EOC Wk5: Stolen Valor

Quote, “The Stolen Valor Act of 2005, signed into law by President George W. Bush on December 20, 2006,[1] is a U.S. law that broadens the provisions of previous U.S. law addressing the unauthorized wear, manufacture, sale or claim (either written or oral) of any military decorations and medals. It is a federal misdemeanor offense, which carries a punishment of imprisonment for no more than 1 year and/or a fine; the scope previously covered only the Medal of Honor.” (http://en.wikipedia.org/wiki/Stolen_Valor_Act_of_2005)

Its grueling to know that there are so many people who state they fought for our country and falsified their involvement. The ethics of our country has all been lost throughout the ages. If people would focus their effort on other things than falsifying allegations on serving in the military and trying to reap the benefits or in other words stealing benefits from a true hero just to pretend they served our country. Quote, “On July 16, 2010, a federal judge in Denver ruled the Stolen Valor Act is "facially unconstitutional" because it violates free speech and dismissed the criminal case against Strandlof who lied about being an Iraq war veteran.”

If one has to lie about what they have or, in this case have not done is un-ethical behavior and should be punished for such acts. How do you tell those solders that the metals they earn are just pieces of metal that anyone can buy, and that it no longer means anything at all.

Quote,”There is a similar case in California under appeal, USA v. Xavier Alvarez, case No. 08-50345 in the 9th U.S. Court of Appeals.[23] This case was decided on August 17, 2010, when the panel also ruled the Stolen Valor Act unconstitutional.[24] The federal appeals court panel in California says people have a right to lie about receiving military medals. Specifically, in the 2 - 1 decision, the majority said there's no evidence that such lies harm anybody, and there's no compelling reason for the government to ban such lies. (http://en.wikipedia.org/wiki/Stolen_Valor_Act_of_2005 - cite_note-24)

Analyze Your Own Job

1. What is the job title? Does the title explain what the job is? If not, what title would offer a better explanation?
a. Job title: Chef Tournant –Guy Savoy – Caesars Palace; In charge of all bread production.

2. How does the job fit in with the rest of the company? What jobs are comparable? Is the wage/salary comparable to other jobs within the company? Within the industry? Use reference materials (Library, Internet) to justify your answer.
a. It’s part of the daily operation if the franchise. Without it the company would have to rely on vendors to supply daily fresh goods.

3. What is the chain of command? To whom does the person with this job report to? Is this person responsible for monitoring the work of others? Describe the internal and external contacts of the person holding this position.
a. You report to the Executive Chef. He has all contact with all vendors, and top Executive Chef’s in the surounding area.

4. What duties and tasks does the person holding this job perform? What are the physical requirements of the job?
a. Assign, in detail, specific duties to all employees under supervision to ensure efficient kitchen operation. Train and supervise kitchen staff in proper preparation of menu items. Assist in preparation of food items according to standard recipes and/or as specified on guest check to ensure consistency of product. Monitor and enforce compliance with regulations regarding receiving, storage, and rotation of food products. Adhere to cost and quality control procedures. Provide clear direction to staff, through verbal and written instructions. Monitor dispersion of work assignments and adjust staff accordingly. Supervise staff to include training, counseling, and discipline. Recommend policies, procedures, and training to provide enhanced service and increase productivity. Monitor and control food costs through ordering and inventory control. Maintain cleanliness of work station to hotel standards. Report any equipment in need of repair or service to the chef and engineering.

b. Requirements of job: Knowledge and experience to handle all culinary facets of running a restaurant.

5. What tools and equipment are required for this job? Including any computer equipment.
a. All equipment associated with running a restaurant / bake shop, and computer skills in, Stratton Warren, Time Works, Microsoft Word and Excel. Culinary Management degree required.

6. Describe the baseline knowledge, skills, and abilities necessary to perform this job.
a. Knowledge and experience to handle all culinary facets of running a restaurant. Two years in a chef Tournant position or similar title. Must have culinary management experience. Must be able to accommodate flexible work schedule. Ability to work any station in the kitchen.

(http://harrahs.hodesiq.com/harrahsiq/job_detail.asp?jobID=2156623&user_id=)

EOC wk4: Mini-Case Study, Bob Borich

1.     What advice would you give Bob Borich?

a.     I would start by telling Bob that he needs to be observant and know what is going on with his establishment. He needs to take charge of his employees instead of his employees taking charge over who gets hired.  Quote, “Six months after opening, Bob experienced a turnover of about 50 percent. As a result, he found himself hiring new employees weekly. He turned orientation over to a group of employees who had been with him form the start.”  Bob needs to find out what his employees are doing when they interview new perspective employees.  (Managing Hospitality Human Resources Fourth Edition by Robert H. Woods)

2.     How unique do you believe Bob Borich’s current situation is?

a.     It is quite common when an owner is opening a new business and he gets side tract from what is going on around him. Quote, “Within three months after starting the orientation program, Bob was experiencing turnover in excess of 100 percent annually.” Bob needs to evaluate all his employees and bring in a H.R. Manager to take control over the orientation program. (Managing Hospitality Human Resources Fourth Edition by Robert H. Woods)

3.     What parts of orientation should be turned over to employees to conduct?

a.     The only thing Bob should turn over to employees is socializing. Quote, “Socializing newcomers can also be done by marginal employees. Often, the performance of marginal employees improves at the same time new employees are socialization.”  Also, they can contribute to specific job orientation and what is needed and expected of that position. Bob truly needs to come up with an orientation kit that tells them what is expected from them at work. Such as, policies, procedures, and what behaviors are expected. (Managing Hospitality Human Resources Fourth Edition by Robert H. Woods)

EOC wk 2: Old-Timer Makes Waves

Discussion questions:


1. What recent changes at the Edgeway Hotel precipitated the problem with Sally?


Quote, ”We’re in a newly competitive environment.” She was told along with everyone else, that there is a new market segment and that the guests are demanding a higher level of service. She has not complied with the changes and her attitude has suffered towards the customers and the level of service she produces.


2. Is it an issue that Sally didn’t follow the chain of command?


Yes, Quote, “it angers me that she’d send a letter like this. If I could get away with it, I’d fire her for that.” Sally should have gone to her supervisor to discuss what she can do to change, or what problems she is having towards the changes made. Only, time you go over your supervisor is when he/she is out, or when you have been asked by upper management on your concerns of the changes.


3. What are the roles and responsibilities of the management team in dealing with this situation?


Quote, ”Sydney and I have put in a lot of time and effort with this lady. We’ve coached her, worked with her, given her extra trainning and support.” There is not much anyone can do if someone is unwilling to make any necessary sacrifice to change. That soly relies on the individual them selves. The only alternative solution is to find someone who is able and willing to make those changes.



4. Does Sally’s length of service and past perfromance warrant special treatment by management in handling her current situation?


Yes, but eventhough she has been with the company for twenty years, it does not give her the right to disreagrd changeses mande during those twenty years. Sally has been informed as well as trained on the new marketing segment and how the customers expect them to be implimented. Quote,”you are the one always telling us that we can’t carry employees indefiniely and she’s becoming a high-maintenance employee.” If an employee has been informed and trained, yet still unwilling to make changes, that person is a liability to the company. There for the company has no other choice than resigning that employee.

EOC wk 2:Zippy Airline Catering

Discussion Questions:

1.     Are the changes made by the hospitality company significant redesign of the work done? Why or why not?

a.     Considering the volume increase of customers, it’s a very good reason to re-design. Quote, “At the time, this operation had only eight full-time employees and a single manager, and produced a single product: prepared meals for the airlines.” (Managing Hospitality Human Resources Fourth Edition P. # 83 Mini Case Study)

2.     What do you think will happen as a result of this?

a.     The redesign implementation will increase productivity and lessen the stress on employees. The production to produce mass volumes of meals will increase and meals will be quicker and easier to produce for the airlines. Encouraging teamwork and having a reward for the employees it a great incentive to motivate each other to meet or exceed their daily quota.  Having happy employees boosts the moral for the company and therefore, the employees will want to work harder to take advantage of the bonus plan. Quote, “The engineers estimated that each employee would be able to put his or her item on a tray before it passed beyond reach.” (Managing Hospitality Human Resources Fourth Edition P. # 83 Mini Case Study)

3.     What steps would you have taken before initiating substantial changes in the way work is done at Zippy Airline Catering?

a.     First, I would set up productivity standards and determine the sales and guest count. Then determine how many employees are needed. I would also, inform everyone on the changes and what changes are implemented to help productivity. Quote, “The Company instituted a group bonus plan that rewards the employees for the total number of meals produced. The more trays produced, the more bonus earned.” (Managing Hospitality Human Resources Fourth Edition P. # 83 Mini Case Study)  

EOC Wk 3: Networking & External Sources

           

             Networking and external resources are a great way to boost your chances of getting good worker is by looking at;  Quote, “ colleges, job fairs, contact with  teachers and coaches, participaton in work-study programs, contact with campus social and professional clubs, hospitality management programs, and dormitory counselors.”  (Managing Hospitality Human Resource by Robert H. Woods Page 102.) Networking your resources is a great way to find hirerees, because most of the time they are refered by someone you know and trust their recommendations. A good alternative way to recruit is word of mouth and when a company is laying off due to closure or seasonal  layoffs. Always go with your instint when choosing a potential employee. If you don’t feel right about hireing someone then trust your feelings.

Feelings has a great role when hireing someone you have never met before. Knowing how to read and understand those feelings will help with any decision you make.  A great way is the knowledge of reading people and knowing what someones personality is like the first few minutes of an interview. If you don’t have a good feeling when intervewing someone, then maby that person is not the right hire for you or your establishment. If someone has the motivation and is willing to do what it takes to get that job then your decsision is easier in the sence of they will learn faster than someone how is just looking for a job to pay their bills.

In my experiences, I have come across a phrase many people always say, “I just need a job to pay my bills or get me by, or until a better one comes along.  To me, this is a waste, it tells you that the person is only interested in getting payed and not a hard worker or team player. This person will most likely be more of a liability and unreliable than someone who is reliable and a great asset to any company. Anyone who is an asset to a company is a person who goes above and beond their duty to be a team palyer.

EOC wk 3: Culinary Survivors

A good example of good management is the Bootleggers Bistro. It is a family run business. The company gets involved with what is going on around them. They are aware of their customers concerns on nutrition and bring in nutrition specialists to help. They also make sure their recipes are consistent.

Quote, “We have nutritionists working with us, and we have new ideas, and new recipes, so our menu is kind of an eclectic blend of classic and contemporary Italian cuisine. The bootlegger’s longevity to  “the family’s commitment to recipes, when people comeinto your restaurant, you should think of that as them coming into your home.” .  (www.lvrj.com/taste/ longtime-resturants-keep-traditions—yet-adapt-to-times-105329183.html)

Another prime example of knowing your customes and getting involved with the community and what people want is, Metro Pizza. This is a nother family run business by two cousins. Here is a good way to get your business out to your customers, they use the “Food-Truck” conecpt. Quote, “It’s an opportunity to go out to customers who mabye can’t always come to you. We wanted to plant the seeds of interest in our bakery by previewing it with the food truck and learning something about what works and what doesn’t. “ (.  (www.lvrj.com/taste/ longtime-resturants-keep-traditions—yet-adapt-to-times-105329183.html)

On the downside of things, and what happens when no one is intrested in running a family business due to the lack of motivation and lazeyness that is happening with our society. El Sombrero was opened in 1950 and took over by Jose Argaon in 1970. Quote, “I have been here ever since, I do most of the work myself,  assisted by a parade of family members over the years. Nobody in the family wants to do what I do because it takes me 24/7 to do it. The kids are smart these days and they don’t want to work like I do.” As a result, El Sombrero has cut hours Monday through Saturday due to the economic crisis. More and more people are without work and homes are being foreclosed. People just don’t have the money to go out to eat every other day.  (www.lvrj.com/taste/ longtime-resturants-keep-traditions—yet-adapt-to-times-105329183.html)

Are family traditions a good way chang with the times and what your coustomers would like to see. Bob Taylor’s Ranch House was opened in 1955. Quote,  We’er different than a lot of strip restaurants that try to gear toward tourists. You still get a choice of soup or salad with your dinner and a choice of potato.  The atmosphere is offbeat, too, with a prominent indoor mesquite grill and Western memorabilia. The only thing changed, is the bar has a lot of (Pittsburg) Steelers stuff.” Now days, people don’t want or understand the old traditions most families pass down from generation to generation. To keep up with what is going on around is to change what is not working and improving on what you can physically change. (www.lvrj.com/taste/ longtime-resturants-keep-traditions—yet-adapt-to-times-105329183.html)