LT3054 - Culture, Hospitality and Tourism (2017/18)
| Module specification | Module approved to run in 2017/18, but may be subject to modification | ||||||||||
| Module title | Culture, Hospitality and Tourism | ||||||||||
| Module level | Honours (06) | ||||||||||
| Credit rating for module | 15 | ||||||||||
| School | London Metropolitan Business School | ||||||||||
| Assessment components |
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| Running in 2017/18(Please note that module timeslots are subject to change) |
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Module summary
An exploration of the relationship between the changes in our society and the changes in our industries.
Prior learning requirements
None
Module aims
This module examines the forces driving change in the modern hospitality, leisure and tourism industries. It is designed to explore what will happen to the industries over the next forty years. Sociological, anthropological and psychological perspectives are used to analyse current industry cultures and relate these factors to future changes.
1. To introduce the concept of organised society, enabling students to directly apply and debate models of change.
2. To evaluate the factors which have contributed to presented culture and structure of the hospitality, leisure and tourism industries.
3. To analyse critically a number of models for cultural change in these industries.
4. To understand the critical nature of the production paradigm.
5. Develop an understanding of the various shared assumptions underpinning everyday management decisions. The student should be able to critically evaluate conflicting positions.
Syllabus
Introduction to historical research, the use and interpretation of historical evidence. The effects of government action, the sociology of eating, the role of ethnic minorities and women in the creation of the modern hospitality, leisure and tourism industries.
A descriptive approach to the concept of society as a rational, organised process. The development of rational bureaucracies as dominating forces, the effect of changes in production/consumption, the role of mass communication, formalised industrial relations and increasingly sophisticated managerial control.
The classical models of structure and control. Weber's rational bureaucracy. Bureaucracy as administrative system/power resource, the basis of bureaucracy power, models of authority and domination, the role of the official, criticism of classical models and their analysis.
Changes in the nature of consumer behaviour, arguments around postmodernism and alienation. Conflicting theoretical approaches to change in the hospitality industry, including Marxist, situationalist, classical liberal and libertarian (Hayek).
An analysis of the industries as a social system. Environmental pressures exerted upon the industry, units as sub-cultures, sub-cultural role construction, goal directed behaviour, the conflict between structural demands and individual/group needs, managerial regulation of conflict.
Changes in the industrial context. Post-Fordism/Pre-Fordism. Alternative modes of production in the hospitality industry. 'The Service Revolution'.
Modelling skills in the societal nexus. Alternative views of society, the debate on subjectivity and objectivity. The role of morality and the situation of disadvantaged groups. The role of underpinning assumptions in everyday management. Ethical codes for the industries; their role, value and possibilities.
Learning and teaching
The principal exploratory/teaching method will be discussion. While this will be underpinned with directed individual and group research, the emphasis will be on students developing projective, analytical and synthesising skills through interactive communication.
Learning outcomes
On successful completion of this module students will be able to:
Research and evaluate historical data.
Understand the effects of social, moral, political, and economic factors in the development of the culture of the hospitality, leisure and tourist industries.
Recognise the distinctive characteristics of the traditions of the industries. Identify recurring problems and debates in relation to the industries and be aware of various solutions which have been applied at different historical junctures
Have an awareness of the critical forces shaping the industry of the future.
Critically evaluate a wide variety of models of the future development of the industry.
Assessment strategy
This module is assessed by a three hour partly unseen examination (100%). Students will be made aware of the broad areas to be covered in the assessment in advance of the examination. Students will be expected to use primary and secondary historical sources and apply theoretical and empirical methods of analysis.
Bibliography
Baudrillard, In the Shadow of the Silent Majorities, 1986
Carnall, C., Managing Change in Organisations, 1990, Prentice-Hall
Curran, J. & Blackburn, R., Paths of Enterprise, 1991
Dandeker, Ch., Surveillance, Power and Modernity. Bureaucracy from 1700 to Present Day. Polity, 1990
Debord, G., Society of the Spectacle, 1967
Elias, N., What is Sociology?, Hutchison, 1978
Gamble, P., Innovation a d Innkeeping, 1991
George, C., The History of Management Thought, 1972, Prentice-Hall
Medlik, S., Profile of the Hotel and Catering Industry , 1979, Heineman
Mintzberg, H., Power In and Around Organisations, Prentice-Hall, 1983
Pugh, D. S. (ed)., Organisational Theory, Selected Readings, Penguin, 1990
Reed, M., Redirections in Organisational Analysis, Tavistock, 1985
Scott, W.R., Organisations, Rational, Natural, and Open Systems, Prentice Hall, 1987
Weber, M., The Theory of Social and Economic Organisation, Free Press, 1964