Degree | Type | Year | Semester |
---|---|---|---|
2502904 Hotel Management | OB | 3 | 1 |
The subject, as it emerges from its name, aims to give students the knowledge and tools necessary to be able to manage companies and institutions in the hotel sector, in particular, and leisure. These skills will also enable the Student to manage companies and institutions from other intdustries. The most significant prerequisite is having knowledge of human resources management.
At the end of the course the student must be able to:
1. Know what the personnel management consists of.
2. Know how to detect and apply the main managerial skills.
3. Be able to create and coordinate work teams.
4. Know the profiles and methods that define the jobs in a business organization.
5. Know the modern techniques of negotiation and conflict resolution.
6. Discover and strengthen your own leadership abilities.
7. Know how to apply vertical and horizontal communication processes in the company, as well as detect possible barriers in business communication.
8. Be able to apply the main strategies of personnel management to a sector with such a complex idiosyncrasy, such as hotel and tourism in general.
9. Have the sensitivity to apply and transmit respect for issues related to the environment.
1. Introduction to people management. What is leadership? People management and leadership. Characteristics of the bad manager. Premises to effective management.
2. Key performance skills of the Director of personnel. The ability to command and give orders. Possible barriers that hinder the relationship of the director with other professionals. Emotional Intelligence and management styles. Actions of the Director of personnel. Entrepreneurship and innovation as manager skills.
3. The management of personnel and the selection of professionals in the tourism sector. The director of personnel and the selection of professionals. Common questions in a process of selection of personnel in the hotel and leisure sector. Questions you should never ask in a job interview. Errors to avoid.
4. The motivation policies of the personnel: Directors perspective. The motivations from the perspective of the professionals. The Hierarchy of Lanquar. Motivation from the perspective of the director of personnel. The collective agreement of the Hotel and Cleaning service industry
5. Personnel management and teamwork. The group and the team. The behavior of the person in a team. Relational networks in the company from the perspective of the professional.
6. Lateral Thinking as a new strategy of direction. Concept of creativity. What is Lateral Thinking? Elements of Lateral Thinking. Factors of Lateral Thinking.
7. Personnel management and labor relations in the negotiation processes. Concept and premises to negotiation. The BATNA as an alternative plan. The meetings, the arguments and the objections. The negotiating profile of the professional: typologies of negotiators.
8. Knowledge and development of own management capabilities. Emotional Intelligence applied to one's management capabilities. Multiple Intelligence and the capabilities tomanage teams. The Johari Window.
9. The process of communication in acompany. Newsworthy and not newsworthy events. The criteria of newsworthiness. Press conference. The interpersonal communication Strategies of influence and persuasion. Tradition, entrepreneurship and innovation.
Three teaching methodologies will be fundamentally developed:
1. Methodology of the theoretical part of the subject:
The professor will explain theoretical contents of the different subjects of which the subject consists. This theoretical aspect will be complemented with real examples. Part of the subject will be found in the Virtual Campus available to the student.
2. Methodology of the practical part of the subject:
Practices will be carried out, inside and outside the classroom, both individually (especially when what is intended to enhance their own abilities), as well as in groups (when it comes to applying the theoretical concepts or the fundamental principles of the management of a business). The result of these practices will be analyzed jointly in class and the conclusions of these will be incorporated into the theoretical contents.
3. Methodology of the non-attendance part:
Most of the information related to the subject will be posted on the Virtual Campus. This will be the theoretical contents, individual and group exercises to be carried out, and practical cases that must be done inside and outside the classroom, etc. In addition, complementary references of bibliographic type, infographic, web pages, etc. will be incorporated.
In the three methodological sections, there is always the possibility of including real life events, since this subject can incorporate into its contents aspects related to the dynamic and changing aspects of the tourism and hotel sectors.
Title | Hours | ECTS | Learning Outcomes |
---|---|---|---|
Type: Directed | |||
Theoriticalclasses | 50 | 2 | 1, 2, 3, 4, 7, 6, 8, 12, 11, 10, 9, 5, 13 |
Type: Supervised | |||
Tutorials | 15 | 0.6 | 1, 2, 3, 4, 7, 6, 8, 12, 11, 10, 9, 5, 13 |
Type: Autonomous | |||
Assignments | 30 | 1.2 | 1, 2, 3, 4, 7, 6, 8, 12, 11, 10, 9, 5, 14, 13 |
Study and readings | 33 | 1.32 | 1, 2, 3, 4, 7, 6, 8, 12, 11, 10, 9, 5, 14, 13 |
The evaluation of this subject follows the following system:
1. CONTINUOUS EVALUATION
The evaluation system consists of requirements A, B, C and D.
A. Completion, a minimum of 80%, of the practical and individual exercises to be developed in the classroom (20% of the final grade).
B. Completion.a minimum of 80%, of the group dynamics that will be carried out in the classroom. If you have to make a presentation to the class, it will be mandatory. (20% of the final grade).
C. Participation in the CIEU Awards for individuals and the most entrepreneurial idea (10% of the final grade).
D. Theoretical test, knowledge of the contents of the subject. (50% of the final grade)
To pass the subject through the continuous assessment system, it is essential to approve the theoretical part separately (section D) and the practical part (sections A, B and C).
2. UNIQUE EVALUATION
Final exam of the subject will be the day and hour established in the official program of the Center. Questions will include contents explained by the teacher, as well as aspects derived from the practical part of the subject. This exam will combine "test-type" questions with others to be developed.
3. REEVALUATION
Students who have obtained a grade equal to or greater than 3.5 and less than 5 will be able to be presented for reevaluation. The maximum grade of this re-evaluation will not exceed 5 as the final grade. The date will be the day and time established in the academic calendar in the official program of the Center.
Title | Weighting | Hours | ECTS | Learning Outcomes |
---|---|---|---|---|
Individual practical exercises | 25% | 10 | 0.4 | 1, 2, 3, 4, 7, 6, 8, 12, 11, 10, 9, 5, 13 |
Practical exercises in group and oral presentation | 25% | 10 | 0.4 | 1, 2, 3, 4, 7, 6, 8, 12, 11, 10, 9, 5, 14, 13 |
Test | 50% | 2 | 0.08 | 2, 3, 4, 7, 6, 8, 11, 10, 9, 5, 13 |
AGUIAR QUINTANA, Teresa (2002). El liderazgo y la calidad en el sector hotelero. Edita Fundación FYDE Caja Canarias. Tenerife.
Asociación Española de Expertos Científicos en Turismo (AECIT) (2015). La actividad turística española en 2014. Madrid.
BAYÓN MARINÉ, F. & GARCIA ISA, I. (2015) Gestión de Recursos Humanos. Manual para técnicos en empresas turísticas. Editorial Síntesis, Madrid.
BERLINCHES CEREZO, Andrés (2005). Casos y supuestos en dirección y gestión de recursos humanos. Rústica. Ediciones Díaz de Santos.
BORRELL, Francesc (2001). Comunicar bien para dirigir mejor. Ediciones Gestión 2000, Barcelona.
BOYATZIS, Richard y GOLEMAN, Daniel (2010). El líder resonante crea más. Editorial Debolsillo, Madrid.
BOYETT, Joseph i Jimmie (1999). Lo mejor de los gurús. Ed. Gestión 2000, Barcelona.
CONFEDERACIÓ EMPRESARIAL D’HOSTALERIA DE CATALUNYA (2018) “Convenio Colectivo para la Industria de Hostelería y Turismo de Cataluña”
DEL VALLE, V. (1997) Economía y Organización de Empresas Ed. Mc Graw Hill, Barcelona.
DOMÍNGUEZ, F. (2005). Derecho Administrativo y Legislación Turística. Ed. Centro de Estudios Ramón Areces. Madrid.
GOLEMAN, Daniel (2005). La práctica de la inteligencia emocional. Ed. Kairós. Tercera edició, Barcelona.
GÓMEZ GARCÍA, Roberto (2008). Contratación laboral 2008. Editorial Fundación Confemetal, Madrid.
HUNT, John (2007). Dirección de personal en la empresa. Editorial McGraw-Hill, Barcelona.
LÓPEZ-CÓZAR, Cristina (2009). Negociación inteligente. Edita Delta Publicaciones. Madrid.
LUNA, Roberto y PARDO, Manuela (2006). Recursos humanos para turismo. Ed. Prentice Hall, Madrid.
MARTÍN, Inmaculada (2004). Dirección y gestión de empresas del sector turístico. Editorial Pirámide. Tercera edición, Madrid.
MONTANER, Ramón y asociados (1998): Manual del directivo eficaz. Ed. Gestión 2000, Barcelona.
PÉREZ GOROSTEGUI, E (2006). Economía de la empresa. Ed. Centro de Estudios Ramón Areces, Madrid.
PUCHOL, Luis (2005): Nuevos casos en Dirección y Gestión de Recursos Humanos. Ediciones Díaz de Santos, Madrid.
PUCHOL, Luis (2003): Dirección y gestión de Recursos Humanos. Ediciones Díaz de Santos, Madrid.
RICART, GALLO, FRAGUAS (2007). Diseño de Organizaciones Ed. Folio Colección IESE, Barcelona.
ROBINS, Stephen P. (2007). Supervisión. Editorial Pearson, México.
SAAVEDRA ROBLEDO, I. (2007) Dirección de Recursos Humanos. UNED, Madrid
SERRAT JULIA, J. (1996). La Gestión de Personal en la Empresa Turística. Ed. Centro de Estudios Ramón Areces.
A rigorous text-topic correlation cannot be established, since most of the books analyze content and assumptions applicable to the subject in general.