Curriculum Vitae

Curriculum Vitae of Dr. James Edward Osler I

The Measurement of a Novel Conceptual Framework Entitled: "Process Education: Learning to Learn" Via an Explicative Encyclopedia of Innovative Triostatistical Methods, Models, Metrics, and Statistical Procedures

This paper is part two of the research paper entitled, “AMOVA” [“Accumulative Manifold Validation Analysis”]: An Advanced Statistical Methodology designed to measure and test the Validity, Reliability, and Overall Efficacy of Inquiry–Based Psychometric Instruments” published in the 2015 Journal of Educational Technology. In this narrative AMOVA is operationalized via successful “Process Education: Learning to Learn” (or “PE: L2L”). PE: L2L experiences, whether taught in a camp, course or as professional development requires addressing specific principles, practices, scales, strategies, and concepts that are native to both “Process Education (PE)” and “Learning to Learn” (L2L). PE and L2L were once separate methodologies but are now combined here to create a novel, innovative, and comprehensive learning practice. This new learning model as an all-inclusive learning strategy uniquely unifies the implementation of L2L experiences using the PE philosophy through the idea of “Transformational Education”. Facilitating L2L through the lens of PE requires the implementation and use of a preset of PE: L2L practices and principles that are measurable via AMOVA. L2L has been implemented and researched in Europe and Process Education as a model has been implemented and its concepts have been tested and measured in the United States. This paper provides a unique cohesive perspective that incorporates the best of PE and the best of L2L to create “PE: L2L”. PE: L2L is a novel conceptual framework that incorporates the principles, practices, scales, strategies, and concepts of both PE and L2L into a new measurable paradigm. In addition, three triostatistical models are presented in this text as ideal data analysis methods for the measurement of the new PE and L2L unification, they are: 1.) Tri–Squared Analysis (Osler, 2012); 2.) AMOVA (Osler, 2015); and 3.) The Taxonomy of Process Education (Osler, 2015). The philosophical and theoretical foundational narrative in this paper is adapted from the results of successful PE “Learning to Learn Camps”; “Teaching Institutes”; and online PE professional development

Beverage Cart Attendant Training Manual

The purpose of this training manual is:to train you in the knowledge, skills, and abilities necessary to properly perform your duties; to imbue you with a strong service ethic toward our members and your fellow workers; to provide you with the tools and techniques to comfortably perform all assigned tasks; to prepare you for potentially difficult situations by providing you with the approved way of dealing with them

Tools to Beat Budget - Real Time Accounting

Tools to Beat Budget is a program designed to help department heads monitor key elements of their budget by Real Time Accounting, a best practice for Performance Management. It requires department heads to monitor revenues and expenses on an ongoing basis, which keeps them in closer touch with their actual performance compared to budget. Finally, the data accumulated during the year using Tools to Beat Budget makes department heads more knowledgeable about their operations and makes establishing future budgets far easier since all the historical information is in one place – the Tools to Beat Budget binder

The Black Solidarity Committee For Community Improvement: The Dynamics of Black Leadership in Durham, North Carolina, 1969 -1970

The purpose of this project is to examine the evolution, impact, and demise of the Black Solidarity Committee for Community Improvement (BSCCI) in Durham, North Carolina during the years 1968-1970

Expectations, Work Planning & Performance Reviews

Performance ManagementRecognizing that a private club is a collection of diverse business enterprises, each with its own requirements, disciplines, and knowledge for success, general managers must rely on department heads to run their operations with high levels of professionalism, efficiency, and service. But to ensure that this is consistently done with a quality that meets members’ and the board’s expectations, the general manager must exert his or her authority to guide subordinates toward a common vision, specific goals, and a coordinated timing of initiatives across departmental lines. Reviews provide opportunities for helping employees with self- and career-development advice. Such interest by management in each employee’s development will yield greater commitment and loyalty to the organization and its performance

Beyond Oral History The Importance of a Club Operation Plan

Ultimately, the governing board determines a private club’s standards for quality and service.The problem for board members, though, is that seldom do these individuals have the in-depthknowledge or experience of hospitality operations to do this effectively.So, it is the general manager who, in consultation with the board, determines the desiredstandards. This is challenging in three ways. First, board members may have difficultyarticulating their quality and service desires since the perception of quality is the culmination ofa great number of operating details. Second, each board member has his or her ownexpectations for quality, thereby making for an imprecise common standard. Third, boardschange over time and the changing agenda of new boards may require changes in priorities andallocation of resources, which may ultimately impact standards.Given these realities it is essential for the general manager to “manage” the process byestablishing standards of quality and service for the operation based on his or her bestprofessional judgment and sounding out board members periodically to ensure expectations arebeing met.The common wisdom in our industry is that the higher the standards of quality and servicedesired, the greater the cost of operations – most noticeably in payroll cost from higher staffinglevels, extended hours of operation, more personal services, and more intensive training. Whilethese are all contributing factors, there are the operating inefficiencies as a result of standaloneoperations with few economies of scale, limited resources, weak or inconsistent leadership,poor organization, staff turnover, and inconsistent training that are also significant drivers ofhigher costs

Controlling Payroll Cost Critical Disciplines for Club Profitability

Controlling Payroll Cost - Critical Disciplines for Club ProfitabilityLabor Costs in Private ClubsClubs operate from early morning to late at night. For the convenience, safety, and security ofmembers, clubs are staffed day and night throughout the week. Success in the club businesshas always been dependent upon attention to details – the thousands of details that contributeto high levels of service, well-maintained facilities, appetizing food and beverage, and highlevels of cleanliness, comfort, and convenience. One detail that should always be on everymanager’s mind is controlling the club’s labor cost.Labor IntensiveMost of the tasks involved in providing remarkable service are labor intensive. While thebanking industry has had great success in the development and public acceptance of automaticteller machines, the club industry is unable to mechanize the many complex tasks of cleaningand maintaining a clubhouse or meeting the quality and service expectations of members.Production and service of food and beverage, because of its complexity and infinite variables, isnot likely to be taken over by machines any time soon, no matter how sophisticated roboticsbecomes.Because of the service expectations of our members and the complexity of tasks we undertake,a club is labor intensive. It takes a lot of people to do what clubs do

Managers' Handbook

Welcome(From the Managers' Handbook):Welcome to the club! We are proud of our many accomplishments and our standing in the community – successes that could not have been achieved without the dedication, hard work, and professionalism of our managers at all levels of the club.You will now be joining us in our endeavors, and we welcome you to the team. Recognizing that our success has been built upon our culture of service, it is important that all new team members understand the principles and rules by which we operate.To that end we have prepared this managers handbook. It is intended to provide managers and supervisors with a basic understanding of how we operate and what we expect of those people who fill our key leadership positions

The Super Service Employee

Such extraordinary individuals are worth their weight in gold. Not only do they serve with flairand expertise, but they sell, thereby increasing the average check, while making a distinctlyfavorable impression of competence and professionalism that brings diners back again andagain. This is true in restaurants as well as in private clubs where diners appreciate therecognition and special touches that a super server adds to the dining experience