Business Administration, Management, and Operations Commons^™

Principles And Practices Of Bar And Beverage Management, James Peter Murphy

Books/Book Chapters

Principles and Practices of Bar and Beverage Management is a comprehensive text and resource book designed to explain the latest developments and new complexities of managing modern bars - be they stand alone or part of larger institutions such as hotels and resorts.

Consumer expectations have changed, and a bar today must deliver an integrated social experience in a safe modern environment, which also offers the latest products and services in a professional and engaging fashion. Against a background of increasing competition and an increasingly sophisticated customer base, this text has been designed to support the bar and beverage skills …

2013 Ijbe Front Matter, Tamra Connor

International Journal for Business Education

1. Editorial Board
2. President's Letter
3. SIEC-ISBE International

Aligning Human Resource Development With The Strategic Priorities Of Healthcare Organizations: The Cfo Perspective, Carla Breedlove Smith

USF Tampa Graduate Theses and Dissertations

No

Perceptions Of Workplace Mentoring Behaviors For Lifelong Career Development, Lynne A. Key

USF Tampa Graduate Theses and Dissertations

This study's purpose was to investigate the importance of mentoring functions and behaviors for lifelong career development as perceived by protégés. The population included individuals in middle to late adulthood (age 40 years and older) who reported they had been a protégé in at least one mentoring association perceived as beneficial to their lifelong career development; and were either employed or had been employed as a middle manager, senior manager, C-level executive, business owner, or member of a profession. The sample was obtained using a chain-sample method; 67 Ambassadors completed an online survey and each invited 10 contacts to complete …

Emergency Service Leader Perceptions Of Legitimacy, John R. Fisher, R. Jeffery Maxfield

Dr. John R. Fisher

This study adds to the qualitative data showing how leaders in the emergency services perceive legitimacy and the bases of power. The study examines leader perception of the reasons their subordinates view their leadership as legitimate. Two definitions of legitimacy are presented: the traditional viewpoint of French and Raven (1959) associating legitimate power “with having status or formal job authority” and the other proposed by Maxfield (2012) in the LEAP leadership model basing legitimacy more on the characteristics leaders bring to their positions. Emergency service students interviewed leaders in their career fields, determining their view of legitimacy. They found that …