Nature And Diversity Of Hospitality

Unit Code: L/601/1788  QCF level:5 Credit Value: 15


This unit will enable learners to gain an understanding of the and its constituent industries, including the range of job roles and employment possibilities.

Unit Abstract

Learners will explore the dynamic characteristics of hospitality, concentrating on current topical issues and future trends and developments, building a range of skills including research and the analysis of information, justification of ideas, evaluation and critical thinking.

This unit introduces learners to the scope, scale and diversity of hospitality. It establishes a framework for the industry, using agreed definitions and the Standard Industrial Classification of the industries that encompass hospitality. Centres and their learners may reasonably wish to adopt a national perspective for this unit; however, it is also important for learners to consider local and international aspects to gain a comprehensive and balanced view.


Nature And Diversity Of HospitalityLearners are expected to be knowledgeable about particular businesses, their names, brands and the industries with which they are associated. Learners will examine different forms of business ownership and structure. This will create an opportunity to research contemporary issues and recent developments affecting the industry. It will also allow learners to analyse and evaluate breaking news and unexpected developments.

Learners will investigate the nature and changing situation of hospitality staff. They will examine staff roles and responsibilities in a range of contexts and explore aspects of staff employment. The skills required to recognise and predict future trends and developments likely to affect hospitality operations and management will also be developed. The trends may have an internal industry focus or concentrate on external factors including legislation, political, technical, economic and environmental influences.

Learners will gain an awareness of the organisations and professional bodies associated with the hospitality industry.

Learning Outcomes

On successful completion of this unit a learner will:

  • LO1 Understand the current structure of the hospitality industry
  • LO2 Understand staffing in the hospitality industry
  • LO3 Understand recent developments affecting the hospitality
  • LO4 Be able to recognise potential trends and developments in hospitality.

LO1 Understand the current structure of the hospitality industry

Hospitality industry: hotels; restaurants; pubs, bars and nightclubs; contract foodservice providers; hospitality services; membership clubs and events; brands and businesses

Scale and scope: size; types of ownership; turnover; a percentage of Gross Domestic Product (GDP); purchasing power

Diversity: products and services eg food, drink, accommodation, conference and banqueting, leisure facilities; levels of service; customer base

Organisational structure: operational areas eg food preparation, food and beverage services, accommodation services, front of house services; functional eg human resources, finance, marketing, research and development, security, maintenance

Hospitality-related organisations and professional bodies: as current at the time of delivery, to include People 1st, British Hospitality Association, Institute of Hospitality, British Institute of Innkeepers, Springboard UK

LO2 Understand staffing in the hospitality industry

Staff types: functional specialists; operational; craft; skilled/semi-skilled/unskilled; supervisory; management; apprentices; management trainees; full time/part-time; casual; agency; foreign workers; volunteers

Hospitality industry: hotels; restaurants; pubs, bars and nightclubs; contract food service providers; hospitality services; membership clubs and events

Structures: hierarchy; teams; organisation structures; the number of employees; roles eg management, supervisor, craft/operative; responsibilities eg for junior staff, senior managers, team leaders, supervisors; career progression and employment opportunities; staff characteristics eg professional attitude, flexibility, interpersonal skills

Qualifications: types to include degrees, awards, certificates and diplomas, BTECs, NVQs; professional and specialist eg food safety, first-aid, licensees, door supervisor; qualification awarding organisations

LO3 Understand recent developments affecting the hospitality

Operational: developments eg standard operating procedures, food safety, service requirements/needs, levels of productivity, employee expectations, recruitment and retention, learning and development, flexible working, workforce competency, transferable competencies, socio-cultural issues, benchmarking, e-commerce, outsourcing services such as human resources, finance, security

Managerial: developments eg key players in the hospitality industry, international aspects, the impact of market forces, performance management, quality assurance and control, branding/re-branding, responding to niche markets, effective implementation of food safety management systems, green environmental issues, security, policy development, project management, relationships with education/training providers

Legislation and regulation: influence and impact of national and European legislation; compliance with legislation eg food safety, tips, minimum wage, working time directive, employment visas, licensing, entertainment, smoking, discrimination, employment protection

Image: popular perception; customer focus and culture; quality improvement; restaurant and hotel guides; kite-marking; media exposure; industry celebrities

LO4 Be able to recognise potential trends and developments in hospitality

Trends: wide variety eg food fashion trends, food miles, organics, local and seasonal produce, eating trends, entrepreneurial opportunities, boutique hotels, pub ownership, assessment centres, succession planning, work patterns and work-life balance, employee needs, e-recruitment, poaching of staff, market saturation, globalisation, technology and its applications, use of foreign language, the learning culture

Developments: wide variety eg competitors and competing sectors, improving/declining industries, hospitality portfolio management, the learning culture, reversal of existing trends, political stability, responding to external events/influences, public/private partnerships, takeovers and amalgamations, application of forecasting techniques, measuring success, new technology



This unit addresses a wide range of contemporary issues and links with other units in the programme. Tutors should seek to integrate this unit with others to underpin the relevance of the issues being studied. Programme teams must be careful to consider the overlap with other units. Many issues may occur naturally as part of other units, but the nature of this unit is to consider the contemporary aspects of these issues, which may not be explored thoroughly in mandatory units. Links

This unit links to the following Management NVQ units:

B2: Map the environment in which your organisation operates

B9: Develop the culture of your organisation

F9: Build your organisation’s understanding of its market and customers.

Essential Requirements

Local and national statistics are needed to support learners’ achievement of this unit. Directories, newspapers and local and national guides for the hospitality industry are also needed. Learners must be encouraged to read publications such as Caterer and Hotelkeeper and Hospitality on a regular basis to develop their awareness of the industry, including employment and contemporary issues, as well as specialist industry publications relating to the events industry.

Relevant DVD and case study examples focusing on aspects of the hospitality industry, such as jobs, employment and career opportunities as well as ‘reality TV’ programmes, are a relevant important resource.

 Employer Engagement And Vocational Contexts

For some learners, this could be their introduction to the hospitality industry. Therefore, the unit must be delivered to provide an objective, fair and balanced view of the industry. Emphasising the scope of exciting careers and employment opportunities are important. It can sometimes be easy to dwell on the negative aspects at the expense of the positive ones. If presented well, the unit can influence and promote learners’ choice of career and employment aspirations.

Links with industry are critical for the successful delivery of this unit. Visits to hospitality operations and presentations by visiting speakers will provide essential opportunities for debate and may offer suitable opportunities for local study. The employment experiences of learners must also be exploited to illustrate issues and validate the relevance of the unit.

Visiting exhibitions such as Hotelympia, The Food and Drink Show and The Event Show will enhance the delivery of the unit and will enable learners to make industry contacts and gather first-hand information.

Maddox Smith

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