Lincoln University - Hotel Management

Lincoln University

Opening doors into the hotel industry

Bachelor of Commerce Hotel Management major

New Zealand’s specialist land-based university

Contents Pg 01

Welcome

Pg 04

Graduate profile

Pg 06

Potential study plans

Pg 14

Course descriptions

Pg 29

Your career

Land a career in Hotel Management by studying at Lincoln University.

Since 1994, Lincoln University has been the only University in New Zealand to offer a specialisation in Hotel Management within a Bachelor of Commerce degree. To this day Lincoln remains the most active university in New Zealand in this ďŹ eld in terms of both teaching and research.

Lincoln University is nationally and internationally acknowledged as a leader in the study of tourism, and within the field of tourism has chosen to offer a specialisation in hotel management rather than the broader field of hospitality management. The University considers hotel managment to be significant enough in terms of size, economic impact and management complexity to warrant dedicated study. In this regard, Lincoln University mirrors the views of other internationally well-known universities, such as Cornell University, which also offers hotel management-specific degrees.

To support ambitious commerce graduates, Lincoln University works closely with the hotel industry, for example, Heritage Hotel Christchurch offers Lincoln University students the opportunity to apply for the Heritage Hotels Scholarship Programme which not only covers university fees but also includes a part-time employment offer at the Heritage Christchurch for the duration of the scholar’s three year degree. continued over page ...

PAGE 1

Managing a major independent hotel or multiinternational hotel is exciting, challenging and rewarding. As a multi-billion industry it necessates serious business qualitifations of its managers.

Very few days are the same - overseeing a truly international workforce, providing guests with memorable experiences, and continually dealing with the unexpected whilst continuing to operate a large enterprise profitably.

Transfers and international travel make for an exciting and dynamic career. However, the multimillion dollar economic impact that hotels have on a destination mean it is critical that managers are able to apply professional levels of skill from across the field of commerce to their day to day work and longer term planning. To this end, Lincoln University’s Bachelor of Commerce – Hotel Management major includes teaching in key areas such as business management and strategy.

In a business characterised by ongoing and rapid change, staying current is critical. Lincoln University constantly communicates with the hotel industry, locally, nationally and internationally to ensure it not only delivers what the industry needs in terms of future management talent, but also provides on-going, hotel-specific research that the industry needs to drive future growth.

Hotels themselves continue to participate actively in the programme, offering visiting guest speakers, student field tours to hotels in New Zealand and overseas, student scholarships and on-going advice in developing and updating the Hotel Management major.

If you’re an employer looking at employing a Lincoln University graduate with a Bachelor of Commerce and a Hotel Management major (and possibly a second major or minor), this brochure provides a thorough picture of a Lincoln University candidate in terms of their holistic commercial and hotel knowledge, via the potential study paths.

There is a high chance graduates will have spent quite some time working in the hotel industry during the course of their study and therefore are workready. Several Lincoln University graduates have been accepted directly into various Hotel Graduate Management Programmes, signalling the value that the industry itself places on Lincoln University’s programme.

For career advisors, potential students and their parents, this brochure will help you plan ahead for the degree by offering a guide to the kinds of courses that those wishing to pursue a career in Hotel Management should take at secondary school.

To find out more about any aspect of Lincoln University’s Bachelor of Commerce – Hotel Management major, please do not hesitate to contact me by email: anthony.brien@lincoln.ac.nz, or by phone on 03 321 8294 or 027 623 7158.

Regards

Dr Anthony Brien, FIH PhD, MSc, DipTchg.

Senior Lecturer Business and Hotel Management Lincoln University

Visit the Faculty of Commerce website: http://www.lincoln.ac.nz/about-lincoln-university/university-structure-and-staff/academic-staff-and-faculties/commerce/

PAGE 2

Lincoln University: New Zealand’s only University specialising in the Business of Hotel Management.

PAGE 3

Graduate profile Lincoln University’s Bachelor of Commerce graduates have strong capabilities well suited to the real-world of business.

Bachelor of Commerce (B.Com) The B.Com degree’s primary goal is to produce graduates with the skills and knowledge that are necessary to successfully make the transition from undergraduate studies into postgraduate studies or a career in the dynamic and changeable world of business. To this end, we endeavour to provide students with an integrated balance of academic theory and applied practical knowledge taught by teaching staff with both academic and industry backgrounds.

Moreover, there is a strong emphasis on the development of students’ capabilities in analysis, critique, synthesis and problem solving.

Personal attributes of a graduate On completion of the Bachelor of Commerce, graduates will have attained a broad-based multi-disciplinary understanding of commerce theory and practice as well as proficiency in at least one specialist area within the discipline.

Other personal attributes include: • Competence in the basic commerce subject areas of accounting, business management, corporate law, economics, finance, and marketing • Advanced skills in analysis, critique, synthesis and problem solving • An ability to locate, acquire, evaluate, integrate and utilize information from a wide range of sources • The capacity to be a critical thinker capable of integrating new information into his or her understanding of issues to make well-informed decisions • The ability to extrapolate from knowledge and principles to solve new problems • An ability to exercise independent judgement • An ability to make use of appropriate technologies for research and communication in a commerce context • An awareness of his or her professional and personal limitations and a willingness to seek help when these limitations are of consequence • Competence in the use of basic mathematics and statistics • Organisational and time management skills • Having high standards of personal integrity and a commitment to ethical behaviour

PAGE 4

www.lincoln.ac.nz

• Possessing an awareness of the key principles and practices underpinning sustainable activities and development • An international and multi-disciplinary perspective to knowledge

Bachelor of Commerce (B.Com) – Hotel Management major

• The capacity for self-directed life-long learning • An ability to communicate effectively in formal and informal contexts to a wide range of audiences, in both written and oral forms • An ability to work with, and relate to, people from a wide range of backgrounds and communities • An ability and willingness to work effectively with individuals, groups and communities.

Personal attributes of a graduate • An advanced knowledge of the key principles of: - Financial information and analysis related to business - The tourism industry - Food and beverage management - Accommodation management - Leadership and decision making - Business strategy - Services marketing - Promotion marketing - Quality management and - Human resource management • Ability to apply key principles to real world problems • An understanding of a range of current hotel management issues in both New Zealand and internationally.

PAGE 5

Potential study plans Potential study plans for those considering a Bachelor of Commerce with a Hotel Management major. Adding a second major or minor increases career opportunities. The following study plans are guides only.

PAGE 6

www.lincoln.ac.nz

Degree: Bachelor of Commerce (B.Com) Major: Hotel Management Minor: Nil *Core for major; **Select at least one of SEMESTER BLOCK

YEAR TWO

YEAR ONE

SUBJECTS

SEMESTER

BLOCK

*Financial Information for Businesses ACCT103 or

1 2

4 5

*Introduction to Management BMGT101

2

6

*Introduction to Applied Economics ECON110

or

1 2

6 8

Introduction to the Commercial Environment COMM101

2

1

or

1 2

9 9

*Principles of Marketing MKTG101

2

3

*Introduction to Tourism TOUR101

1

5

Accounting Fundamentals ACCT101

2

7

*Leadership and Decision Making BMGT220 Prerequisites: BMGT101 + 4 A 100’s

1

1

*Food and Beverage Management BMGT216 Prerequisites: BMGT101 or BMGT206 + 5 X 100’s

2

9

Operations Management BMGT211 Prerequisites: QMET103 + BMGT101 or BMGT206

1

2

Human Resource Management BMGT204 Prerequisites: BMGT101 or BMGT205 + 5 X 100’s

2

7

Introduction to Psychology PSYC101

1

6

Tourism Systems TOUR202 Prerequisites: TOUR101 + 5 X 100’s

2

5

1 2

8 3

Management Accounting ACCT202 Prerequisites: ACCT102 or ACCT103

2

6

*Accommodation Management BMGT322 Prerequisites: BMGT216

1

9

*Business Strategy BMGT306 Prerequisites: BMGT206 or BMGT220 + 4 X200’s

2

5

Business and Sustainability BMGT301 Prerequisites: BMGT101, 206, 215 or 220

1

4

**Services Marketing MKTG304 Prerequisites: MKTG101 + 2 X 200’s

2

6

Organisational Behaviour BMGT309 Prerequisites: One of BMGT204, 206, 215 or 220

1

5

**Promotion Management MKTG321 Prerequisites: MKTG101 or MKTG205

2

9

**Quality Management BMGT314 Prerequisites: 5 X 200’s including BMGT101, 206 + QMET103 or QMET201

1

1

Destination Planning and Development TOUR303 Prerequisites: TOUR202 or 5 X 200’s

2

4

*Introduction to the Legal Environment of Business LWST101

*Statistics QMET103

YEAR THREE

SUBJECTS

or

PAGE 7

Degree: Bachelor of Commerce (B.Com) Major: Hotel Management Minor: Tourism *Core for major; **Select at least one of; ***Core for minor SEMESTER BLOCK

YEAR ONE

SUBJECTS

YEAR TWO

SEMESTER

BLOCK

*Financial Information for Businesses ACCT103 or

1 2

4 5

*Introduction to Management BMGT101

2

6

*Introduction to Applied Economics ECON110

or

1 2

6 8

*Introduction to the Commercial Environment COMM101

2

2

or

1 2

9 9

*Principles of Marketing MKTG101

2

3

or

1 2

8 3

Accounting Fundamentals ACCT101

2

7

*Leadership and Decision Making BMGT220 Prerequisites: BMGT101 + 4 A 100’s

1

1

*Food and Beverage Management BMGT216 Prerequisites: BMGT101 or BMGT206 + 5 X 100’s

2

9

***Financial Accounting ACCT211 Prerequisites: ACCT101 and ACCT102 or ACCT103

1

7

Human Resources Management BMGT204 Prerequisites: BMGT101, or BMGT206 + 5 X 100’s

2

7

*Introduction to Tourism TOUR101

1

5

***Accounting Information ACCT203 Prerequisites: ACCT101

2

3

***Financial Management FINC204 Prerequisites: ACCT102 or ACCT103

1

3

Management Accounting ACCT202 Prerequisites: ACCT102 or ACCT103

2

6

*Accommodation Management BMGT322 Prerequisites: BMGT216

1

9

*Business Strategy BMGT306 Prerequisites: BMGT206 or BMGT220 + 4 X200’s

2

5

Business and Sustainability BMGT301 Prerequisites: BMGT101, 206, 215 or 220

1

4

***Advanced Financial Accounting ACCT310 Prerequisites: ACCT211 check

2

8

***Advanced Management Accounting ACCT308 Prerequisites: ACCT202, FINC204

1

2

**Promotion Management MKTG321 Prerequisites: MKTG205

2

9

**Quality Management BMGT314 Prerequisites: 5 X 200’s including BMGT101 or BMGT206 + QMET 103 or QMET201

1

1

***Taxation ACCT306 Prerequisites: ACCT101, LWST1-1 + 4 X 200’s

2

7

*Introduction to the Legal Environment of Business LWST101 *Statistics QMET103

YEAR THREE

SUBJECTS

PAGE 8

www.lincoln.ac.nz

Degree: Bachelor of Commerce (B.Com) Major: Hotel Management Minor: Marketing *Core for major; **Select at least one of; ***Core for minor SEMESTER BLOCK

SUBJECTS

YEAR THREE

YEAR TWO

YEAR ONE

*Financial Information for Businesses ACCT103

SUBJECTS

SEMESTER

BLOCK

or

1 2

4 5

*Introduction to Management BMGT101

2

6

*Introduction to Applied Economics ECON110 or

1 2

6 8

*Introduction to the Commercial Environment COMM101

2

1

*Introduction to the Legal Environment of Business LWST101

1 2

9 9

*Principles of Marketing MKTG101

2

3

*Introduction to Tourism TOUR101

1

5

*Statistics QMET103

2 1

3 8

*Leadership and Decision Making BMGT220 Prerequisites: BMGT101 + 4 A 100’s

1

1

*Food and Beverage Management BMGT216 Prerequisites: BMGT101 or BMGT206 + 5 X 100’s

2

9

Operations Management BMGT211 Prerequisites: QMET103 + BMGT101 or BMGT206

1

2

Human Resource Management BMGT204 Prerequisites: BMGT101 or BMGT205 + 5 X 100’s

2

7

Consumer Behaviour MKTG205 Prerequisites: MKTG101 or MKTG201

1

8

Tourism Systems TOUR202 Prerequisites: TOUR101 + 5 X 100’s

2

5

Introduction to Psychology PSYC101

1

6

Management Accounting ACCT202 Prerequisites: ACCT102 or ACCT103

2

6

*Accommodation Management BMGT322 Prerequisites: BMGT216

1

9

*Business Strategy BMGT306 Prerequisites: BMGT206 or BMGT220 + 4 X200’s

2

5

Business and Sustainability BMGT301 Prerequisites: BMGT101, 206, 215 or 220

1

4

**Services Marketing MKTG304 Prerequisites: MKTG101 + 2 X 200’s

2

6

***Marketing Research MKTG301 Prerequisites: QMET103 + MKTG205

1

6

**Promotion Management MKTG321 Prerequisites: MKTG205

2

9

**Quality Management BMGT314 Prerequisites: 5X 200’s including BMGT101 or 206 + QMET103 or QMET201

1

1

***Marketing of New Zealand Products and Services MKTG308 Prerequisites: MKTG201

2

2

or

or

Degree: Bachelor of Commerce (B.Com) Major: Hotel Management Minor: Management Accounting *Core for major; **Select at least one of; ***Core for minor

YEAR THREE

YEAR TWO

YEAR ONE

SUBJECTS

SEMESTER

BLOCK

SUBJECTS

SEMESTER

BLOCK

*Financial Information for Businesses ACCT103

or

1 2

4 5

*Introduction to Management BMGT101

2

6

*Introduction to Applied Economics ECON110

or

1 2

6 8

*Introduction to the Commercial Environment COMM101

2

1

*Introduction to the Legal Environment of Business or LWST101

1 2

9 9

*Principles of Marketing MKTG101

2

3

*Statistics QMET103

1 2

8 3

*** Accounting Fundamentals ACCT101

2

7

*Leadership and Decision Making BMGT220 Prerequisites: BMGT101 + 4 A 100’s

1

1

*Food and Beverage Management BMGT216 Prerequisites: BMGT101 or BMGT206 + 5 X 100’s

2

9

Operations Management BMGT211 Prerequisites: QMET101 + BMGT101 or BMGT206

1

2

Human Resource Management BMGT204 Prerequisites: BMGT101 or BMGT205 + 5 X 100’s

2

7

Consumer Behaviour MKTG205 Prerequisites: MKTG101 or MKTG201

1

8

Tourism Systems TOUR202 Prerequisites: TOUR101 + 5 X 100’s

2

5

***Financial Management FINC204

1

3

Management Accounting ACCT202 Prerequisites: ACCT102 or ACCT103

2

6

*Accommodation Management BMGT322 Prerequisites: BMGT216

1

9

*Business Strategy BMGT306 Prerequisites: BMGT206 or BMGT220 + 4 X200’s

2

5

Business and Sustainability BMGT301 Prerequisites: BMGT101, 206, 215 or 220

1

4

**Services Marketing MKTG304 Prerequisites: MKTG101 + 2 X 200’s

2

6

***Advanced Management Accounting ACCT308 Prerequisites: ACCT202 + FINC204

1

2

**Promotion Management MKTG321 Prerequisites: MKTG205

2

9

**Quality Management BMGT314 Prerequisites: 5X 200’s including BMGT101 or 206 + QMET103 or QMET201

1

1

***Marketing of New Zealand Products and Services MKTG308 Prerequisites: MKTG201

2

2

PAGE 10

or

www.lincoln.ac.nz

Degree: Bachelor of Commerce (B.Com) Major: Hotel Management Minor: Human Resource Management *Core for major; **Select at least one of; ***Core for minor SEMESTER BLOCK

YEAR THREE

YEAR TWO

YEAR ONE

SUBJECTS

SUBJECTS

SEMEWSTER

BLOCK

*Financial Information for Businesses ACCT103

or

1 2

4 5

*Introduction to Management BMGT101

2

6

*Introduction to Applied Economics ECON110

or

1 2

6 8

Introduction to the Commercial Environment COMM101

2

1

*Introduction to the Legal Environment of Business or LWST101

1 2

9 9

*Principles of Marketing MKTG101

2

3

*Statistics QMET103

1 2

8 3

Accounting Fundamentals ACCT101

2

7

*Leadership and Decision Making BMGT220 Prerequisites: BMGT101 + 4 A 100’s

1

1

*Food and Beverage Management BMGT216 Prerequisites: BMGT101 or BMGT206 + 5 X 100’s

2

9

Operations Management BMGT211 Prerequisites: QMET103 + BMGT101 or BMGT206

1

2

Human Resource Management BMGT204 Prerequisites: BMGT101 or BMGT205 + 5 X 100’s

2

7

Introduction to Psychology PSYC101

1

6

Tourism Systems TOUR202 Prerequisites: TOUR101 + 5 X 100’s

2

5

*Introduction to Tourism TOUR101

1

5

***Introduction to Social Psychology PSYC102

2

6

*Accommodation Management BMGT322 Prerequisites: BMGT216

1

9

*Business Strategy BMGT306 Prerequisites: BMGT206 or BMGT220 + 4 X200’s

2

5

Business and Sustainability BMGT301 Prerequisites: BMGT101, 206, 215 or 220

1

4

**Services Marketing MKTG304 Prerequisites: MKTG101 + 2 X 200’s

2

6

***Organisational Behaviour BMGT309 Prerequisites: One of BMGT204, 206, 215 or 220

1

5

**Promotion Management MKTG321 Prerequisites: MKTG205

2

9

***Labour Relations BMGT318 Prerequisites: BMGT204 or BMGT215

1

7

Destination Planning and Development TOUR303 Prerequisites: TOUR202 or 5 X 200’s

2

4

or

PAGE 11

Degree: Bachelor of Commerce (B.Com) Major: Hotel Management Minor: Ma-ori *Core for major; **Select at least one of; ***Core for minor SEMESTER

BLOCK

SEMESTER

BLOCK

*Financial Information for Businesses ACCT103 or

1 2

4 5

*Introduction to Management BMGT101

2

6

*Introduction to Applied Economics ECON110

or

1 2

6 8

Introduction to the Commercial Environment COMM101

2

1

or

1 2

9 9

*Principles of Marketing MKTG101

2

3

*Introduction to Tourism TOUR101

1

5

*** The Treaty of Waitangi MAST104

2

4

*Leadership and Decision Making BMGT220 Prerequisites: BMGT101 + 4 A 100’s

1

1

*Food and Beverage Management BMGT216 Prerequisites: BMGT101 or BMGT206 + 5 X 100’s

2

9

Operations Management BMGT211 Prerequisites: QMET101 + BMGT101 or BMGT206

1

2

Human Resource Management BMGT204 Prerequisites: BMGT101 or BMGT205 + 5 X 100’s

2

7

1 2

8 3

2

5

***Ma-ori Cultural Studies MAST106

1

4

Tourism Systems TOUR202 Prerequisites: TOUR101 + 5 X 100’s ***Ma-ori Identity and Philosophies

2

1

*Accommodation Management BMGT322 Prerequisites: BMGT216

1

9

*Business Strategy BMGT306 Prerequisites: BMGT206 or BMGT220 + 4 X200’s

2

5

Business and Sustainability BMGT301 Prerequisites: BMGT101, 206, 215 or 220

1

4

**Services Marketing MKTG304 Prerequisites: MKTG101 + 2 X 200’s

2

6

Organisational Behaviour BMGT314 Prerequisites: One of BMGT204, 206, 215 or 220 ***Ma-ori Planning and Development

1

5

2

9

1

1

**Promotion Management MKTG321 Prerequisites: MKTG205 Ma-ori Environmental Management

2

2

YEAR THREE

YEAR TWO

YEAR ONE

SUBJECTS

*Introduction to the Legal Environment of Business LWST101

*Statistics QMET103

MAST206 Prerequisites: MAST104

PAGE 12

or

SUBJECTS

MAST210 Prerequisites: MAST106

MAST319 Prerequisites: MAST206

www.lincoln.ac.nz

Course descriptions Course aims and objectives related to potential study plans.

ACCT 101

ACCT 102

Accounting Fundamentals

Accounting and Finance for Business

Prescription This course provides a general introduction to financial accounting concepts and techniques and their application to various forms of modern business organisation. An introduction to elements of management accounting with applications to business.

Aims This course is an introduction to accounting and finance: Accounting concepts and financial reports, analysis of financial statements, cost concepts, cost-volume-profit analysis, budgets, time value of money and investment decisions and information technology.

Aims The aims of this course are:

Key Objectives By the end of the course, students are expected to be able to: • Identify the basic concepts underpinning the preparation and analysis of accounting reports and apply these concepts to the interpretation and management of accounting data • Apply cash flow budgeting and breakeven analysis in a business context • Apply the discounted cash flow technique in a wide variety of investment and financing decisions including personal finance and the valuation of assets • Apply the concepts of capital budgeting and project acceptance to evaluate alternative investment projects • Identify and discuss basic financial management concepts in relation to working capital and long term financing strategies for a business.

• To introduce students to the concepts and methods of financial accounting and reporting and to apply these to different forms of business organisation • To introduce students to elements of management accounting.

Key Objectives Upon successful completion of this course, students should be able to: • Explain and apply basic financial accounting principles • Define various terms commonly used in accounting • Use the New Zealand Framework to analyse and discuss recording and reporting issues • Identify and briefly discuss selected financial reporting issues • Explain the differences in accounting records between service, retail, and manufacturing entities • Prepare accounting records and financial statements for service, retail, and manufacturing entities • Prepare accounting records and financial statements for sole proprietorships, partnerships, and companies • Describe and prepare a cash flow statement.

ACCT 103 Financial Information for Business Prescription ACCT 103 provides an introduction to the use of financial information to analyse and interpret data relating to business activities.

Key Objectives By the end of the course students are expected to be able to: • Identify the basic concepts underpinning the preparation and analysis of accounting reports and apply these concepts to the interpretation and management of accounting data

PAGE 14

www.lincoln.ac.nz

• Apply cash flow budgeting and breakeven analysis in a business context • Apply the discounted cash flow technique in a wide variety of investment and financing decisions including personal finance and the valuation of assets • Apply the concepts of capital budgeting and project acceptance to evaluate alternative investment projects • Identify and discuss basic financial management concepts in relation to working capital and long-term financing strategies for a business.

ACCT 202 Management Accounting Prescription This course identifies the information requirements of management. An examination of how management can develop accounting information systems to meet specific decision requirements. Case study approach emphasising the context in which management uses information.

Aims The aim of this course is to impart knowledge on the development and use of management accounting as a support system for the managerial decision making process. The study of relevant theory and practice will equip students with analytical techniques and skills for using accounting information for problem solving within a variety of organisational contexts.

Key Objectives By the end of this course students should be able to: • Describe the role of management accounting and management accounting systems within organisations • Discuss the relationship between activities, costs, and values within an organisation • explain the types of value-enhancing information that management accountants provide for managerial decisionmaking • apply fundamental management accounting concepts to specific management accounting issues.

ACCT 203 Accounting Information Systems Prescription This course offers an insight into techniques for analysis and design of systems, applications of information technology, management and control of accounting information systems and the information systems function, operational information systems and laboratory applications of commercial accounting software.

Aims The aims of the course are: • To develop an understanding of the roles that the accounting information system plays within contemporary organisations • To develop the ability to critically review the control environment relevant to an accounting information system • To develop an understanding of the interrelationships between the system of internal controls and technology with respect to an accounting information system.

Key Objectives Upon successful completion of this course, students should be able to: • Develop a systems’ perspective from which accounting transactions and problems can be analysed • Describe different approaches to processing accounting information • Evaluate and design the control environments relevant to systems of processing accounting information • Describe the systems development life cycle (SDLC) and the documentation required to complete the SDLC • Explain how emerging technologies influence the design of an accounting information system • Explain the management of the IT function within the context of an accounting information system • Document a business system using appropriate methods and techniques • Discuss the role of the accountant in the context of an accounting information system.

PAGE 15

ACCT 211 Financial Accounting Prescription This course gives an overview of the New Zealand external reporting environment. It provides a detailed study of selected financial reporting areas with reference to international accounting standards.

Explain the taxation concepts of: • Tax payment and collection systems • Tax return and assessment procedures • Income received and accrued • Allowable deductions • Losses and loss utilisation.

Course Descritors

Aims ACCT 211 aims to:

• Provide students with an understanding of financial reporting issues at an intermediate level • Examine selected financial reporting standards and provide students with practical skills in applying the reporting requirements of these standards • Foster a critical view of the standards to enable students to appreciate their conceptual underpinnings.

Key Objectives Students who successfully complete this course should be able to: • Explain and apply the regulatory requirements for New Zealand financial reporting • Explain how financial reporting standards are developed in New Zealand and internationally • Apply New Zealand International Financial Reporting Standards and New Zealand International Accounting Standards to specific accounting issues • Critically evaluate financial reporting standards.

ACCT 306 Taxation Prescription This course provides an insight into taxation principles of income tax, goods and services tax and other taxes, tax legislation, tax research, assessable income, tax deductions, taxation of individuals and business entities, assessments and objections and taxation planning.

Aims ACCT 306 is designed to familiarise students with tax concepts, and introduces them to the technical aspects of determining tax liability. It also develops the necessary skills to enable students to conduct tax research.

Key objectives When you successfully complete ACCT 306, you will be able to: • Understand the economic, social and fiscal impacts of taxation • Understand tax design and policy issues • Define terms used in Taxation law and practice • Extract tax information from appropriate sources.

PAGE 16

Apply the tax concepts and rules which apply to: • Individuals • Non-Residents • Companies • Trusts • Financial instruments • International transactions • Fringe benefit tax • For a selected set of facts, provide appropriate written analysis or recommendations • Apply appropriate tax planning techniques • Explain current issues and developments in tax law and policy.

ACCT 308 Advanced Management Accounting Prescription This course integrates economic, organisational and behavioural theories, providing a basis for the selection and development of management accounting information systems for organisations.

Aims The aim of ACCT 308 is to develop the capability to formulate and implement appropriate management control systems for an organisation.

Objectives On successful completion of the course students will know how management accounting can contribute to the generation of value by providing relevant information in relation to: • • • •

Planning future strategies, tactics and operations Optimising the use of the resources Measuring and evaluating performance Reducing the subjectivity in the managerial decision making process.

In achieving these objectives students will develop the ability to: • • • • • •

Work independently and collaboratively Undertake primary and secondary research Analyse quantitative and qualitative data Formulate and express oral and written opinions Defend individual held opinions Critically evaluate opinions of peers.

www.lincoln.ac.nz

ACCT 310

BMGT 204

Advanced Financial Accounting

Human Resources Management

Prescription ACCT 310 is an advanced study of the recording and reporting of selected financial accounting issues with an emphasis on group financial statements.

Prescription BMGT 204 is an introduction to the study of people in organisations and their management. It studies the role of personnel management, including strategic human resource management, selection, forming the employment relationship, developing and rewarding people.

Aims This course aims to: • Provide students with an understanding of financial reporting issues at an advanced level • Examine selected financial reporting standards and provide students with practical skills in applying the reporting requirements of these standards • Foster a critical view of the standards to enable students to appreciate their conceptual underpinnings.

Key Objectives Students who successfully complete this course should be able to: • Apply New Zealand International Financial Reporting Standards and New Zealand International Accounting Standards to specific advanced accounting issues, particularly those related to group financial statements • Critically evaluate selected financial reporting standards.

BMGT 101 Introduction to Management Prescription BMGT 101 is an introduction to the basic functions of management: Planning, organising, leading and controlling in a Australasian/Pacific context.

Aims The aim of BMGT 101 is to provide students with a general overview, and understanding of, the main functions of business management.

Key Objectives At the completion of the course, successful students will be able to: • Understand the essential role of theory in framing management as an academic subject • Planning - analyse the strategic planning process to establish contingencies and goals • Organising - understand the structures enabling management activities • Leading - analyse the nature of management and leadership in organisational life • Controlling - identify the key control processes which can be used to monitor goal attainment.

Aims The aims of this course are: • To provide a framework for future general managers to understand the broad principles and key issues of Human Resource Management (HRM) in a modern organisation • To provide a foundation course for future HRM specialists • To examine the fundamental theory and practices of HRM • To examine the HRM implications of an increasingly diverse workforce • To examine the implications of cutting edge work design and practice for HRM. Key Objectives At the end of the course students will: • Have a working knowledge of the fundamental principles and practices of HRM • Be aware of significant current issues in HRM and of the important role that HRM plays in general management • Be aware of the links between strategic planning and HRM and of the leading role that HRM managers play in the modern workplace.

BMGT 211 Operations Management Prescription BMGT 211 introduces the discipline of Operations Management.

Aims To introduce the discipline of Operations Management.

Key Objectives At the completion of the course successful students will better appreciate the range of operational decisions which must be made in modern firms and the importance of the methodical planning of the operations function in business operations.

Other objectives include: • Describe the operations subsystem in manufacturing or service industries • Appreciate the range of decisions which must be made by modern operations managers • Apply common operations management tools and techniques to representative problem areas • Make decisions based on the results of quantitative and qualitative analysis of common operations management problems

PAGE 17

• Appreciate the role of quantitative decision models for the formulation, solution, and interpretation of various problems in operations management • Appreciate current issues such as technology and mechanisation, quality-productivity relationships, relevant planning horizons, inventory control operating doctrines etc • Identify the trends likely to affect the operations manager in the future.

• Analyse and structure the food and beverage department • Analyse guest services related to food and beverage • Understand and utilise the range of financial and nonfinancial reports related to food and beverage management • Think globally about business cycles and trends of the food and beverage industry • Make qualitative and quantitative judgements related to menu pricing and reengineering.

BMGT 215

General content of the subject • Understand food and beverage business cycles • nterpretation and analysis, leading to the evaluation of international and national industry cycles and trends and subsector business cycles/trends within these.

Course Descritors

Employment Relations & Personnel Management Prescription BMGT 215 offers an insight into the New Zealand system of Employment Relations, including principles and practices of personnel management in small businesses.

Aims This paper is based on the premise that the manager will spend a large part of his or her time managing people, whether staff or clients. In an era demanding increasing efficiency and accountability, the manager needs to be equipped to manage people and, in particular in the employment relations context, handle personnel problems with empathy and confidence.

Key Objectives At the end of the subject students should be able to: • Explain the problems of studying employment relations and the context in which New Zealand employment relations takes place • Define an enforceable employment contract and its content, differentiating it from a contract for services • Explain and meet the requirements of employment legislation (e.g. the Employment Relations Act 2000 etc.)

• Explain the concept psychological contract, its significance and use in employment relations and staffing • Staff and manage the employees of a small enterprise, being able to control • Discipline staff while avoiding personal grievances.

BMGT 216 Food and Beverage Management Food and Beverage Management is a critical aspect of managing hotels. As such a more expanded description of this course is provided.

Facility design • Critique industry trends in food and beverage facility design, trend analysis, associated costs and facility best practice management • Objective setting for menu prices to maximise profit • Use tools to: Establish financial and non-financial targets and control measures, forecast business levels.

Product rate • Analysis of policy’s and their development in relations to a ‘fair menu price’ - ‘competitive price’, menu elasticity of demand, selling up and evaluation of associated formulas.

Menu reengineering.

• Comprehend food and beverage property management systems (PMS) in relation to business objectives.

• Reviewing and demonstrate of the latest available technology regard food and beverage management, interdepartmental relationship/s ad total facility management.

Best practice management Analyse best practice management in all areas of unit operations including its employees. Evaluation of factors affecting the external (unit) environment/community, e.g. sustainable environments (recycling etc), social responsibility (sale of liquor) etc Financial and non-financial performance Interpretation of various financial reports related to food and beverage - departmental, property consolidated, group consolidated. Analysis and interpretation of non-financial results - internal (customer and staffing evaluations and satisfaction levels) and external (suppliers, community).

Prescription The BMGT 216 provides an understanding of the operational and managerial requirements of managing commercial hotel food and beverage departments via application and analysis.

Key Objective Successful students will have the ability to: • Understand the inter-relationship of all operational areas of a hotel and the specific role that Food and Beverage plays • Comprehend the holistic complexities of managing food and beverage operations

PAGE 18

www.lincoln.ac.nz

BMGT 301

BMGT 309

Business and Sustainability

Organisational Behaviour

Prescription BMGT 301 focuses on the development of business and sustainability theory, implications for businesses pursuing sustainability goals. It provides an insight into how to measure and monitor including sustainability in businesses, supply chains and related institutions.

Prescription This course focuses on the application of behavioural science to organisations and their management. This includes the study of leadership, motivation, job satisfaction and the quality of working life, power, conflict and change in organisations, interpersonal communication, stress and its management, and the future of work.

Aims The course aims to enable students to make sound decisions in their future careers when leading organisations toward sustainable practices.

Key Objectives Successful students will have an increased understanding of the impact that business organisations have on the natural and social environment and the types of approaches businesses can take to effectively respond to environmental issues. On top of that successful students will be better prepared to: • Critically analyse a current organisational situation in terms of its environmental performance • Identify the ways in which companies can engage in environmental management • Take the environment into account in their day-to-day business thinking • Effectively communicate sustainability principles to their colleagues and peers.

Aims The primary aim of this subject is to provide students with a basic understanding of human behaviour in organisations.

Key Objectives At the completion of the course students should be able to: • Explain the effects of basic social psychological processes on individual and group behaviour in organisations • Evaluate strengths and weaknesses of significant theories in organisational behaviour • Explain the effects of organisation structure and culture on individual and group behaviour • Analyse issues and techniques involved in implementing organisational change • Apply concepts and research in the field of organisational behaviour to develop more effective management techniques.

BMGT 314

BMGT 306

Quality Management

Business Strategy

Prescription BMGT 314 provides a holistic approach to managing quality.

The interaction of production design, the manufacturing or service process, management (general and human resource) and marketing. This course offers an examination of the theories and philosophies, and qualitative and quantitative techniques used to manage quality.

Prescription BMGT 306 is a study of administrative processes under conditions of uncertainty, integrating analysis and policy determination at the overall management level.

Aims In general terms, the aim of this course is to provide conceptual and practical understanding of strategic business management.

The first part of the course emphasises strategy thinking and formation including a range of different levels of analyses at the business, corporate network and global levels. The second part of the course then looks at implementation of strategies including organisational structures, controls, managing change and evaluating strategic performance.

Key Objectives Successful students will increase their understanding of business strategy formulation and implementation and improve their ability to effectively undertake strategic analysis. More specifically he/she will be better prepared to: • Undertake strategic management from planning through to implementation • Integrate his/her knowledge of organisational functional areas gained in other commerce courses • Think analytically and imaginatively about strategic management issues • Contribute more effectively to the resolution of strategic issues in the workplace.

Aims The principle aim of the course is to provide a sound foundation in modern quality theory and practice to help develop an understanding of how this can drive an organisation towards excellence in product, service, and performance.

Key Objectives At the completion of the course, the successful student will be able to: • Describe the basic elements of a modern quality system • Describe how these elements are properly structured into a complete systematic approach to organisation management • Apply modern process measurement and analysis tools and techniques to drive continual improvement • Apply a variety of managerial tools and techniques to lead an organisation to superior performance • Analyse an organisation using the NZNBE Criteria for Performance Excellence and assess the status of their overall management systems.

PAGE 19

BMGT 318 Labour Relations Prescription This course provides advanced studies of labour and employment relations in general, and of New Zealand’s institutional and legal frameworks in particular, and the research and theoretical models underlying the development of these systems. The skills necessary to function in that system will be explored including contract negotiation, construction and interpretation; dispute resolution; personal grievance resolution procedures; and termination of contracts.

Aims This course aims to: • Enhance students’ appreciation of current labour law through exposure to the historical and social context in which it has evolved • Expose students to the theoretical and philosophical frameworks in which labour law is embedded • Gain knowledge and understanding of the Employment Relations Act (2000) • Examine negotiation and dispute resolution issues and procedures and gain some experience of this through simulation • To examine leading edge labour relations management practices in New Zealand • To examine some different labour relations regimes in other countries.

Key Objectives At the completion of the paper successful students will be able to: • Understand the theoretical, social and historical frameworks underlying labour relations practice and law • Have a working knowledge of the Employment Relations Act (2000) and how it is applied and interpreted • Understand how negotiations and disputes are dealt with in the workplace • Understand the theory and principles of workplace reform in New Zealand.

BMGT 322 Accommodation Management Accommodation Management is a critical aspect of managing hotels. As such a more expanded description of this course is provided.

Prescription BMGT 322 is a study of underlying concepts of accommodation management. Primarily reservation (and associated in house operations) and revenue management will be analysed and evaluated.

Aims This course aims to enable students to comprehend via analysis and evaluation the operational and managerial requirements of managing commercial hotel accommodation.

PAGE 20

Key Objectives Successful students will have the ability to: • Understand the inter-relationship of all operational areas of a hotel and the specific role that Rooms Division plays • Critique the holistic complexities of managing accommodation operations • Analyse and structure the reservation process • Evaluate guest services related to accommodation management • Evaluate a range of financial and non-financial reports related to accommodation management • Think globally and evaluate business cycles and trends of the food and beverage and accommodation industry • Make qualitative and quantitative judgements related to maximising room revenue, including rate structure • Research and critique industry best practice management techniques regarding accommodation management.

Content of the subject • Evaluation of the accommodation business cycles Interpretation and analysis, leading to the evaluation of international and national industry cycles and trends and subsector business cycles/trends within these • Human Resources and Facility Design Critique present practice in human resource management for accommodation; industry trends in facility design, trend analysis, associated costs and facility best practice management • Objective setting for accommodation operations that maximises profit Evaluation of business planning tools to: Establish financial and non-financial targets and control measures, forecast business levels and trends • Product rate (Potentially the most significant component of this paper) Policy development, analysis and evaluation of a ‘fair rate’ - ‘competitive rate’, elasticity of demand, selling up and evaluation of associated formulas used in rate creation. A detailed understanding of and techniques to manage and maximise revenue • Evaluation of accommodation property management systems (PMS) in relation to business objectives. Critique of the available technology regards interdepartmental relationship/s, total accommodation facility management • Best practice management Synthesis of best practice management in all areas of unit (accommodation) operations including its employees.

Evaluation of factors affecting the external (unit environment/ community • Financial and non-financial performance Interpretation, analysis and evaluation of various financial reports related accommodation - departmental, property consolidated, group consolidated. Analysis and interpretation of nonfinancial results - internal (customer and staffing evaluations and satisfaction levels) and external (suppliers, community) • Proactive and reactive action in relation to results Analysis and evaluation of immediate, medium term and longterm decision-making. Overall strategy development.

www.lincoln.ac.nz

COMM 101 Introduction to the Commercial Environment Prescription This course offers an overview of the context for commerce in the Asia Pacific Region and focuses on the development of communication, research and organisational skills necessary to underpin a commerce career.

Aims COMM 110 aims to: • Help students develop written and oral skills such as report writing, oral presentation, research, computing and team facilitation within the context of gaining an overview of commerce • Build students’ understanding of the interaction between political, economic, social/cultural, technological and environmental processes • Enable students to develop a foundation for further studies in Commerce disciplines.

Key Objectives At satisfactory completion of this course, students are required to demonstrate the ability to: • Gather information in/from the library relating to specific topics and to reference work properly • Present data in various oral and written formats • Work together in teams • Describe the political, economic, social, technological and ecological processes that influence commerce • Understand systems thinking and inter-disciplinary problemsolving • Demonstrate competence for further study in commercial disciplines.

ECON 110 Introduction to Applied Economics Prescription This course provides an introduction to microeconomics, macroeconomics, and international trade in the context of the New Zealand economy, with applications to environmental and natural resource problems.

Aims The aim of this course is to introduce students to: • A range of microeconomic and macroeconomic concepts that can be used by individuals and policy makers to address issues involving scarcity, choice, resource use, economic management and public policy • New Zealand’s international trade, macroeconomic environment and government economic policy • Economic analysis of environmental and natural resource problems.

Key Objectives At satisfactory completion of this subject, students should be able to: • Define and explain the basic terminology of economics and methods of economic analysis • Intelligently interpret economic activity within New Zealand and in the rest of the world • Apply basic economic principles to public and private management of environmental problems and issues • Apply the basic techniques of cost-benefit analysis to private and public organisations.

ERST 201 Environmental Analysis Prescription ERST 201 offers an analysis of the links between biological, physical and social factors that constitute resource and environmental issues. It looks at uses and limitations of systems thinking and holistic understanding and includes global, national and regional examples of environmental analysis.

Aim: The main aim of this course is to provide students with intellectual as well as practical ways of handling environmental analysis in the context of: • Different scales of environmental issues • Diverse components of environments • Current directions in resource management.

Key Objectives By the end of the semester students will have undertaken at least two case studies of environmental analysis and will have dealt with theoretical and applied material that: • Sets environmental analysis in its theoretical, philosophical, legislative and administrative contexts • Explores disciplinary and interdisciplinary perspectives on environmental impact assessment at a range of scales • Considered current practice in environmental analysis in New Zealand and possible future directions.

FINC 204 Financial Management Prescription This course offers an insight into the nature of interest, agency theory, capital budgeting, leasing, working capital management and provides an introduction to dividend policy and capital structure.

Aims The aims of this subject are to provide students with an understanding of the principles of financial management and to instil an appreciation of the issues that surround the application of the principles of financial management in practice.

PAGE 21

Key Objectives By the end of the subject, the student will be able to: • Understand the scope and role of financial management; • Apply a wide range of capital budgeting techniques and decision rules • Gain an understanding of investment risk and incorporate riskreturn trade-offs in an appropriate discount rate for evaluating risky projects • Understand the nature of the dividend decision and the arguments that have been proposed in support of its relevance • Understand and describe the theoretical concepts behind capital structure issues • Understand the fundamentals and apply the techniques of net working capital management • Apply financial management principles to multinational investment decisions.

In addition to the objectives above, this course aims to enable students to begin to: • Develop as competent independent learners • Use spreadsheets to effectively support financial decisions • Develop academic research skills.

MAST 104 Te Tiriti of Waitangi (The Treaty of Waitangi) Prescription This course provides and introduction to the Treaty of Waitangi and its application to contemporary Aotearoa/New Zealand society.

Aims MAST 104 aims to: • Introduce students to the historical, social, economic, and political elements that led to the institution of the Treaty of Waitangi as the founding document of Aotearoa/New Zealand • Examine the circumstances of the signing of the Treaty and its status amongst Ma-ori as a covenant document • Develop an understanding of the significance of the Treaty as a document that ‘always speaks’.

Key Objectives At the end of this course, students will be able to: • Explain Treaty principles in the context of the Ma-ori and English versions of the Treaty • Discuss Treaty breaches as set out in Waitangi Tribunal findings.

LWST 101 Introduction of the Legal Environment of Business Prescription This course offers an introduction to legal structures, fundamental legal concepts and processes relevant to commerce.

It includes basic principles of the New Zealand constitution, statutory interpretations, equity, law of contract, negligence, and land law.

Aims LWST 101 aims to provide students with an appreciation of the structure of the New Zealand legal system and constitution and a sound knowledge of the process of statutory interpretation, principles of legal personality, equity, the law of contract agency, tort and property.

Key Objectives Successful students will be able to:

MAST106 Ngā Tikanga Māori (Māori Cultural Studies) Prescription This course provides an introduction to Ma-ori Culture and Society.

Aims MAST 106 aims to: • To introduce students to concepts, values and practices of pre-European Ma-ori society, in order to understand inherited worldviews at the present day • To introduce students to the diversity of Ma-ori social and economic life in pre- and post-contact Aotearoa New Zealand • To acquaint students with Ma-ori responses to the European presence from initial contact to the present.

Objectives At the end of this course, students will be able to:

• Explain the foundation elements of the New Zealand legal system • Identify the ingredients of the New Zealand constitution.

• Understand, in brief, the process of statutory interpretation and the role played by the courts in this process • Grasp the concept of legal personality • Grapple with the issues of what is ‘equity’ and ‘common law’ • Comprehend the basic elements of the law of contract, tort and property.

• Discuss the relationship between past and present expression of Ma-ori values, beliefs and attitudes • Discuss expressed values and beliefs in a number of different contexts, e.g. Ma-ori organisation and leadership, the marae, and management of resources • Discuss Ma-ori values, beliefs and attitudes in a contemporary, context.

PAGE 22

www.lincoln.ac.nz

MAST 206 Whakatakoto Kaupapa: Māori Planning and Development Prescription MAST 206 provides an introduction to Ma-ori approaches to planning and policy making and strategies for Ma-ori development and advancement.

Aims The subject aim is to introduce students to Ma-ori approaches to planning and policy making and strategies for Ma-ori development and advancement.

Key Objectives At the end of this semester, students will be able to: • Identify Ma-ori identities and realities, as they exist in traditional and contemporary contexts • Critique and analyse the status of the Treaty of Waitangi for Ma-ori planning, policy and governance • Compare and contrast the contexts and frameworks that influence Ma-ori planning, policies and development • Critique the appropriateness of the current models and entities being applied to advance Ma-ori development and well-being.

MAST 210 Te Ao Mārama (Māori Identity and Philosophies) Prescription: This course studies the characteristics of Ma-ori identity as a philosophical and cultural construct.

Aims MAST 210 aims to: • To examine the influence upon Ma-ori identities and worldviews of the dominant society in Aotearoa/New Zealand • To appreciate the political nature of contemporary expressions of identity in the assertion of the ‘right to define’ Ma-ori realities • To study received expressions of Ma-ori customary practice in the search for authenticity of meaning of values that underpin Ma-ori societies today • To alert students to the value of independent sociological and historical inquiry.

Key Objectives At the conclusion of this paper, students will have had the opportunity to learn how to: • Discuss the ways in which Ma-ori society has proactively and reactively adapted to the European presence in Aotearoa/New Zealand • Give examples of proactive moves by Ma-ori to restore ‘mana Ma-ori motuhake’, and evaluate the effectiveness of such moves

• Critically review received expressions of Ma-ori values and customs to determine their relevance and applicability to current Ma-ori society • Evaluate the role of cultural determinants in the recording and interpretation of iwi histories.

MAST 319 Kaitiakitanga – Māori Environmental Management Prescription: This course provides a critical analysis of the relationship between the Treaty of Waitangi and environmental management in Aotearoa/New Zealand.

Aims MAST 319 aims to: • Critically evaluate the concepts that underpin Ma-ori values, attitudes and beliefs about the environment • Critically analyse the implications of the Treaty of Waitangi for environmental planning and management • Critically evaluate contemporary issues facing Ma-ori in environmental management.

Key Objectives At the end of this semester, students will be able to: • Critically evaluate key theoretical concepts that underpin Ma-ori resource management and their application in various iwi contexts • Critically analyse the Treaty and its implications for current and future Ma-ori involvement in environmental planning and management • Critically analyse key environmental statutes e.g. Resource Management Act 1991 and their implications for Ma-ori • Critically evaluate the key natural and physical resource management issues confronting Ma-ori • Critically evaluate processes and approaches for promoting integrated resource management between Ma-ori and the public and private sectors.

MKTG 101 Principles of Marketing Prescription MKTG 101 provides an introduction to processes for creating, communicating, delivering, and pricing products that have value for customers, clients, partners, and society at large.

Aims This is an introductory paper designed to provide an overview of the principles of marketing and their application to consumer and industrial marketing.

Key Objectives At the completion of this course, successful students will have: • An understanding of the basic ‘language’ of marketing • Recognition of the role of marketing in a firm’s strategic planning process

PAGE 23

• Knowledge of the marketing mix and the ethical considerations associated with developing the marketing mix • An understanding of the role that marketing plays in society • A heightened ability to apply marketing concepts to ‘real-life’ scenarios • Practiced communications skills • A good basis for more advanced study in the field.

Key Objectives The emphasis of this course is placed on the understanding and application of consumer behaviour principles. Specific objectives are to: • Expand the student’s understanding of the theory underpinning the consumer behaviour discipline • Describe the way in which the different determinants and influences on consumers can impact their choice decisions • Enable students to identify and understand consumer behaviour problems, solutions and contexts • Apply the knowledge gained from the study of consumer behaviour principles to marketing programmes and situations in order to solve problems and achieve marketing goals • Apply consumer behaviour knowledge to the student’s daily marketing activities • Provide background for the further study of marketing topics at the 200 and 300 level.

Course Descritors

MKTG 201

Principles of Marketing Prescription This course offers an introduction to the marketing of goods and services. Topics covered include marketing strategy, planning and the marketing environment; consumer and industrial buying behaviour; targeting, demand, packaging, branding, pricing, promotion, distribution, marketing research; and implications for society.

Aims This is an introductory paper designed to provide an overview of the principles of marketing and their application to consumer and industrial marketing. The class should provide students with the basic ‘language’ of marketing, an understanding of marketing issues and should serve as a good basis for more advanced study in the field.

Key Objectives At the completion of this course, successful students will be able to: • Know and understand the vocabulary of the discipline • Recognise the role of marketing in the strategic planning process of a firm • Explain the marketing mix and link its elements to a firm’s marketing strategy • Understand the role marketing plays in society • Apply marketing concepts with skills being developed through preparation of brief marketing plan • Develop and execute an oral presentation.

MKTG 205 Consumer Behaviour Prescription MKGT 205 is an introduction to the role of consumer behaviour, the social and cultural environment and the psychological foundations. It includes decision processes of high and low involvement.

MKTG 301 Marketing Research Prescription This course introduces the translation of a management problem in to a research question, the collection of relevant data and analysis and reporting. Limitations, biases, and practical guidelines from the theory are explored.

Aims MKGT 301 aims to provide students with the fundamental knowledge of marketing research, necessary for all graduates in the marketing discipline.

Key Objectives The emphasis in this course is on marketing research as an aid to management decision making. The specific objectives are to: • Develop the participant’s problem analysis skills, and ability to translate a management problem into a feasible research question • Provide participants with a working knowledge of the concepts and methods of marketing research • Increase sensitivity to the biases and limitations of marketing data • Familiarise participants with some of the newer approaches to analysing market structures, and estimating demand for products and services • Provide experience in applying research concepts and methods to a current management problem.

Aims This course aims to increase the student’s understanding of the numerous influences on human behaviour in the marketplace.

The development of an ability to integrate this knowledge with marketing decision making and practice is also a central goal.

PAGE 24

www.lincoln.ac.nz

MKTG 304

MKTG 308

Services Marketing

Marketing of New Zealand Products and Services

Prescription This course focuses on marketing management as applied to service organisations and provides an understanding the differences between marketing services and physical goods.

It also looks at developing strategies to market services successfully.

Aims MKGT 304 aims to: • Develop an understanding of the terminology, concepts and strategies of Services Marketing • Develop an appreciation of the differences between marketing services and goods • Develop an understanding of market-orientated management, relationship marketing and customer profitability • Develop an understanding of models encompassing service quality, customer satisfaction, behavioural intentions and customer retention • Develop and understanding of the methods used to measure service quality, customer satisfaction, behavioural intentions and customer retention • Examine how problems, arising from the special characteristics of services, are countered by the extended services marketing mix to ensure customer satisfaction • To encourage students to put services marketing theory into practice by solving case studies and undertaking critical incident analysis and hierarchical model development • To develop an understanding of how to strategically market services.

Key Objectives At the completion of the course, successful students will be able to: • Apply the services marketing terminology, concepts to strategically market services • Understand the differences between marketing services and goods • Understand market-orientated management, relationship marketing and customer profitability • Understand service quality, customer satisfaction, behavioural intentions and customer retention • Understand the methods used to measure service quality, customer satisfaction, behavioural intentions and customer retention • Use the services marketing mix to counter the marketing problems caused by the special characteristics to ensure customer satisfaction • Strategically manage and market services by applying the methodology developed in lectures, in case study analysis, in critical incident analysis and in hierarchical modelling.

Prescription MKGT 308 offers the theory and practice of strategic marketing with a focus on global and industry issues as they apply to a variety of New Zealand industries and services, particularly those relying on the primary sector and natural resources.

Aims This course aim to provide students with the necessary strategic marketing knowledge of New Zealand products and services, and equip these graduates with the skills required for future employment, or postgraduate marketing studies.

Key Objectives After successful completion of this course students will be able to: • Understand the strategic implications of marketing planning and management activities in a range of New Zealand industries and services • Develop the analytical skills and understanding necessary to evaluate the behaviour of markets, marketing systems and marketing programmes • To develop an appreciation of current issues in different markets, nationally and internationally, and to understand the relevant managerial problems at the individual firm level.

MKTG 321 Promotion Management Prescription MKGT 321 focuses on the development, evaluation, and management of the promotions mix. It provides an analysis of each of the individual components of the mix: Advertising, personal selling, sales promotion, direct marketing, and publicity, and studying their importance in strategic marketing.

Aims This paper is most appropriate for students wishing to have a deeper understanding of the contribution promotion management makes to a marketing campaign. Those seeking knowledge on how to design and improve promotions planning and execution in business will also benefit.

Key Objectives This paper will emphasise gaining a comprehensive view of the ideas and activities making up promotion management. The specific objectives are to: • Demonstrate the strategic relationship between the promotional mix and the other elements of the marketing mix • Understand the integrated and flexible nature of the components of the promotional mix • Appreciate the unique nature of each of the five promotional mix elements • Realise where marketers might best use each of the promotional mix elements • Understand how media research data can be used to assess promotion planning decisions.

PAGE 25

PSYC 101 Introduction to Psychology Prescription This course offers an introduction to the study of psychology, its basic concepts, theories and approaches.

PSYC 101 studies individual human behaviour including an examination of sensation, perception, cognition, learning, personality and developmental processes.

Aims This course aims to: • Introduce fundamental concepts in psychology • Provide a review of the main areas of research within psychology (e.g., perception, sensation, cognition, learning, personality, development) • Introduce the conceptual and historical origins of psychology and its main schools of thought • Introduce the various methods used in psychological research (e.g., experimentation, surveys, tests, case studies) • Encourage a questioning approach to research findings, methods and theories in psychology • Improve students’ written skills as expected in scientific writing.

Key Objectives By the end of the subject students should be able to: • Outline the origins and focus of scientific psychology • Define psychology and describe the range of approaches and areas of research it encompasses • Explain central themes and theories in these areas (e.g., biological basis of behaviour, social and cultural diversity, individual differences, theories of perception, development, motivation, etc.)

• Explain, in basic terms, the major methods used in psychological research • Frame critical questions concerning psychological theories, methods and findings • Present written work conforming to standard formats for scientific writing in psychology.

PSYC 201 Psychology Theory Prescription: PSYC 201 offers a critical examination of the main theoretical approaches within psychology including an examination of applied areas of psychology that focuses on the relationship between theory and practice.

Aims This course aims to:

• Examine the main areas and scope of contemporary psychology in the context of a critical and historical view of psychology.

• Highlight and critically examine the applications of psychological theory.

• Develop an awareness in students of the relationship between theory and practice in psychology.

Key Objectives By the end of this subject students will be expected to be able to: • Provide a critical account of the establishment of the scientific discipline of psychology especially during the 19th century in Europe and North America • Identify and analyse central themes and issues in the history of psychological thought such as the influence of evolutionary thought, the relationship of psychology with physiology and the application of psychological knowledge to social problems and issues • Provide a critical account of the development of the major schools of thought in psychology including functionalist, structuralist, behaviourist, psycho-analytic, humanistic and cognitive approaches • Compare and contrast these different approaches in psychology • Identify and explain in outline current theoretical debates and new schools of thinking in psychology • Explain and critically evaluate how different psychological theories and perspectives have been applied to a specific area of human activity.

QMET 101 Elements of Mathematics Prescription This course is concerned with mathematical concepts and techniques that are most useful to commerce students. The course begins with non-calculus topics such as functions, equations, mathematics of finance, basic matrix. Then it progresses through both single and multivariable calculus and their applications in the real world.

Aims The aim of this course is to provide students with the quantitative skills and knowledge necessary for successfully completing higher level courses in the commerce arena.

Key Objectives At the end of the course, students should be able to: • Grasp basic ideas and concepts in functions and calculus • Understand the mathematics used in the higher level commerce courses • Use functions and equations to express basic real world issues.

• Present a critical and historical account of the main approaches, theories and concepts in psychological theory • Encourage students to compare and contrast, critically, approaches in psychology

PAGE 26

www.lincoln.ac.nz

QMET 103 Statistics Prescription This course provides and introduction to basic statistics covering probability, confidence intervals and simple linear regression.

Aims The aim of this course is to introduce students to basic statistics concepts with a business-management perspective.

Key Objectives At the end of the semester students will be able to: • Identify how numerical and categorical data can be presented in tables and charts • Calculate measures of central tendency and dispersion from simple random samples • Calculate probabilities for a set of exclusive and exhaustive events • Calculate the expected value and variance for discrete random variables • Calculate binomial probabilities for discrete random variables • Calculate probability for events involving normally distributed random variables • Understand the idea of a sampling distribution for a mean • Use normal distribution to approximate binomial probabilities • Calculate confidence interval estimates for means and proportions • Perform hypothesis testing • Use the chi-squared statistic to test for the independence of two categorical variables • Use a simple linear regression model to predict one variable from another • Use analysis of Variance (ANOVA).

TOUR 101 Introduction to Tourism Prescription: TOUR 101 offers an introduction to the tourism industry including discussion of tourism’s global, national and regional significance, its various contributing industry sectors and the major development and management issues.

Aims The aim of this subject is to provide students with an introductory overview of the tourism industry in New Zealand and globally.

The subject provides a starting point for those interested in pursuing a career in the tourism industry, and relevant and timely insights into an industry that affects the lives of us all.

• Outline the history of travel and tourism • Describe tourism’s significance at global, national and regional scales with special reference to New Zealand • Identify and describe the basic characteristics of the tourism industry’s main sectors • Demonstrate an appreciation of the scope of marketing as an essential component of tourism systems • Explain the various economic, socio-cultural and environmental impacts of tourism on the host community as it relates to the concept of sustainability • Identify and explain the major management and development issues arising from tourism activity • Explain the legal/political context within which these issues arise.

TOUR 201 Global Tourism Environments Prescription This course introduces major issues and trends in world tourism, differentiated on a regional basis. Integrative global and local case studies will be explored along with the principles of tourism management.

Aim To gain an understanding of the physical and social aspects of tourism, that both stimulate and restrict tourism growth. Recent developments in understanding the environmental impacts of tourism will also be incorporated into the course. A number of case studies from around the world will be used to illustrate the theoretical concepts developed.

Key Objectives As a result of their exposure to lecture, tutorial, reading and assignment material, students will be able to: • Describe the development of tourism in a number of locations • Critically analyse different models used to analyse tourism growth • Explain the implications of using different models for tourism research • Explain the special characteristics associated with different types of tourism • Describe the environments within which tourism operates • Describe and assess the environmental, economic and sociocultural impacts of tourism • Critically evaluate tourism’s role in the world economy • Appraise critically new proposals for tourism development.

Key Objectives As a result of their exposure to lecture, tutorial, reading and assignment material, students should be able to: • Demonstrate an understanding of the role of destination regions, the tourism industry, and government within the tourism system

PAGE 27

TOUR 202 Tourism Systems Prescription Thsi course provides an analysis of historical, cultural and political factors that contribute to tourism growth and decline. It also analyses of the processes and impacts (social, environmental, economic) of tourism planning and development and application of these studies within New Zealand.

Aims TOUR 202 examines the nature of tourism within a systems perspective. The historical, political, and cultural context of tourism is explored. A model of the tourism system is proposed, which integrates five main components: The tourism product, tourism demand, planning, marketing, and impacts. Major factors and processes that contribute to tourism’s economic, physical and social impacts are introduced, and the course seeks to establish the relationship between these factors and processes to provide an integrated perspective for the planning and development of tourism. Special attention will be given to the status and development of tourism in New Zealand.

The course will assist students to use knowledge from this preliminary study of tourism to look critically at tourism’s role in New Zealand’s society and to appraise critically new proposals for tourism development.

Key Objectives As a result of their exposure to lecture, tutorial, reading and assignment material, students will be able to: • Describe the tourism system model • Explain the special characteristics of the tourism product • Describe the historical, political, and cultural environments of tourism • Distinguish between economic and sociological approaches to explaining tourism demand • Describe and assess the environmental, economic and sociocultural impacts of tourism • Critically evaluate tourism’s role in New Zealand society • Appraise critically new proposals for tourism development.

TOUR 301 Tourist Behaviour Prescription Tour 301 offers an advanced analysis of touristic behaviour including socio-psychological determinants of tourist motivation and experience. It also looks at the application of cross-cultural psychology to tourist behaviour and provides analysis of touristhost and environmental relationships.

Aims The aims of this course are to present social scientific perspectives on the nature and behaviour of the tourist at the five stages of the tourism experience to enable students to critically assess and analyse theories relevant to tourist behaviour. This includes an examination and analysis of the motivational and attitudinal characteristics of tourists and the nature of touristtourist, tourist-host and tourist-environment relationships.

PAGE 28

Key Objectives On the successful completion of this subject, students should be able to: • Explain and critically analyse social theoretical understandings of tourist behaviour • Integrate the various elements of tourist behaviour to provide a coherent account of tourist behaviour • Apply theories examined in the subject to specific examples of tourist behaviour • Critically analyse the research methods employed to understand tourist behaviour • Demonstrate skills in researching and presenting written reports on contemporary issues in the field of tourist behaviour.

TOUR 303 Destination Planning and Development Prescription This course is a critical examination of the planning and development of destinations for tourism and recreation. The role of national and local government in destination planning and requirements and methods of public participation are explored.

Aims The primary aims of this course are to: • Explore contemporary models and methods for the planning and development of destinations for tourism and recreation • Review the history and scope of destination planning • Critically examine different approaches to destination planning. Particular attention will be paid to the role of national and local government in planning, and to the requirements and methods of public participation in this planning process.

Key Objectives On the successful completion of this course, students should be able to: • Describe the evolution of planning thought • Justify the need for destination planning for tourism and recreation • Describe and critique approaches to destination planning and development • Explain the role of government (national, regional, local) in destination planning and development • Describe the requirements for, and methods of, public participation in destination planning • Research and present a written and oral report and a poster based on the course destination planning exercise • Demonstrate a sound ability to work collaboratively in a team environment • Give sound advice to developers, operators and planners (local and regional) on the process of destination development for tourism and/or recreation, and methods to achieve its planning and development.

ourse www.lincoln.ac.nz

Your career Welcome to your career in the world of international Hotel Management.

These hotel chains are part of an international network, many offer in-house traineeships to graduates which fast-tracks them to senior management roles within New Zealand, Australia, United Kingdom, Asia, America etc. Check out their websites to gain a better understanding of their business - who do you see yourself working for in the future?

Accor Hotel www.accorhotels.com

Millennium Hotels www.millennoumhotels.co.nz

Bellagio Hotel, Las Vegas www.bellagio.com

Ritz Hotel www.ritzcarlton.com

Heritage and City Life Hotels www.heritagehotels.co.nz

SKYCITY, Auckland www.skycityauckland.co.nz

Hilton Hotel www.hilton.com

Stamford Hotel, Auckland www.stamfordhotel.co.nz

Hyatt Hotel www.hyatt.com

Waldorf Hotel, New York www.waldorfastoria.com

Intercontinental Hotels www.ichotelsgroup.com

Western Hotels www.starwoodhotels.com

Langham Hotel, Auckland www.auckland.langhamhotels.co.nz

Also visit the website of this important hotel industry association: The New Zealand Hotel Council www.nzhc.org.nz

PAGE 29

Want to ďŹ nd out more?

www.lincoln.ac.nz

0800 10 60 10 in New Zealand +64 3 325 2811 international