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Organisation of Tourism Companies

Code: 101209
Credits: 6
2026/2027
Degree programme Type Course
Tourism OP 4

Contact lecturer

Name :
Eduard Àvila Morera
Email :
eduard.avila@uab.cat

Teaching staff

Beatriz Santolalla Garcia

Group languages

You can consult this information at the end of the document.

Prerequisites

There are no prerequisites

Objectives

At the end of the subject students must be able to:

  1. Know the structure of a restaurant business, as well as the skills and tasks of each component that makes up.
  2. Manage and control the costs in a restaurant business in an effective way.
  3. Be familiar with the managing and implant effective managing and control models.
  4. Identify the information and working itinerary on the main functional and operational areas.
  5. Prepare the student to prepare strategies and policies developed from the direction role.
  6. Know to establish the necessary methods and adapt them to the client’s expectations, the human capital special features and the available material resources.
  7. Taking decisions to design strategies to the development and improvement of the restaurant business.

Learning outcomes

  1. Develop a capacity for independent learning.
  2. Use communication techniques at all levels.
  3. Take decisions in situations of uncertainty, taking into account potential consequences of these decisions in the short, medium and long term.
  4. Plan, organise and coordinate a work team, creating synergies and showing empathy.
  5. Work in a team.
  6. Have a business vision, pinpoint the customer's needs and pre-empt possible changes in the environment.
  7. Behave responsibly towards the environment.
  8. Discern the function, nature and scope of marketing in the organisation.
  9. Set objectives and make plans, from a commercial perspective.
  10. Identify the processes that make up the strategic management of human resources.
  11. Analyse and diagnose the situation of a tourist destination, resource or space.
  12. Perform an internal and external analysis to diagnose a business's commercial situation.
  13. Apply the techniques of budgeting and strategic planning.
  14. Apply different tools to analyse human resources.
  15. Identify the interrelationship between tourism, quality and sustainability.
  16. Use quality management policies (ISO, EFQM, etc.) as a strategic element in companies in the tourism sector.
  17. Identify policies on the environment and sustainability as a differential feature of the tourism sector.
  18. Apply strategic marketing as a source of competitive advantage for tourism entities.
  19. Define commercial policies in tourism companies and products, based on segmentation and market research techniques.
  20. Decide on the different elements that make up a marketing plan and draw up the plan.
  21. Identify and evaluate new business opportunities in the sector.
  22. Identify the resources and capacities needed to develop new businesses.
  23. Make judgements and choices in the area of human resources, establishing suitable channels for implementing and monitoring strategies in this area.
  24. Develop skills in leadership and conflict management.
  25. Develop the skills needed to adapt to new business scenarios.
  26. Develop problem-solving skills in business.
  27. Apply market research and segmentation techniques to the analysis of information on the tourism sector.
  28. Analyse information obtained in the commercial research process.
  29. Manage human resources in tourism organisations.
  30. Behave ethically and adapt to different intercultural contexts.
  31. Display a customer service orientation.

Contents

1. Society, alimentation and gastronomy: new type of restaurants:


a. Modern restauration.


b. Collective no commercial restauration.


c. Applicable legislation and agreements.


 


2. Restauration companies’ models


a. Companies’ classification.


b. New concepts of restauration companies and its managing.


 


3. Analytic process of restauration business and costs control (management)


a. Omnes principles.


b. Menu engineering.


 


4. Business model analysis


a. CANVAS managing.


 


5. Restauration companies marketing


a. The restaurant as a global product.


b. A restaurant value chain.


c. Commercialisation and communication.


d. Client attention techniques, selling orientation and its loyalty earning.


 


6. Quality managing of restauration companies:


a. Full Quality as a managing system.


b. Process managing.


c. Quality control systems applied to restauration.


d. HHRR and quality managing: intern and extern guest satisfaction


 

Learning activities and methodology

Title Hours ECTS Learning outcomes
Business case (single) 18 0.72 1, 4, 31
Business case discussion (group) 40 1.6 5, 9, 13, 14, 17, 24, 26, 31
Individual work 30 1.2 1, 14, 24, 26, 31
Master Class 32 1.28 1, 11, 28
Exercises 19 0.76 4, 9, 13, 17, 24
Mentorig 9 0.36

Teaching language: catalán

Master class sessions. Exposition of the theoretical content of the program clearly, systematic and organized by the teacher (students will have the basic syllabus at CAMPUS VIRTUAL). Student participation in the classroom will be encouraged at all times; Your contributions, reflections and doubts will be evaluated. Teaching will be reinforced with educational videos and reading articles related to the syllabus.

Practical exercises and case studies.  Throughout the course, several practical exercises and case studies will be proposed, related to the subject. They will begin in the classroom and, if necessary, will be completed outside of class hours.

Visits: if an external visit is organized, attendance will be mandatory. The day, time and meeting point will be announced conveniently.

Annotation: Within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.

Annotation: within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.

Assessment

Continuous assessment activities

Title Weight Hours ECTS Learning outcomes
Business case discussions (individual & group) 30% 1 0.04 1, 4, 5, 13, 14, 16, 18, 19, 20, 21, 22, 23, 26, 27, 28, 29, 31
Participation and attendance 20% 0 0 1, 2, 8, 9, 10, 24, 25, 26
Exam 50% 1 0.04 2, 3, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 30, 31

Class attendance is important because the participation of students enriches the content explained.Many aspects related to the current topics are treated in class and these are taken as reference for the evaluation.


Assessment Methods:

A) CONTINUOUS ASSESSMENT

B) SINGLE ASSESSMENT

(Subject to prior application for Single Assessment through the Academic Administration Office within the deadlines established in the academic-administrative calendar.)

As this course has a strong practical component, students are advised to avoid this assessment method whenever possible.

The schedule of submissions, course contents, and all other relevant information will be published on the course Virtual Campus.


REASSESSMENT

Only students who have obtained a final grade of 3.5 or higher and below 5.0 may sit the reassessment examination (this restriction does not apply to students following the Single Assessment, who are entitled to reassessment without this minimum grade requirement).


The format of the examinations and/or assessment activities will be determined by the course instructors.

The date and time will be those established in the academic calendar and the Official Academic Schedule of the School (see the examination timetable published on the School's website).


Use of Artificial Intelligence (AI)

Depending on the nature, learning outcomes, and purpose of each assessment activity, one of the following AI use models will apply. The applicable model will be explicitly stated in the instructions for each assessment activity.

Model 1. Prohibited use

The use of AI tools is not permitted at any stage of the assessment activity. Any use of AI will result in a grade of 0 for the activity, and the activity will not be eligible for reassessment.

Model 2. Restricted use

AI may only be used for support tasks (e.g., literature searches, language editing, or translation), subject to the instructor's criteria. Students must clearly identify the tasks or sections in which AI has been used, specify the tools employed, and include a brief critical reflection on how the use of AI has influenced both the work process and the final outcome. Failure to disclose the use of AI transparently will result in a grade of 0 for the activity.

Model 3. Integrated use

The use of AI as a working tool is permitted, provided that the final submission demonstrates a significant personal contribution, critical thinking, and achievement of the course learning outcomes. Students must also identify the tasks or sections in which AI has been used, specify the tools employed, and include a critical reflection on the impact of AI on both the work process and the final outcome. Failure to disclose the use of AI transparently will result in a grade of 0 for the activity.


Irregularities in Assessment Activities

Any irregularity committed during an assessment activity (academic fraud, plagiarism, or improper use of AI) will result in a grade of 0 for that assessment activity. If passing the course requires obtaining a minimum grade in that assessment activity, or if multiple irregularities occur in the assessment activities of the same course, the final grade for the course will be 0. In addition, disciplinary proceedings may be initiated against any student who commits any of these irregularities.


Bibliography

  • BIOSCA, DOMENEC.   Cómo dirigir con éxito un restaurante.  Ediciones CDN, Madrid 1993.
  • FELIPE GALLEGO, Jesús. -    Gestión de hoteles: nueva visión.   Madrid: Paraninfo, 2002. 
  • Gestión de alimentos y bebidas para hoteles, bares y restaurantes.   Madrid: Paraninfo, 2001.
  • Dirección estratégica en los hoteles del siglo XXI  . McGraw Hill Interamericana. Madrid, 1996
  • MAESTROS, JUAN R.   Técnicas en gestión y dirección hotelera.  Editorial Gestión 2000. Barcelona, 2003
  • ORIOL AMAT y FERNANDO CAMPA,   Contabilidad, control de gestión y finanzas de hoteles.  Editorial PROFIT. Barcelona, 2011.
  • ROCHAT, MICHEL.   Marketing y gestión de la restauración.  Editorial Gestión 2000. Enero, 2001
  • VALLSMADELLA, Josep Maria.   Técnicas de Marketing y Estrategias para Restaurantes  . Madrid: Pearson Education, 2002. 
  • Comprender el negocio de la Restauración  . GestionRestaurantes.com [en línea]. 25 de septiembre de 2007. Disponible en:   http://www.gestionrestaurantes.com/comprender-el-negocio-de-la-restauracion/
  • Modelo CANVAS. https://www.emprender-facil.com/es/modelo-canvas-plantilla-word/

Software

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Course groups and languages

The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE

Type of teaching Group Language Semester Shift
(TE) Theory 1 Spanish first semester morning-mixed
(TE) Theory 2 Spanish first semester morning-mixed