This overview of the restaurant industry explains the attributes of each restaurant type from the point of view of management and customers. The traditional three-part typology of quick service, midscale, and upscale has been augmented to include moderate upscale and business dining. An examination of different segments' attributes shows why quick-service restaurants have put such pressure on midscale operations (they have many attributes in common), and why even fine-dining restaurants are susceptible to competition from chains (certain attributes that can be standardized substitute for other attributes that cannot).
In spite of progress made since the 1950s and 1960s, black, Indian, Pakistani and Bangladeshi workers remain disadvantaged relative to whites in terms of their labour market opportunities. In general, they experience higher rates of unemployment and tend to be under-represented in higher paid, non-manual occupations. They can therefore be said to pay an ethnic penalty in the competition for jobs although the penalties paid vary considerably between the minority groups. In this paper we examine the different employment experiences of black, Indian, Pakistani and Bangladeshi men and women in terms of their unemployment propensities and occupational attainment.We use maximum likelihood methods to show that the ethnic penalties experienced by minority workers are not fully explained by differences in human capital endowments and personal characteristics. We conclude that at least some of the disadvantage experienced by ethnic minorities in the British labour market can be attributed to discriminatory selection practices by employers.
A survey of 114 managers of private clubs developed ranked lists of competencies that the managers considered to be important and those they used most frequently. The survey comprised 127 competencies. To get an indication of which competencies are at once important and frequently used, the researchers weighted those two factors to get a consolidated list of competencies that are both important and frequently used. Topping the list were competencies in accounting and finance, F&B management, and human and professional resources. On the other hand, the competencies at the bottom of the list (least important, least used) were in the areas of club building and facility management and external and governmental influences. Competencies in general club management fell both at the top and bottom of the lists. At the top were professional demeanor and working with a board of directors, while at the bottom of the general-management list was golf-facility management (because club managers generally can delegate golf-course responsibilities to superintendents).
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