The following rubrics are examples of how faculty within the Hotel, Restaurant, and Tourism Management faculty ensure that course assessment are clearly stated and are done so in a measurable fashion. As such, the following rubrics serve as a general guide as to how student learning activities are associated with university approved course learning objectives. Analysis of Strategic Management Plan 1. Management Plan Analysis Links to Course Objectives 1, 2, 5 Excellent Student performance in each assessment task is assessed according to these descriptors A. Assessment Tasks 2. 3. Paper Management Plan Interpretation & Representation 1, 3, 4 1, 2. 3. 5 4. Participation 1, 2, 5 B. Assessment Scale Good Theorizing Satisfactory Analytical and Interpretive Skills Students will demonstrate excellent ability in (pick out some text from the course objectives… Students will demonstrate proficient ability in… Descriptive Responses Students will demonstrate acceptable ability in… C. Assessment Method and Standards Statement Assessment Example #1 Evaluation of each student’s participation in the course will be based on the following rubric: Activities Restaurant Meal Plan Development Management Staffing Plan Cost Write-Ups & Analysis Marketing Plan 1 – Little or no evidence of preparation. 2 – Minimal, rote, or superficial preparation. 3 – Adequate and reflective approach in preparation. 4 – Highly developed and creative approach in preparation. Assessment Example #2 Assessment Tasks Performance Outcomes Review of Restaurant Operation Management Principles Management Practices 1. Meal Plan Development 2. Management Staffing Plan 3. Cost Write-Ups and Analysis Excellent (A+/A) Able to demonstrate an indepth understanding of concepts central to operating a restaurant 1. Has a clear command of the management process, and demonstrates this by referring to key concepts and practices. Good/Acceptable (B+/B-) Able to express a general understanding of restaurant management principles Fair (C+/C-) Able to identify management concepts but with conceptual and practical errors present Unsatisfactory 1. Can identify areas of inconsistency in management and production inefficiencies with reference to specific examples. 1. Little understanding of concepts and management practices. Unable to apply management concepts. 2. Demonstrates how to analyze staffing needs, coordination, and effective utilization of resources. 3. Clearly reasons how forecast and operational costs are framed and formed into sound management plan. 2. Interprets how practitioners carry out inquiry and the issues faced can make inferences about staffing implications 3. Shows an understanding of management practices but is slightly out of alignment with forecasted needs. 1. Can work ‘backwards’ by describing management strategies and decisions, but cannot clearly references these to practices. 2. Mostly relies on available staffing without regard to demand needs. 3. Displays a basic knowledge of restaurant management procedures and field implications. 3. Unable to discuss or express how lab-based research can be used in the field. Inability to articulate management theory and practices. 2. Shows little capacity to analyze and operational metrics relative to available staffing versus forecasted needs.