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Presents career profiles of positions available in the food and beverage industry.
Opportunities in Series * MOST COMPREHENSIVE SERIES. With over 150 titles, students can explore virtually any job opportunity to their heart's content. * FULL CAREER DESCRIPTION. Tells students what each profession is all about and the various job opportunities available. * OVERVIEW OF THE JOB MARKET. Provides information on educational requirements, salary opportunities, career advancement, and the employment outlook. * ADDITIONAL REFERENCES. Bridge readers to other resources on employment opportunities in the professional field.
It's a woman's world, and those witty women of Born to Shop® know what it takes to keep it that way. These ten humorous cross stitch patterns are your path to posting how you really feel about work, friendship, and (yes!) chocolate. If you'd like to expand your cross stitch with a special technique, Stamp 'N Stitch uses rubber stamps to add extra flair. Pressed for time? The Stitch 'N Paint technique is a speedy way to create whimsical artwork. You'll soon be joining the Born to Shop gals in celebrating the funny side of life--with a touch of sass, of course! 10 lusciously lighthearted designs: Friends Forever; Too Many Friends; Fancy Chocolates; Best Man; Blessings; Control; Just Love Me; Main Food Groups; Monday All Week; and Hug. Born to Shop®: More Life Lessons (Leisure Arts #4509)
Surveys twenty-two occupations in the food industry, discussing educational and personal requirements, salary statistics, and more.
WINNER • 2021 PULITZER PRIZE IN HISTORY Winner • 2022 James Beard Foundation Book Award [Writing] The “stunning” (David W. Blight) untold history of how fast food became one of the greatest generators of black wealth in America. Just as The Color of Law provided a vital understanding of redlining and racial segregation, Marcia Chatelain’s Franchise investigates the complex interrelationship between black communities and America’s largest, most popular fast food chain. Taking us from the first McDonald’s drive-in in San Bernardino to the franchise on Florissant Avenue in Ferguson, Missouri, in the summer of 2014, Chatelain shows how fast food is a source of both power—economic and political—and despair for African Americans. As she contends, fast food is, more than ever before, a key battlefield in the fight for racial justice.
Once upon a time, a Ph.D. went to work at Mickey D's... And what he found was illuminating. Jerry Newman, a college professor who has taught business courses for nearly 30 years, went undercover as a bottom-rung worker for the biggest names in fast food, including McDonald's and Burger King. Newman found that fast-food chains were the perfect petri dishes for covert research: High-pressure, high-volume businesses with high-employee turnover. The pecking order was also crystal clear, from fry cook all the way up to store manager. Of the seven restaurants where Newman worked, some were high-morale, high-productivity machines. Others were miserable, misplaced circles of hell. Yet one common trait stuck out from them all: Each restaurant's respective manager determined the climate of the work environment. Go behind the fast food counter with Newman and see what happens on an average day on the “McJob”... how the restaurants are run (for better or worse) how managers reward good employees when raises are impossible (believe it or not, bosses give 'em more hours-and it works!) how morale and motivation spring directly from the manager's office and how a few simple adjustments to your own management style-the “Supersized Management Principles” in this book-can transform and invigorate your workplace
An exploration of the fast food industry in the United States, from its roots to its long-term consequences.
Attending Hamburger University, Robin Leidner observes how McDonald's trains the managers of its fast-food restaurants to standardize every aspect of service and product. Learning how to sell life insurance at a large midwestern firm, she is coached on exactly what to say, how to stand, when to make eye contact, and how to build up Positive Mental Attitude by chanting "I feel happy! I feel terrific!" Leidner's fascinating report from the frontlines of two major American corporations uncovers the methods and consequences of regulating workers' language, looks, attitudes, ideas, and demeanor. Her study reveals the complex and often unexpected results that come with the routinization of service work. Some McDonald's workers resent the constraints of prescribed uniforms and rigid scripts, while others appreciate how routines simplify their jobs and give them psychological protection against unpleasant customers. Combined Insurance goes further than McDonald's in attempting to standardize the workers' very selves, instilling in them adroit maneuvers to overcome customer resistance. The routinization of service work has both poignant and preposterous consequences. It tends to undermine shared understandings about individuality and social obligations, sharpening the tension between the belief in personal autonomy and the domination of a powerful corporate culture. Richly anecdotal and accessibly written, Leidner's book charts new territory in the sociology of work. With service sector work becoming increasingly important in American business, her timely study is particularly welcome.
In the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy.