Eldad Boker, EdD, knows travel. With 74 stamps on his passport, he’s nearly traversed half of the countries in the world, worked professionally in the field across the globe, and brought his professional experience to the classroom for three decades. Here is how he brings his passion and knowledge to the online classroom, plus his top travel advice.
Real success in the food-and-beverage business requires constant attention to all facets of an operation: Physical space, product offerings, value, and a multitude of other factors must be consistently excellent in order for an establishment to flourish.
That being said, it is—and always has been—my position that our industry is fundamentally a people business. While the decisions managers and owners make are important, success is mostly dependent upon customers and employees’ abilities to meet or exceed the expectations of these customers.
With the recent announcement of the 2016 Nobel Prize in Economics being awarded to Oliver Hart and Bengt Holmstrom for their work on employee contracts and incentives, it got me thinking about what actually motivates employees in the workplace. Not to take away from their award, but, from my professional experience, I think contracts and incentives are an incorrect starting point if you want to promote employee satisfaction and productivity.
Event managers must be organized, punctual, assertive, and able to work under pressure, but, according to Dusty Rhodes, president and founder of Conventures, Inc., it also helps if they have superpowers.
“I once saved Sen. Kennedy when a falling tree threatened to ruin an event on live TV,” she said.
If you’re like me, the idea of quitting your job makes you nervous. When I left my first employer, I was terrified — but quickly learned that it was OK to make the move because I was working to make my life better. In the end, that’s the most important thing.
Adopting the “put yourself first” mentality can be challenging, though, so here are six things to remember when you decide it’s time to leave.
Johnson & Wales University professor Scott Richardson’s career has spanned continents (he began his hospitality and culinary studies in London) and he has cooked for a U.S. president. Here’s how he brings his immense industry background industry to the online classroom, stays connected to industry trends — and his favorite way to unwind.
Have you ever had a negative experience as a customer — maybe your meal arrived cold at a restaurant, you were overcharged on a bill, or perhaps you were rudely spoken to by an employee? No matter the circumstances, I bet you remember the action (or, unfortunately in some cases, the inaction) the company took in response.
When faced with a large problem, or several problems, managers can be tempted to think that changing everything will fix everything. They believe sales will rise if only they fire the entire staff, completely change the product line, and/or outsource customer service. Dramatic changes often cause a bad situation to further deteriorate, alienate frontline workers, further frustrate management, and leave customers dissatisfied until the dust settles.