A job description allows the organization to establish parameters for a role and serves as a communication tool between the employer and the employee to ensure clear understanding of expectations. According to Rue and Byars (2010, a job description is a “written statement that identifies the tasks, duties, activities, and performance results required in a particular job” (p.195). The first area a job description addresses is the key components and the purpose of the position within the organization (Rue & Byars, 2010). The second area of the description lists the functionality required of the role by explaining duties and responsibilities (Rue & Byars, 2010). The third part defines the position’s hierarchy within the organization (Rue & Byars, 2010). The fourth and final category defines the qualifications of the position (Rue & Byars, 2010). The following is a sample job description created for a Customer Service Call Center Supervisor: Position Summary Responsible for developing, and directing the Call Center department to efficiently and effectively meet the needs of the customer. Key features and company accountabilities include: • Activities that lead to operational and financial success of the organization. • Maintenance of licensure and regulatory compliance with all applicable agencies. • Department compliance with Occupational Safety and Health Administration (OSHA) standards. Duties and Responsibilities • Recruitment and retention of employees. Conducts performance evaluations. • Facilitation, participation and development of training plans. • Participates in groups to develop and implement processes, procedures, and programs to improve operations and service. • Meets the company’s objectives and strategic ... ... middle of paper ... ... conclusion, the criteria in the job description that helps define a good supervisor is mainly in the duties and responsibilities and the qualifications sections. The duties and responsibilities shows the organizational and personal requirements that the person must possess. The qualifications section demonstrates whether someone may or may not be right for a supervisor. Candidates who read this section, understand that they do not qualify and still apply, clearly do not demonstrate good decision making. Candidates who do not qualify but strive to meet the requirements in the future, show a tendency towards becoming a good supervisor. Works Cited Bohlander, G. & Snell, S. (2010). Managing human resources. (14th ed.). Mason, Ohio: South- Western. Rue, L., Byars, L. (2010). Supervision: Key link to productivity. (10th ed.). New York, NY: McGraw-Hill/Irwin
The first would be the rank of position and the responsibility of the job. Is the position a supervisorial role, or administrative role or maybe pilot? If so, how many people is this person managing and who are they responsible for. These questions can help define
Introduction What does it mean to be an effective supervisor? Before taking this class, I thought that if a supervisor is able get their employees to work effectively, and efficiently, then the person is an effective supervisor. I didn’t realize until taking this class that supervisors do so much more. After learning more about the other tasks supervisors do like planning, being effective listeners, and motivating employees, I have a better understanding of effective supervision. I am aware that I have had supervisory experiences.
The customer support and customer service functions are more than departments; they are part of an essential strategy for growing your business. In the modern business climate, customers expect answers to their questions immediately. When the right information is available anytime, from anywhere in the world, customers are more likely to have a positive experience, thus customer loyalty will be increased. It is a known fact that the cost to obtain a customer is ten times higher than to maintain and keep existing customers. (Gouran, Dennis, W.E. Wiethoff, & J.A. Doelger. (1994). Mastering communication. 2nd ed. Boston: Allyn and Bacon.) Not in Reference Pg.
The presentation of a job description is important and Sainsbury's job description is always neatly presented. A person specification sets out the qualities of an ideal candidate whereas a job description defines the duties and responsibilities of the job. It describes the characteristics and attributes which a person needs to be able to do the job to the required standards. A person specification is normally set out under these headings: * Physical make up- what should the job holder look and sound like *
2) Responsible for participating in program planning and evaluation in conjunction with other supervisors, administrators and direct service staff.
Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135
The Systematic Developmental Supervision (SDS) model is a model based on the relationship between a supervisor and a supervisee that allows the supervisor to help promote the professional growth of a supervisee through “self-awareness and skills acquisition” (Carlson & Lambie, 2012, abstract). There are various developmental supervisory approaches that allow this relationship, but all contain “fundamental tenets including (a) supervisees’ move through levels of development based on their interaction with their environment (e.g., educational and supervisory experiences) and (b) supervisors identify and match the supervisees’ level of development to promote their growth” (Carlson and Lambie, 2012, para.1). Carlson and Lambie (2012)
As now it can be concluded that to make a supervision session effective it is essential to have a deep understanding of these facts and theories. Characteristics of both supervisor and supervisee are equally important. As supervisors must know their roles and responsibilities at the same time, supervisee should have interest towards reflective practice. Maintaining a good supervisory relationship will be useful to analyse the problems. If there are any signs of underperformance seen in the supervisee, the supervisor can approach them to sort out the matter before it causes
D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135 Gordon, S. P. (1989).
a job description must be signed by the employee holding the said position, employee’s supervisor/manager and the Vice President of Human Resources. A copy of the signed job description will be given to the employee for their personal files.
Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135
The result of this process is a job description “that includes the job title, a summary of the job tasks, a list of the essential tasks and responsibilities, and a description of the work context “(Burke, 2008). A job description consists of the knowledge, skills, and aptitudes necessary to do the job. A job evaluation is the process of adjudicating the comparative value of a job within a company (Burke, 2008).
After participating in the learning opportunities throughout this semester, I believe I have grown as a potential supervisor in numerous ways. Upon reflecting on the readings, discussions, and activities throughout the course, my original answers to the four essential course questions would reflect the additional insight that I’ve gained relating to supervision. What are the roles and responsibilities of a supervisor? My original response to this question recognized that supervisors have the responsibility of ensuring that duties are performed properly, that the safety of personnel is protected, and that expectations are communicated to employees.
Job description is a sum up of a job that is in the recruitment, in this description, employees will write down the job title, so applicants will able to understand what the job is about. Also, the department, applicants should know where would they work if they were going to work in that organization. Next i...
Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135