Um modelo singular de gestão: a experiência da Embrapa Café junto ao Consórcio Pesquisa Café.

bitstream/item/27116/1/Um-modelo-singular-de-gestao.pd

Um modelo singular de gestão: a experiência da Embrapa Café junto ao Consórcio Pesquisa Café.

bitstream/item/32754/1/Um-modelo-singular-de-gestao.pd

Perspectives on training for the local café industry : how well does the hospitality training provided by institutional providers meet the expectations of local café stakeholders? : a thesis presented in partial fulfilment of the requirements for the degree of Master in Education (Adult Education) at Massey University, Palmerston North, New Zealand

The researcher holds a hypothesis about tacit differences in motivation behind training for the hospitality industry in New Zealand. Trainees have long held that there are differences between the experience of training in a tertiary institute and the realities of the workplace. These perceptions prompted this study of the values placed upon formal institutional training among a sample of owners, managers, and supervisors in the local café sector. The local café sector is known for its vibrancy, informality and unregulated approach to hospitality. The sector is a proliferation of small businesses which operates in a competitive environment. This study explores the relationship between small locally operated cafes and formal training of the kind fostered by polytechnics and similar institutions. The findings show there is little reliance on formal training or qualifications in the sector. There is a mixed attitude towards the hiring of staff members who have formal training. Some local café management views the qualifications and formal training with indifference. The main factor in employing new workers in the sector is 'experience' and in some cases, intrinsic qualities like 'personality' are important. This sector is largely made up of small business run by independent owner-operators. Competition in the sector is intense, and profit margins are small. Café employees are not generally well rewarded for their qualifications, and there is little in the workplace culture that may distract or inhibit the desire of workers to train formally. There is more evidence of formal institutional training and gaining of qualifications among cooking staff in cafes than front-of-house areas, signifying that cookery is an area of speciailised skill and features more as a career choice. While the management of local cafes will sometimes seek to hire qualified staff, they accept the lack of them. Management of local cafes who have themselves in the past been trained in formal institutional programmes are more likely to see benefits in employing people who have undergone similar training. This study concludes that formal institutional training is not a necessity in the local café sector, and that generally this sector views formal training to be of lesser relevance. As in most small businesses, cafes show that the need to survive commercially over-rides the propensity employers may have to improve the professional standing of their employees. Many employers will train employees on-the-job with the skills immediately necessary for the commercial well-being of their cafe. Local café managers have little energy or time to promote formal training programmes, and are content to accept that many of their employees will not be formally trained. The relationship between the content of traditional institutional training programmes and the skills required in the informal environment of the local café industry is somewhat incompatible

Integrating Kansei Engineering into Kano and SERVQUAL Model to Determine the Priorities of Service Improvement (Case Study: Café Agape at Ruteng, East Nusa Tenggara – Indonesia)

In order to improve service quality, a research framework of integrating Kansei Engineering into Kano and SERV-QUAL was deployed in Café Agape. SERVQUAL model is used to identify whether the provided service has been fulfill customer needs; whether customers were satisfied and what service attributes that have negative customer satisfaction indexes. Kano model can classify the service attributes into groups, i.e., attractive, one dimensional, must be or even indifferent; the classification can be used to determine the priorities. Kansei Engineering takes the customer emotion into account and tries to identify customer needs (feelings) more specific. The integration is aimed to determine the improvement priorities. A survey of 100 customers using 21 service attributes and 10 Kansei words resulted on 15 attributes that have negative customer satisfaction score. However, only 9 attributes will be prioritized for improvement because they are Attractive (A) and One dimensional (O) attributes due to the result of Kano classification. The analysis of Kansei Engineering showed that “convenience” was the customers’ most important emotion when they receive services at Café Agape. Meanwhile, there are 6 of 10 Kansei word (customer emotional needs) significantly different between two groups of Café Agape’s customers; foreign/overseas customers felt happier, more relieved, friendly, welcome and attractive but less sedate/quiet than local/domestic ones when they consume services at Café Agape

O MODELO DE GESTÃO INDIRETA NA ESTRATÉGIA DE SAÚDE DA FAMÍLIA

RESUMO As parcerias público-privadas não se configuram em um “novo” modelo de gestão da saúde. Esta relação é histórica na construção da política de saúde brasileira. Neste processo, se destaca traços de modernidade com o crescimento das Organizações Sociais neste campo, em especial nas grandes capitais do país. Neste sentido, buscamos propor uma reflexão teórica sobre a constituição da esfera pública e as implicações sobre a reformulação da organização da Atenção Básica no município do Rio de Janeiro. Desta forma, suscitar o debate sobre a adoção do modelo de gestão por meio de Organizações Sociais, para a expansão da Estratégia de Saúde da Família

An ethnography of a neighbourhood café: informality, table arrangements and background noise

Café society is something that many of us as customers and/or social theorists take for granted. Cafés are places where we are not simply served hot beverages but are also in some way partaking of a specific form of public life. It is this latter aspect that has attracted the attention of social theorists, especially Jürgen Habermas, and leads them to locate the café as a key place in the development of modernity. Our approach to cafés is to ‘turn the tables’ on theories of the public sphere and return to just what the life of a particular café consists of, and in so doing re-specify a selection of topics related to public spaces. The particular topics we deal with in a ‘worldly manner’ are the socio-material organisation of space, informality and rule following. In as much as we are able we have drawn on an ethnomethodological way of doing and analysing our ethnographic studies

Acclaimed Pianist, Composer Justin Kauflin to Perform Live@RWU Series on Sept. 10

One night earlier, Live@RWU to partner with Cable Car Cinema & Café in Providence for screening of “Keep on Keepin’ On

THE JOB DESCRIPTION OF A WAITER IN RATU RATIH CAFÉ AT HOTEL SAHID JAYA SOLO

2010. English Diploma Program of Letters and Fine Arts. Sebelas Maret University. This report is based on the job training in Sahid Jaya Hotel Solo. The job training was from 22 April until 22 June 2009. The objectives of the report are to describe the job description of a waiter in Ratu Ratih Café. A waiter in Ratu Ratih Café has two main duties, first is completing pre set up preparation and second, completing general set up. The pre-set up preparation includes polishing cutleries, cups and goblets water, while general set up includes breakfast set up, diner-lunch set up and handling the guest. To give good service to the guest requires good performance and style. Guest’s satisfaction indicates the quality of service from waiters