Aims

The Higher Diploma in Hospitality Management (QCF) have been developed to focus on:

• providing education and training for a range of supervisory-management careers in the hospitality industry
• providing opportunities for those already in employment in the hospitality industry to follow a programme of study directly relevant to individual vocations and professions within the hospitality industry, leading to a nationally-recognised level 5 vocationallyspecific qualification
• providing opportunities for full-time learners to gain a nationally-recognised, vocationally-specific qualification to enter employment in hospitality management or progress to higher education vocational qualifications such as a full-time degree in hospitality management or related area
• providing opportunities for learners to develop a range of skills, techniques and attributes essential for successful performance in working life.

Overall Programme Outcomes

On completion of this programme, learners will be able to:

After completing the course the student will be able to:

• develop in-depth knowledge and develop skills in the fields of different areas of hospitality management.
• analyse, synthesise and summarise information on hospitality management critically
• Apply subject knowledge and understanding to address familiar and unfamiliar problems relating to operating and managing in a hospitality industry environment.
• Acquire a strong foundation in knowledge and skills to enable progression to the final year of an undergraduate degree in Hospitality Management

Assessments

Assessments are based wholly on course work and assignments submitted by learners

Entry Requirement

• Completion of a level 4 qualification or equivalent.
• Applicants may be admitted on evidence to show they are able to fulfill and benefit from the objectives of the programme and achieve the standards required via APL or APEL.

Programme Structure

The Level 5 Higher Diploma in Hospitality Management accrues 120 credits over 8 modules.  Each module carries 15 credits and are in:

• Module 1- Finance in the Hospitality Industry
• Module 2 –Food and Beverage Operations Management
• Module 3 – Hospitality Marketing
• Module 4 – Leading and Managing in Hospitality Organisations
• Module 5 – Legal Aspects of Hospitality Operations
• Module 6- Developing Hospitality Teams
• Module 7 – Managing Sales in Hospitality Industry
• Module 8 – Managing People

Module 1: Finance in the Hospitality Industry

On successful completion of this module, students will be able to:

• identify and analyse various sources of funding and income generation for business and services industries
• understand business operations in terms of the elements of cost
• interpret and evaluate business accounts and note their implications for the business entity
• analyse business performance by the application of financial  ratios
• apply the concept of marginal costing.

Module content includes:

1. Sources of funding and income generation for business and services industries

Funding: sources eg retained profits, loans, banks, investors, small business schemes,

franchise, hire purchase, sponsorship, lease schemes, creditors, debt factoring

Income generation: methods eg sales, commission, sub-letting, sponsorship, grants, tracking

mechanisms

2. Business operations in terms of the elements of cost

Elements of cost: sales; materials; consumables; labour; overheads; capital; gross and net

profits; discount costing

Selling prices: product and service costing; formula to achieve a specific gross profit percentage; differential gross/net profit margins; marginal costing; effect of competition; freelance; commission; peak/off-peak trading

Control of stock and cash: methods eg storage, purchasing, cash, security, reconciliation, stock-taking

Taxation: income tax; Value Added Tax (VAT); corporation tax; schedules; rates; personal/capital allowances; post-tax profits, implications

3. Interpret and evaluate business accounts

Trial balance: source; structure eg summary of accounts from sales, purchase and nominal ledgers

Final accounts: types eg sole trader, partnerships, limited company, trading account, profit and loss account, balance sheet, adjustments for depreciation, accruals, prepayments, bad debt provision; format eg vertical, double-entry, appropriation account; assets/liabilities eg capital, fixed, current, notes to accounts

Profit and cash budgets: purpose; types eg profit, cash flow, operating, master; variance analysis to include sales (volume and average spend), cost variances (raw material, labour, overhead), profit variances (gross and net)

4. Analyse business performance by the application of financial ratios

Sales profitability ratios: gross and net profit; Return On Capital Employed (ROCE)

Liquidity ratios: current; acid test

Efficiency ratios: debtors and creditors payment periods; stock turnover

Financial ratios: interest earned; gearing

5. Apply the concept of marginal costing

Costs categorisation and contribution: fixed and variable costs; contribution calculation eg product/customers, cost/profit/volume relationship

Application: break-even; profit/loss potentials; setting selling price and discounting

Module 2 – Food and Beverage Operations Management

Upon completion of this module, learners will be able to:

• understand different food and beverage production and service systems
• understand the financial controls used in food and beverage operations
• devise menus for hospitality events
• provide food and beverage services for hospitality events.

Module content includes:

1. Understand different food and beverage production and service systems

Food production: systems eg traditional, batch cooking, call-order, centralised, assembly kitchens, sous-vide, cook-chill, cook-freeze

Service: systems eg table service, counter service, à la carte, table d’hôte, silver service, family service, plate service, guéridon service, specialist food service systems

Recipe and menu factors: recipe suitability and modification; customer perceptions; choice of products; flavour and appearance of dishes; nutritional value

Cost implications: system costs; equipment; staff; products

Staffing implications: system skills and de-skilling; job specifications; training; levels of output

Application: within the hospitality industries eg hotels, restaurants, pubs, clubs and nightclubs, contract food services, hospitality services, membership clubs, events and specialist operations, banqueting, fast food, in-flight catering

2. Understand the financial processes used in food and beverage operations

Financial statements: dish costing sheets; cost statements; operating statements; variance analysis; sales records

Costs and pricing: dishes; menus; beverage lists; sales mix; net and gross profit; fixed, variable, direct, indirect cost; cost elements; VAT; discounting

Purchasing process: requisition of equipment and supplies; purchasing options; purchase specifications; receipt; invoicing; storage of equipment and supplies

3. Devise menus for hospitality events

Menu and recipe considerations: cookery styles; types of menus; balance; dietary needs; allergy considerations; ethnic influences; social trends and fashions; nutritional content

Dish recipes: using fresh foods; prepared foods and levels of processing; combination of prepared and fresh foods; dish specifications; standard recipes

Factors affecting menu compilation and dish selection: taste; colour; texture; temperature; appearance; seasonal and local produce; complementary or contrasting foods; food and drink matching

Beverages: alcoholic; non-alcoholic; sources; selection; availability; storage; legislation

4. Provide food and beverage services for hospitality events

Planning: type of menu; style of service; timescale; customer requirements

Cost control: staffing; materials; overheads; achieving target profits; budget restrictions

Quality standards: production and service planning; food and beverage preparation; cooking and presentation; food and beverage service levels; setting and maintaining standards

Health, safety and security of the working environment: procedures; monitoring; setting and maintaining hygiene practices

Evaluation factors: planning; organisation; management objectives; implementation; quality; customer satisfaction; cost effectiveness

Module 3 – Hospitality Marketing

Upon completion of this module, learners will be able to:

• understand how customer needs can be identified and met
• understand and analyse the characteristics of hospitality markets
• demonstrate ability to undertake market analysis and how to implement a market analysis
• report market research findings to inform managerial decisions.

Module content includes

1. Understand how customer needs can be identified and met

• Market at work: Demand and Supply forces
• Market structures: Types and implications
• Customers: Perceptions and needs

2. Understand and analyse the characteristics of hospitality markets

• Issues and trends in the hospitality market
• Product / service offering
• Service characteristics linked to customer requirements
• Exploring services management

3. Demonstrate ability to undertake market analysis and how to implement a market analysis

• Price elasticity of demand/ consumer buying behaviour
• Macroeconomics policies and impact on the market
• Globalisation of the service industry

4. Report market research findings to inform managerial decisions.

• Sources and methods of market research
• Communication findings through various ways
• Interpreting results for managerial decision making

Module 4 – Leading and Managing in Hospitality Organisations

Upon completion of this unit, learners will be able to:

• understand the difference between leading and managing teams
• understand and analyse commonly applied theoretical concepts which describe human nature and managerial behaviour in the workplace
• understand how management style can influence managerial behaviour
• understand how to apply managerial styles in hospitality contexts.

Module content includes

1. Understand the difference between leadership and management

• definition of management
• role of managers
• duties of managers – planning, organising, controlling, directing and monitoring
• classification of approaches to management
• future for management in hospitality organisations
• definition of leadership
• formal and informal leadership
• similarities and differences between leaders and managers

2. Analyse models which make suppositions about human nature and behaviour at work

• theories on motivation – Maslow, Herzberg, McClelland, expectancy theory and equity theory
• motivation through job design
• motivation through empowerment
• explain how attitudes and assumptions can influence managerial behaviour

3. Analyse models that illustrate different management styles

• autocratic, paternalistic, consultative and democratic
• Tannenbaum and Schmidt
• Hersey–Blanchard
• compare the behaviours that are associated with effective leadership
• identify how the customer interface in hospitality businesses can directly impact on managerial styles and behaviour
• review situations and circumstances which require application of differing management styles and behaviour
• compare the relationships between individual manager performance and expected organisational managerial performance and behaviour

4. How leadership and management styles can be adapted to respond to particular work situations

• defining what we mean by effectiveness
• the measures of effectiveness
• explain links between management style and managerial effectiveness and efficiency

 

Module 5 – Legal Aspects of Hospitality Operations

Upon completion of this module, learners will be able to:

• understand requirements placed on hospitality organisations by legal, regulatory, ethical and social responsibilities
• understand how to monitor the operational compliance of a hospitality organisation in meeting legal, regulatory, ethical and social responsibilities

• understand how to make recommendations on areas of non-compliance with legal, regulatory, ethical and social responsibilities

Module content includes

1. identify key legal requirements placed on hospitality organisations including those relating to:

• food safety
• public safety
• employment
• financial management
• data protection
• trade descriptions
• licensing
• discrimination

2. The impact of ethical guidelines upon hospitality organisations
   • Obligations placed on hospitality organisations by local communities
   • Impact that non-compliance with legal, regulatory, ethical and social responsibilities can have on hospitality organisations
   • Impact that non-compliance with legal and regulatory requirements has upon the individual manager working within a hospitality organisation
3. Systems used to monitor compliance against food and safety regulation
4. How hospitality organisations monitor programmes of work to identify compliance with ethical and social requirements
5. Common courses of action to resolve non-compliance
6. Responsibilities of the individual managers when identifying areas of non-compliance with legal, regulatory, ethical and social responsibilities
7. Recommendations for corrections to enable compliance with procedures can be made

Module 6 – Developing Hospitality Teams

Upon completion of this unit, learners will be able to:

• understand the role of training in the development of effective teams
• understand how to analyse the training needs of people in the workplace

• understand how to devise plans for the development of teams in the workplace to improve performance.

Module content includes

1. Role of training in the development of effective teams
   • approaches that hospitality organisations use to increase the capability and performance of teams
   • how training can increase the effectiveness of teams working in hospitality organisations
   • Identify the existing development mechanisms available within an organisation
   • Team dynamics
2. Training needs analysis

• What is a TNA
• How to conduct a TNA
• Analysing TNA and making decision about training and development

3. Training and Development

Benefits of training and development

Balance the development needs of teams and individual team members

Training methods

4. Development methods and tools

Evaluating development tools available within an organisation to accommodate the development needs of individuals in the workplace

5. Designing and Implementing Training and Development
   • Producing a development plan to progress identified development needs
   • How to implement individual training interventions identified within a training plan

• Module 7 – Managing Sales in Hospitality Industry

Upon completion of this module, learners will be able to:

• explain the importance of monitoring the sales performance of staff
• explain the importance of providing feedback on sales performance
• analyse the use of key performance indicators in monitoring sales performance
• explain the importance of encouraging staff to ask questions, make suggestions and seek clarification regarding hospitality products and services
• apply the use of sales-related information in managing the sales performance of staff team members in formal performance appraisals
• identify techniques used to recognise selling situations and opportunities
• evaluate the use of different sales and communication techniques
• analyse how to select sales techniques for the situation
• identify techniques and strategies used to improve sales skills and performance
• analyse ways in which consumer behaviour impacts on the buying decisions of customers
• explain how a competitor analysis can be implemented
• explain how to produce sales targets based on sales forecasts
• analyse the importance of knowing the target clients and their typical consumer behaviour

Module content includes

• Sales performance in the hospitality industry
• Identifying the hospitality industry and the role of sales
• Measuring and monitoring performance
• The planning process
• Identifying marketing and sales approaches and activities
• SWOT analysis
• Sales and marketing action plan
• Roles and responsibilities of sales personnel
• The hospitality sales cycle and categorising a sales team
• The sale and marketing function
• The hospitality cycle and promoting products / services
• Aspects of promotion and selling
• The skills and attributes of sales personnel
• Developing product knowledge and sales skills
• Identifying buyer behaviour patterns
• Forecasting and budgeting
• Costing in the sales planning
• Competitiveness and up selling

Module 8 –  Managing People

Upon completion of this unit, learners will be able to:

• Demonstrate an understanding of the implications of HR decisions on the workforce and the organisation.
• Develop a critical awareness and understanding of current theory and good practice in the management of people.

Module content includes

• An introduction to people management, the importance of the human resource to effective organisational performance and the distinction between specialist HR and line management responsibilities.
• HRP, flexibility, recruitment and selection.
• Managing reward, performance & conduct.
• Employee development.
• Managing health & safety, managing stress.
• Diversity management.
• Generating commitment through involvement.
• Employee relations.
• Contemporary issues

Programme Outcomes

On completion of the programme students will be able to:

• Demonstrate understanding of management theories, current issues of management, the development of conceptual frameworks to guide their application within organizations operating in an increasingly global and competitive environment.
• Acquire a strong foundation in key functional areas of business management to enable them to succeed as effective managers in an increasingly complex and dynamic environment.
• Exhibit a coherent body of knowledge on economic, ethical, environmental, legal, political, sociological and technological factors together with their effects at local,national and international levels upon the strategy, behaviour and management of
• Demonstrate command of a range of competencies relevant to cross-border management, including inter-cultural awareness and understanding.
• Acquire and use a range of concepts, tools and techniques for problem solving and decision-making for analyzing complex and inter-related business scenarios.
• Demonstrate and apply critical skills enabling the investigation and evaluation of valid and relevant management issues and practices.

Value of French Degree

The French Business Schools dominate top positions in the international Business School  ranking in the European continent. The French Higher Education in Management is par excellence and the French research and academic developments in Management are recognised among the best in the world.

The following are world class French Business School:

• Insead
• HEC School of Management, Paris
• Grenoble Graduate School of Management
• ESCP=EAP European School of Management

Programme Structure

Year 1 consisting of 8 Common Core Modules of 7.5 ECTS each

• Principles of Management
• Business Economics
• Principles of Marketing
• Business Accounting
• Quantitative Methods for Business
• Business English
• Information Systems for Business
• Developing Learning Effectiveness

Year 2 consisting of 6 Common Core and 2 Electives Modules of 7.5 ECTS each

• Managerial Accounting
• Marketing Management
• Operations Management
• Intercultural Management
• International Business Environment
• People and Organisation

Plus 3 Electives chosen from the following 3 Modules

• International Marketing
• International Economic and Trade
• Managing People

Year 3: 6 Common Core Modules each of 7.5 ECTS

• Business Intelligence
• International Strategic Management
• Business Planning
• Global Supply Chain Management
• Comparative & International Management
• International Marketing Communication

Based on choice of specialisation choose 2 designated Elective modules

• Business Development
• Marketing
• Finance
• Tourism Management
• Generic (Choose any 2 from at least 2 pathways)
• Doing Business in Europe
• Business to Business Marketing
• International Finance
• International Tourism Marketing
• Elective 1
• International Human Resource Management
• Internet Marketing
• Business Finance and Decisions
• International Tourism Development
• Elective 2

The GDA is a specialist Management Accounting graduate diploma equivalent to a final year degree.  In today’s highly competitive job market, where skills are no longer the main commodity, more and more workers are finding it a necessity to upgrade their skills and credentials. Working closely with the Chartered Institute of Management Accountants (“CIMA”), successful graduates are granted an 11 papers exemption from the CIMA’s education framework.  This provides them with a fast track to qualify as members of CIMA by completing 5 further outstanding modules in the CIMA qualifying framework.

Overall Programme Outcomes

• Demonstrate integrative knowledge and comprehension of key concepts/principles and practices in the field of Management Accounting.
• Be able to apply the knowledge acquired to demonstrate a high level of understanding and professionalism in the workplace on management accounting operations and practices.
• Demonstrate an ability to identify, analyse and solve problems in the workplace and contribute to organizational improvement.
• Demonstrate an ability to use and apply information, retrieve and apply data and analyse and formulate measures to make informed decisions to solve business related issues and problems.

Assessments

Assessments are based wholly on course work, assignments and examinations.

Entry Requirement

Normal entry

• Possess a minimum of 2 A Levels or equivalent.

Open Entry

• At least 21 years old with 3 years relevant work experience
• Other qualifications recognized by AeU

Programme Structure

A total of 66 credits of core modules, electives and MPU modules need to be completed in order to be awarded this Graduate Diploma.

Core Subjects (51 credits)

• Business Calculations and Finance (3 Credits)
• Fundamentals of Financial Accounting (3 credits)
• Fundamentals of Management Accounting (4 credits)
• Business Law(3 credits)
• Marketing & Operations(4 credits)
• Managerial Economics (3 credits)
• Management Information Systems (3 credits)
• International Business Environment (3 credits)
• Ethics & Governance (3 credits)
• Business Taxation (3 credits)
• Enterprise and People Management (4 credits)
• Advanced Management Accounting (4 credits)
• Enterprise & Performance Management (4 credits)
• Financial Accounting and Reporting (4 credits)
• Financial Analysis & Interpretations (3 credits)
• Reflective Learning Log (3 credits)

Seminar attendance (12 credits)

• Basic understanding of Asian culture and communication (Malay) ( 3 credits)
• Asian Studies (Malaysia) ( 3 credits)
• Academic Writing( 2 credits)
• Comparative Ethics( 2 credits)
• Personal Development Project( 2 credits)

This Higher Diploma is designed to provide a more in depth understanding and application of business administration.  It should equip learners with the right knowledge, skills and tools to progress careers and/or take up employment in the business sector.  Those who are keen to further their education can progress on to gain entry and acceptance into Year 3 of a Bachelor degree in Business and Management.

Overall Programme Outcomes

On completion of this programme, learners will be able to:

• Demonstrate an in depth understanding of management theories, current issues of management, the development of conceptual frameworks to guide their application within organizations operating in an increasingly global and competitive environment.
• Demonstrate and apply critical skills enabling the investigation and evaluation of valid and relevant management issues and practices.
• Demonstrate command of a range of competencies relevant to cross-border management, including inter-cultural awareness and understanding.
• Demonstrate a coherent body of knowledge on economic, ethical, environmental, legal, political, sociological and technological factors together with their effects at local, national and international levels upon the strategy, behaviour and management of organisations.

Assessments

Assessments are based wholly on course work and assignments submitted by learners

Entry Requirement

• Completion of a level 4 qualification or equivalent.
• Applicants may be admitted on evidence to show they are able to fulfill and benefit from the objectives of the programme and achieve the standards required via APL or APEL.

Programme Structure

The Level 5 Higher Diploma in Business Administration accrues 120 credits over 8 modules.  Each module carries 15 credits and are in:

• Module 1- Managerial Accounting
• Module 2 – Marketing Management
• Module 3 – Operations Management
• Module 4 – Intercultural Management
• Module 5 – International Business Environment
• Module 6- People and Organisation
• Module 7 – International Marketing
• Module 8 – Managing People

 

Module 1: Managerial Accounting

Upon completion of this unit, learners will be able to:

• Discuss the concepts of planning and control and how the management accountant can assist the management process now and in the future.
• Select the costing systems that are most appropriate for a given business situation.
• Analyse the impact on management planning and control systems have on managerial behaviour and the organisation’s accounting system.
• Construct, analyse and present a set of budget statements for a range of budget types (fixed, flexible, zero based).

Module content includes:

• Cost Accounting Fundamentals

This is an introductory unit which deals with the role of management accountants in the planning and control process. The section covers some of the basic concepts used in management accounting such as the way costs can be classified and reported.

• Cost Information for Decisions

This section deals with how costs are accumulated or allocated to specific products or services within different types of cost systems.  This will enable students to decide which particular costing system would be most appropriate for a given business situation.

• Tools for Planning and Control

This section requires you to use your knowledge of costs and systems to prepare, analyse and present budget statements of an organisation.  Learners will also explore the behavioural implications of budgetary systems.  This section also contains a discussion of the contemporary approach to cost control.

Module 2 – Marketing Management

Upon completion of this unit, learners will be able to:

• Evaluate and challenge prevailing marketing theories.
• Discuss, develop and analyse marketing strategies.
• Develop, analyse and present marketing plans and reports.

Module content includes:

• Marketing Planning Theories and Models.
• Situation Analysis.
• Marketing Strategies and Programmes.
• Marketing Organisation and Control.
• Formulating a Marketing Plan.

Module 3 – Operations Management

Upon completion of this unit, learners will be able to:

• Recognise the importance of effective operations management to an organization.
• Create, maintain and improve the necessary conditions for productive work.

Module content includes:

• Understanding Operations Management.
• Operations and Strategy – including possible contractual/partnership relationships.
• Operations Performance Objectives.
• Managing Process Design.
• Managing Quality.
• Managing Capacity.
• Managing Materials.
• Managing Work and Work Systems.
• Managing Change.

Module 4 – Intercultural Management

Upon completion of this unit, learners will be able to:

• Gain a better understanding of contemporary management issues from an international and cross cultural perspective.
• Developed awareness and sensitivity to cultural differences in behaviour in order to improve skills for working in multicultural organisations and markets.
• Develop the ability to handle differences in intercultural communication styles, to prevent intercultural conflicts.
• Gain a better understanding of staffing, training and compensation issues for global operations.

Module content includes:

• Introduction to intercultural Management.
• Rules of the “social game”.
• Intercultural Leadership Management.
• Intercultural Communication.
• Social and Intercultural Competence.
• Intercultural Conflict and Negotiation Management.
• Global Human Resource Management.

Module 5 – International Business Environment

Upon completion of this unit, learners will be able to:

• Understand the context in which international business takes place.
• Distinguish what differentiates international from domestic business.
• Research the international business environment and understand the actors and their interaction in it.
• Apply knowledge and skills needed to develop solutions and challenges present in the international business environment.

Module content includes:

• Introduction to and overview of the international business environment.
• The cultural environment.
• The political and legal environment.
• The economic environment.
• Government and parastatal influences on trade and investment.
• Corporate trade and investment issues and international marketing.
• Business-government relations.
• The international financial environment, currency and capital market issues.
• International market selection.

Module 6 – People and Organisation

Upon completion of this unit, learners will be able to:

• Analyze the effect to psychological and social process on process on individual and group behavior.
• Demonstrate the ability to incorporate insights of various influential theories of management and Organizational behavior in work situations.
• Diagnose the cause, consequences, and implication of Organizational decisions and actions to bring about improvements in the organization.
• Learn how Organizational change affects all aspects of the organization from the individual to the group to the structure and culture of organization.

Module content includes:

(i)           Introduction

• Management: An applied Behavioral Sciences Approach.
• Managing in rapidly changing world.
• Challenging and Opportunities for Organizational Behavior.

(ii)          The Individual

• Personality, Principles, and Ethics.
• The importance of Learning.
• Stress Management.

(iii)         The Group

• Power and Politics.
• Conflict and Negotiation.

(iv)         The Organization

• Work Design and Technology.
• Organizational Culture.
• Organizational Change.

Module 7 – International Marketing

Upon completion of this unit, learners will be able to:

• Analyse Global competitive, economic, social, cultural, legal, regulatory, and financial environments that impact on international marketing management.
• Evaluate issues in the global marketing mix decisions of product, price, place and promotion.
• Appraise Strategic alternatives for global sourcing, and global market entry and expansion, and the factors influencing the choice of these alternatives.
• Analyse how multinational firms manage and organise their global marketing activities?

Module content includes:

• Introduction to global marketing.
• Global marketing planning.
• Market environmental scan.
• Global marketing information systems & research.
• Global segmentation, targeting & positioning.
• Alternative strategies for global market entry & expansion.
• Competitive analysis & strategy.
• Co-operative strategies & global.
• Product and Pricing decisions.
• Channel decisions.
• Global marketing communication decisions : advertising.
• Leading, organising & controlling the global marketing effort.

Module 8 – Managing People

Upon completion of this unit, learners will be able to:

• Demonstrate an understanding of the implications of HR decisions on the workforce and the organisation.
• Develop a critical awareness and understanding of current theory and good practice in the management of people.

Module content includes:

• An introduction to people management, the importance of the human resource to effective organisational performance and the distinction between specialist HR and line management responsibilities.
• HRP, flexibility, recruitment and selection.
• Managing reward, performance & conduct.
• Employee development.
• Managing health & safety, managing stress.
• Diversity management.
• Generating commitment through involvement.
• Employee relations.
• Contemporary issues.