Warsaw, Poland

Modern Organisation and Management in Gastronomy

Nowoczesna organizacja i zarządzanie w gastronomii

Language: Polish Studies in Polish
Subject area: physical education, tourism, services
Gastronomy
Gastronomy is the study of the relationship between food and culture, art of preparing and serving rich or delicate and appetizing food, a style of cooking from particular region and the science of good eating. One who is well versed in gastronomy is called a gastronome, while a gastronomist is one who unites theory and practice in the study of gastronomy. Practical gastronomy is associated with the practice and study of the preparation, production, and service of the various foods and beverages, from countries around the world. Theoretical gastronomy supports practical gastronomy. It is related with a system and process approach, focused on recipes, techniques and cookery books. Food gastronomy is connected with food and beverages and their genesis. Technical gastronomy underpins practical gastronomy, introducing a rigorous approach to evaluation of gastronomic topics.
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Management
Understanding the concept of competency is a prerequisite to understanding his integrated model of management.
Richard Boyatzis (1982) Competent Manager: A Model for Effective Performance. p. 10
Management
A company will get nowhere if all of the thinking is left to management.
Akio Morita (1987). Made in Japan, p. 149
Management
Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?
Wheeler L. Baker, Crisis Management: A Model for Managers (1993), p. 6

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