Overall objectives:

1 - Objectives: To understand the process of organizing, planning, directing and controlling resources within an entity with the overall objective of achieving its objectives. Developing decision-making and problem-solving skills within the scope of the hotel corporate organization of hotel and catering To understand the ethical and deontological dimension of the director and hotel manager profession.
2 - Competencies developed: Developing all elements for decision-making; - Developing creativity, the attitude of permanent prospective and the analytical and synthesis capacity; - Developing perseverance to excel and go beyond standards of excellence (implies motivation for quality; and open mindedness)

Syllabus:

1.2 - The management of hotel and catering companies. The stakeholders: owners, managers, officers, employees, suppliers, customers. The rest of Stakeholders. Strategic change and innovation in the hotel Enterprise.
3.4 - Macro-environment of business and decision-making. Type of decision making in companies. Organization chart of hotel and catering companies. Strategic objectives, generic strategies, corporate strategy, competitive advantages, key success factors.
5.6 - Communicative elements of the organization: mission, vision, corporate values, ethics and social responsability base line. The value of the corporate brand. Brand equity.
7 - Leadership and emotional intelligence. The values of the organization and all stakeholders.
8.9 - Analysis and evaluation of results, balanced scorecard.

Literature/Sources:

Demers, C. , 2007 , Organizational change theories: A synthesis , Thousand Oaks:Sage
Kaplan, R.S., Northon, D.P. , 1996 , The Balanced Scorecard: Translating Strategy into Action , Harvard Business School Press
Kim, W. Chan and Mauborgne, R , 2006 , Tipping point leadership , Harvard Business Review
Kotter, J. , 1999 , John P. Kotter on what leaders really do , Boston, MA:Harvard Business Press
Kotter, J , 2006 , Leading change: Why transformation efforts fail , Harvard Business Review
Maginn, M. , 2005 , Managing in times of change , San Francisco, CA: McGraw-Hill
Simmons,O. , 2006 , Some professional and personal notes on research methods, systems, theory, and grounded action , World Futures
Strebel, P , 2006 , Why do employees resist change? , Harvard Business Review
Enz, Cathy A. , 2010 , Hospitality Strategic Management: Concepts and Cases , John Wiley & Sons INC

Assesssment methods and criteria:

Classification Type: Quantitativa (0-20)

Evaluation Methodology:
a) Teaching methodology: - The leitmotiv of the seminar is that the students are able to analyze a company and all the corporative aspects that surround it - Finding information and preparation and organization of material. Self-study and Study Groups. - Seminars and debates. Several hotel managers will be invited to share their knowledge on case studies. - Case Studies. - Supervised Projects carried by group. b) The evaluation consists of an individual written assignment, with a evaluation value of 30% and the performance of a group work with oral presentation to the class, with a value of 40%. There are other evaluation: attendance to school activities with a value of 10% and interventions in discussion forums with a value of 20%. This CU has only continuous evaluation, not considering evaluation at reassessment period.