MATATAG K TO 10 CURRICULUM

School: DepEdClub.com Grade Level: 7

MATATAG Name of Teacher Learning Area: TLE
K to 10 Curriculum Teaching Dates and Time: DECEMBER 16 - 20, 2024 (WEEK 3) Quarter: Third
Weekly Lesson Log

I. CURRICULUM CONTENT, STANDARDS, AND LESSON COMPETENCIES

A. Content
The learners demonstrate an understanding of the fundamentals of the hospitality and tourism industry.
Standards

B. Performance
The learners apply skills in food preparation and services following safety precautions.
Standards

C. Learning Learning Competency

Competencies Examine the issues, challenges, trends, and innovations in the hospitality and tourism industry
and Objectives Learning objectives
At the end of the lesson, the students are expected to:
1. Define key terms related to issues, challenges, trends, and innovations in the hospitality and tourism industry.
2. Develop a strategic plan that addresses challenges and leverages trends and innovations.
3. Foster an attitude of adaptability in response to evolving trends and challenges in the dynamic hospitality and
tourism environment.

D. Content Issues in the Hospitality Industry

Challenges confronting the Hospitality Industry
Trends in the Hospitality Industry

E. Integration SDG 8: Decent work and Economic Growth: Addresses challenges related to fair employment practices, job creation,
and economic development within the hospitality and tourism sector.

II. LEARNING RESOURCES

Jin-Zhao, W., & Wang, J. (2009). Issues, Challenges, and Trends, that Facing Hospitality Industry. International Conference on Management
Science and Engineering, 3(4), 53–58. https://doi.org/10.3968/j.mse.1913035x20090304.006

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III. TEACHING AND LEARNING PROCEDURE NOTES TO TEACHERS

A. Activating Prior DAY 1 The teacher will distribute sticky

Knowledge notes and ask each student to
1. Short Review
write down one specific career or
Begin by revisiting key insights from the previous lesson on career and business
business opportunity they find
opportunities in the hotel and tourism industry. Ask students to share their
interesting within the industry.
reflections on the most appealing career paths discussed.
Have them place their sticky
Introduce the new lesson on "Issues, Challenges, Trends, and Innovations in the
notes on the board.
Hospitality and Tourism Industry." Discuss how industry challenges, trends, or
innovations may affect each career or business opportunity. Encourage students
to consider the evolving nature of their chosen paths.

2. Feedback (optional)

B. Establishing 1. Lesson Purpose Engage in a collaborative

Lesson Purpose Brainstorming Activity brainstorming session to explore
The class will be divided into four sections: Issues, Challenges, Trends, and and generate ideas related to the
Innovations. Then, the teacher will give the students sticky notes and will ask Issues, Challenges, Trends, and
them to generate ideas related to each category. Each participant should write Innovations in the Hospitality
down one idea per sticky note. Each small group will review the sticky notes and Tourism Industry.
within a specific category and cluster similar ideas together.
Let the sticky notes be posted
Each group presents their clustered ideas, explaining the rationale behind their until the end of the discussion
groupings. The teacher will facilitate a brief discussion after each presentation, so that they can review their
allowing for questions and additional insights from other participants. answers in the activity.

2. Unlocking Content Area Vocabulary

 Challenges - Difficulties or obstacles faced in the tourism industry, such as
economic uncertainties and sustainability demands.
 Innovations - Creative and new solutions, like advanced technologies and
eco-friendly practices, that improve and update the tourism experience.
 Issues - Concerns or problems within tourism, including overcrowding,
responsible behavior, and safety, requiring attention and solutions.
 Trend - Trend is a general direction into which something is changing,
developing, or veering toward. The term may also mean a fashion or
craze, i.e., a fad.

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C. Developing and TOPIC: Issues, Challenges, Trends, and Innovations in the hospitality
Deepening and tourism industry
Understanding
1. Explicitation
Top issues that will influence the global hospitality industry in the year ahead
include sustainable development calls for green hospitality, labor costs,
multicultural issues, and higher education. Challenges that face hospitality will
include operating issues, marketing issues, technological issues, and economic
issues. Identified ten key trends that, taken together, we believe will shape the
hospitality sector this year and for years to come including rapid growth in
vacation ownership, integration & globalization, and new management.

1. Issues in Hospitality Industry

1.1 Sustainable Development Calls for Green Hospitality
Going green is a white-hot issue in the hospitality-design industry. People are
beginning to look at sustainable solutions in a whole new way. The perception of
green has changed; it has gone from a fringe movement to mainstream.

As a sign of its sweeping popularity, one of the best-attended sessions at the recent
Lodging Conference in Phoenix was: “Going Green: Environmentally Profitable
Hotels.” Some of the pioneers of the green hospitality movement were to share
their challenges and triumphs in working toward a carbon-constrained future. The
basis of sustainable hospitality operation is a three-part balance, expressed as
“profits, people, and planet.” By taking those three elements into account, thus, a
sustainable green hospitality development program becomes economically viable,
as well as beneficial to the community and environment.

1.2 Labor Cost Issues

In 2005, labor expenses remained the largest single expense item for hospitality
managers, accounting for 44.6 percent of total operating costs. Consequently, any
trend or issue that could potentially impact labor costs must be taken seriously
by hospitality owners and managers alike. "Due to the magnitude of the expense,
labor costs and issues have always consumed a substantial portion of the time
and efforts of hospitality managers. Now, with news of union contract negotiations,
changes to immigration laws, and proposed legislation to increase the minimum
wage, hospitality managers are on edge.

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The cost of labor is the biggest expense in all categories of hotels. Even with the
advent of select service properties, hospitality developers cannot avoid the
human component of hospitality operations. While managing labor expenses is
important, hospitality managers are also aware that employees are an integral
part of the lodging experience. The interaction between hospitality guests and
employees has a dramatic impact on the customer experience and the success of
the business operation. Therefore, a fine balance must be drawn between cost
controls and guest satisfaction.

1.3 Multicultural Issues

The newest trends and topics surrounding hospitality research and development
are the management of multicultural talent and the political landscape affecting
the hospitality industry. Franchises are becoming the biggest industry in the
world, the success of franchises lies in the understanding of ownership, internal
and external customer- and workforce-related - and top legislative matters, and
insights into marketing and promoting. With the development of globalization,
multicultural issues are facing and disturbing industry operators.

Bringing the far corners of the world together is part and parcel of what the
hospitality sector does. Blending amenities to cater to the needs of the world’s
different cultures is central to the success of large, international hospitality
chains. Cultural issues have never before been such a crucial determinant of how
a large hospitality should operate. In some Asian cultures, for example, eye
contact is not sought, as it can make guests feel uncomfortable, while in Western
tradition it is equated with openness and honesty. This could be important in
defining how staff addresses themselves to certain Asian guests.

1.4 Higher Education

Tremendous changes are taking place in the hospitality industry which poses
several challenges for the transformation of the whole educational process
including educational curricula, learning materials, instructional practices, and
education stakeholders. Education systems and institutions must take the
challenges of the knowledge economy seriously. This would, however, include
restructuring the learning process to reflect the use of information in the real
world, changing the role of the educator from presenter of pre-packaged facts to

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facilitator of active learning, and transforming the library specialist to an active

collaborator in curriculum planning for effective use and availability of information
resources. Indeed, educators need to realize that teaching is not telling, that
learning is not absorbing, and that knowledge is not static and, in turn, reflects
these to their instruction mechanisms and student appraisal systems.

The new educational providers have risen to fill the undeniable demand for
open, flexible, distance, and life-long learning and include for-profit universities;
corporate universities (e.g. Accor University, Kellogg University, McDonald's
Hamburger University); virtual universities (such as Universities 21, a
collaboration project of Thomson Learning and Universities 21, Singapore and
University in the UK); and multinational organizations such as Microsoft, whose
primary business is not education but who control facilities central to it.

DAY 2
2. Challenges Confronting the Hospitality Industry
2.1 Operating Issues
2.1.1 Labor Shortages
Labor shortages and their impact on the industry in almost every geographic
location are consistently among the most difficult challenges noted by others.
In many communities, hospitality expansion is limited not by capital, but
rather by human resources. A shrinking labor force is the number one
challenge facing the global hospitality industry, according to the International
Society of Hospitality Consultants, which recently convened to brainstorm
world issues and rank them according to importance.

The problem of attracting and retaining qualified workers, once an issue only
in an isolated number of markets, is increasingly becoming a global challenge.
Demography, wage levels, failure to adequately address worker satisfaction,
and a reputation for long hours and low pay are all cited as contributing
factors. Creative hospitality professionals have begun to develop innovative
strategies for capturing and keeping high-quality workers.

2.1.2 Cost Containment

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Hospitals are increasingly challenged to find ways to reduce costs without

sacrificing the quality standards imposed to consistently meet guest
expectations. The idea of “doing more with le” requires managers to think
about ways to operate more effectively (in other words to “do the right things
in the right way”) and to examine possibilities for cost savings that will not
affect the guest’s perception of value.

2.1.3 Increased Competition

Hotels everywhere indicate that their community is overbuilt; there are too
many available hospitality rooms relative to the guests desiring to rent them.
The resulting competition, which often involves price cutting in efforts to
provide greater value to guests, reduces still further the profits generated.

A steep fall in occupancy ratio in the wake of the global slowdown and tight
competition among hospitality operators in a shrinking market has brought
down hospitality room rents drastically across the country. The competition
in Europe has resulted in low occupancies and as a result, the average room
rate has taken a beating of almost 30 percent in all major leisure markets.
Rooms are now sold not only for less but also bundled with packages, like
breakfast, airport transfers, or a day’s sightseeing. The competition calls for
innovation in the hospitality industry.

2.2 Marketing Issues

2.2.1 Market Segmentation and Overlapping Brands
Market segmentation is increasing as lodging chains focus on a specific niche
of travelers. Additionally, brands overlap. Some industry observers are
concerned that franchisers may expand their number of brands to the point
that investors who purchase from the same franchiser will be in direct
competition with themselves! Also, as the number of brands increases, the
ability of consumers to differentiate between them decreases.

2.2.2 Increased Guest Sophistication

Consumers have become more sophisticated and, as a result, so have the
types of products and services that they desire. Amenities, including business
centers, exercise and recreational facilities, and guest-room innovations,

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increase costs but, if not carefully selected, may not appeal to many guests
being served by a specific property.

2.3 Technological Issues

The challenges of keeping up with the fast pace of technology is difficult and
expensive.

2.3.1 Interactive Reservation Systems

Guests can now use the Internet’s interactive reservation systems, and
hospitality companies are sometimes criticized for the (alleged) large number
of keyboard clicks required to make a reservation.

The number of reservations made via the Internet continues to increase.

Surveys in the United States show that currently 20% of all reservations are
made through the Internet, and this percentage is increasing every year. With
such a high percentage of reservations done through the Internet, hospitality
cannot afford not to be connected. If the potential guest cannot book online, a
reservation will be made at the competitor's website.

2.3.2 Guest-room Innovations

Multiple telephone lines, interactive opportunities for ordering room service,
and guest-room check-out are examples of amenities that guests increasingly
desire, but that are very expensive to install and implement.

2.3.3 Data Mining

This technology allows marketing and sales personnel to find new ways to
use guest-related data. (Data mining: using technology to analyze guest and
other related data to make better marketing decisions.)

2.3.4 Yield Management

This computerized process allows managers to match guest demand with room
rates (high demand means higher rates because of lessened discounts; low
demand results in higher discounts.) (yield management: demand forecasting
systems designed to maximize revenue by holding rates high during times of
high guest-room demand and by decreasing room rates during times of lower
guest-room demand). Yield management is critical to maximizing a

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hospitality’s profitability. The concept is applied to every revenue department

and across departments. The yield manager's job is to maximize the revenue
per available room by selling rooms to the right customers, at the right price,
at the right time.

2.4 Economic Issues

2.4. 1 Dependence upon the Nation’s Economy
When the nation’s economy is good, business travel generally increases.
Hospitality occupancy rates and rack rates increase, which results in higher
profit levels. The reverse is also true: business travel slows when the economy
slows. Then occupancy and rack rates decrease. Discounts to increase
occupancy are offered, which yield lower revenues and profit decreases.

2.4.2 Globalization
Globalization impacts the lodging industry dramatically because it influences
the extent to which people travel both within the country and around the
world. Therefore, it is not only the economy of the nation but also the
economies of individual countries, that play an increasingly larger role in the
financial success of lodging properties.

To compete, they must pay closer attention to the trends of globalization.

The industry must reflect the requirements of the global village in many
aspects of its operations, including food, services, amenities, staffing policies,
and training.

DAY 2

3. Trends in Hospitality Industry

3.1 Rapid Growth in Vacation Ownership
Vacation ownership is the fastest-growing segment of the lodging industry
and is likely to continue growing as the baby boomers enter their fifties and
sixties in the U.S.A. The World Tourism Organization has called timeshares
one of the fastest-growing sectors of the travel and tourism industry.
Hospitality companies are adding brand power to the concept with
corporations like Marriott Vacation Club International, the Walt Disney
Company, Hilton
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Hotels, Hyatt Hotels, Promus’ Embassy Suites, Inter-Continental, and ever

Four Seasons participating in an industry that has grown rapidly in recent
years.

Resort Condominiums International (RCI), the largest vacation ownership

exchange (that allows members to exchange vacations with other locations),
has more than 2.8 million-member families living in 200 countries. Three
thousand seven hundred participating resorts and members can exchange
vacation intervals for vacations at any participating resort. North America
remains the global leader with nearly half of all the participating resorts and
more than 2 million owners. Europe is second with approximately 22 percent
of owners worldwide and more than 1,000 resorts. Timeshare resorts are
found around the globe in popular vacation areas near beaches, rivers, lakes,
and mountains, and even in major cities.

3.2 Integration & Globalization

Vertical integration is a trend that began a few years ago. Lodging companies
realized that guests’ accommodation needs were not just at one level; rather,
they seemed to vary by price and facilities/amenities. Almost all major
lodging companies now have properties in each segment of the market.

The future of the lodging industry involves globalization. Companies cannot

grow unless they venture beyond the United States. American hospitality
chains and their management techniques were in demand by many developing
countries that wanted premium-name hotels. An extensive survey of the
condition of the hospitality would have shown that substantial amounts of
money would be necessary to maintain the hospitality’s condition. The
hospitality industry is thus at the very core of the globalization of international
business. Hospitality companies therefore need to consider the implications of
the global context in which they operate and must be prepared to address the
questions that arise from this changing environment. Globalization will
ultimately touch virtually all aspects of the hospitality industry. Increasingly,
customers, management processes, employees, products, and sources of
capital will be competed for and will move across national boundaries.
Competition in the future will come from global entities with the advantages
that globalization brings.

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3.3 New Management

The complex forces of capacity control, safety and security, capital movement,
and technology issues will require a future management cadre that is able to
adapt to rapid-paced change across all the traditional functions of
management.

The growing complexity of customer/employee interaction, driven by

technology and the information age, will shape human resources needs in the
future. The customer, armed with more information, will expect frontline and
other hospitality staff to be at least as knowledgeable about the firm’s offerings
as they are themselves. This will be difficult in an industry characterized by
low-skilled, low-paid personnel and a high degree of cultural and behavioral Let them summarize the group
diversity among its employees. Visioning the future: major forces driving answers and present them to
change in the hospitality industry’ considers seven areas decisive to the future the class.
development of the industry. Each is examined to determine the scope and
complexity of the issue and the timing of its impact. That is assets and capital,
health and safety, new management, marketing, distribution and capacity
management, technology, sustainable development, and social issues.
The teacher may let the learners
2. Worked Example
continue this activity after the
At the end of the discussion, group the student in a small group and let them
class session; the presentation
answer and share their answers with their group.
will be done the next day.
 In your opinion, which specific challenge or trend discussed in the industry
holds the greatest impact and importance? Why?
 Why is it important to keep up with the latest Hospitality trends? DAY 4 - Presentation

DAY 3-4

3. Lesson Activity: Interactive Strategic Planning Workshop

(See worksheet #1 for the activity which students will accomplish.)
Directions: Develop a strategic plan for this class and begin by comprehensively V. Synthesis/Extended
Practice/Differentiation (if
analyzing the challenges faced based on the discussion. Identify key trends and
needed):
innovations in the field, drawing on both current literature and real-world
• Conclude this activity with a
examples. debrief session, discussing the

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Suggest one innovative solution or strategy to address a challenge identified challenges faced, lessons
earlier. Provide a concise explanation of the proposed innovation and consider its learned, and insights gained.
potential benefits. Consider the long-term implications of your plan and its • Emphasize the practical
adaptability to changing circumstances. application of strategic
planning concepts and how
Your plan should be dynamic, reflecting both an understanding of current students can transfer these
challenges and the flexibility to embrace evolving trends. Present your strategic skills to their professional
plan using visual aids, to facilitate clear communication. contexts.

D. Making 1. Learners’ Takeaways

Generalizations Relate the issues, challenges, trends, and innovations discussed to a specific Post this question to the class
career or business opportunity in the hospitality and tourism industry. Briefly and let them ponder
explain how an understanding of these dynamics can inform decisions in that
career path.
2. Reflection on Learning
The students will accomplish the weekly reflection log.

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IV. EVALUATING LEARNING: FORMATIVE ASSESSMENT AND TEACHER’S REFLECTION NOTES TO TEACHERS

A. Evaluating DAY 4 The teacher will give each

Learning student a paper for their exit
1. Formative Assessment
card. Let the students write what
Exit Card Instructions:
they have learned in the
Reflect: Briefly reflect on today's lesson.
discussion. Encourage them to
Understand: What concept or idea was most challenging for you today?
ask questions related to the
Ask Questions: Write down any questions you have about today's lesson.
lesson and answer at the next
2. Homework (Optional) meeting.

B. Teacher’s Note observations on The teacher may take note of

Remarks any of the following Effective Practices Problems Encountered some observations related to the
areas: effective practices and problems
encountered after utilizing the
strategies explored different strategies, materials
used, learner engagement and
materials used
other related stuff.
learner engagement/
interaction Teachers may also suggest ways
to improve the different activities
others explored/ lesson exemplar.

C. Teacher’s Reflection guide or prompt can be on: Teacher’s reflection in every

Reflection ▪ principles behind the teaching lesson conducted/ facilitated is
What principles and beliefs informed my lesson? essential and necessary to
Why did I teach the lesson the way I did? improve practice. You may also
consider this as an input for the
▪ students LAC/Collab sessions.
What roles did my students play in my lesson?
What did my students learn? How did they learn?
▪ ways forward
What could I have done differently?
What can I explore in the next lesson?

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