General information


Subject type: Mandatory

Coordinator: Alex Araujo Batlle

Trimester: First term

Credits: 6

Teaching staff: 

Judith Turrión Prats

Teaching languages


There will also be readings and videos in English.

Skills


Basic skills
  • CB1. That students have demonstrated knowledge and understanding in a field of study that is based on general secondary education, and is usually found at a level that, while supported by advanced textbooks, also includes some aspects. involving knowledge from the forefront of their field of study.

  • CB4. That students can convey information, ideas, problems and solutions to both specialized and non-specialized audiences.

  • CB5. That students have developed those learning skills necessary to undertake further studies with a high degree of autonomy.

Specific skills
  • CE1. Interpret basic economic concepts and economic reasoning, as well as microeconomic and macroeconomic functioning.

  • CE2. Define company policy in international environments and instill a global and international dimension in business.

  • CE3. Analyze and evaluate the financial statements, evaluate the economic performance and prepare financial reports.

  • CE4. Evaluate and define the personnel policies of a company or business organization, select work teams, define profiles and establish staffing needs.

  • CE5. Analyze business contexts, identify markets and customers, and establish marketing strategies through the use of advanced and innovative techniques.

  • CE6. Interpret legal regulations and institutional organization and manage business information.

  • CE7. Develop projects and proposals for innovative companies.

  • CE8. Organize the productive operations of the company.

  • CE9. Use mathematical tools and advanced statistical tools for decision making.

  • CE10. Recognize and understand the mechanisms of innovation and entrepreneurship and develop a business idea.

  • CE11. Analyze and evaluate the scientific-technological and economic environment, to look for innovative opportunities and establish necessary processes to adapt the organization.

  • CE12. Generate strategic skills considering the environment as a project.

  • CE13. Create connections between people, collaborators, and companies by connecting people who under normal circumstances would not match.

  • CE14. Identify emerging sectors and business innovation strategies.

  • CE15. Gather and interpret data to make judgments that include reflection on relevant business issues.

  • CE16. Communicate properly orally and in writing in at least one third foreign language.

  • CE1. Interpret the principles of tourism in terms of its spatial, social, cultural, political, labor and economic dimension and identify the types of tourist spaces and destinations and the main tourist agents that operate in them, both public and private.

  • CE2. Analyze the impacts generated by tourism in its economic, social and environmental aspects and provide innovative solutions.

  • CE3. Analyze the main political-administrative structures of tourism and interpret the legal framework that regulates tourism activities.

  • CE4. Turn an "empirical" problem into a research project and draw conclusions.

  • CE5. Apply a strong customer service orientation and handle communication techniques.

  • CE6. Evaluate the tourism potential and the prospective analysis of its exploitation through innovative management models.

  • CE7. Analyze, synthesize and critically summarize the economic-patrimonial information of the tourist organizations.

  • CE9. Work in different cultural media, providing solutions to the different problems that arise.

  • CE10. Gather and interpret significant data to make judgments that include a reflection on relevant business issues and be able to prepare a document that allows the transmission of information or an innovative business proposal in the field of tourism.

  • CE11. Manage tourist tourist areas in accordance with the principles of sustainability.

  • CE12. Master the operating procedures of accommodation, catering and tourism intermediation companies.

  • CE13. Interpret the strategy, objectives and public instruments of tourism planning.

  • CE14. Recognize and apply information and communication technologies (ICT) in the different areas of the tourism sector.

  • CE15. Interpret a public plan in the field of tourism and the opportunities that arise for the private sector.

  • CE16. Plan and manage the human resources of tourism organizations.

  • CE17. Recognize details of the operation of destinations, tourist structures and their business sectors worldwide.

  • CE18. Understand the characteristics of cultural heritage management and be able to develop innovative initiatives for its enhancement as a tourist attraction.

  • CE19. Detect the needs for the technical planning of tourist infrastructures and facilities.

  • CE20. Communicate properly orally and in writing in at least one foreign language.

General competencies
  • CG1. Be able to work in a team, actively participate in tasks and negotiate in the face of dissenting opinions until reaching consensus positions, thus acquiring the ability to learn together with other team members and create new knowledge.

  • CG2. Be able to innovate by developing an open attitude towards change and be willing to re-evaluate old mental models that limit thinking.

  • CG3. Integrate the values ​​of social justice, equality between men and women, equal opportunities for all and especially for people with disabilities, so that the studies of Business Administration and Innovation Management contribute to to train citizens for a just, democratic society based on a culture of dialogue and peace.

  • CG2. Be able to generate ideas and solve problems, both individually and collectively.

  • CG3. Be able to generate ideas and solve problems, both individually and collectively.

Transversal competences
  • CT1. Communicate properly orally and in writing in the two official languages ​​of Catalonia.

  • CT2. Show willingness to learn about new cultures, experiment with new methodologies and encourage international exchange.

  • CT3. Show willingness to learn about new cultures, experiment with new methodologies and encourage international exchange.

  • CT4. Master computer tools and their main applications for ordinary academic and professional activity.

  • CT5. Develop tasks applying the acquired knowledge with flexibility and creativity and adapting them to new contexts and situations.

Description


Study of the production and organization of tourist services and the problems for the establishment of the business organizational structure.

The classroom (physical or virtual) is a safe space, free of sexist, racist, homophobic, transphobic and discriminatory attitudes, either towards students or teachers. We trust that together we can create a safe space where we can make mistakes and learn without having to suffer the prejudices of others.

Learning outcomes


Know the main organizational structures of tourism companies.

Working methodology


Theoretical sessions:

MD1. Master class through Zoom: expository class sessions based on the teacher's explanation attended by all students enrolled in the subject.

MD3. Presentations: in multimedia format

MD4. Video capsules: resource in video format, which includes contents or demonstrations of the thematic axes of the subjects. These capsules are integrated into the structure of the subject and serve students to review as many times as necessary the ideas or proposals that the teacher needs to highlight in their classes.

 

Guided learning:

MD5. Seminars: face-to-face format in small work groups. These are sessions linked to the theoretical sessions of the subject that allow to offer a practical perspective of the subject and in which the participation of the student is key.

MD7. Case study: dynamics that starts from the study of a case, which serves to contextualize the student in a specific situation, the teacher can propose different activities, both individually and in groups, among their students.

 

Autonomous learning:

MD9. Solving exercises and problems: non-contact activity dedicated to solving practical exercises based on the data provided by the teacher.

MD11. Non-contact tutorials: the student will have telematic resources such as e-mail and ESCSET intranet resources.

 

 

The classroom (physical or virtual) is a safe space, free of sexist, racist, homophobic, transphobic and discriminatory attitudes, either towards students or teachers. We trust that together we can create a safe space where we can make mistakes and learn without having to suffer the prejudices of others.

 

Contents


Topic 1. Organizations and organizational effectiveness

1.1. Definition of organization

1.2. Complexity of tourist activity

1.3. The company

      1.3.1. Concept and elements that make up a company

      1.3.2. Company functions

      1.3.3. Types of objectives

      1.3.4. Types of companies

      1.3.5. Peculiarities of the tourist company

1.4. Case study

 

Topic 2. Managers and Stakeholders

2.1. Difference between the concept of ownership and management

2.2. The Stakeholders

2.3. The values ​​of the company

2.5. Case study

 

Topic 3. Administration in a changing global environment

3.1. The concept of environment and type of environment

3.1.1. The general environment of the tourism company

3.1.2. The specific environment of the tourism company

3.2. Current trends in the tourist environment

3.3. Case study

 

Item 4. The structure of the tourism sector

4.1. The Value Chain

4.1.1. Value Chain Links

4.1.2. Competitive Scope and the Value Chain

4.2. The Tourist Offer

4.3. Intermediation

4.4. Tourist Institutions, Organizations and Associations

4.5. Case study

 

Item 5. Creation and Administration of Organizational Culture.

5.1. Organizational culture

5.2. Where does organizational culture come from?

5.3. Can organizational culture be managed?

5.4. Case study

 

Subject 6. Organizational design of the tourist company

6.0. Parts of the organization

6.1. The design of organizations

6.2. The 4 steps of organizational design

      6.2.1. The design of the places

      6.2.2. The design of the units

      6.2.3. The design of the side links

      6.2.4. The value system design

6.3. Case study

 

Item 7. Type and form of organizational change

7.1. What is organizational change?

7.2. Forces in favor and resistance to organizational change

7.3. Evolutionary and revolutionary change in organizations

7.4. Managing change: researching organizational development actions

7.5. Case study

 

Topic 8. The "Venture strategy" simulator

Learning activities


AF1. Theoretical sessions
AF2. Seminars
AF3. Work in group
AF5. Personal study

 

Evaluation system


SE1. Participation in the activities proposed in the classroom: timely participation that adds value to the topics covered (20%)

SE2. Group work: punctual deliveries. Complete contents and adjusted to what you request. Quality in the presentation. Gender perspective: the bibliography must include at least two documents made by women (30%)

ES3. Exhibitions (10%)

SE4. Final exam (40%)

 

A minimum grade of 4 out of 10 on the exam must be obtained in order to average the grade of the exam with that of the continuous assessment.

In the resit exam, only the final test can be taken, which will calculate 40% of the final grade, as the mark of the continuous assessment will be kept.

 

REFERENCES


Basic

Garcia Isa, Isabel (2018). Organization of Tourism Companies. Editorial Synthesis.

 

Gallego Águeda, Mari Ángeles and Casanueva Rocha, Cristóbal (2016). Management and Organization of Tourism Companies (2nd Ed.). Editorial Pirámide.

Jones, Gareth R. (2008). Organizational theory: design and change in organizations (5ª Ed). Pearson Education.

Roberts, John (2006). The modern company: organization, strategy and results. Antoni Bosch editor.

 

Casanueva Rocha, Cristóbal and Gallego Águeda, Mari Ángeles (2012). Tourism companies and organizations (3ªEd.). Editorial Pirámide.

Evans, Nigel (2015). Strategic management for tourism, hospitality and events (2ª Ed). Routledge.

Complementary

Robbins, Stephen P. and Judge, Timothy A. (2011). Organizational behavior (15th Ed.). Hoboken.