Modern Judaism Essay Example | Topics and Well Written Essays - 250 words - 1

Modern Judaism - Essay Example Following the traditional Jewish rule, Orthodox Judaism requires men and women pray separately in their synagogues. Moreover, women cannot participate in certain rituals. Orthodox Judaism does not have any central authority. Synagogues are established by separate groups of Jews. As a result, every synagogue demonstrates the distinctive ideological aspects within Orthodox Judaism. In turn, â€Å"conservative Judaism fosters the practice of traditional Judaism while embracing modernity† (â€Å"Variants within Judaism†). It occupies a middle position between the two main types of Judaism. Its main feature is that it demonstrates loyalty to matters of faith, however, is conservative with respect to the principles of religious practice. The purpose of the study of sacred texts is to make Judaism more relevant in the modern society. Liberal Judaism also referred to as Progressive or Reform Judaism has its own peculiarities of the temple service. In particular, the English lan guage is used in worship, men and women are allowed to be in the same room in the synagogue. In addition, women may also be involved in all aspects of the temple

Characteristic of management Essay Example for Free

Characteristic of management Essay With the progress of history, the definition, content, method and characteristic of management is in constant development. The history of management theory and idea is evolving. Between the twentieth century and twenty first century, the environment of management has been changed from stable and predictable to unending changeable. According to Kiechel’s (2012) theory, with the definite law, principle and regulation, management belong to a real science system. In this essay, two topics will be discussed. The first one is management theories and ideas have changed over time with two factors which are the transformation of labor were treated from machine to human and the connection between organization and external environment. The second one is the three most important differences between now and then. The three differences are increasingly fierce competition, personalized customer demand and how to improve competitiveness. The development of management theory and practice are closely related. Management theory is based on the understanding of management system and frame after summarized the experience from the accumulation management. However, this understanding also leads to the management practice. First of all, the transformation of labor were treated from machine to human is one factor. After the mid nineteen twenties the human relations theory and behavior management theory began to pay attention to human has many special factors different from the objects. On the human factor, first of all should be attributed to Mayo and his in the test of Hawthorne factory. Hawthorne test is a management test of Mayo by Hawthorne telephone factory which belong to Western Electric Company in the United States. Testing began in 1924 and Mayo conducted a series of surveys, tests and interviews. After that, the summary from Mayo (1933) of human psychological factors and social factors has great impact on the production efficiency. The staff is social person; they need social psychology rather than simply the pursuit of income and material. Therefore, the managers of the enterprise should not only focus on the technical and economic factors of management, but also improve labor  productivity from the social and psychological aspects to encourage workers. Volberda (2012) has said that expect formal organization, there are some informal ones. Informal organization is spontaneous formation by nature from the people contact. However, people’s behavior from the informal organization is always following the emotional logic character decides relationship. The external environment become connects to organization. Some of manager’s work on employees by coerces punishment and fire to increase the stress of them. The strict supervision and control mode to staff actually reflected in Taylors scientific management service and the traditional management mode. The others the others has concept of management that will be advocated management method which is people oriented by human, tolerant, democratic in management behavior. The objectives of the organization are combined individual objectives well and create favorable conditions for employees to develop the wisdom and potential. Then, there are three most important differences between now and then which increasingly fierce competitions, personalized customer demand and how to improve competitiveness. Firstly, with the liberalization policy, business globalization and capital operation mode, the regional and industry boundaries were abolished which makes the competition more intense. That leads to the difference by increasingly fierce competitions. With the opinion of Parker (2005), a long time ago, the research which based on strategic alliances and joined ventures was found. Cooperation and competition were founded to be a virtue and he analysis that competition is good to become to cooperation which is a good idea from the growing global economic. Secondly, Customers become the dominant force in the market by the expansion of product pile up in excessive requirement and income gap which leads to customer demand for personalized. Abrahamson (1966) suggested that, change is a global effect; the customer is more sensitive on the quality of the product or service. Managers should seek a new technology to help them handle new conditions which is the performance gap caused by environmental changes. Finally, with the widely used of the development of science and technology and information technology, lots of things could be done which may not be done easily. So the traditional management mode faces the enormous challenge. Moreover, by Rodrigues(2001)’ theory, the development of effective management skills to deal with specific problems and challenges of each organization in the global competitive environment is to make a frame work. The urgent need of many enterprises and organizations are rapid changes in technology and the environment. Today, the new trend of training and development organizations around the world are dealt within their own organization. In order to achieve networked, flat, flexible, effective development skills, specific challenges different new organizations of their mission and objectives of the organizations all over the word. Effective management skills help people and organizations to improve its effectiveness and efficiency. The rapid development of globalization and technology shows that we are in fierce competition. Proper management is crucial to the complex environment. The quality manager and effective management style can determine the organizational culture with productive employees and ultimately, success or failure. Managers should encourage, guide, supervise, motivate employee and coordination capacity to promote action and guide change his leadership and other training manager. Management and utilization planning, organization and communication skills are important leadership, more in quality such as integrity, honesty, courage, commitment, sincerity, enthusiasm, determination, compassion and sensitivity. In conclusion, management theories and ideas have changed over time with two factors which are the transformation of labor were treated from machine to human and the connection between organization and external environment. At the same time, there are three most important differences between now and then. The three differences are increasingly fierce competition, personalized customer demand and how to improve competitiveness. Twenty first Century for humans is a new age, we need according to the new rules to face and the formation of new rules depends on innovation which is the foundation of learning. Finally, Learning and innovation is the key in twenty first Century to deal with the environmental change. Reference 1.Abrahamson, E. (1996). Management fashion. Academy of Management Review, 21, 1, 245-285. 2. Parker, L. D., Ritson, P. (2005). Fads, stereotypes and management gurus: Fayol and Follett today. Management Decision, 43, 10, 1335-57. 3. Kiechel, W. (2012). The management century. Harvard Business Review, 90, 11, 62-75. 4. Rodrigues, C. A. (2001). Fayols 14 principles of management then and now: A framework for managing todays organizations effectively. Management Decision, 39, 10, 880-889. 5. Mayo,G.E. (1933). The Human Problems of an Industrialized Civilization, 25,3, 33-45. 6. Volberda, H. (2012). Contingency Fit, Institutional Fit, and Firm Performance: A Metafit Approach to Organization-Environment Relationships. Organization science, 23, 4, 1040 -1055.

Overview Of Mergers And Acquisitions

Overview Of Mergers And Acquisitions The literature has observed and increasing investigation about MA in the las two decades Appelbaum et al., 2007 in response to a lot of MA activities along side with the complex situation that appear from the interaction of two parties (Gaughan, 2002). Definition of MA, in a broad sense, may be implied to many different type of transactions from alliences, purchase, cooperation, joint ventures, management buy-out nad buy-in, change of legal form and even restructuring (Picot, 2002, p.15). However, , Nakamura (2005) argues that using broad definitions could cause confusion and incorrectly comprehend everything from strategic alliances to pure mergers. Therefore, a narrower sense of MA definition is adopted as below. Merger is the creation of new holding company by combining of two firms (European Central Bank, 2000, Gaughan, 2002, Jagersma, 2005). Acquisition is purchasing shares or assets from another company in order broaden the influence of the management(European Central Bank, 200 0, Chunlai Chen and Findlay, 2003), when mutual agreement might not be necessary. Types of MA According to Nakamura (2005, p.18) Mergers are referred to as two types of merger by absorption or merger by establishment (Chunlai Chen and Findlay, 2003, Nakamura, 2005). The absorbing merger happens when one company buys all the stocks of another and the absorbed company stops from existing whereas Establishment merger happens when both firms merge to create a new one while the combined firms are dissolved (Chunlai Chen and Findlay, 2003). Moreover, Nakamura (2005) considered the merger by absorption as as de facto acquisition. Thus the term consolidation could also be used to refer to merger by an establishment (Gaughan, 2002). In acquisition, the acquiring company may try to acquire certain shares or assets of the target company. As a result, here are two type of acquisitions: Firstly, the assets acquisition (Chunlai Chen and Findlay, 2003) which occurs when a firm buys all or part of the target firms assets while the target firm stays as a legal entity after the process. Secondly, the share acquisition when a firm buys a significant share of stocks in the target firm which provides them managerial influence in the target company. Moreover, depending on the amount of acquired share of stocks then the acquisition is again classified into three types: (1) majority (50-99%), (2) minority (less than 50%) and (3) complete take over (100% of targets issued shares) (Chunlai Chen and Findlay, 2003, Nakamura, 2005). In fact, acquisitions and mergers are distinct with different outcomes regarding tax liabilities, legal obligations and acquisition procedures (Marren, 1993). However, there is not attempt to separate the acquisition transaction from the merger when speaking about the final outcomes when companies combine together. MA can be named Vertical, Horizontal o r Conglomerate (Gaughan, 2002, Chunlai Chen and Findlay, 2003). In horizontal mergers and acquisitions, the acquiring firms and the target firms are competing companies in the same field. Chunlai Chen and Findlay (2003) argues, because of the international restructuring of many industries, horizontal MA observed a rapid growth in recent years in response to liberalization and technological change. These figures are seen in industries like automobile, petroleum and pharmaceutical. A good example of mergers and acquisition in this category is the US76 Billion Dollars Merger between two enormous pharmaceutical companies, Smithkline Beecham and Glaxo (MANDA, 2007). Smithkline Beechams former CEO Jan Leschly, said, the aim of this transaction was RD synergy in order grab opportunities to drive high revenues since new technologies are emerging rapidly in this particular industry (Carey, 2000 in Harvard Business Review, 2001). However, the combination of companies in buyer-seller or client -supplier relationships is the Vertical merger and acquisition. Transaction cost and uncertainty is being reduced when the two involved firms downstream and upstream linkage within the value chain and to create benefits in the economic scope (Chunlai Chen and Findlay, 2003). Lastly, firms may try to reduce risks and achieve economies of scope by practicing conglomerate MA where the involving firms have different types of businesses. A good example is when General Foods in 1985 was acquired by Philip Morris for value of US5.6 Billion Dollars (Gaughan, 2002). Furthermore, Mergers and acquisitions can be called hostile or friendly'(Chunlai Chen and Findlay, 2003). The transaction is friendly when the board of executive of the target firm agrees to it. On the contrary, the transaction is considered hostile when it is done against the wishes of the target company board. Last but not least, MA can be also classified as cross-border or domestic with regards to where the involved firms are based or operate their work. In Domestic MA the involved companies come from the same country and operate within that same economical region or country. Accordingly, the cross-border MA are two companies are situated in different economies, or the two companies are working in the same economy but they belong to different countries (Chunlai Chen and Findlay, 2003). Appelbaum, S.H., Lefrancois, F., Tonna, R., and Shapiro, B.T., 2007. Mergers 101 (part two): training managers for culture, stress, and change challenges. Industrial and Commercial Training, 39 (4), 191-200 Gaughan, P. A., 2002. Mergers, Acquisitions, and Corporate restructuring. 3rd ed. New York: Picot, G., 2002. Handbook of international mergers and acquisitions: Preparation, Implementation and Integration Nakamura, H.R., 2005. Motives, Partner Selection and Productivity Effects of MAs: The Pattern of Japanese Mergers and Acquisition. Thesis (Ph.D.), Institute of International Business, Stockholm School of Economics. European Central Bank, 2000. Mergers and Acquisitions involving the EU Banking industry Facts and Implications [online]. Available at www.ecb.int/pub/pdf/other/eubkmergersen.pdf [Accessed 1 October 2007] Gaughan, P. A., 2002. Mergers, Acquisitions, and Corporate restructuring. 3rd ed. New York Jagersma, P. K., 2005. Cross-border acquisitions of European multinationals. Journal of General Management. 30 (3), 13-34 Chunlai Chen, Z., and Findlay, C., 2003. A Review of Cross-border Mergers and Acquisitions in APEC. Asian-Pacific Economic Literature, 17 (2), 14-38. Marren, H., 1993. Mergers and Acquisitions: a valuation handbook, Business One Irwin, Homewood, Illinois Institute of Mergers, Acquisitions and Alliances Research, 2007. Top Mergers Acquisitions (MA) Deals [online]. Available at http://www.mandainstitute.org/en/statistics-top-ma-deals-transactions.htm [Accessed 10 October 2007]. Investopedia ULD, [no date]. Advisor [online]. Available at http://www.investopedia.com/terms/a/advisor.asp. [Accessed 15 October 2007] Harvard Business Review, 2001. Harvard Business Review on Merger and Acquisition. U.S.A: Harvard Business school Publishing Corporation Motives and objectives of MA: Understanding the objectives of an MA can be shown in two perspective. These objectives are to fulfill managerial influence or to maximize the shareholders wealth. In the perspective of maximizing the shareholders wealth, the main target behind the transaction between the two companies is to create a maximization of wealth for the shareholders. This happens when the net current value of the investment is in a positive trend. Thus, the other managerial perspective of the MA can happen in order to maintain growth, risk diversification, use of previous skills and abilities and to avoid being taken over (Sudarsanam, 1995). The literature on MA has a significant effort in analyzing the motive behind its transaction. ON the other hand Trautwein (1990) and later Cox (2006) they made a good summary with different theories that you can see in the table below. The suggested motive under different theories, Trautwein (1990) mentioned that MA creators refer to value creation and the synergy in order to justify the MA action. Trautwein (1990) also mentioned that is little evidence found about the implied motive in both research and practice by the raider theory process. He also taped into the disturbance theory but it has no consideration for this dissertation as it is on macro-economic level rather that micro-economic. However, Gaughan (2002) explains MA motives in a more practical way by referring many theories supported with multiple case studies. So Gaughan has four main motive for the MA: MA is a mean for the companies to grow rapidly. Economic gains and return are hoped to be achieved by the MA firms Creating a large firm with the MA to gain a better market access which can promise lower capital cost and other financial benefits. Creating gains by applying a more superior managerial influence on the target business. Thus, it can be concluded that all the authors had common sense that motives can vary between different MA deals and it is difficult to simply justify with a singe theory or approach. Sudarsanam, S. (1995). The essence of mergers and acquisitions. Hemel Hampstead: Prentice hall Cox, R. A. K., 2006. Merger and Acquisition: A Review of the Literature. Corporate Ownership Control, Spring, 3 (3), 55-59 Trautwein, F., 1990. Merger Motives and Prescriptions. Strategic Management Journal, 11 (4), 283-295 Gaughan, P. A., 2002. Mergers, Acquisitions, and Corporate restructuring. 3rd ed. New York C:UsersJohabDesktopimage.png Challenges and problems of MA: According to Smith (2003),after analyzing many cases he argues that many MA s fail to achieve their objectives. Every firm has a unique culture, but there can be similar things between two firms depending on the company management, vision, size and objectives. However, when two firms will merge under one management, the organizational culture becomes a serious problem that needs to be dealt with. Challenges arise in MA from leadership,communication and cultural differences and not only from legal or financial problems. However, tremendous studies suggest that the success factors of MA mainly depend on culture. Moreover, managers should have awareness about the difference in culture between organizations and avoid the problems by maintaining good communication with the employees, stakeholders and customers (Dell et al. 2001, Kelly et al. 1999, Kearney 1999, Booz-Allen Hamilton 2001 inPautler 2003). Thus, many mergers fail during the integration process. This normally results due to cultural differences, management, strategy, lack of clear vision and communication delays (Nguyen, Kleiner 2003). So the challenges can be in three different parts: 1-Individuals: Whatever is the change in a company like routine or drastic like a merger, is always about the people(Todnem, 2005). The human factor in mergers and acquisitions in recognized as a very important base for it success (Boaten, 2006). The reason is that these individuals are the breathing and living organisms who bring life and prosperity into the company. They create the firms unique culture which is in its industry, management and nationality etc. Thus, this is a reason why persuading these people is very important to achieve the organizational goals and the desired synergy by the MA. Accordingly, Individual face many challenges during the MA. Some of the staged based on Fishers work the personal transition curve can be identified as follows. A-Fear of the unknown and anxiety: When the the short-term plans for the future are not clear, that brings anxiety for the employees which creates the fear of the unknown. Therefore, they will try to resist the change. B-Stress and threat leading to the depression: The lack of communication makes the individual feel lost and makes it impossible for them to understand their standing. Feeling ill or doing it as an excuse for a long absence from the company. Fear of the change and the involved uncertainty makes the employees feel threatened from the future and their job security. This even makes the employee look for different jobs instead of focusing on their own. Eventually the production goes down rapidly and the synergies start to dissolve. c-Integration and Acceptance: When the employees start accepting the facts and change gradually, integration takes place incrementally. Thus, through the process there will be increasing in the employee turnover which also causes a decrease in the intellectual capital and can lead to MA failure. 2-Lack of effective leadership: Starting from top level management to lower level employees, they all become worried about their job security. This can cause a decrease in the employee commitment to their job and the company they work for and reduced satisfaction at work which leads to a weak performance. The managers also lose their trust and start hesitating to take decisions. Lack of trust leads to isolation from other teams and managers. This leads to breakdowns in communications and creating more anxiety for the employees who need a good confidence and leadership from the executives. Moreover, the doubt in the managerial abilities leads to more resistance to any change that happens during the MA. 3-Cultural clash: As mentioned above, the culture is a very important aspect in any MA.the cultural differences in managerial system and values cause many problems for the employee to adapt successfully which result a culture clash. The culture problem is a phenomenon that created the bases of all the resistance Nguyen and Kleiner(2003) from the commitment problems, increasing turnover of the staff, company structure and reduces productivity which ultimately leads to the failure of the MA. Pautler, P.A. (2003) The Effects of Mergers and Post-Merger Integration: A Review of Business Consulting Literature, Bureau of Economics Federal Trade Commission Nguyen, H., Kleiner, B.H. (2003), The Effective Management of Mergers, Leadership Organisation Development Journal, 24(8), pp. 447-454 Todnem, R. (2005), Organisational Change Management: A Critical Review, Journal of Change Management, 5(4), pp. 369-380 Londros, G., Boateng, A. (2006) The role of culture in the merger and acquisition process. Evidence from the European chemical industry, Management Decision, 44(10), pp.1405-1421 Banal-Estanol, A., Seldeslachts, J. (2011) Merger Failures, Journal of Economics and Management Strategy, 20(2), p.589-624

Essay --

Introduction- Fashion is richly embedded in the history and culture in France. The country is the home of many famous designers, and is credited with creating the concepts haute couture and prà ªt-à  -porter; two core segments of the fashion industry. Today Paris, Milan, London, and New York are the â€Å"Big Four† fashion capitals in the world. While France is well known to be the oldest fashion empire in the world, with expansion of the industry, is it still considered the leader? 1) History of Fashion in France A quote by American poet, Allen Ginsberg says, â€Å"You can’t escape the past in Paris, and yet what’s so wonderful about it is that the past and present intermingle so intangibly that it doesn’t seem to burden.† In order to truly understand the large role that fashion plays in a culture where the past is such a large part of the present, one must learn about its deep history and evolution. The first time clothing was seen as more than a practicality, and closer to a status symbol was during the reign of King Louis XIV. King Louis XIV, also known as Louis the Great or the Sun King, was a monarch of the House of Bourbon and ruled as King of France and the Kingdom of Navarre from 1643 until his death in 1715. He was known for adorning himself in silk, diamonds, and artisanal shoes and jackets (Fashion and Power). He used these items of luxury to control and express his power to France, its residents, and the rest of Europe. Shortly after Louis XIV’s death, Louis XVI came into power. King Louis XVI’s wife, Marie Antoinette was also a pioneer in the French fashion culture. As the Queen of France from 1774-1792, her life was full of extravagance and luxury and she wanted her fashion to be representative of her lifestyle. In fact, she w... ...businesses reviewed annually to preserve the reputation of such a prestigious association. Chambre syndicale Du Prà ªt-à  -porter des Couturiers et des Crà ©ateurs de Mode is a group made up of haute couture houses and fashion designers who design women’s ready-to-wear fashion, and the Chambre syndicale de la Mode Masculine is a group exclusively for men’s fashion. Since 1935 the Fà ©dà ©ration’s headquarters have been located at 100 rue de Faubourg Saint Honorà © in Paris’s 8 arrondissement; in the heart of the city where it all began. Combined, the three trade organizations have over 100 corporate members. A unique quality of the Chambre Syndicale de la Haute Couture and the Chambre syndicale Du Prà ªt-à  -porter des Couturiers et des Crà ©ateurs de Mode, is that it accepts international members as well. This is said to reflect the quickly expanding globalization of the industry. Essay -- Introduction- Fashion is richly embedded in the history and culture in France. The country is the home of many famous designers, and is credited with creating the concepts haute couture and prà ªt-à  -porter; two core segments of the fashion industry. Today Paris, Milan, London, and New York are the â€Å"Big Four† fashion capitals in the world. While France is well known to be the oldest fashion empire in the world, with expansion of the industry, is it still considered the leader? 1) History of Fashion in France A quote by American poet, Allen Ginsberg says, â€Å"You can’t escape the past in Paris, and yet what’s so wonderful about it is that the past and present intermingle so intangibly that it doesn’t seem to burden.† In order to truly understand the large role that fashion plays in a culture where the past is such a large part of the present, one must learn about its deep history and evolution. The first time clothing was seen as more than a practicality, and closer to a status symbol was during the reign of King Louis XIV. King Louis XIV, also known as Louis the Great or the Sun King, was a monarch of the House of Bourbon and ruled as King of France and the Kingdom of Navarre from 1643 until his death in 1715. He was known for adorning himself in silk, diamonds, and artisanal shoes and jackets (Fashion and Power). He used these items of luxury to control and express his power to France, its residents, and the rest of Europe. Shortly after Louis XIV’s death, Louis XVI came into power. King Louis XVI’s wife, Marie Antoinette was also a pioneer in the French fashion culture. As the Queen of France from 1774-1792, her life was full of extravagance and luxury and she wanted her fashion to be representative of her lifestyle. In fact, she w... ...businesses reviewed annually to preserve the reputation of such a prestigious association. Chambre syndicale Du Prà ªt-à  -porter des Couturiers et des Crà ©ateurs de Mode is a group made up of haute couture houses and fashion designers who design women’s ready-to-wear fashion, and the Chambre syndicale de la Mode Masculine is a group exclusively for men’s fashion. Since 1935 the Fà ©dà ©ration’s headquarters have been located at 100 rue de Faubourg Saint Honorà © in Paris’s 8 arrondissement; in the heart of the city where it all began. Combined, the three trade organizations have over 100 corporate members. A unique quality of the Chambre Syndicale de la Haute Couture and the Chambre syndicale Du Prà ªt-à  -porter des Couturiers et des Crà ©ateurs de Mode, is that it accepts international members as well. This is said to reflect the quickly expanding globalization of the industry.

Building construction for fire services

Steel is one of the important elements of construction industry because it is widely used in the construction of railways, roads and buildings. Steel provide numbers of advantage in the construction industry due to its special characteristics such as it is more stronger in respect to the wood, more eco-friendlily (because it is easily recyclable), not deteriorate, rot, warp, bed or twist, resistant to fire, hurricanes, tsunami and earthquakes, resistant to termites and insects, requires low weight interior walls and easily used in difficult building locations.As like other materials it has also some limitations such as it is, more expensive than wood and it requires skilled professional contractors for construction. Steel play a important role in fire fighting industry and also makes the job of fire fighter easier. Firefighter is trained person who save life, property, aid and assist during natural disaster. They used several equipments in their work for eg. Ladder trucks, pamper tru cks, fire house ad fire extinguishers which are all constructed of steel due to its light weight in handling and stronger than other metal, more durability.The well-coated steel pipes helps in continues flow of water and there by immediate control on fire. As steel provides number of advantages to fire fighters but it also creates hurdles in performing their task because it frequently react to environment and forms rust which result immediate linkage pipe and damage of pipe. Steel is very easily prone to fire because of its high melting point therefore; it is always advisable to use such material, which is in flammable to prevent smoke and damage or to limit the fire to small areas.Therefore, from above discussion, we can conclude that steel play a crucial role in the development of fire industry but it is affected by certain limitations. Therefore, it is advisable to use steel by acting appropriately then only it is most successful. The fire fighters should take appropriate steps t o successfully rescue their operation Reference: Referred to sites: 1. http://www. smart-homeowner. com/articles/9651/pros and cons of steel framing. 2. http://en. wikipedia. org/wiki/Firefighter/Fire fighter dated 1st July 2007

Motivation Letter Essay

I am writing to submit letter to express my interest as a Catering assistant in your organisation. Being fresher, It is a good match with the job description you have provided on your website, I am confident in my ability to meet and exceed my goals with your organisation and helps me in future by getting experience in catering assistant. I am applying for this position because I have following skills: Washing dishes and utensils by hand. Having reliability and patient when working in fast pace environment. Provide outstanding customer service and friendly with all team members. Great understandings of cleaning and cleaning tools. Great at multi-tasking and time management skills. Ability to handle things in a discreet and confidential manner. Based on my qualifications, it is the perfect job for me to improve my skills to provide good quality customer service and learn new things from other employees. In addition to my customer service strengths, I have mastery  knowledge of kitchen cleaning or customer service and have good communication skills. My primary objective is to assist your business grow and function smoothly in any way I can This job is favourable for me because I am quick learner and ability to do anything. I am prepared to undertake any training offered and I am available for an interview anytime. If you have any further questions please do not hesitate to contact me (0223963129) I look forward to hearing from you.