1. Jodee Deean Bowles
1409 N Butler Avenue Indianapolis, IN. 46219 317-670-4968  Jodee22@yahoo.com
Performance Profile
Organizational Development Leader with excellent academic, management, and communications skills seeking a
career in business management. I believe my greatest advantage is my ability to maintain excellent customer service
along with extremely high ethical standards.Iam a thorough and detailed director and have an extraordinary ability
to prioritize workloads to meet critical deadlines. My background in office management decidedly aids in the day to
day operations of a business.Able to manage daily operations of any business and relate to employees/guests with a
wide range of backgrounds and personality types.Effective communicator, listener, and troubleshooter.
Core Competencies
 Strategic Planning
 Recruitment & Selection
 Office Management
 Service-Oriented
 Team Building
 Cross Functional Management
 Training & Development
 Leadership
 Organizational Skills
 Extremely Adept at Developing
Strong Client Relationship
 Customer Service/Guest Relation
 Continuous Performance
Improvement
 Purchasing/Inventory Management
 Socially Perceptive
 Mentoring/Coaching
 Cultural Sensitivity
Education & Training
Purdue School of Engineering & Technology - IUPUI Indianapolis, IN
Bachelor of Science in Organizational Leadership and Supervision 2012 – 2015
4.0 GPA
 Tau AlphaPi, School of Engineering & Technology Deans List & Nina Scholarship Recipient
Ivy Tech Community College Indianapolis, IN
Associate of Applied Science in Mortuary Science Graduated May 2012
4.0 GPA
 Phi ThetaKappaMember & Nina Scholarship Recipient
Executive Coaching Presentation for Dr. Stephen Hundley
 Researched executive coaching in hopes that IUPUI would implement a coaching program for their employees.
 Presented theconcerns of coaching. (Costly, unwillingness for employee engagement, mismatch of coach/employee.
 Coaching significance (high ROI, turns weaknesses into strengths, removes obstacles from professionals pathway.
Coaching employees is a performance management application which increases the probability of thesuccess of
employees and theorganization alike hiring a coach is an advanced management practice which empowers the
employee with confidence and competence.
 Retains Key Leaders & Valued Employees.
 Explained thedifference between coaching and mentoring.
 Explained why coaching is important in an organization, such as leadership development and inducting new staff.
 Induced ways to implement a coaching program into an organization. Selection, internal versus external coaching
program is important, and what approach is going to be utilized.
 What coaching looks like, for instance, thecoach may ask past successes to establish what kind of styleworks best.
How will the coaching take place, frequency, phone, internet, or face to face, additional contact such as e-
mail/voicemail between conversations. Duration of contract. Vision and goals for coaching.
 Goals may be used to establish clear focus and areas and to craft an action plan.
 Outcomes of executive coaching are team effectiveness, assertiveness, dealing with conflict, stress management, active
listening, personal productivity, and making tough decisions.
Leadership Presentation for Dr. Julie Little-Wiles
 Servant leadership- turns followers into leaders. Help others grow and develop, and provide opportunity for others to
gain material and emotionally.
 Authoritarian Management- followers are obedient subordinates who follow orders.
 Participative Management- Management actively involves employees through employee suggestion programs,
participation groups, and quality circles. Teamwork.
 Stewardship- Followers are empowered to make decisions, and they have control over how they do their own jobs.
Supports thebelief that leaders are deeply accountable to others as well as the organization, without tryingto control
others, define meaning and purposefor others, or take care of others.

2. Jodee Bowles, p. 2
 Laissez Faire- Lacks direct supervision of employees and fails to provideregular feedback to thoseunder his
supervision.
 Autocratic leadership styleallows managers to make decisions alone without theinput of others.
 Transactional leadership- Managers using the transactional leadership stylereceive certain tasks to performand provide
rewards or punishments to team members based on performance results. Managers and team members set
predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish
thosegoals. Employees receive rewards, such as bonuses, when they accomplish goals.
 Transformational leadership- Leaders motivate employees and enhance productivity and efficiency through
communication and high visibility. This styleof leadership requires the involvement of management to meet goals.
Leaders focus on the big picturewithin an organization.
Professional Experience
Whetsel Funeral Home Alexandria, IN
Funeral Director Intern October 2012- June 2013
 Coached and advised families while paying close attention to detail to ensure a funeral that was both costly and a
beautiful celebration of their loved ones life.
 Facilitated discussions with families regarding service specifics including clothes, hairstyles, and makeup preferences,
choosing pall bearers, picking out memorial folders, caskets, vaults, register books, videos, pictureboards needed,
discussing minister, songs, and place and times of service.
 Provided weekly on-call service for removals while developing a relationship with hospice, hospitals, and long-term
care facilities.
 Utilized community resources to assist with support groups, and compiled resources available to each family’s needs;
such as veteran affairs, Medicaid, and trustee’s assistance.
 Document and filled necessary paperwork to the county, crematory, and delivered completed paperwork to families.
Flanner & Buchanan Indianapolis, IN
Guest Relations April - July 2012
 Greeted families and ensured comfort during services.
 Assisted Funeral Director with thevisitations and funerals.
 Coordinated logistics including positioning flowers, setting up AV equipment, and arranging the chapel.
 Performed various office tasks as needed.
 Demonstrated integrity and professionalism at all time. Showed compassion and was empathetictoward grieving
families.
Dr. Steven P. Snyder Advanced Medical Practice South Shore, KY.
Office Manager 1998-2002
 Inspired staff during morning meetings to do their best work every day.
 Budgeted monthly expenditures to be most profitable. Processed payroll.
 Assigned, monitored, and performed clerical, administrative and secretarial responsibilities.
 Efficiently allocated resources at busy medical practice.
 Designed and implemented record keeping and filing systems to increase efficiency, ensure security and confidentiality
of data.
 Recruited staff members, managed internal staff relations, and handled customer inquiries.
 Arranged weekly office meetings to coordinate a strategic plan.
 Enforced compliance with all safety and health compliance.
64 Market Convenience Store Taswell, IN.
Store Manager 1990-1997
 Assigned, monitored, and performed clerical, administrative and secretarial responsibilities.
 Recruited staff members, managed internal staff relations, and handled customer inquiries.
 Inventory Management.
 Managed petty cash accounts, and processed bank deposits.
 Processed payroll.
 Sourced vendors & contractors.