2. Damasc has five locations in Georgia,
conveniently located to serve Georgia’s
aspiring Cosmetologist, Make-up artist,
Estheticians, and Nail Technicians.
Locations:
 Albany, Ga.
 Bainbridge, Ga.
 Brunswick, Ga.
 Monticello, Ga.
 Richmond Hill, Ga.

3.  Damasc is a Limited Liability Partnership,
owned by Cosmetology Instructors and Master
Cosmetologists, Irene Myers Lavant,
Shawnquita Buncom, Patrice Woodie Mitchell,
and Faye Cooper.
 Limited Liability Partnership: With this structure,
each owner of the school is responsible for their
own malpractices, not the mistakes made by
the other partners. All of the partners together
are liable for all other types of school related
liabilities.

4. Our culture is a “Success Culture”.
 This company values the continued success of each
student and employee through education, counsel, and
support.
 The company believes in that each student and
employee should have the opportunity to obtain success
regardless of race, sex, religion, creed, etc.
 The company, regardless of which school is represented
within the five locations, will uphold these beliefs and
values. It is understood that when there unity across the
board, there is no room for dissention.
When it comes to success, Damasc will accept nothing less…

5. With a company where every team member shares
the same values, goals, and objective, success is
only a matter of implementation.
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Jan-06 Jan-07 Jan-08 Jan-09
Employees Hired
Employees Fired
Employees
Resigned

6. Through Damasc’s Labor Relations Policy, we encourage employees to
help make recommendations and influence policy through feedback. By
allowing the employees feedback and interaction, the employees
will take more of an ownership position within the company. This will make
their actions and efforts more meaningful; thereby, improving work quality,
productivity, and the overall work environment.
 Damasc will address potential and real issues by utilizing a review
process, which finds areas where each employee has weaknesses
or strengths. This will make sure that employees are given
suggestions for improvement, taught ways to increase
performance, assigned or reassigned to the suitable departments,
and phased out only if necessary.
 Damasc’s Performance Management Process ensures that
employees will gain a sense of confidence knowing their company
is willing to work with the employees to improve their performance
and address work issues. The effect will result in employees that are
loyal, hard working, skilled, and content.

7. The Human Resource (HR) Department at
Damasc will address the following:
 Hiring highly motivated and qualified employees.
 Managing employee reviews.
 Addressing payroll/benefits issues.
 Implementing counseling, training, and
motivational sessions.
 Collecting and analyzing employee feedback.

8. At Damasc, our goal in Human Resource Management is
to ensure the success and contentment of our employees.
We feel our benefits are a big motivator.
Benefits include:
•2 weeks paid vacation yearly, 3 weeks vacation after 3 years.
•10 unpaid sick leave/personal leave days per year.
•Affordable medical, dental and hospitalization packages for individuals
and families.
•Up to $1,000 per year paid continuing cosmetology education for
instructors.
•Up to $500 - $1,000 per year for all other employee training/education.

9. At Damasc, we are utilizing the latest in
technology. With services available to the
employees and students, such as Wi-Fi, LED
computer compatible projectors, Fiber optic
computer connections, and Peer-to-Peer
Networking, Damasc is ahead of many other
Cosmetology Schools .
Employees can use this technology to:
•Maximize performance training.
•Confer with other employees in-house.
•Teach students using the internet.
•Project content from websites and hard drives or classroom use.
•Develop communications, learning materials, and lesson plans.

10. The goal of Damasc is to have the highest productivity of
each employee and student, but with the lowest cost
possible. This will keep the school affordable for students
wishing to attend. The best way to achieve this is to keep the
track of the cost affected by OMM (Operations and Materials
Management).
These costs are related to the cost of beauty school supplies,
school overhead, labor expenses, holding of inventory
(textbooks, chemicals, equipment, and teaching aids) and
the final product, which in Damasc’s case are satisfied,
paying clients and highly skilled and trained graduating
cosmetologists!

11. This is an example of Damasc’s OMM using
data from the past four years.
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Labor Costs
School Overhead
School Supplies
Profits

12. We like to think that Damasc runs on a small batch
operating system. Our products (trained
cosmetologists) are customized based on their
training and program degree of their choosing.
Our hires include:
 Administrators (Directors, Accountants, Enrollment specialists)
 Instructors (Cosmetology, Esthetics, Barbering, and Nail
Technology)
 Janitorial & Building Maintenance Team
 Receptionist/Cashier

13. Damasc has developed policies through the use of a Board of
Directors. This will ensure that our policies are fair, unbiased, and
legally sound. Our board develops new policy, reviews old policies,
rewrites old policy and analyzes policies prior to implementation.
Potential Legal Issues:
 School Philosophy and/or Policies
 Board of Directors Policy Development and Operating System
 Administration/Executive Decisions
 The Management of Employees
 School Curriculum and Instructional Practices
 Business and Operational Function.
 School/Community Relations
 Management and Discipline of Students
 Privacy and Placement for Special Needs Students
 Educator and Employee Misconduct

14.  Moral sensitivity –Damasc must be sensitive to the employees and
students as to how our policies affects their lives, and showing
concern, empathy and responsibility towards these individuals.
 Moral judgment – Damasc, in an effort to make fair and morally
based decisions regarding students and employees, has looked to
its Board of Directors, as well as legal and spiritual counsel when
making decisions that could affect the lives of employees and
students.
 Moral motivation – At Damasc, we make moral values a priority over
personal feeling and values. Professionalism is one of our goals and
takes precedence over all else.
 Moral character – Damasc Board Members and staff are required to
act upon their morality when interacting with others, which includes
students, employees, and other Damasc Board Members or staff.
Students, Administration, Individuals, and all other staff or employees are
encouraged to direct inquiries or complaints concerning Damasc’s
ethics and moral issues to the Damasc Board of Directors. Final decisions
are based on the Boards irrevocable votes and policy interpretations, as
prescribed by a professional codes of ethics.

15.  Idaho Small Business Development Agency
. (2009). Partnership. Retrieved November 27,2009 from
http://www.idahosbdc.org/DocumentMaster.aspx?doc=1154
 Entrepreneur. (2009). Corporate Culture. Retrieved November 28,
2009 from
http://www.entrepreneur.com/encyclopedia/term/82104.html
 Paranada, J. (2009). Current Legal Issues In Education. Slide
Share. Retrieved November 20, 2009 from
http://www.slideshare.net/geniusonline/current-legal-issues-in-
education
 Urkevich, J. (February 6, 2009). Professional Development for K-12
District Staff. Education Today. Retrieved November 28, 2009 from
http://educationtoday.wordpress.com/category/legal-issues/
 Benninga, Jacques S. (October 2003). Moral and Ethical Issues in
Teacher Education.. Eric Digest. Retrieved November 21, 2009 from
http://www.ericdigests.org/2004-4/moral.htm