person for about 3 years. The location of that restaurant was 880 e Colfax. That place shut down and I then moved over to a location in East Denver. The address of that location was 4585 e Colfax Ave. I worked at Fat Sully’s for a while as well. The one I worked at was located on 3237 e Colfax. My experience at Fat Sully’s has led me to believe that it would be worthwhile to open a New York style pizzeria that focuses more on delivery rather that dine in and pick up window. Fat Sullys was for the most
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Fundamentals of Project Management Third Edition This page intentionally left blank Fundamentals of Project Management Third Edition JAMES P. LEWIS American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM
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There has been several instances where I had a dilemma that caused me to make a ethical decision. There was one particular time where I felt like I was stuck and did not know what to do. At the time was the lead of all the packers on the first shift. I was asked by my manager to watch all the packers closely to find someone to fill my position because I was being promoted. I was told by my manager that I would be a part of the hiring process as a p art of my training. In the company I work for, which
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Threats of budget cutting have become reality. Mayor Dave Bing and Governor Rick Snyder are arguing policy change in hopes to revamp the city of Detroit. In addition, Snyder wants to implement Public Act 4, the emergency manager enabling legislation that will place an emergency manager with a “Receivership Transition Advisory Board (RTAB) in charge of the city in hopes to get Detroit back on track. The argument between Michigan’s State and Local government continues to be an issue. Mayor Dave Bing
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UVA-OB-0167 Rev. Aug.16, 2011 JOHN WOLFORD (A) John Wolford, a vice president and general manager for Eurotech-USA, awoke with a start and looked at his iPhone. “Damn it!” he exclaimed angrily. He had carefully set its alarm for 5:00 a.m., and it was now well past 6:00 a.m. It was Wednesday morning, and Wolford’s mind raced as he thought about all the details he had to attend to that day: a meeting with his boss, a funeral, a briefing from the CFO, and preparation for a three-day trip to London
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five-member team. I had met Dave during the interview sessions, and was looking forward to working under him. I introduced myself to the team members and got to know more about each of them. Wanting to know more about my boss, I casually asked Mark, one of the team members, about Dave. Mark said, "Dave does not interfere with our work. In fact, you could even say that he tries to ignore us as much as he can." I was surprised by the comment but decided that Dave was probably leaving them alone in order
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people’s lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it won’t do to say, “Hold on. I’ll see if I can find it.” Human Resources Management Key Skill #2: Multitasking On any day, an HR professional will deal with an employee’s personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast
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http://www.powershow.com/view1/1bc95b-ZDc1Z/Treetop_Forest_Products_powerpoint_ppt_presentation Treetop Forest Products and Productivity Treetop Forest Products, Inc. is a forest product corporation established thirty years ago. It has one general manager, sixteen supervisors and support staff including 180 unionized employees. The mill is divided into the boom, packaging, sawmill, planning, shipping and maintenance departments. The departments in this company operate in shifts of morning and afternoon
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unskilled labour is often required to meet customer demand. This high turnover often results in problems of skills shortages in key operational areas, such as waiting or kitchen staff. However, while the hotel industry context often acts to constrain managers’ choice in HRM strategy, policies and practices, evidence suggests a variety of approaches to the staffing and managing the workforce. The following case studies contrasts the employment practices adopted in two ‘similar’ hotels operating in the
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Logistics” at Tasty Catering and wrote an essay titled “Yes I’m 26 and Yes I Do the Hiring”. She says, “Sometimes being recognized for your efforts is more important than money” (Pg. 560). Pritscher’s point is employees are human beings too and that if managers want any respect or quality work out of their employees they should try to keep them happy and recognize their efforts. It is no surprise that there are many working class citizens that leave jobs simply because they feel undignified, mistreated
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