Introduction & Rationale
Over the past 25 years, marketing has become one of the most popular and exhilarating disciplines in most business schools and universities. The question is why? Perhaps it is because, as consumers, we are all intrigued by what motivates us to act the way we do in certain buying situations, which can sometimes be perceived as irrational. Or maybe, it is because we have a fascination with the alluring qualities of marketing such as advertising. However, Marketing in not a panacea to all business successes, but its principles do form the foundations for sound business acumen. "Today's successful companies have one thing in common. Like Nike, their success comes from strong customer focus and heavy commitment to marketing."
(Kotler et al 2005).
Aims
The Course aims to provide an exciting and rewarding journey into the principles of
Marketing, which will form the cornerstone of your marketing knowledge throughout your degree: To introduce students to the principles underlying the philosophy of marketing; To develop students awareness of the ethical and societal issues surrounding marketing; To develop students understanding of what is meant by being
'customer focused'; To provide students with the principles and practice underpinning modern marketing activities; To provide students with an insight into marketing in a multicultural society, whether it be regional, national, international or global; To develop students understanding of marketing by incorporating marketing simulation games in the learning Process.
Indicative Content
Introduction to Course & WebCT; What is Marketing?; Marketing and society (Social responsibility & ethics); The Marketing Environment; Marketing Information &
Research; Consumer Behaviour; Segmentation and Targeting; Positioning; What is a
Product? New Product Development; Pricing; Place and Intermediaries;
Communication Theory; The Principles of Advertising; Public Relations and
Sponsorship; Sales Promotion & Exhibitions; Personal Selling & Key Account
Management; Direct & Online Marketing; Introduction to Marketing Planning;
Multicultural Marketing (Regional, National & Global).

Introduction & Rationale
Marketing can be seen as having two integral parts - The philosophy of marketing and the management of marketing. The philosophy of marketing is very much seen as developing a marketing orientation, which aims to move towards marketing efficiency and effectiveness. However, Marketing Management, which is fundamentally functional, involves the process of analysis, planning, implementation and control. 'A market is never saturated with a good product, but it is very quickly saturated with a bad one.' Henry Ford This Course aims to develop your understanding of marketing laid down in the Marketing Principles & Planning Course in year 1. The Course aims to provide an exciting and rewarding journey into the marketing management processes , which will form the cornerstone of your marketing knowledge throughout your degree:
Aims
The aim of Marketing Management is to provide: An overview of the discipline of marketing at both functional and strategic level; An appreciation of the tools, concepts and models to undertake a marketing audit and evaluate marketplace potential and risk from the perspective of the company's unique selling proposition
(USP); Students with the opportunity to participate in classroom presentations, discussions, team problem solving, and in-depth analysis of a series of real-life marketing situation; An understanding of the principal concepts and tools of contemporary marketing management, which involve market segmentation, portfolio analysis and the implementation of the marketing mix in delivering an integrated marketing strategy to maximise customer value; Students with the opportunity to apply their practical marketing knowledge in a marketing simulation game.
Indicative Content
Overview of the relationship between the various MC activities/tools (A); The organisation and structure of advertising agencies (A); Brand management as an integrated process (A); Client agency relationships and dynamics (A); Implementing an advertising campaign (A); Communications budgets (A); Media planning (A)
Integration issues (A). Organisation and process management of direct marketing
(DM); Database management (DM); Introduction to the application of new interactive digital technologies; DMCampaign planning & research - integration issues (DM);
Acquisition & retention perspectives (DM); Creative elements of DM (DM) DM campaign management - post-campaign analysis (DM); Organisation and process management of public relations (PR); Public Relations overview - stakeholder objectives (PR);Public relations activities overview - the appropriateness of PR activities (PR);Public relations as part of the communications mix - integration issues
(PR); Public relations planning & implementation (PR); Public relations techniques
(PR); Evaluating PR campaigns (PR) Internal public Relations (PR);Crisis PR (PR).
Organisation and process management of sales promotion (SP); Sales promotion overview - sales promotion objectives (SP); Sales promotion techniques (SP); Sales promotion campaigns through the channel (SP); Sales promotion as part of the communications mix - integration issues (SP); Evaluating sales promotion campaigns
(SP); Ethical considerations in sales promotion (SP).

Introduction & Rationale
Gaining insight into consumers is pivotal to Marketing, as it help marketers develop a deeper understanding of the needs and wants of the marketplace. It is widely acknowledged that 'the customer is king', which implies developing customer-centric strategies. Therefore, the study of consumers and consumer behaviour is imperative if one is to succeed in the marketplace. 'We can believe that we know where the world should go. But unless we're in touch with our customers, our model of the world can diverge from reality. There's no substitute for innovation, of course, but innovation is no substitute for being in touch, either'. Steve Ballmer This course has been designed to fuse together consumer behaviour and marketing research to provide an exciting and rewarding journey, which will build on and enhance your marketing knowledge throughout your degree.
Aims
To provide: An introduction to consumer behaviour as an interdisciplinary science that investigates the consumption; related activities of individuals; An appreciation of the complex psychological characteristics of consumers and their decision making process; An examination of the concepts and methodologies of consumer research;
An appreciation of the importance of marketing research in gaining insight into consumers and the market place. An appreciation of the roles of quantitative and qualitative research in the understanding of consumer behaviour and the market place. An appreciation of the ethical framework within which marketing research operates (with specific reference to the Marketing Research Society); Students with an opportunity to develop a marketing research project and in doing so develop an appreciation of the processes involved.
Indicative Content
Environmental influences on consumer behaviour (Culture & Social class); Group and personal influences on individuals; Individual determinants of consumer behaviour (Demographics, Psychographics and Personality); Attitude theory and its importance to market research; Attitude measurement and scales; Consumer decision making; Consumer learning & memory; Consumer perception; Consumer motivation; Semiotics; Planning & Designing research; Writing the brief and the proposal; Sampling Techniques (Design and Procedures); Quantitative research techniques for investigating consumer behaviour; Qualitative research techniques for investigating consumer behaviour; Questionnaires Design; Measurement and scaling; Data Collection, Preparation and Analysis; Media Research; Preparing and
Presenting the Marketing Research Report; Introduction to Snap Software -
Workshops.

Aims
This introduces the major aspects of the planning and control elements of the marketing management function. A range of concepts, models and tools are introduced and evaluated in the analysis and decision-making process of strategic marketing planning. Students will evaluate the key notions of segmentation, mission, competitive differentiation and branding in a strategic perspective. Collaboration and partnerships will be analysed in both profit and not-for-profit organisations. Students will develop the skills of market analysis and propose marketing programmes for a variety of organisations based on case studies.
Learning Outcomes
Students will be able to: a) Analyse and apply a wide variety of marketing techniques and models to the strategic marketing process. b) Analyse in detail markets, customers and competitors. c) Conduct internal and external marketing audits. d)
Formulate marketing objectives and strategies. e) Prepare a strategic plan.
Indicative Content
The main areas of focus will be: Critical evaluation of market opportunities.
Segmentation theory. Brand and branding strategies. Strategic choice in mix options.
Implementation, evaluation and control of marketing performance.

Aims
Management Accounting draws on a number of academic areas but has key foundations in the area of Organisational Behaviour. The key aim of this course is for students to be able to appreciate the organisational context in which management accounting techniques are applied. A further aim is for students to develop conceptual frameworks that can be used throughout their degree programme as tools with which to analyse organisational activity.
Learning Outcomes
On completing this course students should be able to: A. Knowledge and understanding of: Appreciate the role of Management and Cost Accounting within the organisation Describe some of the major historical influences on the development of theories of organisational management and to explain the relevance of these ideas for understanding current organisational problems B. Intellectual Skills: B1. Breadth of Outlook B2. Wisdom B3. Personal Effectiveness C. Subject Practical Skills: D.
Transferable Skills D1. Critical Thinking Explain some of the theoretical approaches to understanding people's behaviour at work and relate them to the practice of management and management accounting in organisations Describe the nature of the manager's role in organisations including their involvement in leadership and in managing change
Indicative Content
The nature organisations and the value of studying organisational behaviour
Classical, humanist and contingency approaches to organisational management
Analysis of organisations, risks & opportunities, the social responsibility of organisations The behaviour of groups and teams at work The nature of motivation, job satisfaction and work performance Types of organisational culture and their influence on behaviour The nature of leadership and management style The manager as an agent of change Adopting new technology, the network society.
Power and control, professionals in organisations

Aims
To provide the students with empirical and theoretical knowledge of the role of the funder and their preferences in the management of a business enterprise. 2. To enable the student to understand and apply a range of financial techniques to complicated business circumstances which, form the basis for the management in any commercial environment. 3. To provide the students with an environment in which they can think critically and develop their information management skills in relation to problem solving within the financial perspective.
Learning Outcomes
On completing this course students should be able to: A. Knowledge and understanding of: The preferences and behaviour of investors. The business decisions that need to be influenced by investor requirements The techniques that should be applied to efficiently implement financial decisions and activities within an organisation. B. Intellectual Skills: The course will be based on problem solving within a seminar environment to develop critical skills and information management. B1.
Breadth of Outlook The firm will be seen within the whole economic environment with particular emphasis on its relationship with the capital markets. This perspective will greatly broaden their perspectives in relation to accountancy to enable to better understand its strengths and weaknesses. B2. Wisdom The skills and abilities developed on the course will form the basis for the nurturing of the professional attitudes and practices required in the professional application of the subject discipline. B3. Personal Effectiveness The assignment will require planning, research, imitative and the taking of responsibility for the students own performance.
B4. Subject Practical Skills: The student will be able to implement a number of techniques that will enhance the shareholder value of a firm. C. Transferable Skills
The student will develop their skills in relation to mathematics and statistics. D1.
Critical Thinking The solving of numerical problems will assist the students in the developing of their ability to identify critical issues, analyse and produce logical arguments. The course will also consider the value of different perspectives as for example accounting and finance so the student can develop critical perspective and arguments. D2. Information Management They will have to improve their ability to manage data and apply data analysis techniques to particular problems. D3.
Communication Skills
Indicative Content
The role of financial management in the business enterprise. Economic Rent and
Present Value The role of the investor: Portfolio Theory and Asset Pricing Theory
Valuation Models for Financial Assets including CAPM

Aims
To give students a clear insight into the major external environmental factors governing international business. To provide an understanding of various business functions in an international context at both a conceptual and a practical level.
Learning Outcomes
A Knowledge and Understanding of: The rationale for 'going international';
International trade theory underpinning international business; The external environmental factors (cultural, political, legal, economic, etc.) influencing international business; The foreign exchange market; The importance of selecting a suitable method of market entry; The major issues concerning multinational companies; Human resource considerations in internationally-oriented companies;
Strategic, marketing, finance and accounting, and manufacturing issues in an international context; Current trends in international business. B Intellectual Skills: B1
Breadth of Outlook: Students will be able to address business and management issues from an international perspective. Students will develop self-awareness, openness and sensitivity to cultural diversity in dealing with international business issues and people from different cultural backgrounds. B2 Wisdom: Students will develop an understanding of morale and ethical issues in different political, legal, cultural, social and economic contexts and how these affect international decision making. Con-sequent they will recognize the need for companies to be flexible in their approach to overseas markets. B3 Personal Effectiveness: Effective selfmanagement in terms of time, planning and behaviour, motivation, individual initiative and enterprise. Effective performance within a team environment including leadership, team building, influencing and project management skills. C Subject
Practical Skills: Abilities to conduct research into international business issues for a presentation and a review report. This requires familiarity with a range of research sources and ability to apply international business related theoretical frameworks. D
Transferable Skills: D1 Critical Thinking Be able to think globally and strategically in terms of identifying and solving business problems. The ability to create, evaluate and assess a range of options together with the capacity to apply ideas and knowledge to a range of situations. D2 Information Management: Be able to search for, select and process relevant information guided by relevant theoretical frameworks. D3 Communication Skills: Communicate effectively within group work and team activities. Be able to present concise and coherent ideas, oral or in writing, in a professional manner.

Aims
This course builds upon basic micro and macro economic principles to give students an understanding of the place of the financial system in the economy and an understanding of the behaviour of banks and other financial firms. It will be attractive to students thinking of a career in banking and financial services.
Learning Outcomes
A Knowledge and understanding: By the end of the course students should be able to: Examine the role of the financial system in the economy. Demonstrate an awareness of the variety of financial instruments. Outline the efficient market hypothesis. Demonstrate the importance of risk and term for the structure of interest rates. Demonstrate the connection between interest rates and asset prices. Define the types of risks financial institutions face. B Intellectual Skills: B1 Breadth of
Outlook: By the end of the course students should be able to: Compare and contrast the role of and function of organised financial markets and financial intermediaries.
Compare and contrast the major theories of the determination of the general level of interest rates. Discuss implications of the efficient market hypothesis for the allocation of funds. Examine the case for and against government intervention in the allocation of funds. Examine the rationale for financial intermediation. Discuss the reasons for diversification in the financial institutions industry. Compare and contrast different banking structures. Compare the main approaches to the management of risk by banks and other financial institutions. Consider the scope and necessity for regulation of the financial systems nationally and internationally. Account for the processes of innovation and globalisation in the financial system and consider their implications. Discuss the determinants of bank failure and financial crisis. B2
Wisdom: By the end of the course the students should be able to: Demonstrate a capacity to ask appropriate questions about their own work and the work of others.
B3 Personal Effectiveness: By the end of the course students should be able to:
Research and plan short pieces of work for written and oral presentation. C Subject
Practical Skills: By the end of the course students should be able to: Use theoretical models to elucidate issues and make predictions in the area of the economics of finance. D1 Critical Thinking: By the end of the course students should be able to:
Critically evaluate the role and function of the financial system in reference to the macro economy. Analyse the social implications of the allocation of funds by the free market. D2 Information Management: By the end of the course students should be able to: Write well prepared and argued essays in the area of the economics of finance, making appropriate use of economic theory and data. Review the major empirical findings in the area of the economics of finance and incorporate them appropriately into their own work. Interpret published flow of funds data to identify the main sources and uses of funds. D3 Communication Skills: By the end of the course students should be able to: Present data, theories and empirical findings in the area of the economics of finance to present a coherent argument and where appropriate make judgements.

Introduction & Rationale
Every event, big or small, requires an event plan and the discipline of planning is core to managing a successful event. However there are particular challenges in planning an event which need to be identified and resolved in the process. Planning
Festivals and Events begins with an introduction to project management techniques and covers the key functional areas required for event planning. The course is generally structured around the event plan: research, feasibility, vision & mission, objectives & strategy, HR, marketing, budget, logistics, evaluation and measurement.
In addition students are encouraged to take a critical approach to planning by reflecting on work experience, events they have seen, literature they have read and challenging the accepted wisdom on event planning. Many textbooks present a utopian vision of event planning without enough consideration of the risks and constant changes which occur in reality.
Aims
To develop in students a comprehensive understanding of how to plan an event and what the event plan needs to address pre, live and post event. 2. To give students the opportunity to exercise appropriate judgement and accept responsibility and accountability in planning an event. 3 To develop students' critical thinking skills and reflective skills as an event planner. 4. To apply academic theory and planning tools to aid decision-making throughout the event planning process.
Indicative Content
Project Management for events. The event's external environment. Event concept, research and feasibility. Event mission, objectives and strategy. Sponsorship in event management. Understanding the event customer. Different marketing approaches for different events. Integrated Marketing Communications for Events. The role of the event manager. The role of staff & volunteers. Preparing the budget. Fundraising and raising finance. Financial control and monitoring. Managing supply and demand.
Staging the event. Event measurement and evaluation.

Introduction & Rationale
This 15 credit course aims to provide an introduction to the nature of travel and tourism businesses, finance within these organisations and technology. It serves as a foundation to level 2 & 3 teaching and for students entering with a diverse range of prior qualifications and experiences from the UK and elsewhere. Through a series of weekly lectures and tutorials, students will be introduced to different types and sizes of businesses in the profit and not for profit sectors, from small bed and breakfast establishments to international corporations such as Disney. They will also examine basic financial concepts and tools used to analyse the financial 'health' of a business and to inform decision making. Technology is critical to the success of tourism businesses and an understanding of its use is deemed to be essential by potential employers. Hotels and travel agents, for example, use a range of standard and nonstandard IT systems for booking and the internet has revolutionised the way that holidays, accommodation and travel are booked. For this reasons students will also be introduced to technology in the workplace and e-tourism while being introduced to a range of IT skills that will provide a foundation for future courses. The course will be delivered through a series of fortnightly structured lectures throughout year 1, tutorial activities some of which will be in an IT lab and talks from guest speakers. These will be supported by directed tasks, assessments and independent guided reading. This course will compliment Introduction to Travel and Tourism, and provide a foundation for specialist options such as the second year course, Destination & Facilities
Management and PPD2, a key part of which is work experience.
Aims
An appreciation of the types of business models in the travel and tourism industry To understand basic financial concepts and techniques to assist in decision making in tourism businesses. An appreciation of how, and which information and communications technologies are used in the travel and tourism industry. For students to be able to build a basic web page using Microsoft Frontpage software.
Indicative Content
Introduction to different types of tourism businesses including: sole traders, limited companies, public limited companies, charities. Sources of funding in the travel & tourism sectors Financial Management for tourism businesses, including: Budgets,
Profit and Loss, Cash Flow, Margins, Fixed and Variable costs, Break Even, cost / volume / profit decisions, Overheads, Budgets, Financial controls Forecasting and evaluating sales and performance in tourism businesses Employer input: talks about specific ICT used in the travel & tourism industries Understanding e-tourism: from the perspectives of the tourism business and the tourist. Using EXCEL for preparing and analysing financial information Designing a basic webpage to present tourism information using Microsoft FrontPage

Introduction & Rationale
It is critical for all service industries to understand their customers and there is an established body of consumer behaviour theory focused on tourists. This course will build on Introduction to Travel & Tourism where the idea of tourist typologies was first introduced. It will examine a broad range of typologies of tourists, tourist motivations, the decision making process and segmentation building. It will compliment other core level 2 courses such as Global Tourism Management, and options such as
Destination and Facilities Management that examines the operational issues of managing visitor attractions, hotels and other venues and sites. It will also under-pin the core level 3 course, Tourism Marketing and Strategy that will focus on contemporary issues in marketing and strategic planning. Delivery will be through a series of structured lectures (1 hour per week) and seminars using a variety of media e.g. group/individual presentations, videos, discussion, debate and guided reading.
Aims
To be aware of the range of tourist typologies drawing on specialist literature and research. To understand the motivations of a range of tourists. To be able to evaluate the merits of a range of consumer behaviour models in tourism. To be able to apply segmentation theory to tourists.
Indicative Content
Typologies of tourists Environmental influences on consumer behaviour (culture & social class) Group & personal influences on individuals Individual determinants of consumer behaviour (demographics, psychographics & personality) Motivational theory & tourists Consumer decision making Segmentation Influence of ICT in consumer behaviour decision making.

Introduction & Rationale
The aim of this course is to identify and analyse some of the key contemporary issues that are pertinent to the Tourism sector. The course content will focus on those issues that are deemed to be the most significant for these sectors at the time of teaching. These might refer to global trends, major government agendas, policy shifts, or changing management strategies. Each year three key issues will be explored on the course, one from each of the following themes: Policy issues,
Sustainability, Cultural issues. Tutorials for this course will be structured around material identified by students from their own research and wider reading and this will be assessed through the compilation by students of a portfolio of materials they have collected throughout the course, along with an analytical commentary written by the student. This course will extend student learning in the field of tourism and develop their research skills, as well as prepare them for independent study in the 3rd year of their programme.
Aims
Identify key contemporary issues that are pertinent to the tourism sector Evaluate current global and national political agendas and the implications for the tourism industry To provide a structure from within which students can extend their learning in the field of tourism, supplementing other courses and developing their knowledge in advance of their dissertation or thematic studies in year 3.
Indicative Content
A range of key contemporary issues from the field of tourism will be explored in lectures to include at least three topics, including one from each of the areas of
Tourism Policy, Sustainability and Cultural Issues in Tourism. Emerging debates within sustainable tourism Emerging debates within cultural tourism and intercultural issues within tourism. Contemporary developments within tourism policy, and policies affecting tourism. The course will respond to emerging or unforeseen global events of relevance to the tourism industry. In recent years these included the Foot and Mouth outbreak in the UK, SARS in Asia, The Asian Tsunami disaster, the global Terrorism events of 9/11, 7/7. Tutorial content will be focussed around material researched by students from journal articles, newspapers and websites that give insights to contemporary issues affecting the tourism sector.

Introduction & Rationale
On graduation students are likely to become managers of visitor attractions, hotels, airports, open air sites, box offices, townscapes and be involved in event management. They therefore need to understand the operational and legal issues of opening a site to the public and organising public events in venues and open spaces, whilst providing a quality experience. This course will build upon the level 1 course,
Introduction to Travel and Tourism that will have introduced the legal framework in which businesses operate and an overview of the market. It will compliment other core level 2 courses such as Understanding Tourists and Research Tools for
Tourism & Event Managers that focuses on marketing, PPD2, and options such as
Project management. Delivery will be through a series of structured lectures (1 hour per week) and seminars using a variety of media such as videos, discussion, debate and guided reading and visits to sites.
Aims
Appreciate the scale and complexity of planning and managing a diverse range of functions at a site or event Understand legislation and security and their impact on operations management Be able to appreciate the importance of customer care in the management of tourists To recognise the importance of visitor management on the user experience and destinations and buildings.
Indicative Content
Introduction to the changing nature and growth of visitor attractions (natural, purpose built attractions, adapted buildings, events & festivals), hotels, complexes and airports. Role and management of catering, retailing and ticketing at visitor attractions Operations management - scale and complexity of planning and managing different functions: cleaning; security; ticketing; retailing; catering; hospitality; transportation, Health and safety Insurance's and licenses (e.g. Alcohol,
Public Entertainment, Copyright & Royalty) Legislation e.g. Health & Safety at Work regulations, COSH 1988, Data Protection Act, Licenses, Food Hygiene Regulations,
Fire Precautions Act, Charity Act, Trading Standards, Building and Planning legislation, Employment Law (Equal Pay Act, Race Relations Act, Disability
Discrimination Act, National Minimum Wage Act). Visitor Management - daily/weekly/seasonal fluctuations, carrying capacities, impacts on the site/building, strategies and tactics for addressing these in a range of contexts and situations. Risk management and disaster planning Customer Care - policy, management, training, control of staff (volunteers and paid employees) and the inherent difficulties in the tourism and leisure industry (e.g. short term, low paid, un/ semi-skilled jobs, informal recruitment, SMEs, lack of training) Benchmarking, Welcome Host, AA, Investors in
People Special needs visitors: families, tourists, hearing, visual, and mobility impairments, dietary requirements, English as second language.

Introduction & Rationale
Tourism has historically been considered a social event and is an industry which has used culture and the environment as it main products. The popularity of particular tourism activities and destinations is a reflection of wider socio-cultural trends and tourism can be seen to both reflect society and cultural preferences and also be a shaper of them. Essentially tourism involves the interaction of people with locations and cultures other than their own and this course explores the socio-cultural implications of tourism activity on tourists, host communities and their locations.
These impacts are experienced in the realms of value systems, social relationships, ways of cultural expression and lifestyle. A range of international case studies will be used to explore these socio-cultural implications and to widen the students' appreciation of tourism’s role in society.
Aims
To examine the contribution that sociology makes to our critical understanding of tourism and tourists To appreciate the role that tourism plays in society through an understanding of tourism culture and the culture of tourism To understand the sociocultural impacts of tourism on host communities, destinations and tourists and their ethical dimensions To understand how wider social, cultural, political and technological developments have shaped tourism and been reflected in the changing tastes and preferences of the contemporary tourist.
Indicative Content
The socio-cultural nature of the host-guest encounter: demonstration effect and acculturation The social and cultural ethics of tourism The development of culture as a tourist commodity: modernism, postmodernism and authenticity The 'new tourist',
'post tourism' and the search for experience The socio-cultural construction of tourism destinations: film, TV and literary tourism sites Multiculturalism and the development of 'ethnoscapes' as tourist destinations Dark tourism: remembrance, education and entertainment Gendered places: the male and female gaze in tourism destination identity formulation Cultural construction of the countryside: the tourist gaze and the Romantic way of seeing The rise and fall of the seaside resort

Introduction & Rationale
This course will focus on tourism management issues encountered at cultural and natural world heritage sites (WHSs) It will present and critique the factors that have influenced the development of world heritage site tourism, and will place emphasis on historical and contemporary issues that are relevant to the management of such sites. This will include an analysis of the policy and stakeholder frameworks for both world heritage site designation/monitoring and the tourism-related issues that govern its management on an international, regional and local scale. The cultural, economic and political dimensions of WHS tourism are seen as being inherent to its development, management and promotion, hence the content of this course provides a critical understanding of holistic management aspects of a niche tourism field which is appropriate for a Level Three course. The course will focus in particular on some of the tensions between global and local priorities in world heritage site tourism management. It will also provide an overview of the way in which WHS tourism is managed in various regions of the world and the unique management and conservation strategies needed for both cultural and natural WHS designations- this will include analyses of the tools and techniques that are used to manage tourism in the built and natural environments, the relationship between hosts and visitors, and the role of the tourism and WHS designation in effecting cultural, socio-economic and environmental change. Delivery will be through a series of structured lectures, seminars and directed activities. This will include analyses of case studies, guest speakers, discussions, videos, guided reading and individual/group presentations.
Aims
Assess the conceptual definitions of 'heritage', 'world heritage' and appraise the strategic management of World Heritage Site (WHS) tourism Analyse the changing governance and legislative frameworks for the international designation, management and monitoring of WHS's. Critically evaluate the factors that influence successful World Heritage Site tourism management strategies Appraise the ability of the tourism sector to respond sustainably to the changing demands of visitors and the external environment within which it operates
Indicative Content
Defining & Conceptualising Heritage What is 'World Heritage' : Theoretical concepts
World Heritage International Frameworks: UNESCO Global and National Heritage
Governance & Legislation World Heritage Site Designation Procedures UNESCO
Cultural Heritage Sites Case Study Applications UNESCO Natural Heritage Sites
Case Study Applications UNESCO Mixed Heritage Sites Case Study Applications
Visitor Management at World Heritage Sites Operations Management at World
Heritage Sites World Heritage Sites in Crisis: Analysis and Responses Sustainable
Management for World Heritage Sites.

Introduction & Rationale
This course will focus on tourism management issues encountered at cultural and natural world heritage sites (WHSs) It will present and critique the factors that have influenced the development of world heritage site tourism, and will place emphasis on historical and contemporary issues that are relevant to the management of such sites. This will include an analysis of the policy and stakeholder frameworks for both world heritage site designation/monitoring and the tourism-related issues that govern its management on an international, regional and local scale. The cultural, economic and political dimensions of WHS tourism are seen as being inherent to its development, management and promotion; hence the content of this course provides a critical understanding of holistic management aspects of a niche tourism field which is appropriate for a Level Three course. The course will focus in particular on some of the tensions between global and local priorities in world heritage site tourism management. It will also provide an overview of the way in which WHS tourism is managed in various regions of the world and the unique management and conservation strategies needed for both cultural and natural WHS designations- this will include analyses of the tools and techniques that are used to manage tourism in the built and natural environments, the relationship between hosts and visitors, and the role of the tourism and WHS designation in effecting cultural, socio-economic and environmental change. Delivery will be through a series of structured lectures, seminars and directed activities. This will include analyses of case studies, guest speakers, discussions, videos, guided reading and individual/group presentations.
Aims
Assess the conceptual definitions of 'heritage', 'world heritage' and appraise the strategic management of World Heritage Site (WHS) tourism Analyse the changing governance and legislative frameworks for the international designation, management and monitoring of WHS's. Critically evaluate the factors that influence successful World Heritage Site tourism management strategies Appraise the ability of the tourism sector to respond sustainably to the changing demands of visitors and the external environment within which it operates.
Indicative Content
Defining & Conceptualising Heritage What is 'World Heritage' : theoretical concepts
World Heritage International Frameworks: UNESCO Global and National Heritage
Governance & Legislation World Heritage Site Designation Procedures UNESCO
Cultural Heritage Sites Case Study Applications UNESCO Natural Heritage Sites
Case Study Applications UNESCO Mixed Heritage Sites Case Study Applications
Visitor Management at World Heritage Sites Operations Management at World
Heritage Sites World Heritage Sites in Crisis: Analysis and Responses Sustainable
Management for World Heritage Sites

Introduction & Rationale
In Management Skills 1 we developed an understanding of the essential skills and abilities that are necessary to manage and lead people effectively for the benefit of the individual and teams. We now need to develop these skills and combine them with others directed at the effective completion of tasks, both simple and complicated. This course is designed to develop an understanding and appreciation of what its needs to be an Effective Manager.
Aims
Evaluate the key skills and competences that Managers need to complete tasks effectively through others Develop and apply those skills identified as essential to
Effectively Manage situations associated with Management activities Develop the ability to learn from own experiences and improve ones effectiveness and efficiency within a role Review and consider the influences associated with international and multinational Management skills and aspirations.
Indicative Content
The relationship between Management and Leadership Modern Culture and
Management Introduction to Ethics and Management Effective Team Management
Influencing and Persuasion Skills Effective Communications Effective Management
The use and management of Stress, Delegation and Time Meetings, Meetings,
Meetings Problem Solving and Building Trust Introduction to change Management.

Introduction & Rationale
The Strategic Human Resource Management (SHRM) course introduces HRM as an integrated activity which has a vital role within the organisation in terms of improving competitive advantage. It also aims to develop core knowledge of the underlying philosophies of HRM and the growing international dimension of HRM. An important theme is the role of the HR specialist as a 'thinking performer', who contributes intelligently to the cost-effective enactment of human resource strategies. This role also involves sensitivity to the contemporary ethical and legal frameworks of employment, both domestically and internationally. Learning and content is essentially integrative, forming a backdrop to the two further courses in the BA HRM programme covering the four main activity areas of HRM in greater depth.
Aims
Understand the scope and role of human resources in work organisations understand the competing models of HRM that affect the design and operation of HR policies understand how HR specialist work is integrated with that of line managers, top management strategists and employees/workers have knowledge of and be able to apply ethical and legal frameworks to HRM understand the international nature of contemporary HRM and the issues raised by working across cultures.
Indicative Content
Origins and Development of HRM- A brief history of the development of HRM; the role and scope of HR activities; the shared nature of these activities with line managers; the employment contract and its reciprocal nature Competing models of
HRM - high and low commitment HRM; problems of developing HR strategy in work organisations. Best Practice HRM- development of the concept; bundling; evidence for competitive advantage; limits of this model Linking Business Strategy and HRM - best-fit or matching models; advantages and drawbacks of these models; vertical and horizontal integration of HR policies and practices The changing nature of work and employment - the flexibility debate and contingent work; the decline of the internal labour market; consequences for stakeholders The legal framework for HRM - UK and EU relationship; contemporary developments and issues Ethics and HRM - links with general business ethics; traditional and contemporary ethical frameworks; HR specialists and ethical behaviour Equality and Diversity management - liberal and radical frameworks; the diversity management approach; issues around equality in practice; contemporary developments Employee Relations - co-operation and conflict; the role of trade unions; the changing nature of employee relations; the partnership concept Managing HRM across cultures - the development of international firms; issues of managing across cultures; centralization versus devolution of HR policies and practice N.B. The course will include at least one structured learning week during the contact period which will be designed to facilitate deeper learning.

Introduction & Rationale
This course aims to improve the moral awareness of current and future business professionals by developing the understanding of ethics and by applying it to a range of business dilemmas. An interdisciplinary approach based on philosophy, sociology and psychology will be used to understand persons, organisations and their moral responsibilities and rights.
Aims
To improve moral awareness in the business context To improve the ability of students to discuss and justify ethical decisions.
Indicative Content
An overview of the development of moral philosophy The application of moral philosophy to business and management Ethical decision making Ethics and the law
Ethics, leadership and culture HRM-the ethical manager Corporate social responsibility Ethical issues in finance and accounting Ethical issues in marketing
Ethics in the international context.

Aims
Students will be expected to develop the ability to use appropriate techniques of analysis and enquiry within Strategic Management and to learn how to evaluate the alternatives and make recommendations. Students will explore the implementation of strategic decisions and develop the ability to make critical judgements. They will be expected to develop an understanding of the integrated nature of business policy decisions and the strategic management process.
Learning Outcomes
Students will be able to: a. demonstrate an understanding of strategic management and the ability to effectively apply this knowledge in a variety of business contexts; b. utilise techniques of analysis and enquiry within strategic management models in a critical and informed way; c. identify key issues, evaluate alternatives and recommend decisions based on thorough analysis; d. make critical judgements of business problems and discuss business issues in a realistic manner; e. deal effectively with strategic management issues and formulate and present appropriate recommendations.
Indicative Content
Topics include: Types of organisational structure. Strategic change. Models and theories. Global strategy issues. Environment-based options. Resource-based options/sustainable competitive advantage. The balanced scorecard.