|INTAKES||DURATION||AWARDING INSTITUTION||CERTIFICATION||COURSE FEE|
|September, January, April||2 Years||University of Chichester||The final certificate is issued by The University of Chichester.||Local : £8,000 per annum|
International : £9,000 per annum
|September, January, April|
|University of Chichester|
|The final certificate is issued by The University of Chichester.|
|Local : £8,000 per annum|
International : £9,000 per annum
The programme has been developed in accordance with the QAA Subject Benchmark Statements for Events, Hospitality, Leisure, Sport and Tourism and for Management degrees with the curriculum aligned to the benchmarks for knowledge and understanding within the framework covering Organisations, the External Environment and Management. The programme has been specifically designed to develop a range of cognitive and intellectual skills together with techniques specific to tourism and hospitality management.
The course aims to:
Entry to the degree programme is governed by the regulations of the University of Chichester and requires one of the following:
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 Level 1. Other equivalent English language tests at that level will be accepted.
International students should pass the IELTS for UKVI Test Score of 5.5 (Listening: 5.5; Speaking: 5.5 Reading: 5.5; Writing: 5.5) to be eligible for the BSc (Hons) International Tourism and Hospitality Management (Accelerated).
As the IELTS tests are not conducted by LSME, prospective international students must contact their respective local centres to arrange a suitable date and time for the test and ensure the results are available before they apply to LSME.
For further information on the application process for international students, visit https://lsme.ac.uk/students/international-students/
Certificate in Higher Education: 120 credits at Level 4
Diploma in Higher Education: 120 credits at Level 5
Honours Level: 120 credits at Level 6
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 understanding and 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 and teams in a business context. The effectiveness of people in the workplace is critical to maximising performance, and an understanding of how to successfully communicate and influence workplace behaviour is, therefore, a fundamental managerial skill. Managers also need to understand how teams develop and how to lead an effective team using appropriate inter-personal skills with 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 (work placement)
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 (work placement)
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.
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 (Work placement)
Research has shown that organisations with strategic human resource policies have less absenteeism and lower staff turnover. Strategic human resource management (HRM) aligns 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 takes functional human resource policies, such as recruitment, reward systems, training and performance management, into the sphere of strategy and business 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.
Customer Service (work placement)
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
Business Finance (work placement)
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 and 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 complete.
Leadership: Theory and Practice (Work placement)
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 health and social care situations. 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, ‘followship’ 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 develop an understanding of the nature, process and management of organisational change. Highlighting various models and approaches to organisational change, the module uses case analysis to examine the interpersonal, group and organisational issues associated with change management in a range of situations. By examining the usefulness and drawbacks of different models the most suitable approach in a specific situation, and how to develop an implementation strategy, is explored.
The module examines the nature of risk and the processes for identifying and managing risk in a business enterprise. The characteristics of human error are explored as background to an appraisal of various risk assessment models. Once the various risk factors have been identified and an assessment completed, systems for managing risk are 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 levels of the degree to a typical workplace environment and to develop research skills 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 Two years of full-time study.
The BSc (Hons) International Tourism and Hospitality Management (Accelerated) programme is delivered through a full-time of formal lectures, workshops and seminars.
The student requires a maximum of 20 hours of compulsory work placement each week in order to fulfil the full requirement of this qualification. The work placement activities would count towards the contact teaching hours for this programme to enable learners acquire the necessary learning, knowledge and skills required for all the modules within two years.
Various methods are used to assess each module including essays, reflective assignments, written reports, oral reports, case studies and projects. There will be 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. Students can also progress in employment in the tourism sector in a supervisory or managerial role.
International students who want to gain more work experience in the UK can apply for a graduate visa which enables them to stay and work in the UK for two additional years after they have graduated. For more information on graduate visa visit https://www.gov.uk/graduate-visa/apply.
1. Is this a ‘proper’ degree?
Yes, the degree is awarded by the University of Chichester. In 2021 the University was ranked in the top 30 of 180 higher education institutions in the UK.
Since 2018 the Office for Students, the regulator for higher education in the UK, has encouraged British universities to develop accelerated degrees as a means of providing greater choice for students. Research has shown that, on average, both completion and achievement rates of accelerated degrees are equal to, or better, than traditional three year degrees.
2. How can you complete a degree in two rather than three years?
Traditional degrees have at least 36 weeks of vacations over the three years of a course. As can be seen from the diagram, accelerated degrees typically have 13 weeks of vacations over the two years of a course. Less vacations means more time for teaching.
3. Do I have to study more hours per week?
No – less vacations means that the same amount of tuition can be provided as a three year degree.
4. What are the advantages of accelerated degrees?
There are three main advantages:
5. Are there any other advantages to LSME’s accelerated degrees?
LSME’s accelerated degrees have six workplace modules – arranged by the College – during which students are paid by an employer. The amount you receive will depend on your age, how many hours you work and working arrangements.
6. Is the course fee less because the programme only lasts two years?
Yes. One advantage of this programme is that your yearly tuition fee is similar to that of students on the three year programme but you will only pay for two years. This is because your work-based learning will be supervised by your employers at no additional cost to LSME although your teacher will visit you periodically in the workplace to observe you and provide some developmental feedback.
7. Will my degree certificate show that I completed the degree in two years rather than three?
Degree certificates only show the date you were awarded your degree, not the length of the course.
8. Is an accelerated degree suitable for everyone?
Not everyone, some students prefer long vacations in order to rest and ‘recharge their batteries’. However, for other students a long vacation means they lose momentum and it takes time to get back into the habit of studying which can affect performance.
9. Can I still get a student loan?
British students who fulfil the conditions of the Student Loans Company are eligible for a student loan irrespective of whether their course lasts two or three years.
10. When can I enrol?
Enrolments take place in September, January and June (subject to a minimum enrolment in each intake).
Structure of Accelerated Degrees
|Course Induction||1 week|
Modules 1 & 2
|Christmas Break||2 weeks|
Modules 3 & 4
|Easter Break||2 weeks|
Modules 5 & 6
Modules 7 & 8
|Summer Break||3 weeks|
Modules 9 & 10
|Christmas Break||2 weeks|
Modules 11 & 12
|Easter Break||2 weeks|
Modules 13 &14
Modules 15 & 16
|Project Debrief (Teaching Finishes)||2 weeks|
|Total Length of Course||104 weeks|
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