Master in Hospitality Management

MASTER IN HOSPITALITY MANAGEMENT

This cycle of education, focusing on the promotion of academic capabilities and emphasising the personal and professional development of students, has the following objectives: To develop technical and scientific skills in the field of hotel management, which are paramount to a creative and innovative professional performance To provide students with the skills, behaviour and techniques that will enable them to manage the activities in the field of tourism, such as hotel management in an integrated manner To contribute to a satisfactory performance as top Manager/Director, in the fields of operations management, financial management, human resources management, marketing of tourism products and services provided by a hotel, etc. | 2

MASTER IN HOSPITALITY MANAGEMENT

The master's degree in Hospitality Management, in terms of learning objectives, aims that students: Develop scientific, technical, creative and innovative knowledge Improve their personal, interpersonal and professional relationships Develop leadership skills and entrepreneurship in the field of hospitality Gain greater sensitivity in ethical and social responsibility Be able to manage of the production process (e.g. food making, tour programs) and/or provision of the service (accommodation, table and bar) Develop skills for the analysis of investment projects associated with hospitality and be more enterprising Gain knowledge in the fields of financial management, human resources management and organizational behaviour Critically analyse case studies | 3

MASTER IN HOSPITALITY MANAGEMENT

The Masters is organized into two academic years. The first year is organized into modules to be taught sequentially- it is the Specialization Course and confers the right to a certificate according to Portuguese Law.
First year - Curricular Units STRATEGIC MANAGEMENT p.7 ADVANCED MANAGEMENT OF LODGING p.8 LEADERSHIP AND HUMAN CAPITAL MANAGEMENT p.9 MARKETING STRATEGIES APPLIED TO SERVICE COMPANIES p.10 ADVANCED MANAGEMENT OF FOOD & BEVERAGE p.11 HOSPITALITY LEGISLATION AND TAX LAW p.12 TECHNOLOGIES AND INFORMATION SYSTEMS p.13 MAINTENANCE MANAGEMENT p.14 PLANNING, MANAGEMENT AND FINANCING IN TOURISM p.15 Branch I Hotel business and marketing. REVENUE MANAGEMENT IN HOSPITALITY p.16 INNOVATION MANAGEMENT AND DIGITAL BUSINESS p.17 CUSTOMER RELATIONSHIP MANAGEMENT-CRM p.18 Branch II Hospitality, entrepreneurship and investment projects ENTREPRENEURSHIP AND TOURISM INVESTMENT PROJECT ANALYSIS p.19 ADVANCED FINANCIAL MANAGEMENT IN HOSPITALITY p.20 ACCOUNTING APPLIED TO HOSPITALITY p.21

| 4

MASTER IN HOSPITALITY MANAGEMENT

In the second year, students may complete their master's degree through three optional courses:

- Option A: Internship (1.260 hours / 7-8 months / 45 ECTS) and submission of a Final Report (15 ECTS);
- Option B: Dissertation (60 ECTS) - Option C: Written Project (60 ECTS).

| 5

MASTER IN HOSPITALITY MANAGEMENT

FIRST YEAR - CURRICULAR UNITS

| 6

MASTER IN HOSPITALITY MANAGEMENT - STRATEGIC MANAGEMENT

Intended learning outcomes of the curricular unit: After frequency and assiduous participation in classes, the student will have opportunities to understand the various concepts that comprise the overall domain of Strategy and by completing a group assignment can practice these same concepts. By the end of the Masters degree the student will be able to perform a contextual and transactional analysis to any company, through several strategic concepts. Syllabus: 1. General concepts of Strategy 2. Structural Analysis of Industries 3. Competitive Analysis 4. Definition of Business 5. Competitive advantage and position 6. Cost Strategies 7. Differentiation strategies 8. Strategic Segmentation 9. Matrix Analysis 10. Means of Development: Specialization and Diversification

| 7

MASTER IN HOSPITALITY MANAGEMENT - ADVANCED MANAGEMENT OF LODGING Intended learning outcomes of the curricular unit:
To get to know and to know how to operate the main models and instruments for the Management of Accommodation Operations, adapting them to specific operational situations; To get to know and to know how to operate main techniques of Management of Accommodation Operations, particularly in the areas of reservations, forecasting and occupation management, activity scheduling, and delivery of services during the stay, the management of spaces and facilities, inter and intra-regional cooperation, departmental information system management, fulfilment and customer service, financial and operational reporting and security of persons and goods, among other aspects.

Syllabus:
Advanced models and tools for negotiation and optimization of accommodation occupancy, facilities and complementary services. Decision models with a view to optimizing the relationship between cost/quality in operations of Accommodation and additional services. Selective application of instruments of accommodation management. Identifying, analysing and solving complex problems of supply and demand in the various contexts of the Accommodation sector.

| 8

MASTER IN HOSPITALITY MANAGEMENT - LEADERSHIP AND HUMAN CAPITAL MANAGEMENT Intended learning outcomes of the curricular unit:
By the end of the semester students will have acquired skills that enable them to participate in formulating and implementing intervention projects in this area, as well as skills in people management, with a view to improving competitiveness and innovation and satisfaction, organizational commitment and quality of life and well-being of workers. Syllabus: 1. Introduction to people management Changes in the management of people from the 70s to the 21st century; Leadership teams and problem solving; Innovation in hospitality 1. Planning and Processes of managing people in hospitality Strategic management of human resources; Planning and Work Organization. 2. Staffing in Hospitality Work Analysis; Recruitment, selection and socialization of Collaborators; Planning, techniques and evaluation 3. the professional training in Hospitality Vocational training and human resources development; Planning, modalities/techniques and evaluation 4. Performance management Performance management; Wage policies and incentives; Conflict management in hospitality Social responsibility in hospitality and the creation of a balanced social scorecard 5. Conflict management | 9 Definition; Causes of conflict; The process of confrontation; Conflict management and negotiation

MASTER IN HOSPITALITY MANAGEMENT - MKG STRATEGIES APPLIED TO SERVICE COMPANIES Intended learning outcomes of the curricular unit:
To apply the latest marketing management tools, promoters of a tourist experience and high-level image, able to maximize consumer satisfaction and financial results of companies, with the consequent favorable impact on the economy and on the image of the tourist destination in which companies are integrated. To identify, analyze and solve complex problems in the management of promotion and supply of services, which require technical understanding and decision-making capacity, namely in the areas of planning, marketing, segmentation, promotion, the hiring and entertainment. To design action plans, implement and evaluate policies, programs, strategies and options to effectively communicate and motivate internal clients for their implementation Syllabus: 1. Advanced models and tools of marketing strategic planning, market research, segmentation, promotion, negotiation and development of products/services. 2. Models of decision with a view to optimize the relationship cost/outcome in entertainment and promotion programs. 3. Selective application of trading instruments. 4. Identification, analysis and resolution of complex supply and demand problems in the various contexts of operations. 5. Models for decision applied to price fixing in the various contexts of operations. 6. Techniques of management by objectives in the context of operations, assessing threats and | 10 opportunities.

MASTER IN HOSPITALITY MANAGEMENT - ADVANCED MANAGEMENT OF FOOD & BEVERAGE Intended learning outcomes of the curricular unit:
To get to know and to know how to operate the main models and instruments for food and beverage operations. To identify, analyse and solve problems in the food and beverage management.

Syllabus: Applying the latest supply management instruments, previous preparation, production, promotion and sale of food and beverages, framed by concepts or health-promoting trends and consumer welfare and attractive financial results for businesses. Identifying, analysing and solving complex problems of the management of production and supply of food and drinks that require technical understanding and decision-making capacity. Designing action plans, implementing and evaluating policies, programs, strategies and options to effectively communicate options and motivate internal clients for their implementation. Reflecting the contemporary academic practice, the program emphasizes conceptual and functional skills required of a high-level manager. To this end, a strong component of case studies is proposed as well as learning from participatory modelling and contextualised simulations.

| 11

MASTER IN HOSPITALITY MANAGEMENT - HOSPITALITY LEGISLATION AND TAX LAW Intended learning outcomes of the curricular unit:
This curriculum unit is intended to provide students with knowledge and techniques that enable them to master the terminology associated to the various taxes, the process of subjection, tax exemption and exclusion, as well as to carry out the liquidation of tax for each tax/studied schemes. It should also enable students to deal with other obligations arising from of activities that are part of each of the taxes. Another aim is to stress unique traits of taxation in hotels activities Syllabus:

PART I GENERAL TAXES 1. Framework and scope of tax law 1.1 General notions; 1.2 Taxation and corporate management; 1.3 The Fiscal Structure 1.4 Level of taxation and Fiscal Effort ;1.5 Sources of tax law; 1.6 The tax PART II TAXES IN PARTICULAR 1. Consumption tax 1.1. Value added tax (VAT); 1.2. VAT scheme in intra-Community Transactions 2. Income taxes 2.1. Collective person income tax (IRC) 3. Specific Aspects of taxation of hotel activities

| 12

MASTER IN HOSPITALITY MANAGEMENT - TECHNOLOGIES AND INFORMATION

Intended learning outcomes of the curricular unit: Information and communication technologies and information systems are key partners of modern Hotel Management. In addition to the aspects related to monetization and optimization of internal processes, they are central in the management of relations with guests and other stakeholders. This curriculum unit aims to raise students ' awareness of the potential and challenges associated with the use and implementation of systems and information technologies in management of organizations addressing issues such as the management of information and knowledge within the scope of operations, planning and obtaining competitive advantages, its components, the need for a correct modelling and implementation and the complementarities between hospitality and specific software tools standard.

SYSTEMS

Syllabus: 1. Information systems 2. Database management systems and models of data Representation 3. Analysis, implementation and validation of a database management systems 4. Practical application with Software for the Hospitality 4.1. Management of the housing Operations (Front Office and Back Office) 4.2. Front office in Windows Software-Hotel Management Software

| 13

MASTER IN HOSPITALITY MANAGEMENT - MAINTENANCE MANAGEMENT AND HOSPITALITY SAFETY Intended learning outcomes of the curricular unit:
Know the methodologies of maintenance of facilities, equipment and means employed in the hospitality sector and related activities. Classify the maintenance actions, in order to choose the most appropriate methodologies for a maintenance management model. Know the different components of the hotel unit that require maintenance to identify key planning levels. Organize the resources available in order to optimize the results of integrated production. List the management models of maintenance at ones disposal to suggest the most suitable for the optimization of resources. Learn to quantify reliability, maintainability and availability of equipment. Understand the potential of new maintenance methodologies and in particular their management. Relate maintenance with quality and safety.

Syllabus: The introduction of the concepts of reliability, availability and maintainability in the management of equipment. Framework of maintenance methodologies. Types of maintenance work such as the NP EN 13306 (2007): Characteristics of technical intervention in maintenance. Work orders: Identification of the elements of work orders; Job preparation processes; Requests for work and information flows. Planning, programming and monitoring of maintenance work. Maintenance of performance indicators using the KPI from the norm NP EN 15341 (2009). Total Productive Maintenance Implementing a maintenance process.

| 14

MASTER IN HOSPITALITY MANAGEMENT - PLANNING, MANAGEMENT AND FINANCING IN TOURISM Intended learning outcomes of the curricular unit:
Understand recent developments in international tourism and hotel management Investigate the structure, characteristics and macro- and micro-economic fundamentals of the tourist industry Investigate future perspective of the tourist experience from the perspective of the Experience Economy Investigate the importance of tourism funding instruments Analysis of conceptual models, instruments and mechanisms available to managers and public-private entities in a tourist destination, in order to implement an effective strategy for cooperation at the level of tourism products and destinations

Syllabus: 1. The international tourist market 2. Planning and management of tourist destinations 2.1. Tourism policy: concepts, principles and instruments 2.1.1. the Portuguese case 2.2. planning and tourism management and tourist businesses: conceptualization and evolution 2.3. Integrated planning process in tourism 2.3.1. Formulation of the Plan 2.3.2. case studies 2.3.3. partnerships and networks in tourism 3. Financing for tourism

| 15

MASTER IN HOSPITALITY MANAGEMENT - REVENUE MANAGEMENT IN HOSPITALITY Intended learning outcomes of the curricular unit:
Learn that prices based on market opportunities, and not so much on costs, constitute the surest way to optimizing business profit and improving customer satisfaction. The challenge of Revenue Management is to achieve these goals through good forecasts about the behaviour of customers, which allow to sell the right service, to the right customer, at the right time and at the right price. Individual activities are proposed, as well as group discussions, calculation exercises, propositions of issues, case studies, market experiences, simulations, exhibitions, role plays, and activities that enable the student to play, with efficiency, the role of professionals in Revenue Management. The student will have opportunities to understand the various concepts that span the general domain of Revenue Management in hospitality. Syllabus: 1. market analysis services and how the concept of Revenue Management can assist in the management of intangibility, inseparability, variability and perishability of occupation-related inventory available on each day through sale of the right service for the right customer at the right time and at the right price. 2. analysis of demand (endogenous and exogenous factors). 3. competition analysis (services, location and prices). 4. market segmentation and pricing strategy 5. demand forecasting techniques 6. management of inventory and availability of service. 7. management of the revenue management system designed to maximize | 16 revenue and ensure a high degree of customer satisfaction.

MASTER IN HOSPITALITY MANAGEMENT - INNOVATION MANAGEMENT AND DIGITAL BUSINESS Intended learning outcomes of the curricular unit:
The Internet has influenced the emergence of a new paradigm in the way that institutions conduct their business, and in hospitality and tourism impacts are significant at distribution level, the level of new business models online, at the level of relationships with customers, suppliers and other stakeholders, as well as at the level of promotion of destinations, organisations and products/services. Goals: Identify and get to know the main electronic business models. Understand key concepts and necessary resources for the business and development; Identify key opportunities and challenges of the digital environment; Understand the different stages of project development of a website; Understand the components of a Commerce site; Apply techniques of creating traffic to online stores and implement advertising campaigns online. Syllabus: 1. E-Business 2. Electronic Commerce 3. Strategies and applications (B2B, B2C, C2C) 4. Profile and consumer behavior on the Internet 5. Planning and development of a website a. Web Design, Web Promotion and Web Performance 6. E-Marketing

| 17

MASTER IN HOSPITALITY MANAGEMENT - CUSTOMER RELATIONSHIP MANAGEMENT-CRM Intended learning outcomes of the curricular unit:
Information systems and information and the communication technologies that support them are powerful tools that alter the competitive bases and have significant impacts on ways to operate in the various levels of management of organizations. The CRM enables companies to create a global view of ones customers, on a unified and transversal basis, for all its departments. Goals: Understand what CRM represents for organizations and the transformations required for its adoption in terms of business processes, information systems, organizational, human and cultural resources; Know the elements of a CRM strategy and implementation methodologies; Use CRM software. Syllabus: 1. Relational Marketing a. Definition and objectives of Relational Marketing b. Specificities of Relational Marketing 2. CRM Customer Relationship Management a. concept of CRM b. goals of CRM c. implementation of CRM d. people, processes and technologies e. management of the company's relationships with customers f. Implementation of software

| 18

MASTER IN HOSPITALITY MANAGEMENT - ENTREPRENEURSHIP AND TOURISM

Intended learning outcomes of the curricular unit: Give students theoretical knowledge about the main themes in the creation of enterprises, in order to respond to basic questions through which they will be able to diagnose the starting situation, know the response power of markets, establish the business idea they want to draw up and study in detail the feasibility of the future company. Give the student the skills for the preparation and development of an enterprise project, for the creation of a new company and business innovation that can be an instrumental aid towards taking effective decisions to improve business economics in the future and thus aspire to a wider job offer. Syllabus: 1. Entrepreneurship and business innovation; 2. Preparation of a business plan 3. Assessment of business initiatives; 4. Funding instruments 5. Business development in Franchising; 6. The marketing mix in the case of new ventures and SMEs 7. The philosophies of commercial action; 8. Strategic product, market and operational product. The need for market segmentation. Segmentation criteria.; 9. Organizational competitive advantages and selection of markets. Basic notions about consumer behaviour; 10. Positioning; 11. Analysis of marketing environment; 12. Practical Cases analysis and formulation of marketing strategy; 13. New products 14. Characteristics of the products in the tangibility/intangibility continuum; 15. Product classifications 16. Services; 17. Price. Strategies. The fixing of price and market size; 18. Distribution. Strategies 19. Communication. Strategies; 20. The additional Ps for marketing services 21. Some quantitative aspects for marketing analysis and planning

INVESTMENT PROJECT ANALYSIS

| 19

MASTER IN HOSPITALITY MANAGEMENT - ADVANCED FINANCIAL MANAGEMENT

Intended learning outcomes of the curricular unit: This UC is intended to provide knowledge and techniques which enable the students, on the one hand, to achievement the company's financial and economic analysis on the basis of accounting and information of an extra-accounting character, and on the other hand, the assessment of investment projects and entrepreneurial decision-making about financing. Generic Competences: To interpret the main financial statements (balance sheet and income statement); To take business decisions from a perspective of value creation and financial equilibrium; To analyse investment projects; The assessment of the impact of funding sources. Specific Skills: To interpret accounting documents and reports of enterprises economic and financial aspects; To study the financial equilibrium of the firm; To analyse the economic situation and the profitability of the company; To evaluate enterprise investment projects economically; To know the impact of financing decisions on the profitability of investment; Syllabus: 1. Importance of financial management in the success of organizations; 2. Corporate Financial Analysis a. Financial statements; b. Ratios and indicators c. Review of the financial equilibrium; d. Analysis of profitability and risk 3. Analysis and financing of investment projects; a. Estimation of project cash-flows b. Estimation of refresh rate; c. Criteria for the analysis of the economic viability of projects Financing decision

IN HOSPITALITY

| 20

MASTER IN HOSPITALITY MANAGEMENT - ACCOUNTING APPLIED TO HOSPITALITY Intended learning outcomes of the curricular unit:
This module aims to meet the needs of a specialized population, having a general understanding of General and Analytical Accounting, as well as a mid-to high -level of professional experience. Know and know how to take advantage of management information systems, permanent systems of information and reporting, as is the case in analytical accounting; Apply the latest instruments to support decision-making, making the connection with permanent systems of data collection and classification, as is the case of the Balanced Scorecard. Conceive plans and budgets, implement and evaluate policies, programs, strategies and options to effectively communicate and motivate internal clients for their implementation.

Syllabus: Presentation of analytical accounting plan of accounts for hospitality, based on the uniform system of Accounts for hotels (USAH), the American Hotel & Motel Association. Case studies of budgetary management. Preparation of financial analyses and reporting standardized elements. Interpretation and evaluation of financial reporting. Models of support for decision-making, on the basis of permanent systems of collection and classification of financial data. Identifying, analysing and resolving complex problems in various contexts of operations, from the information provided by permanent systems of collection and classification of financial data.

| 21

THANK YOU
MASTER IN HOSPITALITY MANAGEMENT
http://www.esght.ualg.pt/

[email protected]
[email protected] 00 351 289 800 136 (Faro)