Article Example | Topics and Well Written Essays - 750 words - 4

Article Example The research involved samples drawn from students taking introductory business courses in the two countries. They used matching laboratory experiments to match the reluctance to give bad reports to people from the two cultures. To operationalize face saving in a manner that is sensitive to culture, a blame shifting opportunity was put into operation. To obtain the results, the data was pooled to form a two by two factorial design, the independent variables being national culture and blame shifting opportunity. The reluctance to report bad news was used as the dependent variable. Findings: The results of the study showed that the blame shifting opportunity present (treatment) group had a tendency of believing that personal blame could be avoided for problems that were related to software development. The control group which were presented with no opportunity to shift blames shared not this belief. Research Limitations/Implications: Since the studies were conducted in only two countries each with its distinct culture, it may not be fully assumed that the results apply to other countries and cultures such as African countries. Practical implications: Different cultures perceive face-saving, blame and bad news differently. While some cultures encourage blame shifting, others do not. Depending on whether a culture is biased towards lian or mianzi, managers should learn to treat their tendencies towards face –saving differently. Value to Reader: The reader gets to appreciate the fact that different cultures have different perceptions on face saving when delivering bad news or failure. In the organizational set-up, this information helps when dealing with one kind of failure or another as people from diverse cultures will either accept blame or shift blame depending on their cultural biases. It was learnt that in cultures where lian is dominated by the mianzi aspect, negative reporting revolves around personal protection

Research and statistics Essay Example | Topics and Well Written Essays - 1500 words

Research and statistics - Essay Example This study would require a random probabilistic sample of patients. Those eligible for participation would be receiving treatment for only one form of cancer, such as breast cancer. The less homogeneity of the IV (i.e. cancer) would help control for a normal population, as well as allow for wider generalisation of the results. The first two items are on Likert scales to provide an indication of the strength of the response. The third item is categorical, and although the level of measurement is low, the data will provide control variables when items 1 and 2 are correlated. Finally, the open question will show patients that their opinions and experiences are valued, and allow them to write in an un-restricted manner. The investigator will have two RAs analyse the texts to determine key themes, and their conclusions will be analysed using inter-rater reliability. The investigator will then draw conclusion from the final themes selected. A random probabilistic sample would be used to recruit the 80 students from a given university. All undergraduates in medicine degrees would be eligible to take part, across genders, ethnicities and ages. The sample will also be stratified by activity habits, with those who regularly take part in 30 minutes or more of structured exercise a day in one group, and those who don't in another. However, to be recruited each student must meet the selection criteria: they do not experience a heart condition; they are not asthmatic; and they are physically able to navigate eight flights of stairs without assistance. Materials A heart rate arm-cuff, which will be calibrated after each participant had had his or her pulse rate recorded. An isolated stairwell

Theory of Strength and Conditioning and Vertical Jump Essay

Theory of Strength and Conditioning and Vertical Jump - Essay Example Young (2006, p. 74) reported that exercises involving bilateral contractions of leg muscles for vertical movements, like squats and jump squats, are not effective in improving performance. In contrast, according to Young (2006, p. 74), plyometric training can lead to â€Å"significant increases in sprint acceleration performance, thus highlighting the importance of movement pattern and contraction velocity specificity.† Further, Harris et al. (2008, p. 691) reported that based on an experiment they conducted among thirty elite rugby athletes, the correlation between sprint ability and jumping ability is generally positive and of moderate to strong magnitude. Adopting the definitions reported by earlier works, Ploeg et al. (2010, p. 39) explained that plyometric exercises or plyometrics are exercises in phases that begins with intense eccentric muscular contractions followed by rapid concentric muscular contraction. Drawing on various works, Ploeg et al. (2010, p. 39) explained that when muscle is stretched, the muscle stores elastic energy briefly and plyometric exercises use the stored energy to assist the concentric contraction to produce more force than what can be provided by a plain concentric action or a concentric contraction.... (2010, p. 40) clarified that alpha motor neurons transmit signals to the muscle group in a ploymetric exercise. The amortization phase in the plyometric activity is crucial in developing the production of power (Ploeg et al. 2010, p. 40). Craig and Judge (2009, p. 75) explained that several studies have shown consistently that overloading the body with a progressive training program will increase muscle size and strengthen the bone. Based on the results of their experiments, Villareal et al. (2008) concluded that moderate plyometrics training programs are more efficient than higher plyometrics training volume but the although their study was limited to short-term or 7-weeks of training and may be applicable for that class of training programs, particularly short-period training programs. In contrast, the evidence reviewed by Craig and Judge (2009, p. 75) covered l training programs with longer time periods. 2.0. Training and Conditioning Appropriate and Physiological Adaptation In de signing training programs, Craig and Judge identifed three important aspects of designing a training program: periodization, resistance training, and training sets (2009, p. 75-76). Turner (2011, p. 34) emphasized on the importance of periodization as an â€Å"optimal strategy for organizing strength and conditioning programs.† Periodization involves the variation of training methods and volume loads for the purpose of â€Å"potentiation of biomotors and the management of fatigue and accommodation† (Turner 2011, p. 34). Turner pointed out that periodization manipulate volume loads and progresses from general to sport-specific training (2011, p. 34). For Turner, although scientific studies are required to establish the use and

Project Phases Essay Example for Free

Project Phases Essay It is a matter of fact that people involved in project management have revealed that every project has its specific characteristics and phases which help to increase its effectiveness. Actually, all projects go through describable and definite phases. Phase transitions are considered an ideal time for updating planning guidelines and objectives and for conducting qualified management review.   Usually, there are three project phases distinguished: planning, scheduling and controlling. Firstly, planning phase suggests that there is a need to evaluate each investment against others. During this phase the presented information should be clear and exact to make project board sure that they have made the right decision to initiate the project.   When panning the project managers specify deliverables and identify requirements for a future plan. In other words, planning suggests identifying what is to be delivered, when, by whom and how. Planning forms the basis for control and management. Secondly, phase of scheduling provides details of project implementation and specifies its peculiarities. This phase ensures that managers have met all set goals and requirements, quality and cost specifications. A number of parallel processes is involved in this phase: monitoring the process, reporting the status, managing possible changes, checking that deliverable will meet the necessary outcomes, dealing problematic issues, etc. Thirdly, controlling phase is the final review of the project. It identifies whether the full scope of the plan has been met and whether the governance has been effective. This phase is very important as it gives the last opportunity to make necessary changes and to correct mistakes if they are present when this phase is over, the project is completed. Summing up all the three project phases are very important and can’t be ignored as they provide the basis for future success or failure of the project. Failure of any phase leads to failure of others if not managed properly. All phases need attention on a continuous basis. References Chapman, James. (2005, March 2). Project Phases. Retrieved January 27, 2008, from http://www.hyperthot.com/pm_fazes.htm

The Evolution of the Internet :: essays research papers

The Evolution of the Internet   Ã‚  Ã‚  Ã‚  Ã‚   So you believe Al Gore created the Internet? Well that’s not possible, because I did. Yes, it’s true, a few years ago I was sitting in my basement with nothing to do and suddenly the idea came to me: why not create an inter-connected network of networks that will allow users to send mail instantly, download copyrighted songs, and order pizza, all from the comfort of their own living room? OK, so maybe I didn’t exactly invent the Internet, but neither did Al Gore.   Ã‚  Ã‚  Ã‚  Ã‚  So who was the genius behind the information superhighway, you ask? Well let’s take a step back to the sixties, a decade when Cold War tension caused nationwide fear of nuclear warfare. Early in the decade, two groups of researchers, privately owned RAND Corporation (America’s leading nuclear war think-tank) and federal agency ARPA (Advanced Research Projects Agency), grappled with a bizarre strategic mystery: in the event of nuclear war, how could political and military officials communicate successfully? It was obvious that a network, linking cities and military bases, would be necessary. But the advent of the atomic bomb made switches, wiring, and command posts for this network highly vulnerable. A â€Å"nuclear-safe† network would need to operate with missing links and without central authority. In 1964, RAND Corporation’s Paul Barran made public his solution to the problem. Essentially, the concept was simple. Barran’s network would be assumed to be unreliable at all times. Information would be broken into many small pieces called â€Å"packets† and then sent to various points, or nodes, in the network until they reached their destination. ARPA embraced Barran’s idea for three reasons. First, if nuclear bombs blew away large components of the network, data would still reach its destination. Second, it would be relatively secure from espionage, since spies tapping into parts of the network would be able to intercept only portions of transmissions. Lastly, it would be much more efficient because files and transmissions couldn’t clog portions of the network. Only five years after Barran proposed his version of a computer network, ARPANET went online. Named after its federal sponsor, ARPANET initially linked four high-speed supercomputers and was intended to allow scientists and researchers to share computing facilities by long-distance. By 1971, ARPANET had grown to fifteen nodes, and by 1972, thirty-seven. ARPA’s original standard for communication was known as â€Å"Network Control Protocol† or NCP. As time passed, however, NCP grew obsolete and was replaced by a new, higher-level standard known as TCP-IP, which is still in use today.

John Cena

John Felix Anthony Cena[1] (born April 23, 1977)[4] is an American professional wrestler and actor. He is currently signed to WWE. [8] In WWE, Cena has won 19 championships in total, including 12 world titles (having won the WWE Championship a record 10 times[9] and the World Heavyweight Championship twice). In addition, Cena has also won the WWE United States Championship three times,[10] and is a four-time Tag Team Champion, having held the World Tag Team Championship twice (once each with Shawn Michaels and Batista),[11] and the WWE Tag Team Championship twice (once each with David Otunga and The Miz).Cena also won the 2008 Royal Rumble match, the 2012 Money in the Bank contract for the WWE Title, and is a two-time Superstar of the Year Slammy Award winner (2009 and 2010). [12] He is the longest-reigning WWE Champion of the 2000s, having held the title for 380 days from 2006-2007, and also has the fourth highest number of combined days as WWE Champion behind Bob Backlund, Hulk Hog an and Bruno Sammartino. Cena is the only man to fail to capture a world title upon cashing in a Money in the Bank contract.Cena started his professional wrestling career in 2000, wrestling for Ultimate Pro Wrestling, where he held the UPW Heavyweight Championship. In 2001, Cena signed a contract with the World Wrestling Federation (WWF) and was sent to Ohio Valley Wrestling (OVW) where he held the OVW Heavyweight Championship and the OVW Southern Tag Team Championship (with Rico Constantino). Outside of wrestling, Cena has released the rap album You Can't See Me, which debuted at No. 5 on the US Billboard 200 chart, and starred in the feature films The Marine (2006), 12 Rounds (2009), and Legendary (2010). [13] Cena has also made appearances on television shows including Manhunt, Deal or No Deal, MADtv, Saturday Night Live, Punk'd, and Psych. Cena was also a contestant on Fast Cars and Superstars: The Gillette Young Guns Celebrity Race, where he made it to the final round before be ing eliminated, placing third in the overall competition.

Personnel of Establishment (Hrm)

3. 1 Personnel of the Establishment Manager Report to: Owner Department: Administration Duties& responsibilities 1. Estimate food consumption, place orders with suppliers, and schedule delivery of fresh food and beverages. 2. Resolve customer complaints about food quality or service. 3. Direct cleaning of kitchen and dining areas to maintain sanitation standards, and keep appropriate records. 4. Monitor actions of staff and customers to ensure that health and safety standards and liquor regulations are obeyed. 5. Maintain budget and employee records, prepare payroll, and pay bills, or monitor bookkeeping records. . May use computer software to monitor inventory, track staff schedules and pay, and perform other record keeping tasks. 7. Recruit, hire, and oversee training for staff. 8. Schedule work hours for servers and kitchen staff. 9. Monitor food preparation and methods. Waiters/Waitress Report to: Manager/Supervisor Department: Food and beverage Duties & responsibilities 1. Greet ing Customers 2. Offering and serving Beverages & Appetizer 3. Taking and serving meals orders 4. Continued service 5. Delivering the check and accepting payments 6. Provide proper dining service etiquette when serving meals 7. Preparing the dining room for meal service: set tables, set up service areas, refill condiments; be sure dining room and all service pieces are clean. 8. Clear tables, wipe tables and chairs or replace linens and wipe condiment containers. Qualifications: 1. Dining room service experience preferably in a hotel or resort 2. Possess a pleasant and outgoing personality. 3. Detail oriented 4. Ability to work morning, nights, weekends, and holidays. 5. Must have the ability to read, write and communicate in English. 6. Ability to grasp, lift, carry or otherwise move materials weighing up to 70 pounds Restaurant Supervisor Report to: Manager Department: Administration Duties & responsibilities 1. Maintain complete knowledge of and comply with all departmental policies/service procedures/standards. 2. Maintain complete knowledge of correct maintenance and use of equipment. Use equipment only as intended. 3. Anticipate guests' needs, respond promptly and acknowledge all guests, however busy and whatever time of day. 4. .Maintain positive guest relations at all times 5. Resolve guest complaints, ensuring guest satisfaction 6. Check storage areas for proper supplies, organization and cleanliness. Complete requisition for additional supplies needed and submit to Manager. Instruct designated personnel to rectify any cleanliness/organization deficiencies. 7. Meet with the Chef to review daily specials and 86'd items; update board throughout shift. 8. Complete all paperwork and closing duties in accordance with departmental standards. 9. Review status of assignments and any follow-up action with Manager and/or on-coming Supervisor Qualification: 1. Minimum 21 years of age to serve alcoholic beverages 2. 2 years experience as Room Service Server 3. Knowledge of various food service styles (i. e. , French service, Russian service, Family Style service, Butler Style service). . Must have good understanding of the English language Cook Report to: Executive Chef Department: F&B Department Duties & responsibilities 1. Prepares and cooks meats, fish, vegetables, gravies, cereals, soups, fruits, bakery products and other forms of food. 2. Prepares and cooks food for special diets from recipes formulated by qualified personnel. 3. Assists in on-the-job training and assist in directing the work of food service workers, students and other employees within area of assignment 4. Assists in the preparation of salads and desserts 5. Notifies supervisor of food and supplies needed. Checks in food and supplies as necessary. Maintains food production records. 6. Maintains maximum standards of sanitation and safety. Qualification: 1. Ability to stand for long periods of time 2. Ability to lift up to 50 pounds. 3. Ability to provide on-the-job training in food preparation to lower level employees. 4. Ability to maintain effective working relationships with others 5. Ability to read, write and follow instructions Dishwasher Report to: Manger/Supervisor Department: Duties & Responsibilities: 1. Sets up and cleans dish machine area; checks temperatures and soap dispensing levels 2. Stores clean equipment and utensils 3. Assists in maintaining preparation and service areas in a sanitary condition 4. Empties garbage to dump site 5. Sweeps and mops floor 6. Operates a dish machine to wash dishes, glasses, cups, trays, silverware and food service equipments Qualifications: 1. Must possess effective listening skills and the ability to communicate in a clear and concise manner 2. Ability to work independently as well as work as part of team Janitor Report to: Manager/Supervisor Department: Duties & Responsibilities: 1. Cleaning toilets, sweeping/mopping floors, cleaning up spills; cleaning as a whole. . Operate and keep up machines used on the job such as wet and dry vacuums, buffers, and polishers. Executive Chef Report to: Manager/ Supervisor Department: F&B Department Duties and Responsibilities: 1. Supervise food production 2. Prepare food daily as outlined on the Food Production Worksheet 3. Maintain kitchen sanitation and safety standards 4. Assist with set-up, service and clean-up of food production 5. Ensure proper sanitation and storage of kitchen equipment 6. Assist with safety and training procedures in handling of food service 7. Must be able to manage a staff of 10-15 associates Qualifications: . Sanitation Certificate 2. Minimum of 5 years previous Chef experience preferred 3. Previous Health Care Food Service experience preferred 4. Understanding of working with older population 5. Ability to work early morning or evening shifts Sous Chef Report to: Executive Chef Department: F&B Department Duties and Responsibilities: 1. Supervise food production 2. Prepare food daily as outlined on the Food Production Worksheet 3. Maintain kitchen sanitation and safety standards. 4. Assist with set-up, service and clean-up of food production 5. Ensure proper sanitation and storage of kitchen equipment 6. Assist with safety and training procedures in handling of food service equipment 7. Ensure compliance with state local and regulatory agencies as it relates to Food Service Qualifications: 1. High School diploma or equivalent required 2. Sanitation Certificate 3. Previous Chef experience preferred 4. Minimum one year volume cooking experience 5. Previous Health Care Food Service experience preferred 6. Understanding of working with older population 7. Ability to work early morning or evening shifts 8. Culinary education required See table 3. 1: |Personnel’s |No. f personnel’s | |Manager |1 | |Waiters/Waitress |5 | |Restaurant Supervisor |1 | |Cook |4 | |Executive Chef |1 | |Sous Chef |1 | 3. 2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Type of Business Organization We chose line type functional because this type of organization facilitates decision making due to its simplicity of its organizational structure. It also facilitates discipline and control of individuals and to maintain flexibility with organization as a response a constantly changing conditions and demands of its environment. 3. 3 Proposed Organizational Structure The Italian Restaurant Di Buongusto is established by 8 people, that classified as corporation. This establishment has different position as stated below in Figure 3. 3 The manager of the restaurant is the one who manages and control the business/establishment, and followed by restaurant supervisor that supervised & inspect the establishment and also observe the lower position if they do their job appropriately. Executive Chef is a head chef, that guides the Sous Chef in preparing foods that you will serve in the establishment and takes command of the actual production and the minute-by-minute supervision and scheduling of the kitchen staff. , then waiters is the one who receives the orders of the customers and they are the one who serves, the food to them. Dishwasher/ janitor, they are the one who maintains the cleanliness and orderliness of the establishment FIGURE 3. 3 DI BUONGUSTO ORGANIZATIONAL STRUCTURE 3. 4 Proposed Management Principles & Practices MISSON A quality and values will secure our success. We will live by our values, have fun, and take pride in what we do. Our values are to maintain a work environment where people enjoy coming to work, to serve our guests and exceed their expectations, and to be profitable and result oriented. VISSON To provide quality food that tastes good, friendly, attentive servers who make customers feel welcome and clean, well-maintained surroundings and prices that represent a good value. We believe these expectations must be met every time a customer enters in our restaurants. OBJECTIVES 1. To represent commitment to achieve specific performance targets for a certain time. 2. To be must stated in quantifiable terms and contain a deadline for achievements. 3. To spell-out how much of what kind of performance by when. 4. To increase sales growth. 5. To become socially aware and responsible. CORPORATE GOALS ? To have at least 50% return of the investment after a year of operation. ? To maintain liquidity of asset and availability of cash in hand every year. To introduce and develop new product. ? To have another branch after 3 to 4 years. ? To introduce and develop new product. ? To have relaxing and comfortable appeal to the customers. RULES AND REGULATIONS ? Always in proper uniform. ? Pun ctuality. ? Discourage too much jewelry inside the establishment. ? Always observe cleanliness. ? Be courteous and kind to customers. ?   Tips from the customers are centralized. SUNCTIONS ? One (1) week suspension, if an employee bring out food from the establishment without the permission from supervisor. ? Four (4) tardy marks are equivalent to one (1) absence. ? Going outside the establishment in time of work is one (1) week suspension. First Offence = one (2) week Suspension. ? 2nd Offence = two (2) weeks Suspension. ? 3rd Offence = Dismissal from the establishment. 3. 6 TRAINING AND PLACEMENT Identify the training needed for professional growth. In general, chefs and cooks measure, mix, and cook ingredients according to recipes, using a variety of pots, pans, cutlery, and other equipment, including ovens, broilers, grills, grinders, and blenders. Chefs and head cooks also are responsible for directing the work of other kitchen workers, estimating food requirements, and order ing food supplies. Larger restaurants and food services establishments tend to have varied menus and larger kitchen staffs. They often include several chefs and cooks, sometimes called assistant or line cooks, along with other lesser skilled kitchen workers, such as food preparation workers. Each chef or cook works an assigned station that is equipped with the types of stoves, grills, pans, and ingredients needed for the foods prepared at that station. Job titles often reflect the principal ingredient prepared or the type of cooking performed. Most fast-food or short-order cooks and food preparation workers require little education or training; most skills are learned on the job. Training generally starts with basic sanitation and workplace safety subjects and continues with instruction on food handling, preparation, and cooking procedures. A high school diploma is not required for beginning jobs, but it is recommended for those planning a career as a cook or chef. High school or vocational school programs may offer courses in basic food safety and handling procedures and general business and computer classes for those who want to manage or open their own place. Many school districts, in cooperation with State departments of education, provide on-the-job training and summer workshops for cafeteria kitchen workers who aspire to become cooks. Large corporations in the food services and hospitality industries also offer paid internships and summer jobs to those just starting out in the field. Internships provide valuable experience and can lead to placement in more formal chef training programs. Process of promotions (criteria) evaluation performance. The new criteria introduce several innovations. With the new guidelines, individuals are not categorized into a single set of criteria. Rather, there is a flexible structure that provides a menu of options, allowing assembly of a profile that reflects the unique combination of activities and accomplishments of each member. The criteria also recognize the importance about their jobs. This structure allows the sum total of an individual’s achievements to be considered in the evaluation for promotion. |3. Salary Administration | |The Di Buongusto (Pizza and Pasta Restaurant) will hire one manager with a salary ranging from P12,000 to P13,000 per month. Two Chef with | |a salary from P30,000 to 31,200 per month. Five waiter with a salary ranging from P9,000 to P9,932. One restaurant supervisor with a | |salary from P11,0 00 to 11,700. Four cook with a salary of P9,500 to 10,400. Three dishwasher with a salary ranging from P9,000 to P9,932. | |Two janitor with a salary ranging from P9,000 to P9,932. | |Manager | |P 500. 00/day X 26 days X 12 months | |  P 156,000. 0 | | | |Chef | |P 1,200. 00/day X 26 days X 12 months | |P 374,400. 00 | | | |Waiter | |P 382. 00/day X 26 days X 12 months | |P 119,184. 0 | | | |Restaurant supervisor | |P 450. 00/day X 26 days X 12 months | |P 140,400. 00 | | | |Cook | |P 400. 0/day X 26 days X 12 months | |P 124,800. 00 | | | |Dish washer | |P 382. 00/day X 26 days X 12 months | |P 119,184. 00 | | | |Janitor | |P 382. 00/day X 26 days X 12 months | |P 119,184. 0 | | | |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Total salary :  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã ‚  Ã‚  Ã‚   P 1,153,152. 00 | 3. 8 Employees Benefits ? SSS ? Sick Leave ? Emergency Leave ? Maternity/ Paternity Leave ? Transportation Allowance ? Free food ? 13th Month Pay ? Sack of rice Every 2 months ? Perfect attendance (get Php. 500. 00 every pay day) 3. 9 Operating Rules House Rules 1. All employees should wear the proper uniform. 2. All employees should always come to work on time. 3. All employees should obey and respect whoever is higher to them. 4. All employees must be friendly to the customers. 5. Always smile. 6. All employees must remember that the customer is always right. 7. No resting during working hours. 8. Clean the area always. Customer Rules 1. Customers must wear a proper attire. 2. No wearing of sleeveless shirts, shorts and slippers. 3. Pets are not allowed inside the establishment. 4. No firearms allowed. Fire and Safety Rules 1. Location and number of fire extinguishers should be decided according to the material stored in the building. 2. Expert advice should be taken in installing fire safety equipments and smoke detectors. 3. Fire fighting equipment and signage should be prominently displayed. 4. All employees must be well-trained when an emergency occurs. 5. An established chain of commands and procedures to be followed in an emergency, including an evacuation plan. 6. Designation of a person or committee to oversee the safety plan and establishment procedures. 7. Make sure the establishment has up-to-date fire alarms, a working sprinkler system and/or fire extinguishers and a first-aid kit and other safety equipment on site. 8. Be prepared for regular fire inspection visits by knowing local fire and safety codes. Sanitation Rules 1. All employees should wear clean outer clothing to prevent contamination of food, equipments, utensils, and linens. 2. All employees experiencing persistent sneezing, coughing, or runny nose that causes discharges from the eyes, nose, or mouth may not work with exposed food; clean equipments, utensils and linens. 3. All employees should wash their hands before and after working to avoid contamination. 4. All employees must not use a utensil more than once to taste food that is to be sold or served. 5. Raw ready-to-eat food shall be stored separately from ready-to-eat food. 6. Food shall be obtained from sources that comply with all laws relating to food and food labeling. 7. All employees must have a proper hygiene. Plumbing Rules 1. Water service lines must be installed to a point along road frontage of a lot where city water is available. 2. A minimum of 10’ between any driveway and the service line must be maintained. 3. Clean-outs must be provided. 4. The property owner is responsible for ensuring the integrity and accessibility of the property line clean-out. 5. Must regularly check the water lines of the establishments. 6. Plumbing Inspectors and/or his designee shall make all required inspections, or shall accept reports of inspections by approved agencies or individuals. CHAPTER 3 Management and Personnel Feasibility Submitted by: 3HRM04 ———————– OWNER RESTAURANT MANAGER RESTAURANT SUPERVISOR SERVICE FOOD & BEVERAGES WAITERS EXECUTIVE CHEF DISHWASHER/ JANITOR SOUS CHEF COOK