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Qualification - Certificate in Hospitality Management

Course CodeVTR010
Fee CodeCT
Duration (approx)600 hours
QualificationCertificate

HOSPITALITY MANAGEMENT ONLINE STUDY

This management level course specifically focuses on the skills and knowledge required to run a successful hospitality business. Many people will work in hospitality at some point in their career. For the person dedicated to the hospitality industry and focused on moving into a managerial role - this is the perfect course for you (whether you will be working for yourself or someone else).
This course is comprehensive and interdisciplinary, including subjects from business, management, event management, and hospitality.
  • Learn to successfully operate a Restaurant, Food Service or Catering Enterprise.
  • Start a new hospitality business; or improve an existing business
  • Get a job, develop a career, improve your employability
  • 600 hour self paced course to develop skills in both hospitality and management

Modules

Core ModulesThese modules provide foundation knowledge for the Qualification - Certificate in Hospitality Management.
 Food & Beverage Management (Catering) BTR102
 Bar Service VTR204
 Event Management BRE209
 
Elective ModulesIn addition to the core modules, students study any 3 of the following 7 modules.
 Bookkeeping Foundations BBS103
 Human Nutrition and Food 1 BRE102
 Starting A Small Business VBS101
 Wedding Planning BTR104
 Entrepreneurship BBS204
 Project Management BBS201
 Business Planning BBS302
 

Note that each module in the Qualification - Certificate in Hospitality Management is a short course in its own right, and may be studied separately.


 

MORE ON THE CORE MODULES
 

Food and Beverage Management

There are 9 lessons in this course:

  1. Human Nutrition - This covers all the major food groups and their importance in a nutritional diet. Also including factors in nutrition from compatibility and range of ingredients through to healthy cooking and eating methods.
  2. Cooking - Includes various cooking methods for a variety of different foods, covering both palatability and digestibility through to the nutritional value in processing foods.
  3. Kitchen & Food Management - Learn to maximise efficiency and service through proper management of kitchen facilities, including the handling of food storage and preparation, hygiene and ethics.
  4. Planning A Menu - Covering menu planning for the needs of special groups in different situations, including children; adolescents; elderly people; expectant and nursing mothers; immigrants; vegetarians and other health related diets.
  5. Alcoholic Beverages - Learn how to provide adequate variety and product knowledge in order to manage the provisions of alcoholic beverages appropriately for different situations.
  6. Tea, Coffee and Non-Alcoholic Beverages - This lesson provides an understanding of non-alcoholic beverages available in the catering industry and how they should be made and served.
  7. Scope & Nature Of Catering Services - Learn to understand the differences in appropriate management and catering for a variety of situations from pubs to a-la-carte.
  8. Personnel Management -(waiting skills, staffing a restaurant, kitchen etc) This lesson covers the management of people in the food and restaurant industry, including training programs, job specifications, recruitment etc.
  9. Management Of Catering Services - By consolidating the skills developed throughout this course you are given a comprehensive understanding of marketing through to food purchasing in order to effectively manage in the food and beverage industry.

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.

Aims

  • Explain the role of different food types in human health.
  • Understand the alternative cooking processes, in order to make appropriate decisions about the cooking of different foods
  • Manage the provision of kitchen facilities, and the handling of foodstuffs (including food storage and preparation), in order to maximise efficiency, hygiene and service with the restrictions of facilities available.
  • Plan menus or list of food products for sale, appropriate to different situations.
  • Manage the provision of alcoholic beverages appropriately, in different situations
  • Manage the provision of non-alcoholic beverages appropriately, in different situations.
  • Describe differences in appropriate management for catering in a range of varying situations.
  • Discuss how to manage staff in the food and restaurant industries.
  • Consolidate skills developed throughout this entire course into an overall understanding of management of catering services.

 

Bar Service

This course has 7 lessons as follows:

Lesson 1 – Introduction, industry orientation, presentation, bar equipment, layout, creating a menu, the law, staff qualities, hygiene and cleaning, dealing with staff, beverage dispensing equipment, glasses.

Lesson 2 – Alcoholic Products – Beer, brewing process, lager, beer mixes, wines, types of wine, storing wines, spirits, liqueurs, aperitifs.

Lesson 3 – Non-Alcoholic Beverages – Coffee, coffee blend, coffee grinding, coffee variations, tea, speciality tea, herbal tea, spiced teas, storing teas, brewing tea, water.

Lesson 4 – Service Procedures – Dealing with customers, addressing customers, during service, recording, waiting, carrying plates, using a service plate, carrying glasses, carrying trays, handling food, guidelines for maintaining hygiene, money issues, using a cash register, accounts, tipping, refusing service, understanding substance abuse disorders, alcohol abuse.

Lesson 5 – Mixing Drinks – Cocktails, mixing cocktails, bar flairing, terminology, general hints, measures, liqueur coffees.

Lesson 6 – Wine – Wine selection, wine presentation, opening wine, serving wine, wine grapes, grape varieties, beverage list, serving temperatures.

Lesson 7 – Bar Service and Problem Based Learning Project – In this lesson, students are required to carry out a project to develop a new and innovative bar service.

 

Event Management

There are 9 lessons in this course:

  1. Scope and Nature of Event Management
  2. Developing the Concept
  3. Physical an Human Resources
  4. Project Logistics
  5. Marketing an Event
  6. Financial Management
  7. Risk Management
  8. Staging the Event
  9. After the Event

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.

Aims

  • Identify the various tasks which are involved in the management of a variety of different types of events.
  • Explain how a range of different types of events are initiated and planned.
  • Determine the human and physical resources required to deliver different types of events.
  • Determine how physical and human resources will be organised in preparation for staging an event, in order that needs are appropriately catered for.
  • Develop a marketing plan for an event.
  • Develop a Financial Management Plan for an Event.
  • Develop a series of Risk management procedures to minimize the impact of different types of problems including financial, legal, marketing, crowd control, food services, and hygiene.
  • Describe the way in which facilities and services are managed during the actual delivery of an event.
  • Review an event after its delivery.

 

Learn how to prepare for when things go wrong

Developing Contingency Plans

 

A good supervisor should always be prepared for irregularities of any type. They should ensure that motivation does not suffer; and minimize

the impact of stress upon the workers. The supervisor needs to evaluate the likelihood of irregularities arising; determine in advance what should be done if they do arise, and be prepared to deal with the problem immediately it does reveal itself. This may involve:

  • Establishing rules or regulations (eg. staff knows in advance that under certain weather conditions they will be provided with more breaks, can delay doing certain types of work, etc.) Staff know that if equipment cannot be used as normal, they will be doing certain alternative tasks instead. If you minimize surprises, you can minimize disruption.

  • Obtaining back up equipment or tools (eg. if there is an electric strike, you always hire a generator. If a hammer breaks, there is another one in the store. If you run out of pens, everyone knows where to get a new one)

Problem Solving

Often, the supervisor is faced with a problem. Any problem can be managed in a way that provides a suitable outcome, as long as the supervisor is clear about the nature of the problem, and willing to consider reasonable alternatives. The Problem Solving Technique described below is a well established 6 step procedure used by supervisors the world over. Whenever a problem is important enough, and the solution is not obvious; this technique can be applied to systematically determine the best approach to the problem.

The way to do use this technique is to go through each step, writing down your thoughts under each step, in sequence. What you write for the first step will for the basis for what you write in the next, and so on. Also, do not think that you must solve problems alone. A good supervisor appreciates that others know as much or even more about some things, and is willing to draw on that knowledge and experience. In fact, involving others in problem solving can also increase their commitment to the solution.

Step 1. Identifying the problem

Outline the problem briefly (write a few brief points or a paragraph. Consider the problem, and then determine your objective carefully. Write the objective clearly and using few words (only one sentence)

Step 2. Establishing the relevant facts

List the facts, and any assumptions you make from those facts separately (make 2 lists; one for facts, the other assumptions).

Step 3. Developing alternate courses of action

Be careful here as the cause of the problem must be dealt with in order to eliminate the problem. Focus on the cause, and then develop possible courses of action that will deal with eliminating the cause. Do not list possible actions unless they have a chance of eliminating the cause.

Step 4. Analysing alternatives and selecting an appropriate course of action

You must use imagination to compare the alternatives. And certainly, consult others. List all possible solutions (at least 5 normally) and write the advantages and disadvantages of each (Present this as a table or chart if you wish).

Step 5. Establishing a procedure for implementing the chosen course of action

Write down what you would do in order to implement the chosen course of action; when, where, how, etc.

Step 6. Establishing a procedure for following up on the course of action after review

Again, use your imagination, consider the alternative outcomes from implementing the chosen course of action; and beside each of the possible outcomes; write down any further action that should be taken. Example: One outcome might be that an employee resigns, in which case you may write down to employ a replacement; or alternatively you might choose to reorganise work and avoid replacing the person.

 

Stock Control

Stock control activities should involve the following:

Checking stock delivered against invoices - check for poor quality or damaged stock. A stock book/computer record or some other system should be operated where goods received, sold and reordered can be recorded so at any point in time you can know your current stock position. This should involve:

  • Recording cost, selling price, and quantity of all items received;
  • Conducting regular stock checks on all items in stock, and items sold;
  • Reordering to replace stock and recording what is reordered.

A good stock control system should take into account:

  • Fast and slow selling lines;
  • Seasonal changes in demand for lines;
  • Fads, where lines have temporary surges of popularity.

 

Materials Control

This is concerned with stock control in every sense. It involves ensuring that the right quantity and quality of material is available when and where required. At the same time, capital must not be tied up unduly, nor should there be undue loss from deterioration and obsolescence.

A good system of materials control requires:

  • Centralisation of purchasing under a buyer.
  • Departmental co-ordination in purchasing, inspecting, receiving, storing and issuing materials.
  • Simplifying and standardising wherever possible.Efficiency in storing in suitable accommodation, with safeguards against pilfering, deterioration, waste etc.
  • Planning and scheduling material requirements, and preferably control by budget.
  • Efficient stocktaking procedures and spot checks.
  • Perpetual inventory records.Accurate coding and classifying of stores, for example, bin cards.
  • Efficient accounting procedures.

An efficient purchaser/controller should ensure that the desired yield, in terms of weight and quality will be achieved from any new materials that are used. Simple examples include the drained weight of canned goods, net potato weight in a bag and net weight in terms of defective goods. This section of control comes under different departments in different organisation, but the aims are the same, whichever department is administering the control. Also the production department is directly involved.

Materials usage can be expressed in ratios or percentage terms for example, kitchen percentage or gross profit.


Career Opportunities

Study alone can never guarantee career success; but a good education is an important starting point.

Success in a career depends upon many things. A course like this is an excellent starting point because it provides a foundation for continued learning, and the means of understanding and dealing with issues you encounter in the workplace.

When you have completed an ACS course, you will have not only learnt about the subject, but you will have been prompted to start networking with experts in the discipline and shown how to approach problems that confront you in this field.

This and every other industry in today’s world is developing in unforeseen ways; and while that is unsettling for anyone who wants to be guaranteed a particular job at the end of a particular course; for others, this rapidly changing career environment is offering new and exciting opportunities almost every month.

If you want to do the best that you can in this industry, you need to recognise that the opportunities that confront you at the end of a course, are probably different to anything that has even been thought of when you commence a course.

 



Meet some of our academics

Gavin ColeGavin has over 20 years of industry experience in Psychology, Landscaping, Publishing, Writing and Education. Former operations manager for highly reputable Landscape firm, The Chelsea Gardener, before starting his own firm. Gavin has a B.Sc., Psych.Cert., M. Psych. Cert.Garden Design, MACA.
Lyn QuirkM.Prof.Ed.; Adv.Dip.Compl.Med (Naturopathy); Adv.Dip.Sports Therapy Over 30 years as Health Club Manager, Fitness Professional, Teacher, Coach and Business manager in health, fitness and leisure industries. As business owner and former department head for TAFE, she brings a wealth of skills and experience to her role as a tutor for ACS.
Christine ToddUniversity lecturer, businesswoman, photographer, consultant and sustainability expert; with over 40 years industry experience B.A., M.Plan.Prac., M.A.(Social). An expert in planning, with years of practical experience in permaculture.
Kate GibsonKate has 12 years experience as a marketing advisor and experience as a project manager. Kate has traveled and worked in a variety of locations including London, New Zealand and Australia. Kate has a B.Soc.Sc, Post-Grad. Dip. Org Behaviour (HR).


Check out our eBooks

Business OperationsExplore how to improve the management and profitability of an existing business. Businesses do not run themselves - goals need to be set and decisions need to be made in order to achieve business goals. This book talks you through all of the different aspects involved in running a business from finance and forecasting to staffing changes and legal issues. Six chapters cover the daily challenges of running a business, people, the law, finance, product management, and risk management. 73 pages
Event ManagementThe Event Management ebook is a complementary text for event management students or professionals working in the field. The ebook goes through the considerations and elements of an event and what needs to be organised when an event is in the planning stage.
Getting Work in a Modern WorldA realistic guide to getting a job or starting out in business. This is a must read; for students, parents, the unemployed, careers advisors or anyone interested in changing or forging a sustainable career.
Project ManagementLearn to manage any type of project, in any industry. Six chapters cover the nature and scope of project management, risk and uncertainty, maintaining control, interpersonal relationships, the end game, and golden rules. This is a very concise text - easy to follow, with much of the information presented in bulleted lists. 72 pages