyse qualitative and quantitative event industry

data


Developing critical reading and writing skills Secondary research – understanding the concept,

sourcing information, appraising it and understanding it Primary research – understanding the concept, the value

of primary research and how and when to use it Appreciating and understanding qualitative research

tools and data Appreciating and understanding quantitative research

tools and data Analysing qualitative data using contents analysis and

coding Analysing quantitative data using appropriate statistical

tests


Class Contact:Lectures: 12 x 1hours Seminars: 6 x 1 hours Workshops: 6 x 1 hours

81


Private Study: 76 hours

Lectures will be supported by practical skill based tutorials and workshops. The development of SPSS skills requires workshops which will be computer room based and linked to the assessment (as detailed following). The tutorials will also provide the opportunity to develop skills in analysing qualitative data.

Independent study and reading as appropriate. The unit leader will also make available online support via the Web CT Vista

82



Ass Number Outcomes Weighting Ass Type1 1,2,3 100 Research

report – 2000 words

Students will undertake a mini-research project which has applied relevance to the events industry.




Key Texts:Bowden, J. (2004) Writing a report : how to prepare, write and present effective reports. 7th Ed. Oxford : How To

Books.Clark, M., Riley M., Wilkie E., and Wood R.C. (1997). Research and writing dissertations in hospitality and tourism. London : International Thomson Business.

Easterby-Smith M., Thorpe R. and Lowe. A. (2002) Management research. 2nd ed. London: Sage.

Finn M. and Walton M. (2000). Tourism and leisure research methods : data collection, analysis, and interpretation. Harlow : Longman

Hussey J. and Hussey R. (1997). Business research: a practical guide for undergraduate and postgraduate students. Basingstoke: Macmillan Business.

Metcalfe M. (2006). Reading Critically at University. London: Sage Publications

Ritchie B.W., Burns P. and Palmer C. (Eds) (2005). Tourism research methods: integrating theory with practice. Wallingford : CABI.

Saunders M., Lewis P. and Thornhill A. (2007). Research methods for business students. 4th Ed. Harlow : Financial Times Prentice Hall.

Veal A.J. (2006) Research Methods for Leisure and Tourism: A Practical Guide 3rd Ed. Harlow : Financial Times Prentice Hall.


Web sites and electronic resources:

83


These will be recommended by the unit tutor during the academic year.




84


1 UNIT TITLE SPORTS EVENTS MANAGEMENT2 BRIEF SUMMARY To give students a wider knowledge of the sports event sector in

Manchester and beyond, with a strategic approach to 2012 Olympic Games.

3 UNIT CODE NUMBER 3322

4 HOME PROGRAMME BA (Hons) Event Management (sandwich)


6 SUBJECT AREA Event Management



5


100

10 UNIT STATUS MANDATORY CORE





1) an ability to evaluate the established principles of their area(s) of study, and the way in which those principles have developed.

2) knowledge of the main methods of enquiry in their subject(s), and an ability to evaluate the appropriateness if different approaches to solving

problems in the field of study.

3) an understanding of the limit of their knowledge, and how this influences interpretations based on that knowledge.

14 CURRICULUM OUTLINE 15 LEARNING & TEACHING

ACTIVITIESSeminars: 12 x 1 hours over one semester

Due to the varied nature of the content of the unit and student awareness, a mixture of strategies will be used in delivery. These will include: formal

lectures, industry speaker with industry visits.


Coursework only (100%). An individual piece of course workIn report format investigate the historical intervention of politics or security

issues in international sporting events, with a view to the future development of international sports.


Students will be assessed on their ability to research and interpret historical information related to the specific area of study.

The dissemination of that information into a critical argument that give a full interpretation of the current situation.

The ability to apply historical models with current situation to present a justifiable way of thinking.

85



Core text books:Brogan, P The 2000 Olympics – Sydney’s Mixed Blessing ,

Town and CountryPlanning, November 1996, 317-319Brunet, Ferran (1996) ‘An Economic Analysis of the Barcelona

’92 OlympicGames’ in Moragas, Miquel and Botella (eds.) (1996) The Keys

to Success,Universitat Autonoma de Barcelona.Chalkley, B and Essex, S (1999) Urban Development through

HostingInternational Events: A History of the Olympic Games, Planning

Perspectives,14, 369-394Coalter, F Sports Participation: Price or Priorities, Leisure

Studies 12(1993)171-182Coalter, F Sport and Recreation in the United Kingdom: Flow

with the Flow orBuck the Trends? Managing Leisure, Vol. 4, 1999, 24-39Cochrane, A et al Manchester Plays Games: Exploring the

Local Politics ofGlobalisation, Urban Studies, Vol. 33, No. 8, 1319-1336Collins, M, F et al (1999) Research Report: Sport and Social

Exclusion – AReport to the Department for Culture, Media and SportCurry, N (2000) Community participation in outdoor recreation

and thedevelopment of Millennium Greens in England Leisure Studies,

Vol. 19, No. 1,17-35Dobson, N et al (1997) Football Came Home: The Economic

Impact of Euro’96, Leisure Industries Research CentreEconomic Impact of the Sydney Olympic Games: Executive

Summary andConclusions (online

www.treasury.nsw.gov.au/pubs/trp9710/exec_sum.htm)2001Essex, S and Chalkley, B Olympic Games: Catalyst of Urban

Change, LeisureStudies 17 (1998) 187-206Gratton, C and Tice, A Trends in Sports Participation 1977-

1987, LeisureStudies 13 (1994) 49-66Gratton, C et al The Economic Importance of Major Sports

Events: A CaseStudy of Six Events, Managing Leisure, Vol. 5 (2000) 17-28Hall, C (1992) Hallmark Tourist Events: Impacts, Management

and P


86


20 DATE OF APPROVAL21 DATE OF MOST RECENT

CONSIDERATION:

87


1 UNIT TITLE EVENT PROJECT MANAGEMENT2 BRIEF SUMMARY This unit will provide a framework in which a series of event

projects are planned, organised, controlled and activated to ensure a detailed analysis and evaluation of the managerial processes involved to ensure a successful operation.

3 UNIT CODE NUMBER 33EP2001

4 HOME PROGRAMME BA (Hons) Event Management - Full time and Sandwich programmes

5 HOME DEPARTMENT Food & Tourism Management

6 SUBJECT AREA HLST

7 UNIT LEADER(S) Catherine Feeney


5


240





On successful completion of this unit students will be able to:1] Demonstrate the ability to produce an event brief

based on an understanding of the needs of clients and suppliers for an event.

2] Manage a project according to pre-determined standards, displaying the necessary skills to work as an effective team member and ensure that a project is operated within risk management guidelines and is delivered on time and in budget.3] Evaluate the success of an event by assessing key operational factors.


Event Management and operations Key essential events planning skills Bidding & tendering for events Control & budgeting Project development and planning Application of risk management practises Ethical issues in relation to events planning Appreciation of staging and delivery of events Customer Needs and expectations Evaluation of events

15 LEARNING & Class Contact:

88


TEACHING ACTIVITIES Lectures: 24 x 2 hoursSeminar / tutorial: 24 x 3 hours

The majority of this unit will be taught through the use of student centred learning activities which will embrace a variety of approaches-including: Demonstration of management skills through project activity, case study of events activity, briefings seminar presentations and written assignments.


89



Ass Number Outcomes Weighting Ass Type1 1 20 Presentation

/ Bid2 2 30 Live/Virtual

Operation and event manual

3 1, 2, 3 50 Management Report and Evaluation with Poster Presentation




Key Texts:Bowdin, G, McDonnell, I, Allen, J O’Toole W, (2006) Events Management, Butterworth-Heinemann, London

Conway D (2004) The Events Managers Bible – The complete guide to planning and organising a voluntary or public event, How to Books Ltd.

Getz, D. (1991) Event Studies New York, Van Nostrand Renhold, Goldblatt Festivals, Special Events & Tourism

Lock, D (2003) Project Management, Gower Publishing Ltd; 8Rev Ed edition O’Toole, W and Mikolaitis P (2002) Corporate Event Project, Management Wiley

Shone, A with Parry, B (2001) Successful Event Management, Butterworth-Heinemann

Van Der Wagen L.(2005) Event Management for Tourism, Cultural, Business and Sporting Events, 2nd ed. Pearson Education Australia

Yeoman, I, Roberston. M, Ali-Knight. J, Drummond. S, McMahon-Beattie. U, (2004) Festival and Events Management an international perspective, Butterworth-Heinemann



90





91


1 UNIT TITLE DISSERTATION2 BRIEF SUMMARY The unit is a sustained an-depth independent study of the

student’s choice, directly related to their programmes’ aims. It allows the student to consolidate their intellectual development and apply their knowledge and skills to enhance their personal, vocational, research and academic interests through both academic and professional reflective practice.

The unit’s approach will be flexible to take into account the design and overall aims of each specific programme.

Consequently, the unit may encompass a range of methods in order to achieve the learning outcomes of the dissertation as it applies to the students’ specific topic area. Thus, students can select to undertake a dissertation (empirical or conceptual in nature); an advanced focused critical literature evaluation; a market research survey; an evaluation of organisation and workplace practices, or other research.

Similarly, the amount and content of research methods teaching in this unit, designed to underpin and enable critical engagement with and interpretation of appropriate data, will vary for each programme to take into account the programmes’ design and research methods content in previous levels.

3 UNIT CODE NUMBER 33DSM001

4 HOME PROGRAMME All Events Management related programmesAll Hospitality Management related programmesAll Tourism Management related programmesBA/BSc (Hons) Combined Honours Programme - Tourism


6 SUBJECT AREA N800 Tourism, Transport and Travel

7 UNIT LEADER(S) Rita Ralson


6


400

10 UNIT STATUS MANDATORY CORE





1. Plan, design, execute and communicate a sustained

92


piece of independent intellectual work which provides evidence of critical engagement with and interpretation of, appropriate data

2. Demonstrate the development of their conceptual understanding and critical capacity; identify, use and evaluate appropriate research methods

3. Demonstrate evidence of personal initiative, responsibility and decision making; work independently, organise and manage time and resources, and operationalise ideas.; demonstrate the extension of their of their project management and research skills

4. Reflect critically on achievement of the dissertation’s aim and objectives and the unit’s learning outcomes.

93



The nature, structure and process of a dissertation; identifying topics and planning research.

The research process, introduction to research philosophies, ethics and methodologies; research types, methods & techniques.

Formulating aims and objectives; research design and research questions; hypothesis generation. Problem identification, analysis and solution techniques.

Information retrieval and collection; literature search and evaluation;

Secondary and primary data collection; quantitative and qualitative data collection and analysis;

Interpretation, analysis and critical review. Validity, reliability, causation and correlation. Writing a research report, presentation


Varies according to programme design but typically:

Lectures: 24 hrs Seminars: 6hrsData collection & analysis workshops: 6 hrs Private Study: 364 hours

Independent study, individual supervision and guidance, lectures, seminars and workshops.

Staff submit suggested topics and areas of interest and will be allocated a quota of students to supervise, taking into account availability and student numbers.

Students will receive an initial briefing on the requirements of the dissertation and an indication of staff supervision areas towards the latter part of level 5 to encourage them to begin conceptualising and planning their dissertation. Students are responsible for selecting their own topic and supervisor.

At the beginning of level six there will be a block of lectures, workshops and individual tutorials giving more in-depth coverage of the unit’s learning outcomes, dissertation process and the development of topic aims and objectives, research ethics and appropriate methodologies.

Following this, students will produce a 1000 word proposal which outlines the dissertation’s aim and objectives; initial literature search and review identifying a range of key texts, the background to the topic and developing the research argument; and provide an overview of the proposed methodology. It will not form part of the unit assessment weighting but will be diagnostically reviewed and students will be given full written and verbal feedback on an acceptable and proceed / unacceptable and revise basis. Students will also submit an ethics and risk assessment in accordance with the Faculty research ethics code of conduct.

94


Students will also be supported by a phased series of lectures, seminars and workshops covering a range of research methodologies, appropriate to the flexibility of the unit, including inter alia: literature search and evaluation; secondary and primary data collection; quantitative and qualitative data collection and analysis techniques; organisation based research; writing a research report.

Students whose programmes do not include research methods at level 5 will be expected to attend these sessions. Those students who have already studied research methods at a previous level will strongly be encouraged to attend by way of a refresher and further application to the dissertation process.

Each student will be supported by a supervisor who will provide advice and guidance appropriate for an independent study through regular individual tutorial sessions. Student progress will be reviewed in term 1 and term 2.

Students will also be supported by a dissertation handbook and all teaching material will be available on the Faculty intranet.

95



Dissertation Report – 11,000 – 13,000 words (100%) (all learning outcomes)

Students will be required to submit drafts of work in progress throughout all stages of the study, in accordance with the dissertation handbook. Supervisors will provide comments on these as part of the formative process. Students will also be required to produce evidence of data collection of data collection and analysis before submission of the dissertation.


Identification and definition of a feasible and quality topic for study, through clear aims and objectives, and discussion of background issues.

Critical understanding and evaluation of the conceptual base of the study. Selection, application and critique of relevant ideas, concepts, theories and empirical research; interaction with appropriate range and depth of literature, especially recent academic journals. Development of a sustained reasoned argument that challenges assumptions.

Understanding, selection, justification, execution and critical evaluation of appropriate research techniques and methodologies.

Presentation, rigorous and systematic analysis, critical evaluation and reflection of the data, evidence and results including reliability, validity and relevance; relationship with the conceptual base;

Critical understanding and evaluation of the conclusions and recommendations, theoretical implications and practical application of their chosen topic; critical reflections and recommendations for future research.

Critical self-evaluation and justification, demonstrating evidence of personal initiative, independent and analytical thought, reflective skills and the ability to operationalise ideas. Overall achievement of the projects aim and objectives and the unit’s learning outcomes.

Presentation of a properly documented and referenced report, demonstrating ability to present a coherent and structured argument, to write selectively and relevantly, and to present information in an accessible form


Students will be issued with a dissertation handbook at the beginning of level 6. The handbook gives substantial and comprehensive coverage of the dissertation process and requirements for this unit.

The dissertation handbook, documentation, research methods lecture, tutorial and workshop materials will be available on the Faculty intranet.

96


Given the flexibility of this unit, it is not appropriate to provide a prescriptive set of reading references. However, the following text is recommended as the core reading.

Saunders, M., Lewis, P. and Thornhill A. (2007) Research Methods for Business Students, (4th ed.) Prentice Hall, London

In addition, students are recommended to consult a number of the following texts as appropriate to their independent study. Further references on more specific aspects of the research process and methodologies will be given in the Research Methods sessions.

Bell,J and Opie,C (2002) Learning from research: getting more from your data, Buckingham: Open University Press,Bell, J (2005) Doing Your research Project: A Guide for First Time Researchers (3rd ed.) Maidenhead: Open University PressBlaikie, N. (2000) Designing Social Research. Cambridge, Maldon MA.Blaxter, L., Hughes, C. and Tight, M. (2001) How to Research. 2nd ed, Milton Keynes: Open University PressBradburn, N (2004) Asking Questions: The Definitive Guide to Questionnaire Design, San Francisco, CA: Jossey Bass Brotherton R.(ed) (1999) The Handbook of Contemporary Hospitality Management Research. WileyBryman, A. (2004) Social Research Methods. 2nd ed. Oxford: Oxford University PressBryman, A. and Cramer, D. (2001). Quantitative Data Analysis with SPSS for Windows. Hove: RoutledgeBuglear, J. (2000) Stats to Go: A Guide to Statistics for Hospitality Tourism and Leisure. Oxford: Butterworth-HeinemannBurns, R.B. (2000) Introduction to Research Methods. London: SAGECombes, H.C. (2001). The Research Students Guide to Success. Milton Keynes: Open University Press, Clark, M., Riley, M., Wilkie E. and Wood R. (1998) Researching and Writing Dissertations in Hospitality and Tourism. International Thomson Business Press. Creswell, J (2002) Research Design : Qualitative, Quantitative, and Mixed Method Approaches , 2nd ed., London: SAGECryer, P (2000) Research using IT. Basingstoke: Palgrave MacmillanCryer, P (2006) The Research Student’s Guide to Success, 3rd ed. Maidenhead: Open University Press,Davies, M (2007) Doing a Successful Research Project: Using Qualitative or Quantitative Methods. Palgarve Macmillan, BaisingstokeEasterby-Smith, M., Thorpe, R and Lowe,A (2002) Management Research (2nd ed.) London: SAGE Finn, M., Elliott-White, M and Walton,M (2000) Tourism and Leisure Research Methods. Harlow: Pearson Education

97


George,D (2005) SPSS for Windows Step by Step: Simple Guide and Reference, 5th ed. Boston: Pearson Education Gerring, J (2007) Case Study Research: Principles and Practice Cambridge University Press: CambridgeGillham, B (2000) Developing a Questionnaire, London: ContinuumGillham, B (2000) The Research Interview, London: ContinuumMiles, M and Huberman, A (1994) Qualitative Data Analysis, Thousand Oakes, CA, SAGEOppenheim, A (2000) Questionnaire Design, Interviewing and Attitude Measurement. London: ContinuumPallant, J (2007) SPSS Survival Manual: a step by step guide to data analysis using SPSS for Windows. 3rd ed. Maidenhead: Open University Richie, B and Burns, P (2006) Tourism Research Methods: Integrating Theory and Practice, Wallingford: CABIRudestam,K. and Newton, R. (2007). Surviving Your Dissertation. 3rd ed. London: .SAGESappsford , R and Jupp, V (ed.) (2006) Data Collection and Analysis, London: SAGEVeal, A (2006) Research Methods for Leisure and Tourism, 3rd ed. Harlow: Financial Times Prentice Hall Yin, R (2003) Case Study Research, 3rd ed. London: SAGE

Research Related JournalsThe following journals give more prominence to research methodology and can be a useful source of critiquing the methods researchers use.

Annals of Tourism ResearchEvents ManagementHospitality Education and Research JournalHospitality Research JournalInternational Journal of Contemporary Hospitality ManagementInternational Journal of Tourism ResearchJournal of Applied Recreation and ResearchJournal of Hospitality and Leisure MarketingJournal of Hospitality and Tourism ResearchJournal of Leisure ResearchJournal of Sport and TourismJournal of Sustainable TourismJournal of Tourism StudiesJournal of Travel and Tourism MarketingJournal of Travel ResearchJournal of Vacation MarketingLeisure StudiesTourism ManagementTourism Recreation ResearchTravel and Tourism Analyst

Electronic ResourcesHospitality, Leisure, Sport and Tourism Network Research Gateway http://www.hlst.heacademy.ac.uk/gateway

98

http://www.hlst.heacademy.ac.uk/



The chosen study may be collaborative with an external organisation or agency, providing the student is still able to meet the unit’s learning outcomes within the required time scale.

The unit’s approach will be flexible to take into account the varied design and overall aims of each specific programme.



99


1 UNIT TITLE MANAGEMENT OF ORGANISATIONS 2 BRIEF SUMMARY This unit will explore how organisations are managed. The

course will include the analysis of the evolution of management as well as the analysis of current organisational practice:

3 UNIT CODE NUMBER 33MO3001



6 SUBJECT AREA HLST

7 UNIT LEADER(S) Anne Millan


6


200





On successful completion of this unit students will be able to:1. Apply theoretical and philosophical foundations of management theory to analyse managerial work and behaviour of organisations

2. Identify and appraise issues that impact on companies and the management of an organisation

3. Critically evaluate an organisation engaged in the events industry and produce strategic management recommendations from issues identified.


Evolution of the principles of managing and organisation theory

Managing the internal and external environment of organisations

Managing organisational culture and diversity – looking at international events organisations and industry

Organisational ethics and values, size and structure Motivation of organisations and impacts of internal

and external business environment Decision making with in organisations, Managing

change within organisation Corporate finances in relation to strategic decision making

Strategy management in organisations Problem solving in organisations Globalisation of organisations

100


The politics of organisations

101



Class Contact:Lectures: 24 x 1 hoursSeminars: 24 x 1 hours

The learning and teaching strategy is designed to develop knowledge and competencies in the range of management and leadership techniques



Ass Number Outcomes Weighting Ass Type1 1,2,3 60 Course work

Report 1500 -2000 words

2 1,2 40 Exam (2hrs)




Reading list Arnold, J, Silvester, J Patterson, F, Robertson I.T & Cooper, C.L (2005) Work Psychology, London Pearson Education

Bartol, K.M and Martin, D.C (1994). Management, McGraw Hill

Boddy, D and Paton R(2002) Management: an Introduction, McGraw Hill

Bowdin, G, McDonnell, I, Allen, J O’Toole W, (2006) Events Management, Butterworth-Heinemann, London

Getz, D. (1991) Festivals, Special Events & TourismNew York, Van Nostrand Renhold, Goldblatt

Handy C.( 1995) Understanding Organisations Penguin

Huczynski, A and Buchanan D (2007) Organisational Behaviour An introductory Text. 6th edn Prentice Hall

Koster F and SandersK ( 2006) Organisational Citizens or reciprocal relationships Personnel Review Vol 35 No 5 pp516-537

Mintzberg, H Lampel, J, Quinn J, Ghoshal S (2003): Strategy Process, The: International Edition, 4/E

Morgan G (1997) Images of Organisation Sage Publications

Mullins LJ (2007) Management of Organisation Behaviour, Pearson Education Ltd. 8/E

102


Shone, A with Parry, B (2001) Successful Event Management Butterworth-Heinemann

Journals Academy of Management Review

Journal of Organisational Change Management

Personnel Journal Organisational Science

Journal of Management Studies Journal of Business Ethics

Event management Journal

International Journal of Sports Marketing and Sponsorship

Journal of Travel and Tourism Marketing

Journal of Sports Science

Annals of Tourism

Tourism Management

Journal of Vacation Management




103


1 UNIT TITLE OPERATIONS STRATEGY 2 BRIEF SUMMARY This unit builds upon competencies and understanding of

tactical operations decision making developed at level 5. At level 6 a strategic perspective is developed through coverage of issues/scenarios presented within and from outside the hospitality and events sector.

3 UNIT CODE NUMBER 33OS3001

4 HOME PROGRAMME All BA/BSc (Hons) Hospitality ProgrammesBA (Hons) Event Management - Full time and Sandwich programmes.


6 SUBJECT AREA HLST

7 UNIT LEADER(S) D. Briggs


6


200






1. Critically analyse theoretical frameworks applicable to operational aspects of the hospitality / events industry

2. Critically evaluate operational strategies and their influence upon principal sectors of the hospitality / events industry

3. Critically evaluate solutions derived from the application of operations research techniques and other problem solving methodologies applicable to core operational decision areas


Operational characteristics of hospitality related products: open systems view, key operations interfaces, drivers, challenges (impact of new technologies, external operating environment)

Design of delivery systems: system taxonomies, Capacity planning, demand forecasting, waiting line

management theory/project evaluation Managing operating capacity: supply and demand side

strategies, yield management, analytical tools and decision-making techniques, labour scheduling/job

104


design, inventory management techniques and philosophies

System performance and appraisal: performance criteria, tools and approaches for monitoring and appraising operational performance, planning for operations improvement, failure planning and recovery business continuity planning, ethical issues and future challenges

Operations research/quantitative techniques integrated with above areas include:

Forecasting techniques Decision theory Analytical queuing models/simulation Linear programming Deterministic/Probabilistic inventory models Statistical quality control techniques

105



Class Contact:Lectures: 24 weeks x 1 hourTutorials: 24 weeks x 1 hour

Lectures will focus upon key principles and theories, tutorials will cover interpretation of quantitative aspects, operations research and problem solving activities.

The unit leader will also make available online support via Web CT vista.


Ass Number

Outcomes Weighting Ass Type

1 3 25% Coursework: in class assignment.

2 3 25% Coursework: in class assignment.

3 1,2&3 50% Exam (3hrs)

Coursework: In-class assignments (to be completed in term 1) require application of operations research techniques to problem solving exercises. Exam: Paper comprises two sections, each having four questions. Students must answer at least one question from each section. One section requires evaluation of problem data through application of quantitative techniques.




Key texts:Slack, N. Chambers, S. and Johnston R.(2007) Operations Management 5th edn. Harlow: Financial Times Prentice Hall.

Slack, N. and Lewis, M.(2008) Operations Strategy,2nd edn., Financial Times,Prentice Hall, UK.

Other Texts:Fitzsimmons, J and Fitzsimmons, M.(2006) Service Management: operations strategy and information technology 5th edn., McGraw- Hill, London.

Johnston, R. and Clark, C. (2004) Service Operations Management 4th ed Harlow: Financial Times/Prentice Hall.

Krajewski,L. and Ritzman L.(2002) Operations Management: Strategy and Analysis. 6th Edn New Jersey : Prentice Hall

Shafer, S. and Meredith, J.(1998) Operations Management: a process approach with spreadsheets. New York: Wiley

Journals and Periodicals:

106


Annals of Tourism Research

Cornell Hotel and Restaurants Administration QuarterlyHospitality

International Journal of Contemporary Hospitality Management

International Journal of Operations and Production Management

International Journal of Tourism Research

Harvard Business Review

Journal of Business Research

Journal of Tourism Studies

Journal of Vacation Marketing

Service Industries Journal

Sloan Management Review

Tourism Economics

Tourism Management

Travel and Tourism Analyst




107


1 UNIT TITLE SPONSORSHIP AND FUNDING FOR EVENTS2 BRIEF

SUMMARYThe purpose of this unit, to give a global and national insight into the economic appeal of event sponsorship. The unit will critically analyse the fiscal sponsorship arrangement for events. The unit will establish how sponsorship has its heritage within the area of marketing, while presenting the case that sponsorship is a highly specialist and beneficial activity within the event sector. A combined approach between sponsorship and public funding will also take precedence when investigating the competitive and dynamic business landscape. The strategic business application will be applied to the event planning model for sponsoring international, Hall Mark and Mega Events.

3 UNIT CODE NUMBER

33SF3001

4 HOME PROGRAMME

BA (Hons) Event Management - Full time and Sandwich programmes.BA (Hons) Hospitality with Event Management

5 HOME DEPARTMENT


6 SUBJECT AREA HLST



6


200


11 PRE-REQUISITES

None



On successful completion of this unit students will be able to : -

1) Analyse and evaluate the quality of the event experience and its impact on the event consumer and/or client and wider organisation

2) Demonstrate a critical awareness and appreciation of existing and emerging standards, policies, initiatives, frameworks and contemporary issues.

3) Evaluate the contribution and impacts of events in social, economic, environmental, political, technological and other terms.


The Key themes of this unit will include: -

strategies for developing sponsorship proposals identifying sources of funding

108


securing partnership and strategic alliances through sponsorship

external factors effecting sponsorship deals the emerging market of sponsorship, branding,

naming rights and exclusivity deals evaluating the impact of sponsorship (ROI) the economic impact of sponsorship on sporting

events public funding strategies

109



The teaching for this unit will consist of : -24 x 1 hour lectures24 x 1 hour seminars

The teaching for this unit will be over two semesters, culminating with a written course work to be handed in at the end of the first semester. An exam will also be arranged for the end of the academic teaching year.

The unit leader will also make available online support via the Web CT Vista.


Ass Number Outcomes Weighting Ass Type1 1,2 40 Report2 3,1 60 Exam (2hrs)




Copley, P. (2004). Marketing Communication Management. Oxford, Elsevier Butterworth-Heinemann.

Kolah, A. (1999). Maximising the Value of Sports Sponsorship, London, Financial Times Business Limited

Lagae, W. (2005). Sports Sponsorship and Marketing Communications – A European Perspective, Essex, Pearson Education Limited.

Pickton, D. & Broderick A. (2005). Integrated Marketing Communications, 2nd ed., Essex, Pearson Education Limited

Bagehot, R. (1998). Bagehot on Sponsorship, Merchandising and Endorsement, London : Sweet & Maxwell

Journals:The International Journal of Events Management research

Event Management

Websites:http://mmu.library.ingentaconnect.com/content/cog/em

www.sportbusiness.com

http://www.volvooceanrace.org


110

http://www.volvooceanrace.org/

http://www.sportbusiness.com/

http://mmu.library.ingentaconnect.com/content/cog/em


20 DATE OF APPROVAL


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1 UNIT TITLE SUSTAINABILITY AND STRATEGIC ISSUES FOR EVENTS

2 BRIEF SUMMARY This unit will aim to investigate the current international geo-political framework on climate change and strategic issues that have an impact on events. The global issues will be presented through critical debate, analysis of published papers and government documents which support a particular ideology. The international view point will be investigated to asses the positive and negative impacts to countries throughout the world. A national approach will form the main backbone of the teaching programme. This national approach will present government adopted policies, legislation with support from independent organisations, culminating into a new agenda for event organisations and managers.

3 UNIT CODE NUMBER 33SS3001

4 HOME PROGRAMME BA (Hons) Event Management - Full time and Sandwich programmes.BA (Hons) Hospitality with Event Management


6 SUBJECT AREA HLST



6


200





On successful completion of this unit students will be able to: -

1) Explain, interpret and challenge theories and concepts which are used to understand the origin, purpose, meaning and development of events from a range of critical perspectives.

2) Analyse and reflect on the different cultural and business concepts, inter-cultural and international dimensions, of events.

3) Demonstrate a critical awareness and understanding of how core values, for example, ethics, integration, sustainability, creativity, strategic and continuous improvement, relate to and are reflected in, events.

4) Appraise the ethical and sustainability issues associated with the operation and development of events.

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The challenges of climate change linked to C02 emission

Carbon calculator for event organisers Reducing environmental waste through waste

management protocol Sustainable event policies and procedures National, regional and local sustainable event

policies Funding for sustainable events Socio cultural & economic impacts of events Politics and international events Public policies for international events The legal framework for international events


Class Contact:24 x 1 hour lectures20 x 1 hour seminars4 x 1 hour sessions for presentations

Over the two semesters the unit will be delivered by standard lectures. Some lectures, will have film archive to demonstrate a particular issue, ideology or agenda. Additional teaching from industry speakers will form the basis of the unit with.

A total of two week seminars will be arranged as an informal group study environment for the development of the course work.

Students will be given a list of local events where they can research and develop the carbon calculator theory. This field work exercise will be part of the course work requirement.

The unit leader will also make available online support via the Web CT Vista.


Ass Number Outcomes Weighting Ass Type1 3,4 50 Report 2500

words2 1,2 50 Exam (2hrs)

The assignment will be a three part summative assessment based on an event from the list provided by the unit leader at the start of the academic year. Students will work in pairs and engage with one of the events. The first part of the assignment, to apply the carbon calculator theory to your chosen event. The 2nd stage is to critically evaluate the negative impact to the environment in line with the local authority strategy for sustainable events in Manchester. This will be brought together in a 2500 word report for each working pair. The third and final stage, a presentation of the key findings with recommendations for future sustainable strategies. Presentations and hand-in of report will be in the

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penultimate teaching week of the 2nd semester. All presentations will be arranged within allocated seminar groups as prescribed by the teaching time table.

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The unit leader will also make available online support via the Web CT / Vista


Books:

Aronsson, L. (2000) The development of sustainable tourism. London : Continuum

Breen, H., Bull, A. and Walo, M. (2001) A comparison of survey methods to estimate visitor expenditure at a local event, Tourism Management, 22, 473-479

Burgan, B. and Mules, T. (2001) Reconciling cost-benefit and economic impact assessment for event tourism, Tourism Economics, 7 (4), 321-330

Environment Agency. (1999) An analytical and descriptive model of sustainable development. Bristol : Environment Agency

Davies, A. (2006) Best practice in corporate governance : building reputation and sustainable success. Aldershot : Gower

Davidson, R and Cope, B (2003) Business Travel: Conferences, Incentive Travel, Exhibitions, Corporate Hospitality and Corporate Travel, Harlow, Longman

Deccio, C. and Baloglu, S. (2002) Nonhost Community Resident Reactions to the Winter Olympics: The Spillover Impacts, Journal of Travel Research, Vol. 41, 45-56

Gelan, A. (2003) Local Economic Impact: The British Open, Annals of Tourism Research, Vol. 30, No. 2. pp. 406-425

Getz, D (2005) Event Management & Event Tourism, 2nd ed. New York: Cognizant Communication Corporation

Getz, D. (2007) Event Studies: Theory, research and policy for planned events, Oxford: Butterworth

Roaf, S. (2005) Adapting buildings and cities for climate change : a 21st century survival guide. Oxford : Architectural

The learning resource for this unit will cover a range of information. An online documentary on climate change uploaded onto Webct. Journal articles from Event Management and Tourism Management. Industry reports from Defra, BSI, United Nations governmental report and industry related organisations.

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Web portal: http://www.sustainable-development.gov.ukhttp://www.sustainableevents.comhttp://www.afsl.org.uk/




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http://www.afsl.org.uk/

http://www.sustainableeevents.com/

http://www.sustainable-development.gov.uk/


Uniwide (the Institution-wide Language Provision)

1 Uniwide Admission Regulations

1.1 Admission onto the Scheme is subject to the approval of the student’s home programme and to the student’s attainment of the prerequisites specified for each level in Part One of the present document.

1.2 No student shall be permitted to study at a level below that corresponding to the language skills or qualifications already possessed.

1.3 Places on the Scheme are available subject to viability of student numbers and timetable considerations.

2 Uniwide Curriculum Design and Organisation

2.1 Curriculum Design Overview

The curriculum has been designed so that students successfully completing a level of Uniwide (the Institution-wide Language Provision) will display a satisfactory degree of competence (at the appropriate level: Beginners, Pre-Intermediate, Intermediate, Post-Intermediate, Advanced, Proficiency 1, Proficiency 2) in the following areas by performance in examinations and assessed course work:

ability to communicate verbally in the foreign language appropriate command of grammar and manipulation of syntax ability to communicate in writing in the foreign language ability to interact with interlocutors in the foreign language ability to understand speech, utterances and texts in the foreign language knowledge of the culture of the country or countries in which the foreign

language is spoken

The main emphasis of the curriculum is not on producing specialist linguists as such but on the development of practical foreign language skills that also promote intercultural insight, awareness of diversity and transferable skills which will enhance student employability. The units on the Scheme promote personal contact with native speakers, emphasise oral and listening skills and include reading and writing for practical, task based purposes.

The Scheme is flexible in that it offers a wide range of levels of study in a variety of languages (Arabic, French, German, Italian, Japanese, Mandarin Chinese and Spanish) and inclusive in that normally all of the above languages are open to complete beginners. Additionally, English as a Foreign Language is available to non-native speakers of English. The Scheme, therefore, is eminently inclusive in that it caters for a wide variety of learners in terms of their background, origins and entry level qualifications, if any, in the language(s) concerned who are from programmes and departments across the university and who are not specialist linguists.

For the purposes of quality monitoring, evaluation and enhancement, Uniwide is subject to the procedures of its parent programme, BA (Hons) Language Programme.

2.2 Assessment Descriptors for marking summative assessments

2.2.1 Generic Descriptors

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All summative assessments are marked in accordance with the University’s marking scheme, based on the following grading bands: <40, 40 to 49, 50 to 59, 60 to 69, ≥70%, with associated generic descriptors, as specified in the Regulations for Undergraduate and Taught Postgraduate Programmes of Study 7.4 and supplemented by the Faculty Generic Marking Scale in the Faculty Code of Practice.

2.2.2 Scheme-Specific Descriptors

Supplementary scheme-specific descriptors employed to denote student achievement in the elements of assessment of the units in the Scheme are provided in separate documents (Department of Languages Assessment Criteria and IWLP Student Guide).

2.3 Arrangements for anonymous marking of summative assessments

The Scheme shall comply fully with the agreed Faculty Code of Practice on the anonymous marking of summative assessments.

2.4 Flexible and distributed learning (including e-learning)

The Uniwide Team recognises the importance of e-learning and the role it can play in the delivery of flexible, stimulating, technology enhanced and innovative language learning opportunities for students. It is acknowledged that e-learning can provide reinforcement or repetition of key linguistic concepts, test student recall, support class contact time, facilitate team teaching and provide flexible, portable and adaptable foreign language teaching and learning materials as well as enable online delivery of unit content in general (including written, audio and video material). Where appropriate and where feasible, assessment tasks are conducted online via WebCT.

3 Uniwide Assessment Regulations

3.1 Statement on MMU Regulations for Undergraduate and Taught Postgraduate Programmes of Study

3.1.1 All students on the Institution-wide Language Provision (Uniwide) are subject to the University’s common regulatory framework and to its Regulations for Undergraduate and Taught Postgraduate Programmes of Study.

3.1.2 All students are additionally subject to the provisions of the Faculty of Humanities, Law and Social Science Code of Practice on progression and assessment and related matters.

3.2 Scheme-specific regulations

3.2.1 Student attendance and absence

3.2.1.1 Full attendance at all lectures, seminars, tutorials and other classes is normally required in each unit at all levels of the Scheme. A student may request permission to be temporarily absent for good and valid reasons acceptable to the home programme’s Head of Department or his or her nominee. Any absence due to illness shall be reported in accordance with the University’s procedure for student sickness certification. The details of persistent

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unauthorised absences will be communicated to the student’s home programme or department.

3.2.2 Approved variation or exemption from MMU Regulations

3.2.2.1 On exit from the Scheme, a University Certificate of Credit is awarded for successful completion of any of its levels.

4 Student Support Strategy

The Uniwide scheme offers the students enrolled on it a 20 credit language option unit and, therefore, any Personal Tutor and/or PDP arrangements are carried out within students' home Departments. Students are nevertheless encouraged to consult their language unit tutors about any problems or issues arising out of their language studies.

5 Student Evaluation

The input of students in the quality management of Uniwide is valued and there are effective procedures to capture, analyse and respond to the student voice. Unit evaluation questionnaires are distributed at the end of the teaching year and the feedback collected is acted upon in the annual monitoring and evaluation exercise.

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UNIV H/BK FOR ACAD QUAL ASS' · Web viewGerring, J (2007) Case Study Research: Principles and Practice Cambridge University Press: Cambridge Gillham, B (2000) Developing a Questionnaire,

Documents