BSc (Hons) International Tourism and Hospitality Management (Full degree) with Foundation Year
September | January | April
3 Years (Full-time)
+ 1 Foundation Year
University of Chichester
The final degree is awarded by the University of Chichester to successful student.
Foundation Year (Year 0) – £7000
Year 1, 2 & 3 – £8000 per annum
Developed in accordance with the QAA Subject Benchmark Statements for Events, Hospitality, Leisure, Sport, Tourism and Management degrees and aligned to the standards for knowledge and understanding within the framework covering Organisations, the External Environment and Management, the qualification is fit for purpose and professional body requirements, such as those of the Institute of Hospitality and Institute of Travel and Tourism, have also been considered in the overall structure. It is designed to develop a range of cognitive and intellectual skills specific to tourism and hospitality management. The degree programme has been constructed with regard to the Framework for Higher Education Qualifications (FHEQ) with modules at Levels 4, 5 and 6 aligned with the QAA descriptors for the qualifications of Certificate in Higher Education, Diploma in Higher Education and a Bachelor’s Degree with Honours. In addition to the close link with the QAA benchmarks, College recognises the need to provide a programme that is current, relevant and with a curriculum catering for the needs of students from diverse backgrounds. The programme also includes a Foundation Year as an option for students who are considering higher education as an option but may face academic barriers. It is designed to remove academic gaps, improve literacy and familiarise students with the UK higher education.
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Course Aims / Objectives
The course aims to:
- Provide students with knowledge and understanding in the key functional areas of organisations, the external environment and management.
- Provide students with knowledge, concepts and principles of the main functional areas of tourism and hospitality.
- Develop knowledge and understanding of the main principles and practices of management with the ability to apply these skills to the solution of work-based problems.
- Prepare students with the skills and competencies needed for a successful career in international tourism and hospitality management.
Entry to the degree programme is governed by the regulations of the University of Chichester and requires one of the following:
- A minimum of three ‘A-Level’ passes (or High School Diploma to age 18 where it is deemed equivalent), or
- A Pearson/Edexcel BTEC National Diploma
- An International Baccalaureate (28 points), or
- A recognised and relevant Foundation/Access to Higher Education course.
Entry via the foundation year is considered for individuals with many years of work experience and relevant skills, do not meet the entry requirement for the full degree, are enthusiastic about further studies and are able to pass our initial assessment test.
Please contact the Admissions Office to find out if your qualification is suitable. If you do not have a UK qualification or an International Baccalaureate we will use UK ENIC (Formerly UK NARIC) to find out how the qualifications, you already have compared to UK qualifications. UK ENIC is a UK agency that provides information and advice about how qualifications and skills from overseas compare to UK qualifications.
All students whose first language is not English and have not done the last two years of their education in English must meet a minimum English language requirement before commencing their programme. To join an honours undergraduate programme, they must pass our initial assessment Numeracy and Literacy test and must achieve at Level 2. Other equivalent English language tests at that level will be accepted.
Normally the course will involve three years of full-time study with an additional year for the foundation option.
The structure of the BSc (Hons) International Tourism and Hospitality Management programme is shown below:
Year 0: Foundation Course (OPTIONAL) – 120 Credits at Level 4
– English for Academic Purposes (20 cr.)
– Study Skills (20 cr.)
– Using Numeracy and ICT Skills in Research (20 cr.)
– Evolution of Management Theory and Practice (20 cr.)
– Social Psychology in Organisations (20 cr.)
– Development of the Tourism and Hospitality Industry (20 cr.)
Year 1: Certificate in Higher Education – 120 Credits at Level 4
– Critical Thinking Skills (20 cr.)
– Personal and Professional Skills for Management (20 cr.)
– Organisation Theory (20 cr.)
– Operations Management in Tourism and Hospitality (20 cr.)
– The Tourism and Hospitality Industry (20 cr.)
– Tourism and Hospitality Policies and Planning (20 cr.)
Year 2: Diploma in Higher Education – 120 credits at Level 5
– Strategic Management (20 cr.)
– Strategic Human Resource Management (20 cr.)
– Marketing in International Tourism and Hospitality (20 cr.)
– Customer Service (20 cr.)
– Business Finance (20 cr.)
– Research Methodology (20 cr.)
Year 3: Honours Level – 120 Credits at Level 6 *
– Leadership (20 cr.)
– The Future of Tourism and Hospitality (20 cr.)
– Managing Change (20 cr.)
– Managing Risk (20 cr.)
– Research Project (40 cr.)
Foundation YEAR ZERO (6 Compulsory Modules)
English for Academic Purpose
The module is designed to increase confidence and fluency in the use of formal and informal English language skills. In particular, the course prepares students for the many different forms of interaction with speakers of English including academic staff and fellow students. The content focuses on the importance of clarity through the use of appropriate English in different academic situations and covers four key areas: listening and presenting skills, reading skills, writing skills, and how to select and use appropriate grammar and vocabulary in different academic contexts.
The module is designed to help students make the transition from secondary education to learning in higher education. Higher education emphasises the importance of students becoming autonomous learners which can be a challenge for those new to this approach. Understanding how you learn and your preferred learning style enables students to create a learning agenda specific to their particular needs including learning as a collaborative activity. Technological innovations are enabling greater use of student-centric as opposed to tutor-centric learning so encouraging the development of the individual as an autonomous learner through collaborative learning.
Using Numeracy and ICT Skills in Research
Research is part of the process of developing an ‘enquiring mind’. Whether to deepen subject knowledge, write an assignment or carry out a project, research is fundamental to studying at higher education. The module provides a foundation in the use of relevant numeracy and ICT skills in order to investigate, process and interpret information in the course of conducting research.
Evolution of Management Theory and Practice
As organisations grew and developed over time so the need to efficiently and effectively manage their operations became more important. But organisations also evolve in response to changes in their operating environment and the practice of management has needed to evolve with these changes. This module considers four phases in the development of the theory and practice of management – the origins of management practice, management in the early stages of the industrial revolution, management in the post-industrial era and the shape of management practice in the future.
Social Psychology in Organisations
Modern day management practice relies on an understanding of the causes of behaviour in the workplace. There is a technical aspect to work but it is important to also consider social aspects. Social psychology theories can help explain specific workplace phenomena such as the behaviour of individuals, motivation and organisational culture, which can affect the efficiency and effectiveness of operations. In particular, process theories help explain why certain phenomena occur while need theories help explain the extent to which individuals will participate and engage with tasks.
Development of the Tourism and Hospitality Industry
Tourism and hospitality are major international industries that in many countries account for a significant share of GNP and employment. The intrinsic links between tourism, hospitality and travel has meant that the growth of one sector has often stimulated the growth of the other sectors. The nature of these links is explored before the historical development and growing importance of the industry is examined. In conclusion, the module considers the likely developments and challenges the industry will face in the future
Full Degree Year 1 (6 compulsory modules)
Critical Thinking Skills
Critical thinking is the ability to question what we read, hear and/or see. In all academic disciplines there are differences of opinion, conflicting evidence and uncertainty and a key skill in higher education is the ability to assess the evidence and arguments presented by others. This involves researching the topic, analysing the arguments given by different researchers in the field, and weighing up the evidence so that you can form your own conclusions about whose point of view you agree with and why.
Personal and Professional Skills for Management
The module examines the personal and professional skills needed to successfully manage individuals in a tourism and hospitality context. The role of people is critical to maximising performance, and therefore an understanding of how to effectively communicate and influence workplace behaviour is a fundamental management skill. Managers also need to understand how inter-personal conflict arises and an ability to coach and develop people in order to achieve a productive workforce.
Modern economies could not function without organisations. Whether formal or informal, their efficiency and effectiveness has a major impact on innovation, employment and standards of living. After examining early theories of how organisations evolved, the module analyses different organisational structures in the context of their environment, and how, over time, changes in the environment can change the nature and function of organisations. The module concludes by considering how technological advances are forcing organisations to become less hierarchical and more flexible.
Operations Management in Tourism and Hospitality
The efficiency and effectiveness of operations is perceived by customers to be part of the quality of service. Likewise, an efficient and effective supply chain is critical for continuing profitability. To develop an understanding of the operations process the module first considers the complexity of intermediation and distribution. This leads to an examination of how sustainable relationships with customers and suppliers are created before the issue of how to manage demand and capacity is analysed. In conclusion the module explores how operations need to be constantly monitored to ensure their continuing efficiency and effectiveness.
The Tourism and Hospitality Industry
Tourism and hospitality is a major international industry that has stimulated global economic growth and development. The industry accounts for over 10% of global GDP and employment but in some developing countries the sector accounts for more than 30% of GDP and jobs. The vitality of the industry is important for economic success by raising employment, incomes and stimulating small scale entrepreneurship. But there is a growing recognition of the problems the industry is creating through its impact on the environment, dependency issues and the potential spread of contagious diseases.
Tourism and Hospitality Policies and Planning
Ad hoc tourism and hospitality can create problems of sustainability. Most countries now have national and/or regional policies for tourism and hospitality that increasingly take account of the impact on the environment and social consequences. The module considers how these policies are created with the involvement of national and supranational bodies and, increasingly, local communities. Over-arching policies for tourism and hospitality development then determine how individual projects are planned and evaluated to ensure sustainable economic development.
Full Degree Year 2 (6 compulsory modules)
Strategic management is concerned with the actions organisations take to deal with the challenges, opportunities and threats in their external and internal environments. The module starts by examining how organisations analyse their strategic environment in the light of their resources and capabilities. This leads to a review of how they determine their desired objectives, consider the circumstances and events that may affect outcomes, decide upon the actions they need to take to achieve their objectives, implement a strategy and evaluate progress.
Strategic Human Resource Management
Research has shown that organisations with strategic human resource policies have less absenteeism and lower staff turnover. Strategic human resource management (HRM) links the HRM policies of an organisation to its strategic direction. Based on a belief that the skills, expertise, experience and knowledge of all of its employees contributes to the achievement of an organisation’s goals, strategic HRM aligns functional human resource policies, such as recruitment, reward systems, training and performance management with organisational policy.
Marketing in International Tourism and Hospitality
Tourism and hospitality is the world’s largest industry and the most international in nature. The role of marketing in this industry isn’t simply a business function. Rather it is a way of thinking to ensure customer expectations are constantly exceeded to build brand loyalty. After examining the tourism and hospitality environment, the module considers the role of advertising and sales promotion before reviewing the nature of the tourism and hospitality ‘product’. The module concludes by analysing the types of distribution channels available for marketing purposes.
In every industry customer service is an important differentiator that can be used to create competitive advantage. There are particular characteristics of the tourism and hospitality industry, however, that make the delivery of a high quality customer service more challenging, not least the way human perceptions affect behaviour. Furthermore, organisational culture and emotions exert a strong influence on the ultimate success of a customer service strategy. It is important, therefore, to constantly monitor and evaluate how customer service is being delivered and ensure a robust strategy for recovering from any failures.
The prime objective of business organisations is sustainable profitability and the maximisation of shareholder wealth. Managers are more likely to make a positive contribution to achieving this objective if they understand and can analyse the factors affecting profitability and the creation of shareholder wealth in their part of the organisation. The module considers four main areas of management accounting: costing decisions as the basis of profitability, budgets and control mechanisms, investment decisions and financial performance appraisal.
The module lays the groundwork for undertaking a research project in the final year of the programme. In particular, it examines different research philosophies together with the basic elements of research design and how they shape and inform the research process. Core skills that will be developed include selecting an appropriate method of data collection and analysis, identifying relevant information sources, preparing and collecting data, analysing data using different approaches for qualitative and quantitative research projects, and writing the report once the research is completed.
Full Degree Year 3 (5 compulsory modules)
Views about the appropriate role of leadership reflect the economic, social and political context in which leaders operate. The module examines various theories of leadership with their application to tourism and hospitality. In particular the link between theories of change and the role of leaders in building trust through the exercise of ‘responsible’ leadership is examined. This is supported by an analysis of the relationship between effective leadership and personality traits, ‘followership’ leadership and transformational leadership.
The Future of Tourism and Hospitality
The population of the developed countries, which accounted for 75 per cent of world tourism in 2010, is static and growing older. An aging population has different characteristics and requirements to the so called ‘dot.com’ generation. The tourism and hospitality industry will therefore need to re-focus on the medical and nutritional needs of the former, and the real-time, ‘24/7’ needs of the latter. An aging population is likely to result in an accelerating growth in cultural tourism whilst technological innovations will have a greater impact on the online information and reservation needs of the latter. These trends are examined in the context of continuing globalisation with implications for the structure and organisation of the industry.
The aim of the module is to inform students about the nature, process and management of organisational change. Highlighting various models and approaches, the module uses case analysis to examine the interpersonal, group and organisational issues associated with change management in a range of tourism and hospitality situations. By analysing the usefulness and drawbacks of different models it will enable students to identify the most suitable approach in a specific situation with the development of an implementation strategy.
The module examines the nature of risk and the processes for identifying and managing risk in tourism and hospitality organisations. The characteristics of human error are explored as background to an appraisal of various risk assessment models and approaches to risk management. Once various risk factors have been identified and an assessment completed, systems for managing risk can be evaluated. The module concludes by an analysis of the relationship between risk and safety which leads to an examination of how a ‘just’ culture for balancing safety and accountability can be developed.
The independent research project provides students with an opportunity to integrate and apply knowledge and understanding from the three years of the programme to a tourism and hospitality environment, to develop research skills and study current management literature in a specialised area. The project is an original, detailed research analysis on a topic selected in consultation with, and supervised by a member of LSME’s academic staff. The project includes a critical literature review and primary and/or secondary empirical work to address a specific research question (or questions).
Normally the course will involve three years of full-time study with an additional year for the foundation option.
Mode of Delivery
The BSc (Hons) International Tourism and Hospitality Management programme is delivered through a full-time of formal lectures, workshops and seminars.
Various methods are used to assess each module including essays, reflective assignments, written reports, oral reports, case studies and projects. There are no time-constrained examinations.
Students who are awarded a minimum of a 2(2) classification can progress to a range of university Masters programmes in a relevant subject area, including an MBA. Students can also progress in employment in a range of positions with supervisory, team leading or managerial roles.