
Catering Company Management
Code: 103778Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Hotel Management | OP | 4 |
Contact lecturer
- Name :
- Eduard Àvila Morera
- Email :
- eduard.avila@uab.cat
Group languages
You can consult this information at the end of the document.
Prerequisites
There are no prerequisites
Objectives
By the end of the subject students must be able to:
- Know the structure of a restaurant business, as well as the skills and tasks of each component that makes up.
- Manage and control the costs in a restaurant business in an effective way.
- Be familiar with the managing and implant effective managing and control models.
- Identify the information and working itinerary on the main functional and operational areas.
- Prepare the student to prepare strategies and policies developed from the direction role.
- Know to establish the necessary methods and adapt them to the client’s expectations, the human capital special features and the available material resources.
- Taking decisions to design strategies to the development and improvement of the restaurant business.
Learning outcomes
- Develop a capacity for independent learning.
- Manage communication techniques at all levels.
- Manage and organise time.
- Work in teams.
- Be able to search efficiently for the necessary information.
- Analyse, summarise and evaluate information.
- Demonstrate an orientation and culture of customer service.
- Demonstrate a business vision, identify clients' needs and progress towards possible changes in environment.
- Demonstrate leadership abilities in the management of human resources in hotel and catering companies.
- Identify and learn the necessary criteria for selecting the ideal equipment and installations in the catering sector from the point of view of economic and energy viability.
- Apply the main elements of human nutrition under criteria of good health in the preparation and despatch of food products in catering establishments.
- Identify and define the differential characteristic of companies in the sector in the different subsystems of company organisation.
- Apply commercial policies to catering companies.
- Apply initiative and entrepreneurial spirit in creation and improvement throughout the catering sector.
- Apply theoretical and practical knowledge in the catering sector to company management.
- Implement and adapt health and safety regulations to catering sector establishments.
- Present and describe specific plans for promotion and commercialisation for companies in the catering sector, especially in the field of online commercialisation.
Contents
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Exercises | 19 | 0.76 | 1, 3, 4, 5, 6 |
| Individual work | 30 | 1.2 | 1, 2, 5, 6, 7, 10, 13, 16 |
| Business case (single) | 18 | 0.72 | 1, 3, 4, 5, 6 |
| Business case discussion (in group) | 40 | 1.6 | 1, 2, 3, 4, 5, 6, 9, 10, 13, 15, 16, 17 |
| Master Class | 32 | 1.28 | 10, 15 |
| Mentoring | 9 | 0.36 | 2, 3, 5, 8 |
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.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Exam | 50% | 2 | 0.08 | 1, 5, 8, 10, 11, 12, 13, 14, 15, 16, 17 |
| Business case discussions (individual & group) | 30% | 0 | 0 | 2, 3, 4, 5, 7, 8, 9, 10, 11, 13, 14, 15, 17 |
| Participation and attendance | 20% | 0 | 0 | 1, 2, 5, 6, 15 |
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.
The grade for the subject will be NOT EVALUABLE when the student attends less than half of the assessment activities and/or does not attend the final exam.
Bibliography
- BIOSCA, DOMENEC. Cómo dirigir con éxito un restaurante.Ediciones CDN, Madrid 1993.
- FELIPE GALLEGO, Jesús. - Gestión de hoteles: una 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
- MESTRES, JUAN R. Técnicas en gestión y dirección hotelera.Editorial Gestión 2000. Barcelona, 2003
- ORIOL AMAT i 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
.
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 | Catalan | first semester | morning-mixed |