2A Education Policy

2A.1 Description of education

Stenden South Africa offers a full-time, three-year course of ‘Hospitality Management’. The course aims at fulfilment of management positions in organisations with service and hospitality as their essential function or as an important part of the complete organisation. Graduates receive a ‘Bachelor Commerce in Hospitality Management degree’. Stenden South Africa is registered with the Department of Education as a private higher education institution under the Higher Education Act, 1977, and according to registration Certificate No. 2002/HE10/001, to offer the Bachelor of Commerce in Hospitality Management. This is a three year degree programme to the value of 414 credits. The programme is registered with SAQA with the qualification ID number 63710. The course content is provided by the programme International Hospitality Management (IHM) of Stenden University Netherlands.

IHM acquired an accreditation of the NVAO in March 2006. The educational programme has been registered in the Centraal Register Opleidingen Hoger Onderwijs (CROHO, Central Register of Schools for Higher Education) under number 34411 full-time. Stenden University also offers a Masters degree in Hospitality Management.

For our study programmes, students can start twice per year, in January and July. All new students are expected to attend the Orientation Weeks, which start two weeks prior to the start of the first module of the programme. Orientation and introduction information is sent to all applicants who have been accepted.

2A.2 Account of the education

Dutch Hospitality Management Profile

In the Netherlands Stenden University, Hotel School The Hague, the School for Hotel Management Maastricht, The Nederlandse Hogeschool voor Toerisme en Vrijetijdskunde (Breda) and the Saxion Hogeschool IJsselland (Deventer/Apeldoorn) are the universities offering Hotel Management programmes.

These Universities elaborated the domain competences in a national Professional Competence Profile for Hospitality Management (2004). This profile consists of a professional profile which gives a description of the professional or core tasks of the professional worker, and a competence profile in which the professional tasks have been translated into competences. Competences describe the knowledge, insight, skills, and professional attitude students should have acquired by the end of their studies to be adequately prepared for the professions they have been trained to perform. Therefore, competences are directional for the way the educational programme is to be organised.

Stenden South Africa - Hospitality Management Competence Profile

Stenden University has developed its own educational competence profile, by adding two competences to the national profile. These competences are derived from the educational concept and the mission of Stenden and concern the intercultural and the value driven competences. The competence profile is directional for the development of the educational programme.

Below, you will find a short description of the competences. Please refer to the curriculum “Serving Success” for an extensive explanation and rationale, available at the educational consultant of our Education.

Twelve competences form the basis of the education programme of our Hospitality Management course:

1. Creating of ‘experiences’ by the granting of hospitality.
2. The development of a vision on changes and trends in the external environment and the developing of relations, networks and chains.
3. Analysing policy issues, and to translate these in policy objectives and policy alternatives and preparing for decision-making.
4. Implementation of Human Resource Management in view of the strategy of the organisation.
5. Setting up, managing and improving of company - or organisational processes.
6. Analysing the financial and legal aspects, internal processes and the company - or organisational environment in order to reinforce the correlation and interaction.
7. Developing, implementing and evaluating a change process.
8. Leading a company, part of a company, company processes or a project
9. Social and communicative competence (interpersonal, organisation)
10. The competence of managing oneself (intrapersonal, or professional)
11. Focuses his managerial and entrepreneurial behaviour - from his own outlook on life - on core values which contribute to the care of human beings and the world.
12. Effectively identify and handle cultural differences within an international team in hospitality management.

Explanation about the origin and formulation:

• Competence 1 is characteristic for the hospitality education programme and can be considered as being unique.
• Competence 2 to 7 make up the common basis for the education programmes of higher professional education, which grant the degree in Business Administration (BA) in the Netherlands and the B. Com in South Africa.
• Competence 8 originates from the domain competencies of the Bachelor degree of Commerce.
• Competences 9 and 10 are common domain competences in all domains of the sector for higher economic education programmes.
• Competence 11 and 12 are Stenden University specific.

Each academic year, students work on certain phase objectives, which ensure that the competences will be acquired after completing their studies.

Competence	Year 1	Year 2	Year 3	Graduation Outcome
1	1.1 Perform operational tasks independently in a hospitality organisation and develop a hospitable attitude.	2.1 Manage operational processes in hospitality services.	3.1 Analyse the organisational (hospitality) processes and develop a vision based on the results of the analysis, with regard to creating experiences by granting hospitality.	Creating 'experiences' by granting hospitality.
2	1.2 Understand external analyses and the relevance of these for the operational working processes and understand the importance of the developments of networks, chains and relations.	2.2 Anticipate, from an entrepreneurial attitude, changes and trends in the external environment and develop a vision with the aid of networks and relations.	3.2 To develop a vision about changes and trends in the external environment and the development of relations, networks and chains.	Develop a vision about changes and trends in the external environment and the development of relations, networks and chains.
3	1.3 Understand the relevance of the execution of policies at operational level and act accordingly.	2.3 Write policy plans at departmental level.	3.3 Analyse and design policy at organisational level.	Analysing policy issues and to translate these in policy objectives and in policy alternatives and preparing for decision making.
4	1.4 Understand the HRM responsibilities and authority, train and coach individual employees within the team.	2.4 Execute all relevant Human Resource Management tasks at departmental level.	3.4 Execute all relevant Human Resource Management tasks at organisational level in view of the strategy of the organisation.	Implementation of Human Resource Management in view of the strategy of the organisation.
5	1.5 Name and execute the company or organisational processes.	2.5 Design, control and improve the company or organisational processes.	3.5 Design, control and improve the company or organisational processes, based on strategic objectives and quality plans.	Setting up, managing and improving of company - or organisational - processes.
6	1.6 Describe the financial and legal aspects, internal processes and the operational - or organisationalenvironment and make simple analyses and internal reports with the aid of IT-applications.	2.6 Manage internal processes with instruments of management accounting, law, business administration and research.	3.6 Analyse the financial and legal aspects, internal processes and the operational - or organisational environment in order to reinforce correlation and interaction.	Analyse the financial and legal aspects, internal processes and the operational - or organisational environment in order to reinforce correlation and interaction.
7	1.7 Recognise the need for changes and distinguish the steps of a change process.	2.7 Develop, implement and evaluate a change process at departmental level.	3.7 Start a development line within an organisation in a creative and organisational sensitive way and achieve the goals set within the term of the change process.	Developing, implementing and evaluating a change process.
8	1.8 Distinguish and analyse markets and products within the hospitality industry.	2.8 Initiate and create products and services, anticipating the changing needs and wishes of the guests.	3.8 Show confidence in initiating and creating products and services, and able to cope with taking risks.	To initiate and create products and services in an independent and enterprising way.
9	1.9 Carry correct verbal and non-verbal business correspondence in two or more languages and communicate accordingly (IELTS 6.5).	2.9 Communicate in two or more languages at all organisational levels; design and write policy plans, inform, consult, create support, stimulate, motivate, persuade and express resolutions.	3.9 Adjust attitude to the social context in all types of communication and tune this communication to external parties as well.	Social and communicative competence.
10	1.10 Can describe the personal possibilities and pitfalls with regard to learning, result-oriented working, taking initiative, operating independently and flexibility.	2.10 Can in educational situations with coaching adjust personal development with regard to learning, result-oriented working, taking initiative, operating independently and flexibility, to the demands of the specific situation.	3.10 Can independently of others steer and regulate, in profession related situations, personal development with regard to learning, result-oriented working, taking initiative, operating independently and flexibility.	To steer and regulate personal development with regard to learning, result-oriented working, taking initiative, operating independently and flexibly.

Note: The marked competences are the exit qualifications

View on the relation between education and the field

A lot of attention is paid to the practical and usable knowledge required for the hospitality field. Therefore each module has a supporter from the industry, who gives feedback and input to the content of the module. In addition to knowledge of the field, the professional should have the capacity to think and act in both an analytical and problem solving way. Furthermore, an important role is played by non-cognitive factors, such as perseverance, teamwork, creativity, willingness to work, and a capacity to reflect upon one’s own skills and professional attitude. Educational institutions need to pay attention to such factors. Therefore, a problem and practice aimed approach is necessary, with objectives and study contents based upon the future professional performance.

View on future developments

Important developments observed in various fields are quality care in the field of economic services, interculturalisation, financial-economic developments, internationalisation, technology and its consequent legal developments, automation, the increasing interest in environmental and social responsibility and the quest for meaningful hospitality. These developments are extensively discussed in the professional profiles, educational profiles and educational objectives.

The modular organisation of Stenden South Africa’s educational programme offers the opportunity to react flexibly to future developments in the field, and consequently will always offer an up-to-date educational programme.

2A.3 Views on learning and teaching

View on learning and education.

Stenden South Africa uses Problem Based Learning (PBL) in its courses. In Problem Based Learning, learning is thought to be the process of actively acquiring and processing information that changes the behaviour of the student in a relatively irrevocable way. This acquired knowledge, being of a cognitive nature, may also be of an affective or psychomotor nature.

We have chosen to use PBL and CBL (Case based learning) in our courses as this approach supports our view on learning and requires an active study attitude on the part of the students.

Our primary motive for choosing PBL is the fact that in PBL the individual student is responsible for what and how he/she learns. An educational system that compels students to study actively is generally more motivating than a system that does not encourage active study.

PBL changes a student’s attitude towards studying that may lead to a lifelong increase in self-study and personal responsibility. During PBL sessions, students learn that their current knowledge is often not sufficient to address the problem they are confronted with. Through the PBL process, the students learn the problem solving process that will allow them to tackle problems in future (professional) situations.

The secondary motives for choosing PBL are:

• Social motive: Working on PBL tasks in small study groups stimulates the development of co-operation.
• Educational-didactic motive: The PBL method ‘forces’ students to develop personal discipline and an ongoing working rhythm.
• Educational contents and methodical motive: As opposed to the lecture/exam approach in which students often learn only specific significant information, the PBL approach stimulates gaining a broad array of knowledge by presenting a carefully chosen problem as a starting point. It promotes the integration of various disciplines. In addition to acquiring knowledge and skills, the PBL session gives the student the opportunity to practice and use the knowledge and skills gained.

Didactic principles

An educational institution willing to give a didactic form to the above views on the relationship between education and the field, future developments, and learning and teaching, should be aware of the tension that exists between the freedom of the PBL group on the one hand, and the need for uniform objectives for all students on the other hand. Group education only works well if the personal responsibility and initiative of the students is stimulated and respected. PBL groups deal extensively with subjects such as co-operation, learning how to formulate, problem solving, and decision-making.

From a didactic point of view, the above is expressed in the educational objectives of the programme. The objectives describe:

• What problem definitions students should work on during the educational process.
• Which cognitive and social skills students should realise.

The primary conditions considered when organising educational situations are:

• Activation of the student’s prior knowledge - refers to the starting position of the students;
• Relationship to the hospitality field - refers to offering students tasks in a context that resembles the future professional practice as much as possible;
• Active participation and application of knowledge by the students.

These three conditions are met in the problem-based approach to learning. Problem based education recognises and emphasises the interactive aspect of learning. Learning using a problem stimulates students to discuss study and use their knowledge. A well-formed learning arrangement contains tasks and assignments to be worked on in the PBL group, small groups, and other interactive didactic methods such as laboratory courses and tutorials.

Problem based learning meets the third condition when, during the process of learning, analysing the problem and acquiring knowledge takes place systematically and through established procedures.

Other, more secondary, conditions essential for a successful problem based learning process concern:

• The knowledge a student has about PBL before he/she starts a study using this concept,
• The skills of the student for co-operation with other students in a PBL group with an alternating chair- ship;
• The social and communicative abilities of the counselling lecturers;
• The mutual co-operation of lecturers. Lecturers need to agree on the problems constructed, the realisation of the counselling task, and the assessment method of study results and programmes.

Role and responsibility of the students

Students play an active role in Stenden South Africa’s education. Aside from acquiring and processing information on a highly independent and active basis in PBL they are continuously challenged to reflect on the learning and group processes they have experienced. Students are frequently asked to contribute to the development, evaluation and direct and indirect quality improvement of our education by participating in the module planning groups for the development of educational programmes, panel discussions with student-evaluators, and Stenden South Africa’s discussion and decision-making structure. The structure of the practical education and the organisation of our student counselling system stimulate our students to increasingly reflect on their personal attitude, skills and future choice of career.

Role and responsibility of the lecturers

Problem based learning results in an essentially different role for our lecturers. In traditional instructive teaching, a lecturer’s main task is to transfer knowledge while in problem based learning lecturers may be seen as managers of the educational process. Their activities consist of the four classic management functions.

• Together with colleagues, they determine the goals of the educational programme within the framework of Stenden South Africa’s established (Education specific) objectives.
• They plan the students’ learning activities according to the concept of problem-based learning.
• As student counsellors, they stimulate their students and control whether they perform an adequate amount of the learning activities.
• Finally, they check periodically to see if the set objectives have been met satisfactory.

The development, realisation and evaluation of the educational programme demand a lot of willingness to cooperate on the part of lecturers.

In the context of problem based learning, lecturers have five ‘functions’ to fulfil in order to realise their role as tutor in PBL sessions. They are designers of problems, stimulators, process controllers, assessors and subject specialists. Stenden South Africa assumes, as a principle, that the skills to fulfil those five functions are united in one person.

2A.4 Admission policy

Stenden South Africa has two intake moments per academic year: January and July. To be admitted to degree studies, a student must comply with the following requirements:

University Entrance Certificate (NSC)

In order to obtain a National Senior Certificate a student must obtain the following minimum requirements:

Four Compulsory Subjects:

1. First Language (English / Afrikaans etc) pass with 40%
2. Second Language (English / Afrikaans etc) pass with 30%
3. Maths or Mathematics Literacy pass with 30%
4. Life Orientation (two lessons a week) pass with 40%

Any three other subjects from the designated subject groups. One subject must be passed with at least 40% and the other two with at least 30%

Minimum requirements for HET (Bachelor’s Degree)

Any four of the seven subjects taken for the NSC must be passed between at least 50%-59%. This scores a mark of 4 each.

Stenden South Africa entrance is a total of at least 35 marks. 30-34 marks qualifies an applicant for entrance at Dean’s discretion.

Marks are made up as follows:

0-29% = 1 mark
30-39% = 2 marks
40-49% = 3 marks
50-59% = 4 marks
60-69% = 5 marks
70-79% = 6 marks
80-89% = 7 marks (1)
90-100% = 7 marks (2)

Other certificates / entrance requirements are:

• Senior Certificate (Grade 12) with at least a D pass in English and at least 2 years relevant industry experience;
• Senior Certificate (Grade 12) with at least a D pass in English and at least 1 successful tertiary academic year in a related field and a SAQA registered programme that counts at least 120 credits; or
• Another higher education qualification from a registered higher education institute.

Since English is the language of instruction, further criteria for this language are:

• South African Senior Certificate undergraduate applicants to Stenden South Africa must have achieved a pass or higher in English at Senior Certificate/Further Education and Training Certificate level.

For non-SA residents, the following criteria apply:

• An academic IELTS-test with Band score 6.0 and no sub scores under 5; visit the IELTS website for more information.
• A TOEFL-test of 550 (paper-based) or 213 (computer-based). The TOEFL is only accepted when the IELTStest is not offered in the applicants' country of residence.
• Applicants who are native speakers of English or who have successfully undertaken secondary or postsecondary courses -for a minimum of two years- where English was the language of instruction are not required to submit an IELTS of TOEFL test score.

In exceptional cases, mature applicants who do not satisfy the requirements detailed above may be admitted if there is evidence that they possess the intellectual and technical abilities to complete the programme successfully. For this purpose, a mature applicant shall be defined as one aged 23 or more. Stenden South Africa will require that the candidate should write and entrance test in this case.

Students with previous hospitality training at one of the institutes that belong to the HEPSA (Hospitality Education Providers South Africa) and who train on the same level as Stenden South Africa may receive credits for one or more parts of the programme. Students will have to apply to the exam committee and will have to write a competency test. Each case will be treated individually and the decision to give exemption to one or more parts of the programme is to the discretion of the exam committee. It is not necessary for the committee to make the reasons for their decisions in this respect public. No student has the right to demand any exemption. Exemption may be partial and subject to the fulfillment of additional tests or assignments.

2 A4.1 International Students

International students who wish to enrol and register at Stenden South Africa must submit their highest academic qualification to SAQA for evaluation to ascertain whether the requirements for entry to Higher Education in South Africa are met – www.saqa.co.za

Each student should also write an essay about the following:

1. Why does the hospitality industry appeal to you?
2. Why do you think you would make a good manager in the hospitality industry?
3. Why do you want to study at Stenden South Africa?

Candidates will also have a personal or telephonic interview with at least two members of the Exam Committee. This interview will focus on:

1. The communication skills of the candidate;
2. The proficiency of the candidate in the English language;
3. The aptitude of the candidate towards the hospitality industry; and
4. The motivation of the student to study at Stenden South Africa.

The final decision about admission is made by the Exam Committee. Stenden South Africa has the right to accept/reject any application and will inform each applicant in writing of the outcome of the interview.

2A4.2 Exemption policy

Students who want to apply for exemptions must send a request in writing to the Secretary of the Exam Committee. The request must be handed in together with proof of prior education and or prior work experience.

Certificate of Good Conduct

Before students of other South African universities are permitted to study at Stenden South Africa, they may be required to submit a certificate of good conduct and a full official academic record.

The Institute may refuse the admission of a prospective student to Stenden South Africa if they have been found guilty of a serious criminal offence involving violence, dishonesty or any criminal action. Applicants must provide the full particulars of any criminal offence of which they have been found guilty.

2A.5 Stenden South Africa education and practical training

Function and objectives of practical training

Integration of theory and practice is one of our main education policy principles. It provides students with better preparation for a professional career in the hospitality industry. The educational programme has a thematic structure rather than being a compilation of individual subjects. The year and module themes have a relationship
with the future professional activities of our students. Problem Based Learning also contributes to the integration of theory and practice as it continuously confronts our students with problems from the hospitality industry. Industrial placement during the course allows the students to acquire knowledge, insight and skills relating to their professional performance in the industry. The students also acquire insight in social and (inter) cultural situations in relation to companies in the industry, and develop a professional attitude.

During the educational programme, there are many opportunities for internal and external practical hospitality management training.

Students will be placed in our restaurant facility for different kinds of F&B functions. 3rd year students are appointed as department managers, 2nd year students as supervisors / coaches, whereas the 1st years will be active in operational positions to refine their basic skills.

During the first semester of the first year, students will do Work Based Learning (WBL) in The My Pond Hotel in different departments.

The last semester of the programme consists of the industrial placement of 21 weeks (740 credits) performed during the third year. The business improvement project is an integrated part of the industrial placement and often consists of a research question from the placement company.

There are also guest lectures by individuals from the hospitality industry. The management of Stenden South Africa also organise company presentations and forums to help students choose a company for their industrial placement. The industry also represents itself through the selection of applicants.

The practical modules in the educational programme

Students will be placed in the hotel learning facility (My Pond) for a number of weeks in their 1st, 2nd and 3rd year at an operational, tactical and a management level.

The first year

In their first year, students are placed at an operational level in the modules ‘Food & Beverage’ and ‘Rooms Division & Facilities’. During these modules, students work in the kitchen production process learning practical skills such as cooking and cutting techniques and the basics of hygiene and nutrition. They function in various restaurant formulas acquiring practical skills such as waiting techniques and the tasting and selling of wine and learn about nutrition and cost calculations. Students also work in the reception and housekeeping departments acquiring practical skills such as checking guests in and out, handling the telephone system, and cleaning rooms.

The second year

In their second year during the module ‘Performing daily operations’ students work in the different departments of a hotel approved by Stenden South Africa for a week after which they will have the opportunity to assist a departmental manager of that hotel for a week. This industrial orientation can be done in a property selected by Stenden South Africa, though students are also invited to present properties they have contact with.

The third year

During the first semester of the third year, students act as department managers and manage a department in the Stenden Restaurant. Practical skills are extensively practised such as the managing and coaching of first and second year students, managing the service process for the various guests, creativity, project management, human resource management, financial management, quality care and the balanced score card.

Coaching and assessment

For practical training within the regular educational programme of Stenden South Africa, lecturers and practice supervisors are responsible for coaching and assessment. During the industrial placement the placement company also provides a practice supervisor. For information about assessment, please refer to the relevant paragraphs of the educational programme.

Preparations for industrial placement/self-management

Throughout the first two and a half years at school, students prepare for their industrial placement and eventually the job market through a system of self-management. They discuss with their personal coach their experiences in the learning company, Industrial Orientation and company presentations. Through these discussions, the students acquire insight in their capabilities and interests and the endless job opportunities in the hospitality industry.

Students discuss the details of their 21 weeks industrial placement with the Senior Lecturer of year 3. Industrial placement is the final stage of the student’s training and some students receive offers for permanent positions in their industrial placement company.

2A.6 Internationalisation: Grand Tour®

In general

Within Stenden University, internationalisation plays an important role due to:

• Intercultural competencies are an important part of professional skills;
• Gaining international experience can be a plus when applying for a job;
• International experience can be the beginning of international career plans;
• International experience provides you with insight into other cultures, it broadens your horizons,
• International experience gives you the opportunity for personal development.

Internal internationalisation

Stenden South Africa demonstrates its internationalisation through its curriculum, the Exchange Programme for lecturers and students and the campus sites in various places around the world where our educational programme is on offer. With 'The Grand Tour®' we try to give a contemporary version of the 17th-18th century ideal on educating students in which it was thought that students would get the best education by travelling the world and studying in various localities. Our students are able to take the Grand Tour® and continue their education by attending classes at one of the campus sites offering our programme in various countries around the world. Stenden South Africa students can participate in Grand Tour in their second and third year of study. Students interested in studying a semester abroad in Bangkok, Bali, Doha, or Leeuwarden can contact the Education Support Office Manager, Mrs. Ronel Bartlett for more information.

Industrial placement abroad

Some students choose to perform their industrial placement abroad. They experience foreign cultures and acquire knowledge of international Hospitality Management. Placement opportunities are available in a range of countries including Belgium, Germany, the United States of America, the United Kingdom, Austria, France, the Netherlands Antilles, China, Thailand, Indonesia, Jamaica and Aruba. A complete overview can be obtained from the Education Support Office Manager, Mrs. Ronel Bartlett.

2A.7 Internationalisation

The Stenden South Africa programme is for both South African and foreign students who want to take a Hospitality Management programme with an international orientation. All courses are taught in English.

2A.8 Grand Tour® students hosted by Stenden South Africa

The number of foreign exchange students studying at Stenden South Africa for a limited period is significant. Many activities are organised to guarantee a pleasant study time for these students. In principle, exchange students may follow all English modules of the Stenden South Africa programme from year 2. In addition Stenden South Africa offers several minors for Grand Tour students: Wildlife Management, Lodge Management, Entrepreneurship, Event Management, Humanitarian Assistance Management, Tourism Management, Advanced Wine Studies, International Human Resources Management and different Internships.

2A.9 Academic Calendar 2012

Note: Re-writes take place in the first week of the module, that is week one on the Thursday and Friday. Students who wish to re-write must register with the Coordinator for the re-write by the Tuesday 12.00 prior to the Thursday and Friday of week one.

2A.10 Study hours and times

1st hour 8.00 – 8:45
2nd hour 8.45 – 9.30
3rd hour 9.30 – 10.15
4th hour 10.15 – 11.00
5th hour 11.00 – 11.45
6th hour 11.45 – 12.30
break 12.30 – 13.30
7th hour 13.30 – 14.15
8th hour 14.15 – 15.00
9th hour 15.00 – 15.45
10th hour 15.45 – 16.30
11th hour 16.30 – 17.15
12th hour 17.15 – 18.00

2A.11 General notes on word processing

Stenden South Africa requires that all student papers, reports, and minutes be typewritten (prepared using the computer). During assessment of various module tasks and the written assignment in the first year, points are given for skills in Word.

Computer labs are available for student use. The computer laboratory of the school uses the English version of the software programs. Instruction is given on Excel in the first study year. Students are expected to master Word and PowerPoint by self study. For this, books are available in the library.

2B Curriculum Serving Success 2.0

2B.1 Organisation and Structure

Curriculum structure

The three-year curriculum of Stenden South Africa consists of a foundation phase of one year, and a post-foundation phase of two years. All years of the programme are divided into two semesters of two modules each. The programme operated by our Education can be depicted as follows:

Year 1	Year 2	Year 3
Food & Beverage	Controlling & Evaluating	Strategic Hospitality Management
Rooms Division & Facilities	Planning	Hospitality Operations Management
Guest Experience	Performing daily operations	Industrial Placement
Resources	International Business Communication	Industrial Placement

Curriculum structure B.COM – BBA route for double degree

Students may decide to add a year to their studies and obtain a double degree:

• The South African B.Com
• The Dutch BBA (Bachelor’s of Business Administration)

The Dutch BBA is an accredited professional degree in The Netherlands that is recognised worldwide. 

When students select this route, they will enrol with Stenden University and replace their third year internship with a minor semester and additionally go on a 10 month internship. The minors may be done in South Africa, but also at any other site of Stenden University. The minors enable the student to gain more wide-ranging and in-depth knowledge of subjects that are of special interest to him / her. A current overview of minors open for students at the different locations is available on the Stenden SA Groups Drive. The 10 month internship generally has the same requirements as the 21 week B.Com internship, though through the length of the internship students may find opportunities for better positions in the respective hotels.

At the beginning of their fourth year the student will be enrolled in The Netherlands, the cost of which will be carried by Stenden South Africa.  Upon successful completion of this last year the student will graduate with both a B.Com and a BBA degree.

The structure of the B.Com – BBA route is as follows:

Year 1	Year 2	Year 3	Year 3
Food & Beverage	Controlling & Evaluating	Strategic Hospitality Management	Industrial Placement
Rooms Division & Facilities	Planning	Hospitality Operations Management	Industrial Placement
Guest Experience	Performing daily operations	Minor	Industrial Placement
Resources	International Business Communication	Minor	Industrial Placement

Study load of the Hospitality Management Curriculum

The South African regulations require that students should do a minimum of 360 credits in order to obtain the B Com degree. The degree of Stenden South Africa exceeds this requirement as it comprises of 414 credits. A minimum of ten hours of learning activities equals one credit.

There are a minimum of 30 credits per module per academic year, and four modules per academic year.  The study weeks are compulsory and a student cannot pass a year without successfully completing the study weeks, community hours and personal coaching assignments related to the career development programme. Also the student needs to pass the progress test.  In the third year students do 21 weeks of industrial placement for 74 credits.  

To pass a module, students have to obtain an average of 65% for the module and may not fail any sub-norms for which the pass mark is 55%.

All educational activities including lectures, PBL meetings, individual study, introduction lectures, self-management/personal coaching, industrial orientation, tests, writing module assignments etc. are included in the calculation of the study load and are therefore taken into account when determining the credits. The study load for the foundation year is 138 credits, and the study load for the post-foundation phase is 274 credits.

2B.2 Overview of the Stenden South Africa Hospitality Management Curriculum

Curriculum Elements	Credits	Hours
Guest Experience	30	300
Resources	30	300
Food & Beverage	30	300
Rooms Division	30	300
Progress Tests	1	10
Career Development	8	80
Elective Credits	9	90
Total	138	1380
International Business Communication	30	300
Planning	30	300
Controlling and Evaluating	30	300
Performing Daily Operations	30	300
Progress Tests	1	10
Career Development	8	80
Elective Credits	9	90
Total	138	1380
Strategic Management I	30	300
Strategic Management II	30	300
Industrial Placement (21 weeks)	74	740
Progress Tests	1	10
Career Development	3	30
Total	138	1380
Credits B.Com	414	4140
Stenden IHM BBA (4 Years)
Guest Experience	30	300
Resources	30	300
Food & Beverage	30	300
Rooms Division	30	300
Progress Tests	1	10
Career Development	8	80
Elective Credits	9	90
Total	138	1380
International Business Communication	30	300
Planning	30	300
Controlling and Evaluating	30	300
Performing Daily Operations	30	300
Progress Tests	1	10
Career Development	8	80
Elective Credits	9	90
Total	138	1380
Strategic Management I	30	300
Strategic Management II	30	300
First Minor	42	420
Second Minor	42	420
Progress Tests	8	80
Career Development	8	80
Total	160	1600
Industrial Placement (42)	168	1680
Total	168	1680
Credits B.Com	504	5040
ECTS BBA	240	6040

2B.3    Enrolment for modules

All students will be automatically enrolled for their modules when fees have been paid. When a student requires redoing an entire module, he / she should notify the Education Support Office Manager of the changes in his route.

2B.4    Curriculum Year 1

Senior Lecturer Year 1:  Mr. Radu Mihailescu M.Com Economics
    
Year 1 focuses on an Operational Level with an awareness focus on Service Management.

Modules offered in the first year with starting dates:

Orientation Weeks - 30 January 2012

Semester 1

Food & Beverage (F&B) - 06 February 2012 / 23 April 2012
Rooms Division & Facilities (RD) - 06 February 2012 / 23 April 2012

Semester 2

Guest Experience (GE) - 30 July 2012 / 15 October 2012
Resources (RE) - 30 July 2012 / 15 October 2012

Modules are offered twice per semester and students will be divided into groups, however subject matter does not build on during modules within an academic year. Therefore it presents no problems for students that commence their studies in July.

Year 1 Module 1: Food & Beverage
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admission policy Stenden South Africa
Module Objectives	After participating in this module, you are able to: 1. Describe the concept of hospitality, the hospitality industry and a hospitality company (in general) and the structure and organisation of the F&B department(s) (in particular). 2. Demonstrate what is meant by functioning hospitably and socially sensitively in a hospitality organisation. 3. Recognize own and others’ core qualities and pitfalls, and use reflection / feedback in order to (allow others) develop as a professional. 4. Describe specific terms, processes and products in the F&B department in correct English. 5. Demonstrate professional skills in executing (basic) standard operational procedures (SOP’s) and the use of specific equipment within the F&B department. 6. Describe different production and distribution techniques and make appropriate choices, based on these techniques, regarding the production and distribution process. 7. Provide guests with information on the production of food and beverages and help the guest with food and beverage choices. 8. Compose a well-founded food & beverage selection for various F&B formulas. 9. Compose well balanced (fixed) menus for guests of various (cultural) backgrounds and determine the nutritional composition of the menu and menu items. 10. Understand the basic principles and processes of food & beverage control. 11. Execute different methods of cost accounting. 12. Apply measures to prevent food contamination. 13. Apply ISO (TQM) and HACCP quality systems. 14. Handle receiving process, record keeping and inventory taking and just in time inventorying. 15. Explain the logistical lay-out, organisation and classification of the F&B department. 16. Describe the legal regulations for founding and operating processes in F&B.
Module Content	In the first year of International Hospitality Management a “physical” introduction to the world of hospitality is necessary. In the Food & Beverage module, theory and practice will be integrated. This enables you to gain insight in the norms, values and processes used in the hospitality business or industry. The motto is: “we are ladies and gentlemen serving ladies and gentlemen”. An essential part of the curriculum is to learn and to apply knowledge and skills in practical situations. Subjects of and real situations within the hospitality industry will be the central points. In practical training you have to act in the front (restaurant, bar and convention rooms) as well as the back of the house (kitchen department). Instruction of technical – F&B production and distribution - skills, training: “learning by doing” together with application of knowledge geared during the theoretical part of the module has to assure that you are able to perform independently. Professionally offering hospitality calls for in-depth knowledge, skills and an appropriate attitude. Central during the first year F&B module is development of knowledge, (technical-) skills and attitude. Within this knowledge you must be able to carry out independently (basic) production and distribution techniques (SOP’s), comply with guest wishes and fulfilling (basic) F&B cost calculations. Within the scope of attitude: being punctual, responsible, flexible hospitable and guest oriented; and showing involvement with the colleagues in activities and the organization are (the) important issues.
Educational Methods	PBL, lectures, workshops, guest lectures, practical instructions, practical training, Work Based Learning.
Assessment	Individual written module test, English presentation, practice participation (personal competences), technical competences, PBL participation, progress test, and a module assignment in wine and food pairing.

 

Year 1 Module 2: Rooms Division
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admission policy Stenden South Africa
Module Objectives	After participating in this module, you are able to: 1. Describe various international and national hotel chains and types on the basis of the contemporary organisational goals and star classifications. 2. Describe the organisational structure of the hospitality organisation and to point out the difference between the different management tasks of Rooms Division in relation to the entire organisation. 3. Name the most often used terminology, responsibilities and tasks of the Rooms Division Manager, Front Office Manager and Housekeeping Manager. 4. Describe specific terms, processes and products in the F&B department in correct English. 5. Show hospitable behaviour and attitude towards guests which is characterised by: Hospitable and commercial behaviour in various languages; Representative presentation; and Guest friendliness. 6. Apply the daily, weekly and monthly cleaning of the various facilities and gear these to a real hospitality situation in an operational work plan. 7. Adequately apply cross selling and up selling in simple sales negotiations. 8. Describe the concepts of yield and yield management. 9. Apply modern information and communication technology. 10. Analyse internal logistic processes on the field of hygiene, safety and security. 11. Apply the methods of internal and external communication at an operational level in English. 12. Mention the values which affect your managerial and entrepreneurial behaviour. 13. Describe the occupation of the personnel in an operational housekeeping department in numbers, costs, and conditions of employment as well as in ergonomics. 14. Translate occupancy percentages to organisational results, finances and turnover. 15. Apply correspondence and telephone actions correctly in English. 16. Apply the national or the international labour law in the Hospitality Industry. 17. Understand the most important characteristics and issues in (contract) catering and the facility department. 18. Identify and judge own filters and images with regard to people with another background. 19. Apply food production and distribution skills
Module Content	The essence of the module Rooms Division and Facilities is hospitality and service. In the Stenden South Africa partner hotels, hospitality is trained in a realistic company environment. The focus will be on the technical skills of the Front Office, Housekeeping and Facility departments. Special attention will be given to the development of communication skills with regard to the guests, employees and fellow students. In the Housekeeping department aspects such as cleaning, room maintenance and safety of the guest and employee will be at the core of the training. The module gives a good insight in the different daily processes and procedures in the Front Office and Housekeeping and supporting departments such as reservations and back office. Logistics problems will be practised on the basis of real situations within Stenden South Africa Hotel. Special attention is also given to the international ‘hotel industry language’: English and introduction to a second modern foreign language Spanish. The economical value of a good functioning Rooms Division department is very important for the hospitality industry. Hospitality however goes further and is of unmistakable value in the current society. For a future manager, know-how of the Rooms Division departments is essential to enable successful functioning in a successful ‘hospitable’ organisation. The trends and developments, influences and understanding for hospitality are indispensable in the (inter)national hospitality industry.
Educational Methods	PBL, lectures, workshops, guest lectures, consultation hours, practical training
Assessment	Written module assignment, role play, Work Based Learning and PBL participation, progress test; module test.

 

Year 1 Module 3: Guest Experience
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admission policy Stenden South Africa
Module Objectives	After participating in this module, you are able to: 1. Analyse and interpret consumer data using information technology. 2. Operate within a hospitality company and apply basic hospitality skills. 3. Understand the main elements of a marketing plan. 4. Methodically perform limited research. 5. Describe the factors that play a role in quality and describe the way in which quality can be improved. 6. Demonstrate the ability to address a complex issue analytically. 7. Recognise the wishes and needs of (international) guests from different backgrounds by their verbal and non-verbal communication and respond to these in an adequate way in various situations. 8. Indicate which factors play a part in determining the sales price of a product or service. 9. Describe the hospitality industry. 10. Describe different aspects of managerial accounting: ratio analysis, cost-volume-profit analysis and cost approaches to pricing and are able to apply these aspects in hospitality situations. 11. List the basic terms regarding consumer behaviour and the elements in the different theories on consumer behaviour. 12. Describe the general communication model. 13. Describe the consequences of the core values for own managerial and entrepreneurial behaviour. 14. Apply methods and techniques to the process of service delivery in order to satisfy the guest. 15. Minimise problems due to the cultural differences and cultures influences on people when they change their cultural environment. 16. Verbally describe a hospitality experience, using formal English, making use of effective business communication and presentation techniques. 17. Apply food production and distribution skills
Module Content	The complexity of the daily interactions between the service provider, suppliers and guests makes hospitality management a complicated job, in which many different subjects are integrated with each other. This module will provide the first year students with the knowledge and skills necessary to be prepared to operate satisfactorily in the hospitality industry. Besides the skills to deal with changing guest attitudes, complaints or reflecting on ones behaviour, basic knowledge about understanding and writing the core of a marketing plan forms the content of this module. When you visit a hospitality company in order to observe and experience its way of serving, you have to be able to identify the different stages of the whole process. To assess the company’s service, you need to recognise and apply certain hospitality dimensions and determinants. In so doing, you form an objective opinion.
Educational Methods	PBL, lectures, workshops, guest lectures, consultation hours
Assessment	Oral presentation, portfolio, short answer tests, Module assignment, participation, progress test.

 

Year 1 Module 4: Resources
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admission policy Stenden South Africa
Module Objectives	After participating in this module, you are able to: HRM / Management 1. Describe what a manager is, what he does, what roles he can play and which leadership styles there are. 2. Explain the concept of HRM, and describe some HRM models and the difference between HRM and personnel management. 3. Apply motivation theories in real situations and explain how the job and organisational context affect motivation and performance. 4. Describe the elements of a personnel plan. 5. Describe different techniques to plan personnel needs and apply efficient ways of recruiting and selection of new personnel and design an orientation programme for new employees. 6. Identify the importance of a good policy concerning human resources and draw up quality criteria for the service delivery. 7. Explain how a manager may influence the profitability of his company by influencing employee satisfaction; for example various elements involved in employee compensation: pay, incentives, and benefits. Intercultural Management 8. Explain the concept of (company) culture and the concept of (universal core) values. 9. Recognise your own norms and values, understand that these are culturally based and understand the different motives and visions of managing diversity. Bookkeeping 10. Describe different aspects of financial accounting: balance sheet and income statement, simple bookkeeping cycle and VAT; and are able to apply these aspects in hospitality situations. 11. Give an overview of general economics: producer behaviour, markets, economic system and consumer behaviour. International Law 12. Explain the management of private budgets: operational budgeting 13. List the various sources and categories of law with particular reference to Contract Law. 14. List the various legal forms of organisation and collaboration. 15. Demonstrate awareness of the historical context of the EU, its institutions and legal system, and the relation between EU and domestic law. 16. Demonstrate awareness of legal issues relating to the Four Freedoms, in particular, the freedom of workers and environmental law. English Communication 17. Communicate in English, both verbally and written, in a correct manner, fitting the specific situation. 18. Describe the role of information management in managing a company and its employees. PBL Support and communication 19. Give insight into skills needed for working in a PBL setting and in future practice and to improve them during PBL. 20. Apply food production and distribution skills
Module Content	The module Resources focuses on the resources of any type of organisation, but the resources of the hospitality organisation in particular. These resources are the human resources, economic-financial, organisational and environmental aspects of management. Here you can think of the legal form of the organisation, the organisation of the different departments (management, organisational structure), but also of supporting systems in the field of administration and finance. The employees of the organisation may not be forgotten: they are one of the most important resources of an organisation (human resource management). Furthermore, an organisation should comply with statutory regulations, which have its influences on the organisation. Different trends and developments in the hospitality industry influence the way a manager operates and makes his decisions. For example, managing cultural diversity asks for a basic knowledge regarding attitude, behaviour, skills and image of the employees of different cultures. Modern managers should create circumstances under which all of their employees could be successful: modern managers, coach, guide and delegate the way to success. And especially in the hospitality industry, human capital is one of the most important resources: the employees are the ‘personal touch’. The ageing of the population is an important social trend as well. This trend asks for a different approach in offering services. The financial function is moving, which means that financial managers should have a lot of knowledge and skills in order to keep producing an added value to the organisation. The module ‘Resources’ will provide you with the basic knowledge and skills regarding finances.
Educational Methods	Participation, Report, Oral Exam, Test
Assessment	PBL, Communication, Module Assignment, Module Test

2B.5 Curriculum Year 2

Senior Lecturer Year 2: Mrs. J. Chipumuro MBA

Modules year 2 with starting dates:

Orientation Weeks - 30 January 2012

Semester 1

Controlling & Evaluating (CE) - 06 February 2012
Performing Daily Operations (PD) - 06 February 2012
Planning (PL) - 23 April 2012
International Business Communication (IBC) - 23 April 2012

Semester 2

Controlling & Evaluating (CE) - 30 July 2012
Performing Daily Operations (PD) - 30 July 2012
Planning (PL) - 15 October 2012
International Business Communication (IBC) - 15 October 2012

Modules are offered twice per semester; however subject matter does not built on during modules within an academic year.

Year 2 Module 1: Controlling and Evaluating
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admitted to the Stenden South Africa main phase
Module Objectives	After participating in this module, the student should be able to: 1. Interpret and analyse the various hospitality financial statements (balance sheets, income statements, ratios). 2. Check, control and organise the hospitality departmental sources of all revenues, expenses and costs. 3. Interpret and equally design effective control systems within hospitality operations. 4. Execute investigations and research within hospitality operations using basic statistical tools. 5. Collect and analyse data for management decision making. 6. Assess the legal consequences of the non- or partial performance of a contract. 7. Indicate how, in the legal sense, non-paying debtors are dealt with. 8. Describe the ways in which the government raises funds through the levying of taxes; 9. Determine why the application of each universal core value is relevant for him/her self, the society at large and the hospitality industry in particular; 10. Demonstrate in both managerial and entrepreneurial behaviour and within the PBL sessions the ability to practice the universal core values. 11. Motivate, train, and coach employees in different commercial F&B functions.
Module Content	"The key to a successful hospitality organisation is professional and efficient operations with universal core values as a foundation". The module focuses on the monitoring, control and evaluation of the daily activities of a manager within a hospitality organisation. As exemplified in the above quotation, success lies in the professionalism and efficiency with which the daily management decisions are focused on the core business without forgetting the general sustenance of people and the world at large. In this module, professionalism and efficiency will be supported by the managerial and entrepreneurial core values that have been derived from a lot of different sources. These core values include excellence in service and hospitality, creativity, teamwork, respect, integrity (authentic, reliable, and constructive), compassion/social benefit, joy/pride and personal and environmental responsibility. For the hospitality organisation to offer superior standards of service, constant monitoring, control and evaluation are thus called for. This is looked into through the review of the organisation’s financial and marketing plans and the monitoring of key management and personnel performance indicators. As clearly stated in the rationale for second year studies in the Stenden South Africa, “one important aspect is ‘control’ of the organisation” in which you should be able to consider and achieve the efficacy of the services offered by the organisation at the management level. For this to be made possible, you are called upon within this module not only to gain those requisite skills but additionally and very importantly acquire and be able to use the well tested selfmanagement principles established by Covey. Success in self-management is an indisputable foundation stone in becoming a successful manager in today’s business world.
Educational Methods	PBL, lectures, workshops, guest lectures, consultation hours
Assessment	Module assignment, short answer test, participation, progress test

 

Year 2 Module 2: Planning
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admitted to the Stenden South Africa main phase
Module Objectives	After participating in this module, a student should be able to: 1. Interpret trends and developments and the way these can be translated into operations design and planning. 2. Execute a variety of creative and problem solving techniques. 3. Evaluate management decisions to the relevant stakeholders, including coping with moral dilemmas. 4. Produce and analyse appropriate data for management decisions on operations and innovations. 5. Construct guest/client relationship management programs and develop plans to implement these. 6. Develop professional and personal capabilities to build up long term relationships with all stakeholders. 7. Explain different types of internal processes of all departments and relate these to the service marketing concept of the company. 8. Identify cultural barriers and cultural bias in the daily operations and demonstrate how to cope with these. 9. Determine how to use new electronic ways in order to optimise e-commerce of the company (e-marketing, GDS etc). 10. Reflect on his own influence on the service marketing concept of the company. 11. Relate the (legal) consequences of innovations to company, employee and management development (programs). 12. Explain the complexity of the daily operations (based on a real life case); distinguish the different topics in it and demonstrate a comprehensive solution. 13. Execute project management techniques, including a feasibility study. 14. Illustrate the transformation of a service environment into an experience environment and the inherent consequences for the daily operations. 15. Exercise the appropriate techniques to forecast aspects of daily operations. 16. Exercise the appropriate techniques to plan capacity, budgets and other resources 17. Perform yield and revenue management calculations within the hospitality operations. 18. Motivate, train, and coach employees in different commercial F&B functions.
Module Content	This module relates the constantly changing hospitality environment. In the first place there is the interculturalisation of societies as appearing in the diversity of guests but also in the different cultural and religious backgrounds of employees and other stakeholders (suppliers, shareholders). In the second place, the globalisation of products and services like the mergers of chains of hotels, the interrelationship between hotels, airlines and car rentals but also the distribution of services is growing. Next to these, the influence of information technology and the possibilities of computers and mobile phones (which make it possible to sell and buy 24 hours a day, worldwide and to individual customers) will continue in the decades to come. The growing individualisation asks for more individually oriented products, services and experiences. Service marketing concepts have to be adjusted to the dynamically changing wishes and needs of guests and employees. The main focus of this module is therefore: “looking from the outside world to the inside daily operations”. This includes interpreting trends and developments and translating these into the operations design and planning. Dealing with all needs and wishes of all stakeholders often lead to conflicts. Coping with moral dilemmas (e.g. cultural bias, conflicting interests) will be part of this module. A manager must be able to reflect on his behaviour and decisions from both professional (service marketing concepts/formulas, financial targets, continuity of the company) as personal (ambitions, career planning, competencies, and talents/skills) point of view. The future manager must also be able to recognise the need for variability in service provision, being able to lead change and apply creativity in designing. This module will pay attention to the feasibility and implementation of renewal in a company.
Educational Methods	PBL, lectures, workshops, guest lectures, consultation hours, discussion forum, Revenue Management Workshops
Assessment	participation, progress test, written test

 

Year 2 Module 3: Performing Daily Operations
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admitted to the Stenden South Africa main phase. Successful completion of first year practice modules F&B and RD.
Module Objectives	After participating in this module, the student should be able to: 1. Handle registration systems (IT) for auditing processes in different departments. 2. Demonstrate different leadership styles. 3. Apply the efficient way of selection, appraisal and give feedback to employees. 4. Deal with different national and organisational cultures at work place. 5. Motivate, train, and coach employees in daily situation. 6. Distinguish the critical points of the (service) processes in different departments systematically. 7. Illustrate managerial competencies in operational level, service processes and quality management. 8. Indicate application of environmental issues in the hospitality industry. 9. Apply the Occupational Health and Safety Act factors linked to the company’s production process. 10. Analyse health and safety issues in different departments related to external environments in a weekly overview. 11. Audit and control Standard Operation Procedures in the hospitality industry. 12. Decide whether the company uses outsourcing in various activities. 13. Build up financial overview in a sense of profit and lost in the different departments. 14. Develop internal and external marketing tools that can maximise revenue in the hospitality industry. 15. Evaluate and implement processes of forecasting and actual performance of different departments in the hospitality industry. 16. Demonstrate in his entrepreneurial behaviour- and in CBL- the ability to apply the universal core values in practise. 17. Apply advanced cooking skills.
Module Content	The module Performing Daily Operations is aimed at the development of managerial skills for the present hospitality industry. The module has been established around the theme “Creativity in Hospitality”. This theme was chosen to stress that the operational presentation of hospitality without (paying attention to) creativity can hardly survive nowadays. The contents of the module concentrate on three major concepts hospitality, creativity, and personality. The concept hospitality refers to the areas of culture (such as ambiance, furbishing) and attention to the guest (quality care). Hospitality is also closely related to the current economic reality. The concept creativity refers among others to the development and execution of ideas in budgeting, economical aspects, personnel management and sales skills. The concept personality refers to communication skills, self awareness and the ability to coach and evaluate collaborators. The module assignment is based on the computer simulation ‘HOTS’. The practical training / Work Based Learning is offered in a two week Industrial Orientation in a 4 or 5 star property where the student will work for one week operationally and spend one week assisting the manager of that property.
Educational Methods	PBL, lectures, workshops, guest lectures, consultation hours, practical training
Assessment	Module assignment, short answer test, participation and Progress Test

 

Year 2 Module 4: International Business Communication
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admitted to the Stenden South Africa main phase
Module Objectives	After participating in this module, the student should be able to: 1. Apply the communication model Sender-Message-Receiver. 2. Interpret verbal and non-verbal communication in an intercultural context. 3. Understand basic aspects of the culture, values and moral opinions, history, geography, economy and gastronomy of the relevant country. 4. Describe the hospitality organisation and the hotel chains of the relevant country. 5. Communicate effectively in the departments of a hospitality organisation on the level of daily operations (mid-management level). 6. Apply sales skills to guest encounters. 7. Give an effective presentation. 8. Conduct effective negotiations on the level of daily operations (mid-management level). 9. Read and write a business letter and a report. 10. Describe the application procedure from both the employee's and the employer’s perspective. 11. Handle the phases of an application procedure. 12. Link core values (i.e. Joy & Pride, Excellence in Service and Hospitality) to his daily behaviour on the mid-management level). 13. Assess his daily behaviour in an international context. 14. Motivate, train, and coach employees in different commercial F&B functions.
Module Content	The hospitality industry has become a global business, which is becoming increasingly important to almost all aspects of the hospitality industry. Hospitality managers and entrepreneurs who want to be successful will need to be aware of this global dimension and will have to look beyond the own region or country to the whole world. Being aware of the international character of the business requires knowledge, understanding and tolerance. A manager needs to know about the differences that may exist between cultures and apply this knowledge in building relationships. He or she also needs to know about universal core values which contribute to the care of human beings and the world itself. The increasingly international component of the hotel industry demands specific qualities of managers and entrepreneurs, such as dealing with different foreign languages, different customs, values and moral opinions. In order to be successful in such an environment a manager will need excellent communication skills, good command of foreign languages, intercultural sensitivity and moral judgement. The module International Business Communication focuses both on a second modern foreign language and on communication skills since English is the vehicle language of the curriculum. The program presents the major communication issues affecting hospitality business and linguistic skills in the modern foreign language. The content is strongly linked to the year theme: “Managing daily operations”. Therefore the exercises and material for study are to be seen from the perspective of a hotel manager performing on a mid-management level in an international environment.
Educational Methods	Lectures, workshops, consultation hours
Assessment	Written and oral test, participation (incl. portfolio assignments), progress test (communication)

2B.6 Curriculum Year 3

Senior Lecturer Year 3: Mr. Leon van Achterbergh MHA

In the third year, two compulsory modules are offered, Strategic Hospitality Management (SHM) and Hospitality Operations Management (HOM). These two modules are closely linked together by several ties, one of them the Bachelors Dissertation (BD). For that reason these two modules are always combined into one semester, which has to be considered as one entity.

The strategic semester is offered twice a year to allow students that have commenced their studies in July to continue without any gaps in their study progress.

After this first semester, students will go on an industrial placement of 21 weeks.

Orientation Week - 30 January 2012

Semester 1

Strategic Hospitality Management - 06 February 2012
Hospitality Operations Management - 23 April 2012

Semester 2

Strategic Hospitality Management - 30 July 2012
Hospitality Operations Management - 15 October 2012
Internship 01 August 2012

Year 3 Module 1: Strategic Hospitality Management (SHM)
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admitted to the Stenden South Africa main phase
Module Objectives	Strategic Hospitality Management is one of two Capstone Modules in the semester, and focuses on the processes by which an organization manages the formulation and implementation of its strategy. The module introduces the basic concepts of Strategic Management as they apply to (hospitality) organizations, and provides an integrating framework within which students are required to apply concepts, theories, tools, and techniques learned. Thus, the module helps students to further acquire the knowledge, skills, and attitude needed for a managerial approach to running the hospitality organization in today's competitive environment. Scope is provided for students to learn how to analyze "Open Cases", as well as how to undertake the systematic, analytical processes for formulating solutions to problematic strategic issues relating to the organization. In particular, this module has four specific aims: 1. To develop the student's ability to think strategically about a given hospitality/tourism organization, its business situation, how its strategies can be implemented and executed successfully, and how it can gain sustainable competitive advantage. 2. To facilitate the student's understanding of the different industry, and environmental, contexts and different competitive situations, and the strategic implications of these for the organization; 3. To build on the student's skills in conducting a company's strategic analysis; 4. To enhance the student's ability to effectively communicate the results of analyses and to provide appropriate recommendations based on such findings.
Module Content	Six segments comprise the module, as follows: Understanding Strategy and Strategic Management looks at the strategy process as a whole, and includes a comprehensive framework of the process around which this phase is structured. This part also includes discussion on the business model, value proposition, mission, goals, and strategic objectives. Strategic Analysis looks at three distinct, but clearly related, approaches to strategy: marketor opportunity driven; resource-based; and competitor influenced strategic management. Part two includes a number of tools and techniques which help the student to understand the current competitive situation. It also looks at strategic positioning and competitive advantage, and includes discussions on strategic success, culture and values. Culture is an important topic as it helps to determine how strategies and changes are determined and implemented. Strategy Creation and Choice describes and evaluates the different ways in which strategies are formulated and created. Several valuable planning models and techniques are discussed. Entrepreneurship and intrapreneurship are also mentioned. Strategy Implementation evaluates the issues involved in strategy implementation. Organizational structures, resource management and the complexities of managing change are included. Contemporary Issues in Hospitality focuses on current, up-to-date issues that impact on modern management practices, as well as having consequences of a strategic nature, within the industry. Students will be required to support their expressed opinions on the issues being discussed, in addition to evaluating the implications for the hospitality industry. Student-led seminars will be the discussion platform for these issues. The Bachelor Dissertation is an integrated part of the semester. A student is expected to satisfactorily complete a directed research project on a topic germane to the industry under the guidance of an assigned supervisor.
Educational Methods	CBL, lectures, workshops, guest lectures and individual study.
Assessment	Module assignment, participation, progress test, presentation and tests

 

Year 3 Module 2: Hospitality Operations Management (HOM)
Study Load	300 Hours
SA Credits	30
Desired Entry Level	Admitted to the Stenden South Africa main phase
Module Objectives	The student demonstrates the ability to: 1. Apply the following operations research techniques (department audit, process analysis and productivity measurement) in a department of Stenden South Africa Hotel or another affiliated company; 2. Apply the Balanced Score Card principles in order to become an excellent organisation; 3. Apply project management techniques for a possible hospitality project in Stenden South Africa Hotel another affiliated company; Manage a department (POLC) in Stenden South Africa Hotel another affiliated company, setting clear goals, organising staff and other resources, coaching staff, providing feedback, controlling and evaluating the performance, maintaining and securing the ISO-9001 quality standards; 5. Manage effectively and productively cultural diversity; 6. Promote sustainable success in service business through value driven leadership; 7. Work effectively in a team. 8. Manage a department at F&B functions of Stenden South Africa
Module Content	Every student is held responsible for the operational management of a business unit, outlet or department for F&B functions catered by Stenden South Africa. Both the work experience in practice and the work-based learning experiences in school are aimed at enhancing relevant hospitality management competencies. In addition, students will work on their Bachelor Dissertation.
Educational Methods	CBL, skills labs, guest lectures, practical training and self-study.
Assessment	Module assignment, participation

 

Year 3 Semester 2: Industrial Placement
Coordinator	Mr. Leon van Achterbergh MHA
Study Load	740 hours (15% to be reserved for the project)
SA Credits	74
Desired Entry Level	Successful completion of Year 1 and Year 2 of the curriculum
Module Objectives	After completing the industrial placement, the student is able to: 1. Contribute to creating the hospitality experience within the organisational concept of the host company, in such a way that the process (at least) lives up to the wishes and expectations of (potential) guests. 2. Follow changes and trends in the external environment and start the development of relations, networks and chains. 3. Analyse the policy issues that are related to the project(s) commissioned by the host company, translate these issues into objectives and give recommendations for decision making. 4. Implement the aspects of Human Resource Management that are relevant for the function (e.g. compliance with working conditions, training, appraisals, prevention of absenteeism, motivation of employees etc.) 5. Independently improvise and anticipate in different situations, analysing the company or organisational processes that are at the base of these situations and come forward with ideas to improve these processes within the host company. 6. Seek all relevant information when trying to understand problems or issues understand and draw logical and correct inferences from a wide range of business-related written and numerical information. 7. Prepare for and deal with changes inside the organisation, maintaining a flexible and positive attitude. If applicable, implement change processes inherent to the project commissioned by the host company and guide this change process. 8. Contribute to the development of new products and services in an independent and enterprising way. 9. Demonstrate effective social competencies in dealing with guests, colleagues, subordinates, managers and other stakeholders. 10. Communicate effectively (oral and written) at all levels in the common business language. 11. To steer and regulate personal development with regard to learning, result-oriented work, taking initiative, operating independently and flexibly in the various situations that occur during the industrial placement. 13. Effectively identify and handle cultural differences within an (inter)national team.
Module Content	The industrial placement provides a way for the student to experience the major field of study prior to graduation. It is an excellent way to build on the knowledge and skills gained during the first 2.5 years of the curriculum. During this period the competencies as outlined in the domain competences and industrial placement objectives are assessed. Internships provide the student with a chance to put theory into practice and to gain "hands-on" experience that will be of benefit in a managerial role once he has graduated. The student is able to discover the complexity of real life situations, but also to appreciate the effect of his own behaviour and work. Further, it is a strategic avenue for the student to becoming employed by the company of his choice following graduation. The industrial placement also enables the student to establish an industry network. The 21-week internship is spent in leading hotel organisations or related organisations around the world. During the placement, the student will complete a project commissioned by the host company. For the project, the student will need to use the research skills he has developed during the writing of the dissertation in the third year. The project should include a problem statement, literature research, a description of the methods used and conclusions and recommendations for the company. At the end of the placement, a presentation of the project will be given for the Management of the host company. The projects provide additional information for placement mentors and lecturers on trends and developments in the industry which can be used in updating and revising the curriculum.
Educational Methods	Traineeship
Assessment	Completing traineeship, introductory meeting, four progress reports and one final report, competence assessments by host company, evaluation placement period. The project proposal is approved by the placement company, the Stenden South Africa placement mentor and a second assessor. The final project is graded by the company but the final grading rests with the placement mentor and 2nd assessor.

2B.8 Career Development

2B.8.1 Career Development Programme
The career development programme supports the preparation for a future professional. The programme runs parallel to regular modules.

A student will learn more about his/her personal strengths and development points and how to manage oneself; will gain specific knowledge about the industry and finally prepare the start of an industrial placement/internship period in the fourth year. The programme activities are derived from or related to competence 10 of the Educational Professional Profile of Stenden South Africa which aims at managing oneself in a professional environment. The tangible product of this programme is a personal career portfolio.

Staff involvement in the Career Development Programme

• Career development coordinator: Mrs. Ronel Bartlett
• Personal coach: monitors student’s progress and provides on a regular basis feedback on competence development and career portfolio.
• PBL tutor starts up and assesses career development programme activities, provides feedback on development in PBL.
• Lecturers give workshops on Covey and application training.
• Senior Lecturer Year 3: responsible for organizing company presentations, application procedures and the final match ‘student-internship placement’.

2B.8.2 The career portfolio
Generally speaking, a portfolio is a carefully compiled document that includes all kinds of information about a person: the Stenden South Africa career portfolio consists of information which is obligatory for all students in combination with information which is chosen by the student him or herself. Therefore the career portfolio shows a student’s competence development and a selection can be used as a showcase for application procedures.

Expected attitude towards the Career Development Programme

A student should show personal engagement to carry out the Career Development Programme as it benefits his competence development.

2B.8.3 Assessment
All students receive a Career Development Kit; additional information can be found on the Groups Drive. The activities of the Career Development Programme count for 9 credits per academic year in study year one and two and 3 credits in year 3. The Personal Coach is responsible for assigning these credits.

In order to participate in the industrial placement procedures students must have rounded of the second year Career Development Programme and have a positive advice from their Personal Coach. All criteria for entering are listed in the module book Industrial Placement Stenden South Africa.

2B.8.4 Personal Coach
A Personal Coach is a staff member on campus who supports the students’ professional and personal development, provides students with feedback and gives a helping hand where necessary. The Personal Coach knows the ins and outs of the course, has knowledge of the professional field students are trained for and knows the requirements that have to be met by a starting professional.

Three meetings are held between the student and their Personal Coach in the Foundation Phase:

• An introduction meeting in the first module;
• A progress meeting after the first semester; and
• A meeting in the final phase of the second semester or after the end of the semester.

The meetings in the Foundation Phase focus on:

• Adjusting (from pre-education) to a higher professional education and Stenden South Africa’s educational system;
• Study skills, attitude towards education and study performance;
• Attitude towards working in groups;
• Course choices, moving up to the Post-Foundation Phase, and study advice;
• Personal review;
• Career planning;
• Personal thoughts about the structure and organisation of the training.

In the Post-Foundation Phase, a progress meeting is held each semester. The students prepare for the meetings using a reflection form. Participation in the meetings is compulsory; if a student has not participated, he/she may have to perform a replacement assignment.

The meetings in the Post-Foundation Phase focus on:

• The individuals’ development during the training;
• A personal review;
• Career planning; and
• Preparation for choosing an industrial placement (visit to an alumnus).

The Personal Coach also acts as the primary contact for:

• Advice on general problems hindering study progress;
• Information about the organisation and curr