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Fundamentals of Management

ASSESSMENT 2: Individual Coursework
(Subject to External Examiner)

Module Code:BMO0272
Module Title:Fundamentals of Management
Assessment TypeIndividual coursework
Academic Year2021/22 Block 1&2
Assessment Task
The individual coursework requires you to analyse the Georges Hotel case study
(below) and answer Part A and Part B.
PART A
Using a range of academic models and frameworks, critically analyse the case
to identify the current position of the organisation and issues that the Georges
Hotel are facing.
You should use 4 of the following from the module to critically analyse the current
position of Georges Hotel:
• Organisational purpose – Mission, vision and values
• Organisational structure
• Stakeholder analysis
• Differentiation and competitive advantage
• STEEPLE analysis
• SWOT analysis
• Porter’s 5 forces
• This section should be 1,000 words.
• You may wish to present your analysis as a report for Jeff, Cindy and Chad.
• You should use diagrams and applied models to show your understanding of
the organisation and its environment and inform your critical analysis.
• For any models and frameworks used, you should critically discuss the
model/framework.
• Any models and analysis should be complemented with text to comment on your
findings (you should not just draw the model and leave it unexplained).
• You should conclude with an overall analysis of their current situation based on
your critique.
• Figures are not included in the word count.
• PART A is worth 40% of the grade.

2

PART B
Strategic planning is important for every organization, but it is crucially important
when planning to undergo significant change, as is the case at the Georges Hotel.
Strategic planning creates a road map for an organization’s future and must be
driven by management.
Selecting two of the management skills covered in the module (shown below),
which you feel would most contribute to success as Georges Hotel, critically
discuss how they should be used by management to improve the organisation
as they prepare for growth.
• Using data to improve performance and decision-making
• Project management and operations management
• Negotiation skills
• Communication and meetings
• This section should be 1,500 words.
• This section should aim to target the issues you identified in PART A (you should
demonstrate the link between the two sections)
• You must draw on course materials to demonstrate your understanding and use
published academic research to support your arguments.
• PART B is worth 60% of the grade.
Task specific guidance:
• This assessment is 70% of your grade for this module.
• You may wish to present your analysis as a report for Jeff, Cindy and Chad.
• Your answers should demonstrate your knowledge of the module and wider
reading.
• Any models used should be applied to the case study, explained and critically
evaluated.
• You should not try to find additional background information on the specific
hotel, the case study is fictitious.
• If analysing the external environment, consider the hospitality industry.
• You may make reasonable assumptions
• Remember that any assessment is designed for you to demonstrate your
knowledge and learning from the module. You should therefore focus on
content relating to the module and support this with academic sources.
• Avoid the use of non-reliable sources. No tutor2u.com, no Wikipedia, no
mindtools.com etc… as sources.

3

General study guidance:
• Cite all information used in your work which is clearly from a source. Try to
ensure that all sources in your reference list are seen as citations in your
work, and all names cited in the work appear in your reference list.
• Reference and cite your work in accordance with the APA 7th system – the
University’s chosen referencing style. For specific advice, you can talk
to your Business librarians or go to the library help desk, or you can
access library guidance via the following link:
o APA 7th referencing: https://library.hud.ac.uk/pages/apareferencing/
• The University has regulations relating to academic misconduct, including
plagiarism. The Learning Innovation and Development Centre can advise
and help you with how to avoid ‘poor scholarship’ and potential academic
misconduct. You can contact them at busstudenthub@hud.ac.uk.
• If you have any concerns about your writing, referencing, research or
presentation skills, you are welcome to consult the Learning Innovation
Development Centre team busstudenthub@hud.ac.uk. It is possible to
arrange 1:1 consultation with a LIDC tutor once you have planned or written
a section of your work, so that they can advise you on areas to develop.
• Do not exceed the word limit.
Assessment criteria
• The Assessment Criteria are shown the end of this document. Your tutor
will discuss how your work will be assessed/marked and will explain how
the assessment criteria apply to this piece of work. These criteria have
been designed for your level of study.
• These criteria will be used to mark your work and will be used to support the
electronic feedback you receive on your marked assignment. Before
submission, check that you have tried to meet the requirements of
the higher-grade bands to the best of your ability. Please note that the
marking process involves academic judgement and interpretation within the
marking criteria.
• The Learning Innovation Development Centre can help you to understand
and use the assessment criteria. To book an appointment, either visit them
on The Street in the Charles Sikes Building or email them on
busstudenthub@hud.ac.uk

4

Learning Outcomes
This section is for information only.
The assessment task outlined above has been designed to address specific
validated learning outcomes for this module. It is useful to keep in mind that these
are the things you need to show in this piece of work.
On completion of this module, students will need to:
• Demonstrate a critical understanding of the economics purpose of business
organisations
• Demonstrate a critical awareness of key functions in business organisations
• Express and justify an individual perspective on the use of key functions in business
organisations
• Communicate complex information appropriately in writing using academic
conventions
Please note these learning outcomes are not additional questions.
Submission information
Word Limit:2,500
Submission Date:19/11/2020
Feedback Date:10/12/2020
Submission Time:15.00
Submission Method:Electronically via module site in Brightspace. Paper/hard
copy submissions are not required. For technical support,
please contact: busvle@hud.ac.uk

5
THE GEORGES HOTEL
CASE STUDY
The Hotel
• 163 guest rooms, 65-70 employees.
• Front desk: 10 employees.
• Valet parking services: 8 employees.
• Housekeeping: 28 employees.
• Engineering and facilities maintenance: 4 employees.
• Management and administrative: 15-20 additional staff members assigned to departments
throughout the hotel, including management, office support and sales.
The Garden Terrace Restaurant
• Approximately 35 employees.
• The restaurant is open daily from 5:00 a.m. to 10:00 p.m.
• In addition to restaurant dining, the restaurant provides 24-hour room service and full catering
services for meetings, conventions and other hotel events.
The Mitchell Family
• Jeff Mitchell: Chief executive officer, owner and brother of Chad.
• Chad Mitchell: Vice president of community relations, owner and brother of Jeff.
• Cindy Mitchell: Director of human resources and Chad’s wife.
• Michael Mitchell: Sales and operations associate, Chad and Cindy’s son and recent MBA graduate.
• Brandon Mitchell: Chad and Cindy’s son who is studying for a degree in culinary arts and
anticipates a career as an executive chef. Not currently on staff.
• Julie Mitchell: Jeff’s daughter who is about to complete an MBA program at a prestigious
university. Not currently on staff but expects to work at the hotel after graduation.
• Dale Elsner: Catering service manager in the Garden Terrace Restaurant and
• Cindy’s brother.
• Numerous nieces, nephews, cousins and friends of the family are employed throughout the hotel.
6
7
The Georges Hotel is a small European-style boutique hotel located along the Magnificent Mile
in Chicago. It is co-owned by two brothers, Jeff and Chad Mitchell. The brothers grew up in
the hospitality business; they were raised at the roadside motel their parents owned in the
1960s. Even as a child, Jeff loved the hospitality business. As soon as he was old enough, he
worked side by side with his father and was happiest when greeting guests at the front desk and
showing them to their rooms. He even enjoyed the less glamorous work and did not mind being
asked to sweep the parking lot or to clean a room when housekeeping was short-staffed. It
didn’t matter what he did as long as it was motel work. He never tired of the guests, no matter
how cranky they were on arrival. Jeff always greeted them warmly and was there again in the
early morning to wish them bon voyage when they packed up their cars and drove away. Today
Jeff is chief executive officer of the Georges Hotel. He makes most of the decisions and
manages the hotel’s day-to-day operations from his corner office on the top floor.
Chad is the younger Mitchell brother. He had no interest in working at the motel as a child, and
he remains the same as an adult. Chad is vice president of community relations at the hotel,
and he too has a top floor corner office. He still has little interest in the hotel business, though.
He spends most of his time playing golf. When Chicago’s weather precludes golfing, he jets
off to his favourite courses in Florida and Arizona or to his second home in Palm Springs,
leaving his wife, Cindy, to monitor his interests in the partnership. Cindy has no interest in
golf, hates the hot climate of Palm Springs and greatly prefers her work at the hotel. Cindy is
the director of human resources. She has been a working member of the management team
since the brothers bought the run-down hotel and renovated it to create the Georges. Although
Cindy had no management or HR experience before her work at the Georges, she is a natural
leader. She is personable, well respected by the staff and is an asset to Jeff in the day-to-day
management of the hotel. In many ways, it’s the perfect situation for all three Mitchells. Cindy
loves her work, and her management role enables Chad to shun the office and remain nearly
guilt-free while jetting from one golf course to another, and Jeff is not burdened by Chad’s
disinterest in the hotel. Instead, he has an excellent partner in Cindy, with whom he often
consults on difficult decisions.
The next generation of Mitchells is already being groomed to take over when the time comes.
Jeff’s daughter, Julie, is nearly finished with an MBA program. She will start in sales and
marketing after graduation and then move on to gain experience in operations and general
management. Jeff wants her to have a solid background in all aspects of managing the hotel,
so she is fully prepared to assume the responsibilities of CEO when he retires.
Chad and Cindy have two sons, Michael and Brandon. Michael graduated with honours in his
MBA program and is now a sales and operations associate at the hotel. Brandon is currently
enrolled in a culinary arts program. He loves the creativity and hands-on aspect of cooking,
and Cindy doesn’t expect they will get him out of the kitchen and into management. She and
Chad anticipate that Michael will be the future CEO of the Georges Hotel.
Family relationships at the hotel include more than just the immediate family. Although Jeff
has been divorced since his daughter, Julie, was five years old, Julie’s mother came from a
large family. There is an extensive network of nieces and nephews—all of whom are Julie’s
cousins—employed throughout the hotel. The same is true for Chad and Cindy’s family.
Cindy’s brother, Dale, is the catering services manager, and a number of Cindy’s cousins and
children of friends are employed at the hotel.
These family connections at the hotel occurred spontaneously because Cindy always preferred
to hire by referral. As a result, many employees brought in family members as new hires. Cindy
and Jeff believe that family connections among employees benefit the hotel. When jobs are
8
available, Cindy continues to hire by referral, reminding employees that family connections
are valued and not frowned on. Family and employees are so important that when Jeff, Chad
and Cindy wrote the hotel’s mission statement, they agreed to equally emphasize hotel guests
and employees. The hotel’s mission promises guests ‘exemplary service and a memorable hotel
experience’. For employees, it promises a ‘superior work environment and continued support
for a satisfying career’.
To foster the family atmosphere, staff members are encouraged to invite family members to
lunch. Families are always included in summer picnics and holiday parties that are hosted by
the hotel. Employees post their children’s pictures and announcements of new babies,
graduations, weddings and other family accomplishments on the bulletin board in the break
room. Cindy and Jeff try to remember the names and relationships of staff members so they
can personally congratulate parents on their children’s accomplishments.
The hotel has done well financially in spite of the expense of renovating the original structure.
The hotel was generating a profit within two years of opening, and it continues to be profitable
with a high occupancy rate and a solid reputation as a desirable convention venue. Jeff believes
it is now time to build on that success and expand to a second Georges Hotel. He has had his
eye on another run-down hotel near the riverfront section of Chicago for several years. It closed
years ago and has been abandoned and boarded up while a lengthy court battle ensued over
ownership rights and bankruptcy. The legal cloud finally lifted after years of litigation; as the
current owner, the bank is looking for a solid buyer. With the Georges’ history of successful
renovation and with current interest rates at historic lows, Jeff believes the time is right for a
second Georges Hotel in Chicago. When the second hotel is up and running, he wants to move
on to a third. And then, who knows? Jeff envisions a chain of Georges Hotels in major cities
across the United States.
As exciting as the possibilities are, Cindy believes that to ensure their success as a multiunit
organization, they need more structured management than they currently have. The HR
department has primarily been an administrative agency, and there hasn’t been much need for
things to be otherwise. There is no employee handbook, little formal structure, and a lack of
skills and management training. Cindy anticipates that a larger hotel organization will require
far more strategic management than currently exists.
Nepotism has worked well for staffing the current hotel, but Cindy recognizes the downsides
to hiring friends and family and knows it will not be adequate for staffing a multiunit
organization. For example, there is an assumption among some employees that if you are a
close friend or are related to a supervisor or a manager, you have a job at the hotel for life.
Consequently, some employees do as little as possible with no repercussions, and supervisors
are reluctant to discipline employees because they are probably someone’s family member or
good friend. There are also attendance problems, but everyone protects their friends and family,
and employees have little accountability for performance. Cindy wants to resolve these
employee issues before opening a second hotel. At the same time, she wants to ensure that the
implementation of new policies will not diminish the positive aspects of family that are inherent
in the organizational culture of the hotel—values she believes have contributed significantly to
the success of the organization.
In Cindy Mitchell’s Office Cindy picked up her phone and punched in the number for Jeff’s
administrative assistant. She is calling to schedule a meeting with Jeff for later in the week.
She has drafted some changes she believes are necessary for the new larger organization, and
she wants to share them with Jeff. “Jeff loves construction,” Cindy thought to herself while she
waited for the administrative assistant to answer. “I remember when we built the first hotel. He
got so caught up in the building process that he forgot about the management structure needed
9
to successfully operate the facility after it was completed. Adding a second hotel is a huge
challenge and the perfect opportunity to solidify our management processes so we can replicate
it to additional hotels as we add to the Georges. I’m excited to get started.”
Later that same week Jeff was on the phone when Cindy arrived at his office for their meeting.
He ended the call quickly, rose from his desk chair and warmly greeted her with a hug. They
moved to the side of his office and sat down in chairs that were perfectly positioned to
maximize the view of Chicago through the floor-to-ceiling corner windows. The view was
spectacular, with Chicago’s unique architectural skyline and Lake Michigan in the background.
“Jeff, Chad and I are so excited at the prospect of the new hotel,” said Cindy. “It is such an
opportunity to expand the Georges and to create a legacy for the children.”
“I knew you would think so,” replied Jeff. “Managing the hotel is good work, and the Georges
has been good to us. There’s no reason why we can’t replicate that in another unit.”
“I think so too, and as I remember, you even enjoyed the construction part,” said Cindy.
“Yes, I did. It was very satisfying to watch something new and beautiful being created from
the rubble we started with. I’ve been hoping all along that we could do it again.”
“I remember,” said Cindy. “Chad wasn’t much interested in the construction. He liked it when
the messy work was done and he could move into his nicely decorated office, but you loved
being out there and getting dirty. Remember the day you decided to drive the digger? You
drove it straight over the edge and got it stuck in the pit.”
“Yeah, I remember,” Jeff laughed. “I’d never driven one before, and you’ve never let me forget
what a disaster it was. Remember, I said I liked the construction part, I never said I was good
at it.” Jeff and Cindy laughed and reminisced a bit longer.
“Jeff, let’s talk about how we can be ready for the second hotel,” said Cindy. “I think we’ve
learned a lot operating the Georges. There are certainly things here that we can replicate as
additional hotels are added, but things will be different as the company grows. We have to be
ready for change. You and I have been able to manage things here because we’re both on-site
every day and know our staff individually. We’ll be hiring and managing a lot of new
employees for jobs at other locations quite soon, and we won’t know everyone the way we do
now. We will need to think about how we manage the hotels as we grow.”
“I agree,” said Jeff, “and I’m glad we’re talking about this now and not after we get into it. I
know you’ll have some good suggestions. You always do.”
“I’ve already been thinking about structure and our management,” said Cindy. “We need to be
sure that we are making the right decision in taking on a new hotel. I worry that our line
managers are not well equipped to manage more employees and lack awareness of what really
goes on in leading and managing the hotel.”
“I think we may need some outside help,” she continued, “maybe some consulting to help sort
through what we need and to ensure that we carry the best qualities of the old hotel into the
new unit.”
“Yes,” said Jeff, “hire whatever help you think we need. Just make sure they know we’ve
always had a family atmosphere, and I don’t want to see that disappear. We need to ensure that
value carries over into the new hotel.”
10
“Of course,” said Cindy as she stood and gathered her papers to leave. “It’s always been family
here, and we don’t want that to change. We just need more concise management practices to
ensure additional hotels run smoothly and the partnership is ready so when Michael takes over,
we can finally retire to the beach in Florida. I don’t want our children to be struggling with the
same old issues when they’re in charge.”
“You’re having dinner with Chad and me at the club tonight, aren’t you?” Cindy asked on her
way out the door.
Jeff didn’t respond; he had a strange look on his face when Cindy left. “Michael?” he thought
to himself. “Doesn’t she realize that Julie is better prepared to be the next CEO?”
Conclusion
The hotel is moving into a period of significant transition. Transition presents an opportunity
for organizations to restructure and adopt policies that will carry them into a successful future.
Unfortunately, transition can also generate the opposite, and some organizations cannot
successfully navigate the process. We see it all too often in the news. Things go wrong,
management makes poor decisions, and when the financial losses mount, the organization loses
its identity and market share, and it finally goes out of business.
Adding a second hotel is a transition point, and strong management and strategic planning is
needed to prepare the organization for the future. It will take approximately two years to
finalize the purchase of the new unit, renovate the property and get ready to open. There is time
to prepare.
11
Appendix 1 PGT Assessment Criteria
These criteria are intended to help you understand how your work will be assessed. They describe different levels of performance
of a given criteria.
Criteria are not weighted equally, and the marking process involves academic judgement and interpretation within the marking
criteria.
The grades between Pass and Merit should be considered as different levels of performance within the normal bounds of the module.
The higher-level categories allow for students who, in addition to fulfilling the basic requirement, perform at a superior level beyond
the normal boundaries of the module and demonstrate intellectual creativity, originality and innovation.
PGT Generic Assessment Criteria

UnacceptableUnsatisfactoryPassMeritDistinction
0 – 910-1920-3435-4950-5960-6970-7980-8990-100
Fulfilment of
relevant learning
outcomes
Not met or
minimal
Not met or
minimal
Not met or
partially met
Not met or
partially met
PassPassPassPassPass
Response to the
question /task
No
response
Little
response
Insufficient
response
Adequate
response, but
with limitations
Adequate
response
Secure
response to
assessment
task
Very good
response to
topic;
elements of
sophistication
Clear
command of
assessment
task;
sophisticated
approach
Full command of
assessment task;
imaginative
approach
demonstrating flair
and creativity

12
PGT Generic Assessment Criteria

Unacceptable
A superficial answer with only peripheral
knowledge of core material and very little critical
ability
Unsatisfactory
Some
knowledge of
core material
but limited.
Pass
A coherent
and logical
answer which
shows
understanding
of the basic
principles
Merit
A coherent
answer that
demonstrate
s critical
evaluation
Distinction
An exceptional answer that reflects outstanding
knowledge of material and critical ability
0-910-1920-3435-4950-5960-6970-7980-8990-100
Conceptual
and critical
understanding
of
contemporary
/ seminal
knowledge in
the subject
Entirely lacking
in evidence of
knowledge and
understanding
Typically, only
able to deal
with
terminology,
basic facts
and concepts
Knowledge of
concepts falls
short of
prescribed
range
Typically only
able to deal
with
terminology,
basic facts
and concepts
Marginally
insufficient.
Adequate
knowledge of
concepts within
prescribed
range but fails
to adequately
solve problems
posed by
assessment
A systematic
understanding
of knowledge;
critical
awareness of
current
problems
and/or new
insights; can
evaluate
critically
current
research and
can evaluate
methodologies
Approachin
g excellence
in some
areas with
evidence of
the potential
to undertake
Research.
Well
developed
relevant
argument,
good
degree of
accuracy
and
technical
competence
Excellent.
Displays (for
example):
high levels of
accuracy;
evidence of
the potential
to undertake
research; the
ability to
analyse
primary
sources
critically.
Insightful.
Displays (for
example):
excellent
research
potential;
flexibility of
thought;
possibly of
publishable
quality.
Striking and
insightful.
Displays (for
example):
publishable
quality;
outstanding
research
potential;
originality and
independent
thought;
ability to
make
informed
judgements.
PresentationLength
requirements
may not be
observed; does
not follow
academic
conventions;
language
errors impact
on intelligibility
Length
requirements
may not be
observed;
does not
follow
academic
conventions;
language
errors impact
on
intelligibility
Length
requirements
may not be
observed;
does not
follow
academic
conventions;
language
errors impact
on
intelligibility
Length
requirement met
and academic
conventions
mostly followed.
Minor errors in
language
Length
requirement
met and
academic
conventions
mostly
followed.
Possibly very
minor errors in
language
Good
standard of
presentation
; length
requirement
met, and
academic
conventions
followed
Very good
standards of
presentation
Professional
standards of
presentation
Highest
professional
standards of
presentation
UnderstandingLimited insight
into the
problem or
topic
Limited
insight into
the problem
or topic
Limited
insight into
the problem
or topic
Some insight
into the problem
or topic
Practical
understanding
of how
established
Independent
, critical
evaluation
of
Authoritative,
full
understanding
of all the
Authoritative,
full
understanding
of all the
Authoritative,
full
understanding
of all the

13

techniques of
research and
enquiry are
used to create
and interpret
knowledge in
the discipline
full range of
theories
with some
evidence of
originality
issues with
originality in
analysis
issues with
originality in
analysis
issues with
originality in
analysis
Use of
evidence and
sources to
support task
Some
irrelevant
and/or out of
date
Sources
Some
irrelevant
and/or out of
date
Sources
Some
irrelevant
and/or out of
date
Sources
Limited sourcesComprehensiv
e
understanding
of techniques
applicable to
own research
or advanced
scholarship
Complex
work and
concepts
presented,
key texts
used
effectively
Full range of
sources
used
selectively to
support
argument
Full range of
sources
used
selectively to
support
argument
Full range of
sources
used
selectively to
support
argument
Development
of ideas
Argument not
developed and
may be
confused and
incoherent
Argument not
developed
and may be
confused and
incoherent
Argument not
developed
and may be
confused and
incoherent
Argument not
fully
developed and
may lack
structure
The argument
is developed
but may lack
fluency
Argument
concise and
explicit
Coherent and
compelling
argument well
presented
Coherent and
compelling
argument well
presented
Coherent and
compelling
argument well
presented

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