Global Digital Store – Ebooks and Softwares

Tag: Jeffrey

  • Effective Restaurant Training Techniques: Jump-Start Your Training Program Today

    [ad_1]

    I have seen different types of training techniques for restaurant staff. Some restaurants send new hires to their corporate training school; others hire experienced staff thinking they already know how to work that position. I think all new staff members should receive quality training regardless of previous experience.

    Each role in a restaurant is important for the restaurant’s success!

    Management must be able to work in every position. Their knowledge of each job is vital. Managers must step into those other roles to maintain customer service. Some reasons could be if there is a call-out, or if the sales are higher than projected.

    If people tell you that managing a restaurant is easy, they are dead wrong. In-fact it is the most difficult position in the restaurant. Running a restaurant is challenging; management needs to be able to multitask, give direction, and follow-up on that direction. Managers must be able to retain large amounts of information and make quick decisions and be ready to step into any position.

    Managers are not born to run a restaurant; they are developed into that position. The same goes for the rest of the staff. Train the management staff, then the trainers. Management will oversee the trainers as they train the rest of the staff.

    The most effective restaurant training techniques are:

    • Show-Do-Review: The trainer shows the staff member how to do the task. Then the trainer observes the trainee actually doing the task. After completion, they review the task together and the trainer gives feedback to the new hire. The Show-Do-Review technique is especially effective in learning recipes, kitchen duties, cleaning tasks, or service tasks.

    • The Memory Game: Once the new hire has some understanding of their new job, the trainer shadows the staff member and helps the new hire remember different key components of the job. Periodically the trainer will ask the trainee a question. If the trainee does not answer the question correctly, then the trainer will provide the answer. The trainer will continually repeat the question all throughout the day or night until the trainee answers it correctly. The purpose of the exercise is getting the staff member to retain the information. The Memory Game can be used to remember important food time and temperature, menu and recipe knowledge, service steps, or even manager responsibilities.

    • Role-Playing: Role-playing is one of the most effective training techniques to use in creating top-notch performers. Existing staff members and new hires experience real life situations and “learn by doing”. The trainees will experience “real life” situations in a simulated and controlled environment. This technique allows the trainer to evaluate the trainee’s strengths and areas to improve. This also helps to develop an action plan so that the trainee can overcome any obstacles to their success. “Practice make perfect.” This technique allows the employees to see different perspectives, build confidence, and form good habits. The trainer will observe the role-playing and my correct the staff members periodically to ensure they on the right path. Role-playing is a great technique for service staff and managers to learn the proper way to handle customer questions or complaints, how to approach a table, and the steps of service.

    • Shadowing: The trainee shadows the trainer, and the trainer shows the trainee the correct procedures in completing the assigned task. The trainer should ask open-ended questions in reference to the task. Once the trainee is more comfortable, then the trainer will shadow the employee. Communication between the staff members is crucial in developing the trainees. Shadowing could be used for nearly any role, especially on the first days and last days of training.

    Once the trainer evaluates the staff member and determines that the employee has mastered that position, then that person is ready to work independently.

    Management should observe or be involved in the training process to ensure that employee is receiving quality training. The general manager/owner oversees the managers. The general manager/owner may have the final say in whether a new employee is ready to work solo.

    Utilize any tool available to help achieve the training goals. During the training process using feedback or assessment forms can help track the quality of the training. Documenting the progress of the training and reviewing it with the employee will help the employee to know your expectations. It also gives you a paper trail of that particular employees training.

    Using a variety of training techniques for your restaurant is useful in getting all your staff on the same page. It also is more interesting than sitting down with someone and reading a scripted presentation. It will help you retain staff, because too many people are thrown into their jobs without the proper training and get frustrated and quit. Having a training program that is easy and effective is important in your restaurant’s success.

    [ad_2]

    Source by Jeffrey Schim

    Views: 0

  • Social Entrepreneurship – Now is the Time

    [ad_1]

    Social entrepreneurship is a major area of interest in many social and civic organizations and has a significant impact on many areas of society. During the past decade economic resources have become more difficult to acquire and society has continued to exhibit economic and cultural decline. Concurrently, communities are in need of initiatives that will enhance their financial viability and programs that will enhance the overall viability of the population.

    Social entrepreneurship initiatives are ventures that can serve as a method of increasing the social value of a community, organization or cause while enhancing the financial viability of a not-for-profit organization. With this being stated, social entrepreneurship has been defined in different ways by many different theorists. Gary McPherson, Executive Administrator of the Canada Centre for Social Entrepreneurship, states that social entrepreneurship involves various individuals working toward meeting social and economic goals simultaneously; while Bill Drayton, CEO of Ashoka, defines social entrepreneurship as a term coined to describe “individuals who combine the pragmatic and results oriented methods of a business entrepreneur with the goals of social reform.”

    A more basic definition of social entrepreneurship states that it is “the process of using entrepreneurial and business skills to create innovative approaches to social problems.” Therefore, it is a methodology that is presently being used to resolve community and societal concerns globally. Social entrepreneurship as an area of specialized entrepreneurship is not defined by the same titling in every culture. For example, in Latin America countries social entrepreneurship initiatives are referred to as “Micro Enterprise.” In India the same program would be identified as a “Social Mission.” Though termed differently in various regions, social entrepreneurship initiatives are being implemented to solve specific societal and community concerns by focusing on the needs and resource availability within specific geographic regions.

    Social Entrepreneurship in Education Throughout the United States, many top tertiary level academic institutions are enhancing their business programs by including a curriculum that caters to the study of social entrepreneurship. In 2003, the Center for Responsible Business was launched on the University of California Berkley Campus. This subsidiary of the Haas School of Business was implemented with the intent of training students to be more principled and socially responsible members of society through attending “the preeminent educational institution in area of Corporate Social Responsibility.” Stanford University also has established a Center for Social Innovation as a part of its graduate school of business. This center was founded with the mission to “build and strengthen the capacity of individuals and organizations to develop innovative solutions to social problems for a more just, sustainable and healthy world.”

    In 1993, Harvard Business School started its social enterprise program with its mission of “generating and sharing knowledge to help individuals and organizations to create social value in the not-for-profit, private and public sectors,” and the University of Miami has refocused its business school curriculum to include coursework in the areas of ethical-decision making, social entrepreneurship and community engagement with the primary focus being to expose students to various areas of civic engagement while concurrently teaching them leadership and team building skills.

    Tertiary level institutions, including Duke, which has established a Center for the Advancement of Social Entrepreneurship as part of its Fuqua School of Business, and Columbia University where the research initiative on social entrepreneurship is embedded in its school of business, have also made strides to enhance the study and education of those seeking to venture into areas of social entrepreneurship and social venture implementation. The Association to Advance Collegiate Schools of Business-International (AACSB – International) has identified over twenty-four tertiary level institutions that have included social entrepreneurship as a part of their business college and or business curriculums.

    With social entrepreneurship being perceived by many as a new way of stimulating social change, Idee Winfield believes that the implementation of community-focused service learning projects is the first step in exposing youth to the various attributes associated with social entrepreneurship. Through community involvement, youth will begin to visualize and experience the various social issues within their community and envision ways to solve these problems. Winfield states that social entrepreneurship should be promoted in primary and secondary education, and coursework should be adjusted to allow students to “see how abstract socially focused concepts can have real world applicability.” Jeffrey Soderborg, a member of the Kauffman Center for Entrepreneurial Leadership Clearinghouse on Entrepreneurship Education, is also an ardent proponent of social venture education who believes that social entrepreneurship would be more readily accepted if youth were exposed to information expounding the laurels of these initiatives during their primary and secondary academic years.

    As youth expand their horizons through the establishment of entrepreneurial efforts, knowledge and exposure to information about the process involved in the establishment of entrepreneurial business effectively plays a major role in the rate at which business entities are established. A study focusing on entrepreneurial interests among black youth ages 14 to 19 identified that 75% of the youth surveyed had interest in becoming entrepreneur. The study also found that these minority youth believed that more information about entrepreneurship should be presented through their schools. They also believed that entrepreneurs have a responsibility to reinvest in their community.

    Corporate Social Responsibility

    Personal values often serve as the justification for entrepreneurs to focus organizational efforts on socially focused ventures. The organizational decision to forgo pursuing financial gain with the intent of using the corporations’ profit resources to enhance a community is often referred to corporate social entrepreneurship. Corporate Social Entrepreneur (CSE) is a term used to describe corporate initiatives whose primary focus is to enhance a social concern and whose secondary focus is financial gain. The corporate social entrepreneur differs from the financial profit seeking entrepreneur in the area of decisions made that affect the community and environment in which their organization functions. Research identified that in corporate social entrepreneurship business acumen serves as a factor in the success or failure of social venture initiative implementation. Research identifies that success factors associated with the implementation of social responsibility initiatives were linked to whether the entrepreneur exhibits behavior that is moral, amoral or immoral.

    The amoral entrepreneur would pursue initiatives only if they were deemed acceptable by the organization as a whole. The immoral entrepreneur implements initiatives based on what can be potentially gained for self as well as for the stakeholders, while the moral entrepreneur would pursue social responsibility initiatives based on what was in the best interest of the organization. Individuals identified as corporate social entrepreneurs are individuals who are more active in community activities and are actively involved in social responsibility efforts. Corporate social entrepreneurs also are more likely to implement social responsibility initiatives based on an organization’s long term objectives.

    While many corporations are looking for ways to increase their social responsibility efforts, in some regions corporate responsibility efforts are not progressing. A policy paper, “Corporate Social Responsibility in Latin America and the Caribbean,” documented that corporate social responsibility activity in this region has “stalled.” The reason for stagnation in this region is “minimal government involvement” and the lack of “private sector involvement.” It was also identified that initiatives to implement programs focusing on social responsibility are often initiated outside of the market, and then subsequently not embraced by stakeholders who reside within this geographic region.

    Corporations are continually looking for ways to increase corporate advantage through their social responsibility efforts. While proponents of corporate social responsibility believe that corporations are obligated morally to engage in efforts to enhance social, community and environmental concerns, many stakeholders believe that social involvement should only be initiated if the efforts are going to strengthen the organization’s image, brand, moral or stock value. With this in mind, corporations have separated social issues into specific categories.

    These categories are social concerns that are general, social concerns that are value chain based and concerns that focus on social dimensions of competitive contrast. Generic social issues are identified as social concerns that do not directly affect the company’s operation and do not have an effect on a company’s competitive advantage. Corporations are least likely to get involved or invest in projects that focus in these areas because they will not receive a high value of return on their involvement. Value Chain Social Impact issues can significantly affect a company’s operation and can have an impact on the way a company conducts business. Corporations are more likely to be involved in value chain concerns, but only after conducting due diligence studies to ensure that a return on investment will be achieved over time.

    Social issues that affect a company’s financial profitability or serve to enhance or increase a company’s competitive edge are likely to be areas that a company will invest in because of the direct impact that these initiatives will have on the company’s overall viability and stability. An example of a social dimension projects is General Electric’s investment in under-performing high schools throughout the country. General Electric believes that through investing financial and professional resources in under-performing high schools in areas where they have substantial financial investment, they are investing in enhancing a community, as well as directly increasing their future employment prospects.

    Whole Foods Market is an organization that has taken control of its social value position through purchasing products from local farmers. Also, Whole Foods maintains strict controls over all of the products produced and sold in all of its locations. They even have extended their social and ecological efforts through offsetting the use of in-store electricity with the installation of wind conversion generators, converting their trucks to operate on bio-fuel and trucking spoiled produce to regionally located compost sites. Though the investments in these technologies may be costly at the onset, the long term financial, civic and market exposure benefits far exceed any initial costs incurred.

    In the area of corporate philanthropy many corporations are at a loss. They continue to be involved in the conflict between philanthropic giving and investor requests for increased profits. For this reason many corporations engage in context-giving programs. Context-giving programs are programs that are defined as allotting resources to specific projects that will enhance the community while simultaneously enhancing the corporation.

    Examples of context-giving initiatives include the Cisco System Networking Academy, which trains computer network administrators and provides job opportunities to those who complete the program; the DreamWorks SKG film production program that trains low-income individuals in occupations that are needed in the film and entertainment industry; and American Express Travel and Tourism Academy which trains high school youth for careers in the hospitality and tourism industry. Corporations that invest in corporate-giving social venture programs are concurrently gaining positive return on their social investment, improving the economic climate of the communities where they are located and gaining positive exposure for their organizations.

    At times social ventures do not have the intended impact on the community. A study focusing on the impact of community focused business ventures found that businesses started with the intent of enhancing a community often lose focus by becoming focused on profitability and competition. Competition and self-focused motivators were identified to be factors that played an additional role in the impact and economic role that entrepreneurial ventures have in community settings.

    While many foundations, trusts and philanthropic organizations, accumulate and distribute resources with the intent of providing services to enhance specific community or social causes, many of these organizations are looking for ways to gain public exposure for their efforts. Organizations also attempt to leverage their gifting efforts through seeking not-for-profit organizations that are willing match the funding received. The success of funded programs is evaluated through performance outcomes and indicators, and through promoting the organization’s work through success stories provided by program clients. These methods are viable ways for funding agencies to acquire value and exposure through their philanthropic efforts and simultaneously continue their efforts to enhance the communities in which they invest.

    With the social philanthropic efforts of Warren Buffet and Bill Gates gaining a high degree of attention, and many leaders engaging in activities to promote social advocacy, corporations are seeking ways to also gain exposure with social entrepreneurship. Social entrepreneurship from the corporate perspective can be defined as corporate social initiatives used by a corporate entity as vehicle to show support for social causes. In recent years, many Fortune 500 companies have implemented social ventures with the intent of enhancing their corporate image through providing funding for various social causes.

    McDonald’s is one such company that has funded social causes for many years. McDonald’s primary social venture is the Ronald McDonald House Charities. The Ronald McDonald House provides lodging for the families of adolescents, ranging in age from birth to 18, who are receiving critical care for illness in communities that are away from their community of residence. The Ronald McDonald House allows families to reside in these temporary living facilities throughout the child’s period of treatment at no charge.

    The Federal Express Corporation also funds programs focused on the implementation of socially responsible programs. FedEx is a supporter of St. Jude’s Children’s Hospital and has been acknowledged by Reader’s Digest as one of “Americas Best Charity Minded Corporation.” Federal Express has also been recognized for providing funding for numerous community and civic organizations, including March of Dimes, Heart to Heart organization, an organization that focuses on delivering food and health resources globally, the United Way and the National Civil Rights Museum. These are just a few of the charitable initiatives that allow Federal Express to present itself as a socially conscious organization.

    Virgin Mobile has partnered with Youth Noise, a not-for-profit organization that brings youth together for networking and brainstorming opportunities, and Stand Up for Kids, the largest all volunteer not-for-profit organizations in the United States, to implement an initiative to expand its corporate social responsibility activities. The project involves recording artists donating ring tones to Virgin Mobile and through partnership agreements, 5% of the proceeds received through ring tone sales are donated to various “Virgin Mobile Charity Partners.” This initiative, established in June 2006, is being positioned to raise over $250,000 annually.

    For social ventures to gain global acceptance, corporations need to become involved in ventures that allow employees and consumers to see the social, community and external benefit of these ventures. This process is identified in countries south of the United States, where the concept of social responsibility is one that has been embraced by many but implemented by few. Many government organizations expect non-government, or private organizations to take responsibility for ensuring the stability and longevity of the resources throughout this region while the private sector is looking toward government agencies for intervention.

    [ad_2]

    Source by Paul Van Putten

    Views: 0

  • Jeffrey Archer’s "Old Love" Redefines Love Story

    [ad_1]

    The “Old Love” of Jeffrey Archer is a unique amorous tale between two brilliant students of English literature from Oxford. Archer makes an exploration of the theme of love from a completely unusual standpoint. The rendition is fiercely honest while he portrays a chronic sense of envy and rivalry between two sworn arch-rivals in the Oxford University: William Hatchard and Philippa Jameson. Initially, their aggressive competition unsettles their tutor Simon Jakes. In their constant intellectual debates, Philippa confronted the deep, confident voice of William with her high-heeled boldness. The mutual hatred was absolute. Their sharply perceptive and analytical mind refused to be submissive to each other. Indeed, this fierce sense of competition enabled them to outshine everyone else in the field. Given the background of 1930’s she, to him, was “that silly woman” and he “that arrogant man”. Yet strange is the way of destiny that an unusual love story should blossom between the bitterest of academic rivals!

    This rivalry assumed an unpalatable intensity when both excelled as toppers in their final degree exam. The Charles Oldham Shakespeare’s essay writing competition fed fat to this fire of passionate jealousy and became a life and death question for each to defeat the other.There were liberal exchanges of scornful remarks between the two to play each other down. However, things took a dramatic turn when William unwittingly discovered about the death of Philippa’s father (who was a Vicar) from cancer, and also, his secret dream to let his daughter study in Oxford and win the Charles Oldham award. The sight of silent sobbing of his proud and powerful adversary stirred up a sudden feelings of empathy in his guts. He got over his tentative doubts and offered to accompany her to her village for the burial ceremony. They held hand for the first time and discovered the new bond of friendship as they started their journey to her village. They communicated with each other spontaneously while returning to Oxford which bounces Philippa back to her normal competitive spirit. She slowly discovers the growth of her new found intense attraction for William. The latter secretly enjoys this interesting conversion in the Vicar’s daughter.

    The transformation of hatred into love has always been a captivating subject in itself, and Archer makes the situation entertaining with the employment of sparkling wit in their conversation. They make a visit to Stratford and have meals together. But their first date was far from usual: it is a unique blend of warmth and intellectual antagonism! If this instinctive antagonism triggered a strong sense of hatred before, now it drew them closer. In fact, this killer instinct became a delirious source of entertainment for both. Archer makes the reader question if intense hatred could indeed be an expression of hidden attraction?

    Anyway, the situation takes a quirky turn while returning from Stratford. On their way back to Oxford, Phillipa and William had to spend the night in a car as the petrol gauge showed empty. The former obviously did not miss the chance of expressing her doubt about the cerebral power of a person who couldn’t even read a petrol gauge! The day next William gave her the reason why he let the car run out of petrol: He said with a rare sense of humor: “My father told me if I spent the night with a barmaid then I should simply order an extra pint of beer, but if I spent the night with the vicar’s daughter, I would have to marry her.” He came down on his knees and said,” Will you marry me if I win the Charles Oldham?” Philippa answered that “as there is absolutely no fear of that happening I can safely say, yes… ” When William declared his love for her she told him not to show his face in Somerville again if he failed to win Charles Oldham. The readers wonder if the writer reveals Philippa’s secret wish that she could marry himeven at the cost of losing Charles Oldham! Otherwise why would tears come to Philippa’s eyes when a girl informed her that she had won? It was a moment of crisis for her because between the conflicting emotion of ambition and love in her heart, the latter had won and for once the proud girl confessed, “I do love nothing in the world so well as you; is that not strange?”

    However, when she discovered that William was a joint winner, her puckish spirit returned as she said ” I take thee for pity” to which William replied ” I yield upon great persuasion… ” They were locked in a passionate embrace, and after that, they were never apart for more than a few hours. Strangely, their honeymoon in Athens ended up in a heated argument over the relative significance of Doric and Ionic architecture!

    Later in life, this constant battle of wit prevented their romance from dwindling into boredom and banality. Their serious research works and creative activities, though on different fields, kept them deeply connected. After three years, “with well-received D. Phils”, they moved on, in tandem, to college teaching. But their fierce encounters continued and their sharp wit at each other’s expense would flash across the dinner tables at Oxford. However, those who understood their love felt envious of their unique relationship! They were childless yet their life was not tasteless.

    Returning home after the celebration dinner (being declared the Joint Professor), their heated argument over Proust’s monumental work took such an intimidating turn, that a policeman, nearby, asked Philippa “Is everything all right madam?” “No, it is not”, William declared “this woman has been attacking me for over 30 years, and to date the police have done deplorably little to protect me”. Yet, beneath this apparent antagonism, their bond continued to grow stronger with each passing year. Interestingly, their intense love was inseparable from their zealous intellectual antagonism which lent a peculiar aura to their relationship. When Philippa was made the Dame of the British Empire, William referred to her as an “Old Dame” he had to live with now. It is this bitter-sweet flavor of their love which defines their marriage.

    The most irritable habit of Philippa to William was her determination each morning to complete “The Times” crossword before he arrived at the breakfast table. One fine morning in June, William, studying the clue, filled in the eight boxes left incomplete by Philippa. Philippa’s instantly retorted that there was no such word. To the delight of Philippa the word “Whym Wham” could not be found in the shorter Oxford Dictionary. William assured her that the word could be found in OED on his desk, made for scholars like him. William left the breakfast table with sharp comments on Philippa’s limited command of English language and that she will have to eat a humble pie at Somerville’s Gaudy Feast as she reads the collected works of John Skelton…

    William left with a sigh, kissing his wife on her cheek, wishing he had lost Charles Oldham. Philippa replied that he did indeed because it was highly inappropriate during those days to declare a woman as the sole winner! Having closed the front door, as she entered the kitchen, Dame Philippa suddenly suffered her lone heart attack. She called out to William hoarsely but in vain. The news of her death was conveyed and the story ends with a note of dark humor in the suicidal note of Sir William (who shot himself with his pistol): “Forgive me, but I had to let her know”. There was the volume of the work of John Skelton held open in one of his hand with the word “Whym Wham” underlined neatly, his fingers stiff and cold around it. Such weird ending, subtly hints at the essence of special relationship this couple shared so that they rise above the great marriage vow “TILL DEATH DO US PART.” Archer’s love story excels because death could not part Sir William and Dame Philippa! Even while following his wife to her grave, William felt the need to camouflage the inseparable bond they shared, and the insufferable loneliness he would feel without her… he does it with a wry sense of humor!

    [ad_2]

    Source by Mandira Mazumder

    Views: 0