MS in Executive Leadership in Hospitality Management Course Offerings

This course includes the set theory of tourism, cost-benefit analysis, tax policy impacts, and other economic and statistical aspects of tourism. Students examine research designed to determine the economic impact of the hospitality and tourism industries.

This course covers the analysis and design of management systems for hotels, restaurants, and the travel industry. Topics include cost and value information, data management, implementation of systems, and the impact of information systems on hospitality organizations.

This course covers the basic principles and techniques of qualitative inquiry necessary to conduct hospitality research. The course explores methods that qualitative researchers may use, such as the grounded theory practice, narratology, storytelling, classical ethnography, or shadowing. Students are focused on addressing problems and issues in hospitality through qualitative methods such as action research.

This course provides an in-depth investigation of the components of the global tourism system and the economic dynamics of tourism. The course familiarizes students with the major areas of production and distribution of hospitality products. Students are exposed to viewpoints from practitioners from various disciplines such as anthropology, economics, psychology, and urban planning as issues facing tourism destinations are explored.

This course provides an in-depth investigation of the components of the global tourism system and the economic dynamics of tourism. The course familiarizes students with the major areas of production and distribution of hospitality products. Students are exposed to various viewpoints from practitioners from various disciplines such as anthropology, economics, psychology, and urban planning as issues facing tourism destinations are explored.

This course covers the major issues related to the marketing of travel and tourism products according to the specific nature of the travel and tourism industry, including strategic marketing, travel market analysis, and the major tools available for creating successful marketing and branding of travel and tourism products.

This course provides an understanding of the use and effects of strategic management at different levels. The course covers the concepts of strategic management in the hospitality business environment and the role of strategic leadership practices. Strategic decision-making principles are examined to create competitive advantages for hospitality industry leaders and organizations.

This course studies the human resource function from a strategic and developmental standpoint within a variety of hospitality and tourism contexts. Topics include the application of current sociological and psychological theories of organizational behavior; motivation and conflict with focus on employee-employer relations; and diversity in food service, lodging, and club establishments.

This course continues the analysis of the problems and issues identified in HP-703 with the completion of the research thesis with a focus on interpretation of data collected and suggestions for future study.

The King Graduate School recognizes that significant learning can occur outside of the classroom through relevant career, training, extracurricular, or personal experiences. Prior to accepting a student for admission into the MS Executive Leadership in Hospitality Management program, it must be determined if the candidate has an experience base commensurate with the institution’s requirements for prior learning experience credit. To determine eligibility for prior learning experience credits, candidates submit a portfolio for review by the end of the first August residency. It must reference the specific competencies learned and provide evidence of how they relate to the program of study. The portfolio must include detailed descriptions of the experience, including but not limited to, the work performed, the responsibilities of the candidate during the experience, what was learned, and any formal credentials resulting from the experience. Once the portfolio is evaluated by the dean and faculty, the student will either be granted 3 credits for prior learning experience or be required to complete 3 credits of Professional Portfolio Development articulated as three 1-credit courses taken over the Fall, Winter, and Spring semesters, with the final portfolio being submitted at the end of the Spring semester.

This is the first in a series of three 1-credit courses taken sequentially to allow the student to revisit, reflect on, and re-analyze their curriculum vitae specific to experiences that build upon their professional branding and positioning in the professional workplace. This series of 1-credit courses is not required of students who have been granted credit for HP-900 - Professional Portfolio Development or Prior Learning Experience Credit.

This is the second in a series of three 1-credit courses taken sequentially to allow the student to revisit, reflect on, and re-analyze their curriculum vitae specific to experiences that build upon their professional branding and positioning in the professional workplace. This series of 1-credit courses is not required of students who have been granted credit for HP-900 - Professional Portfolio Development or Prior Learning Experience Credit.

This is the third in a series of three 1-credit courses taken sequentially to allow the student to revisit, reflect on, and re-analyze their curriculum vitae specific to experiences that build upon their professional branding and positioning in the professional workplace. This series of 1-credit courses is not required of students who have been granted credit for HP-900 - Professional Portfolio Development or Prior Learning Experience Credit.