Tourism Management

N/A

Teaching methodologies are based on theoretical-practical classes, favouring expositive, interrogative and active methods, based on practical exercises/worksheets and research projects developed by students. To obtain approval (minimum score of 10 marks), students must choose one of the following assessment methods:
1) Exam
Assessment by final exam consists in the completion of a single written test of knowledge (100%), to be held in the respective assessment periods.
2) Continuous/periodic assessment
The continuous/periodic assessment results from the following assessment parameters
a) completion of a written and individual test of knowledge (50%); b) completion of a practical project in group, which should be presented / defended orally (35%), whose weighting is divided into written component (25%) and oral component (10%); c) completion of exercises during classes (15%).

Promote in depth awareness about the hospitality business, supporting students with its strategic importance in the context of the tourism sector and its interest in terms of functional, structural and operational diversity;
Provide the domain of theoretical and practical tools for planning, management and organization of hotel companies, so that students are able to predict and design long-term hotel strategies, while can diagnose and solve problems through short-term effective management solutions;
Encourage reflection, discussion and research considering hotel management methods and techniques, empowering students to develop critical and interpretation skills, enabling them to take informed decisions and develop expertise in controlling and rationalizing resources.

1. Hotel industry in Portugal and in the World
1.1. Historical evolution of the hotel business
1.2. Types of hotel companies in Portugal
1.3. Global hospitality trends
2. Organization and structure of hotel companies
2.1. Definition of the hotel business and its specificities
2.2. Structural and functional organization of hotel companies
2.3. Management and departmental control in hospitality
3. Procedures for monitoring and managing hotel companies
3.1. The importance of strategy in hospitality management
3.2. Productivity analysis, profitability and results in hotel companies
4. Production and service in the hotel management system
4.1. Accommodation operational management
4.2. F&B operational management

• - Individual and/or Group Work - 35.0%
• - Frequency - 50.0%
• - Attendance and Participation - 15.0%

• - Exam - 100.0%

NAO

Cross, R., Higbie, J. , & Cross, Z. (2011). Milestones in the application of analytical pricing and revenue management. Journal of Revenue and Pricing Management, 10(1), 8-18.
Lin, M. S., InHaeng, N. J. & Sharma, A. (2020). F&B Performance in the United States Hotel Industry. Journal of Hospitality Financial Management, 28 (1), 20-29. https://doi.org/10.7275/rrkm-bd90
Mun, S G., Woo, L. & Paek, S. (2019). How important is F&B operation in the hotel industry? Empirical evidence in the U.S. market. Tourism Management, 75, 156-168. https://doi.org/10.1016/j.tourman.2019.03.010
Shaheen, O.; Morsy, M.; Qoura, O. & Zaki, K. (2021). The Effect of Yield Management on Food & Beverage Department Profitability in Five-Star Hotels: A qualitative approach. International Journal of Heritage, Tourism and Hospitality, 15 (1), 127-138.
Zaki, K., & Quora, O. (2019). Profitability in Egyptian hotels: business model and sustainability impact. Research in Hospitality Management, 9(2), 89-98.