Create a detailed job description for a position within the organization. For assistance, see the competency information presented in chapter 1. Here is a sample (Your choice has to be something totally different—no banquet coordinator):

Coordinator of Banquets—Golf Club

Salary Range
$35,000-$50,000

General Definition

This person will be responsible for planning and managing banquet events. Applicants with good communication skills, professionalism, and marketing experience would be good for this position.

Supervision

This person will supervise and direct all part-time and full-time event staff. The Coordinator of Banquets is supervised by the Golf Operations Manager.

Essential Duties and Functions

• Work directly with clients to plan their events while satisfying their needs.
• Review client event requests and create contractual proposals explaining details of events.
• Develop budgets for individual events and monthly reports on the banquet services held.
• Negotiate contract terms and the pricing for clients if needed.
• Contract services for food and beverage along with rental needs.
• Develop a strong network of venue and industry contacts; maintain excellent relationships to ensure continuing clients and opportunity.
• Serve as a liaison between vendors, clients, and organizational staff in arranging events.
• Assist in development and expansion of banquet planning and make recommendations for improved planning processes, sales tools, and technologies.

Physical and Cognitive Considerations

• Physical—Some heavy lifting could be necessary in setup and clean-up for events. The environment when managing events can be fast paced.
• Cognitive—The ability to resolve management problems and problems within the supervised staff is important; applicants must also possess creativity to plan innovative, attractive, and productive events. Applicants must be resourceful in networking and maintaining sales events.

Qualifications

Bachelor’s degree with 3 to 5 years of experience in event planning, marketing, and management.

Competencies

Possess program planning techniques, human resource abilities, management/leadership skills, communication techniques, experience in budgeting events/reports, networking skills, knowledge of catering, and the ability to communicate with the public.

.Susan Sheppard, Creative Design Manager, Word-of-Mouth. Sheppard has been at Word-of-Mouth for four and a half years and was appointed manager of the Creative Design Department seven months ago. 2. Alexandra Woodward, Creative Design, Word-of-Mouth. Woodward is the boss’s sister and is the newest and least qualified recruit

The Word-of-Mouth Marketing Department is eight people strong, including Sheppard and her new colleague Woodward, the newest and least qualified recruit. Woodward shares the boss’s family name, and presumably feels she shares the boss’s default authority, too. She came to the company six months after leaving her job as a museum curator. Only one month into her new career, she is already dictating her own workload and that of others; she dumps work onto Sheppard and is bullying and inappropriate. In the last two weeks, Sheppard’s desk has been littered with unfinished work originally assigned to Woodward, including design layouts, annual report figures, copyright disputes, and print schedules. Twice, Sheppard was left with design layouts to complete within three hours of their deadline. On one of those occasions, Woodward had done barely more than sketch text boxes, leaving Sheppard with more than a day’s work to accomplish within an hour and twenty minutes. When asked to obtain the copyright to publish a particular photograph (featuring a celebrity’s home), Woodward skipped over the details (not even filing the request), almost trashing a print-run of 70,000 brochure covers as well as leaving Word-of-Mouth open to possible legal action. Luckily, Sheppard picked up on Woodward’s oversight and gained permission from the relevant parties before any damage was done. Woodward point-blank refused to write the annual report figures, saying that as an “Artistic Consultant” it was insulting to ask her to file facts and figures. In fact, Woodward doesn’t have a job title, which is something Sheppard cannot address. The print schedules, which Woodward was supposed to deliver a week before the commencement of the Approval Stage, arrived on Sheppard’s desk with one day to spare, and, as with the design layouts, were so incomplete, they required Sheppard to put aside her own work and concentrate on getting the schedules out in time. During a recent meeting with a photographer, Woodward undermined Sheppard continually either by contradicting her suggestions or through disrespectful gestures and sighs. Whenever Sheppard approaches Woodward’s desk, Woodward initially completely ignores her and then does little to engage in conversation, deliberately avoiding eye contact. Just four days ago, when Sheppard issued instructions to another member of the team, Woodward took it upon herself to approach the team member and, on “Sheppard’s behalf”, retract the instructions. When Sheppard initially asked Woodward into her office for a discussion, Woodward created such a scene of angry complaints and accusations of bullying, that Sheppard had to back out of her intention to diffuse the situation. At every opportunity, Woodward has been bad-mouthing Sheppard to other members of the Creative Design Department.

Question- Give an introduction describing the current situation between the two women, and what you see to be the biggest problem with their relationship and interactions at this time?