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Graduate Course Proposal Form Submission Detail - HFT6246

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Current Status: Approved, Permanent Archive - 2011-03-11
Campus: Sarasota
Submission Type: New
Course Change Information (for course changes only):
Comments: USF-SM Academic Prog Comm. Approved 4/8/10; USFSM Acad Council Approved 4/20/10. To USF System for Concurrence 2/2/11; to SCNS for approval 2/10/11. SCNS approved. Effective 3/24/11. posted in banner


  1. Department and Contact Information

    Tracking Number Date & Time Submitted
    2317 2010-03-31
     
    Department College Budget Account Number
    3806000
     
    Contact Person Phone Email
    Jay R. Schrock 24617 jschrock@sar.usf.edu

  2. Course Information

    Prefix Number Full Title
    HFT 6246 Organizational Effectiveness in Hospitality

    Is the course title variable? N
    Is a permit required for registration? N
    Are the credit hours variable? N
    Is this course repeatable?
    If repeatable, how many times? 0

    Credit Hours Section Type Grading Option
    3 C - Class Lecture (Primarily) R - Regular
     
    Abbreviated Title (30 characters maximum)
    Organizational Effectiveness
     
    Course Online? Percentage Online
    C - Face-to-face (0% online) 0

    Prerequisites

    Corequisites

    Course Description

    Examine organizational effectiveness methodologies including Continuous Quality Improvement, Six Sigma, Geri, Hospitality Leadership and Sustainability as they relate to human resources leadership and effectiveness in the hospitality industry.


  3. Justification

    A. Please briefly explain why it is necessary and/or desirable to add this course.

    Needed for new program/concentration/certificate

    B. What is the need or demand for this course? (Indicate if this course is part of a required sequence in the major.) What other programs would this course service?

    This course is part of the MS in Hospitality Mgmt. With the rapidly expanding hospitality business in Florida, nationally and internationally there is a need for expanded education of industry leaders so that they can meet the needs of this rapidly expanding and changing environment. Advanced educational opportunities are critical to the growth of the industry. One U.S. Company is planning on opening 3,000 stores (restaurants) in China alone. This type of growth across the entire industry will require a different and better educated individual. There will be a need for managers that not only can manage one facet of the business but make strategic decisions in planning, acquisition, internet development and training that are not product centered, but demand centered and service centered.

    C. Has this course been offered as Selected Topics/Experimental Topics course? If yes, how many times?

    No

    D. What qualifications for training and/or experience are necessary to teach this course? (List minimum qualifications for the instructor.)

    PhD in Hospitality or related areas.


  4. Other Course Information

    A. Objectives

    1. Participants should learn through reading and group discussion the principles and practices of effective hospitality leadership.

    2. Participants should be able to compare and contrast philosophies of quality management advanced by W. Edwards Deming, Joseph Juran and Philip Crosby.

    3. Participants should be able to facilitate groups in formulating guest service performance standards for both back and front of the house departments for hospitality operations.

    4. Participants should be able to facilitate groups in formulating operational standards for back and front of the house departments.

    5. Participants should be able to facilitate groups in planning, organizing, problem solving, decision making and creative thinking activities.

    6. Participants should be able to conduct an assessment of organizational effectiveness in the hospitality industry.

    7. Participants will complete a special hospitality organizational effectiveness project.

    B. Learning Outcomes

    Understand th exploration of leadership models that are driven by new service designs in the hospitality industry.

    C. Major Topics

    Learning from cases: an introduction to the Case Method – toward clearer thinking and learning from casework.

    -Preparing cases for discussion: preparing cases steps 1-3 Initial Work, step 4 Analytical work, step 5 Diagnostic work

    -Preparing cases for discussion: preparing cases step 6 Action Plan, preparing Iceberg cases, searching for information, outlines for case preparation and case reports.

    -Cases: Au Natural Restaurant and Bagel Hockey.

    -Bamboo Garden and Bar Manager.

    -Bellman’s Tale and Beta Beta Fraternity.

    -Big Sky Blues and Bosnian Resettlement.

    -A,B,C. Box Tree and Cabinet Team.

    -Casino Grande and Croissant Place.

    -Danbury Hotel and Evergreen Willows.

    -Exclusive Resorts Worldwide and Expatriate Manager’s Notebook.

    -Group report and Harbor View.

    -Harrison Hotels Inc., Juan Perez.

    -Mama Linguine’s and Prospector Hotel.

    D. Textbooks

    Hospitality Management Reality: A Casebook by Craig C. Lundberg, Cheri A. Young and Jenna Lundberg. Published by Pearson – Prentice Hall. This case text was developed by Dr. Craig Lundberg and colleagues of Cornell University’s School of Hotel Administration.

    E. Course Readings, Online Resources, and Other Purchases

    F. Student Expectations/Requirements and Grading Policy

    Class Group Case 25%

    Case Studies 75%

    TOTAL 100%

    Grade Scale A= 93-100 A- = 90-92 B+ =88-89 B = 83-87 B- = 80-82 C+ 78-79 C = 73-77 C- =70-72 Below 70 % = fail.

    G. Assignments, Exams and Tests

    Semester calander and dates will determine exams/presentations, etc.

    H. Attendance Policy

    Course Attendance at First Class Meeting – Policy for Graduate Students: For structured courses, 6000 and above, the College/Campus Dean will set the first-day class attendance requirement. Check with the College for specific information. This policy is not applicable to courses in the following categories: Educational Outreach, Open University (TV), FEEDS Program, Community Experiential Learning (CEL), Cooperative Education Training, and courses that do not have regularly scheduled meeting days/times (such as, directed reading/research or study, individual research, thesis, dissertation, internship, practica, etc.). Students are responsible for dropping undesired courses in these categories by the 5th day of classes to avoid fee liability and academic penalty. (See USF Regulation – Registration - 4.0101,

    http://usfweb2.usf.edu/usfgc/ogc%20web/currentreg.htm)

    Attendance Policy for the Observance of Religious Days by Students: In accordance with Sections 1006.53 and 1001.74(10)(g) Florida Statutes and Board of Governors Regulation 6C-6.0115, the University of South Florida (University/USF) has established the following policy regarding religious observances: (http://usfweb2.usf.edu/usfgc/gc_pp/acadaf/gc10-045.htm)

    In the event of an emergency, it may be necessary for USF to suspend normal operations. During this time, USF may opt to continue delivery of instruction through methods that include but are not limited to: Blackboard, Elluminate, Skype, and email messaging and/or an alternate schedule. It’s the responsibility of the student to monitor Blackboard site for each class for course specific communication, and the main USF, College, and department websites, emails, and MoBull messages for important general information.

    I. Policy on Make-up Work

    J. Program This Course Supports

    MS in Hospitality Management


  5. Course Concurrence Information



- if you have questions about any of these fields, please contact chinescobb@grad.usf.edu or joe@grad.usf.edu.