This document contains information about performance evaluation methods for funeral directors, including examples of evaluation criteria, rating scales, and review phrases. It provides descriptions of several common performance appraisal techniques such as management by objectives, critical incident reporting, behaviorally anchored rating scales, behavioral observation scales, and 360-degree/multi-rater feedback. Checklists and weighted checklists are also discussed as methods for evaluating funeral directors against objectives and behavioral traits. Sample positive and negative review comments are given for criteria like attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
An angular transaction is described as one in which one person gives an open message accompanied by a hidden message, and the second person gives an open message which is a response to the hidden message.
This document discusses various topics related to communication and leadership. It defines communication as the transfer and understanding of meaning. It outlines four functions of communication: to control member behavior, foster motivation, provide emotional expression, and provide information to make decisions. It also discusses elements of the communication process like the sender, message, channel, and receiver. Regarding leadership, the document defines it as the ability to influence a group toward goals, distinguishing it from management which uses authority to obtain compliance. It also discusses various theories of leadership including trait, behavioral, situational, and contingency theories.
The document summarizes Eric Berne's concept of "games people play" from his book of the same name. It provides examples of common games like "If It Weren't For You" where one person complains about restrictions placed on them by another but is actually avoiding a personal fear or issue. Berne saw these games as ongoing transactions with concealed motivations that people engage in unconsciously to get unstated needs met or avoid uncomfortable situations.
In an ulterior transaction, two messages are conveyed at the same time. One of these is an overt or social level message. The other is a covert or psychological level message. Most often, the social level content is Adult-Adult. The psychological level messages are usually either Parent –Child or Child –Parent.
This document provides an overview of organizational behavior concepts. It discusses key topics like the nature of people and organizations, forces that influence organizational behavior like structure and environment, and historical developments in the field like the Hawthorne Studies. The document also outlines components of organizational behavior like individual, group, and organizational processes and benefits of studying OB like developing workplace skills.
An angular transaction is described as one in which one person gives an open message accompanied by a hidden message, and the second person gives an open message which is a response to the hidden message.
This document discusses various topics related to communication and leadership. It defines communication as the transfer and understanding of meaning. It outlines four functions of communication: to control member behavior, foster motivation, provide emotional expression, and provide information to make decisions. It also discusses elements of the communication process like the sender, message, channel, and receiver. Regarding leadership, the document defines it as the ability to influence a group toward goals, distinguishing it from management which uses authority to obtain compliance. It also discusses various theories of leadership including trait, behavioral, situational, and contingency theories.
The document summarizes Eric Berne's concept of "games people play" from his book of the same name. It provides examples of common games like "If It Weren't For You" where one person complains about restrictions placed on them by another but is actually avoiding a personal fear or issue. Berne saw these games as ongoing transactions with concealed motivations that people engage in unconsciously to get unstated needs met or avoid uncomfortable situations.
In an ulterior transaction, two messages are conveyed at the same time. One of these is an overt or social level message. The other is a covert or psychological level message. Most often, the social level content is Adult-Adult. The psychological level messages are usually either Parent –Child or Child –Parent.
This document provides an overview of organizational behavior concepts. It discusses key topics like the nature of people and organizations, forces that influence organizational behavior like structure and environment, and historical developments in the field like the Hawthorne Studies. The document also outlines components of organizational behavior like individual, group, and organizational processes and benefits of studying OB like developing workplace skills.
Transactional Analysis Proper is the analysis of ego states or self sorters in communication between people.
It includes both verbal and non verbal, physical and symbolical, genuine and counterfeit interactions.
This document discusses managing communications in organizations. It covers key topics like the two-way communication process, barriers to communication, effective communication factors, and downward and upward communication problems. Specific sections explain communication fundamentals, the importance of communication to organizations, non-verbal communication, downward and upward communication challenges, and guidelines for effective listening. The document aims to understand different aspects of the communication process in organizational settings.
This document provides an overview of Transactional Analysis (TA). Some key points:
- TA was developed by Dr. Eric Berne in the 1950s as a theory of personality and a method of communication.
- It analyzes communication patterns in terms of ego states (Parent, Adult, Child) and transactions (stimulus and response).
- Life positions reflect one's basic beliefs about self and others, such as "I'm OK, you're OK". Strokes are ways people recognize each other.
- TA is used for clinical therapy, personal development, leadership training, and understanding behavior dynamics. It provides insights into communication patterns and game playing.
Information technology officer perfomance appraisal 2tonychoper3604
This document provides information and resources for evaluating the job performance of an information technology officer, including:
1. A sample job performance evaluation form with sections for reviewing performance factors, employee strengths/accomplishments, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating an IT officer's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
This document provides information and resources for evaluating the job performance of a general clerk, including:
1. A 4-page job performance evaluation form for a general clerk, with sections to rate their performance on factors like administration, communication, teamwork, and more.
2. Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators (KPIs), and tips for writing self-appraisals.
3. The full 8-page general clerk performance evaluation form, with performance rating definitions and sections to document employee strengths, areas for improvement, and signatures.
4. Examples of positive and negative performance review phrases for evaluating a general clerk's attitude, creativity,
This document provides information and materials for evaluating the performance of a garbage truck driver, including:
1. A sample performance evaluation form with ratings and factors like administration, communication, safety, and dependability.
2. Examples of performance review phrases for a garbage truck driver for areas like attitude, problem solving, and teamwork.
3. An overview of the top 12 methods for performance appraisal for a garbage truck driver, such as management by objectives, critical incident method, and 360 degree feedback.
This document contains a job performance evaluation form for scientific officers with four pages. It includes sections for identifying employee information, rating performance factors and overall performance, identifying employee strengths and areas for improvement, developing a plan for improved performance, and obtaining signatures. It also provides examples of performance review phrases for evaluating attitudes, creativity/innovation, and decision making. The form and phrases are intended to help structure performance appraisals for scientific officers.
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Production planning manager perfomance appraisal 2tonychoper3004
This document contains materials for evaluating the performance of a production planning manager, including:
1) A multi-page performance evaluation form rating an employee on factors like administration, communication, decision-making, and safety. It provides space for commenting on strengths, areas for improvement, and goals.
2) A list of online resources for performance appraisal materials like sample phrases, forms, and tips for writing self-appraisals.
3) Sample performance review phrases addressing an employee's attitude, creativity/innovation, and decision-making skills.
This document discusses activities in transactional analysis. It was prepared by Manu Melwin Joy, a research scholar at the School of Management Studies at CUSAT in Kerala, India. The document defines activities as goal-directed communication between group members, with a focus on material outcomes. It notes that the adult ego state predominates during activities and that conditional positive and negative strokes are usually given at the end as rewards or consequences.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
The document provides an overview of human resources topics including:
- An HR management overview and the employee lifecycle covering training, performance management, and career management.
- Regulatory updates on discrimination charges, wage/hour compliance issues, and new EEOC/DOL regulations.
- Details on performance management including goal setting, feedback, and evaluation.
- Training processes like needs analysis, objectives, delivery methods, and evaluation approaches.
- Career planning stages and anchors that influence career choices and progression.
Transactional Analysis Proper is the analysis of ego states or self sorters in communication between people.
It includes both verbal and non verbal, physical and symbolical, genuine and counterfeit interactions.
This document discusses managing communications in organizations. It covers key topics like the two-way communication process, barriers to communication, effective communication factors, and downward and upward communication problems. Specific sections explain communication fundamentals, the importance of communication to organizations, non-verbal communication, downward and upward communication challenges, and guidelines for effective listening. The document aims to understand different aspects of the communication process in organizational settings.
This document provides an overview of Transactional Analysis (TA). Some key points:
- TA was developed by Dr. Eric Berne in the 1950s as a theory of personality and a method of communication.
- It analyzes communication patterns in terms of ego states (Parent, Adult, Child) and transactions (stimulus and response).
- Life positions reflect one's basic beliefs about self and others, such as "I'm OK, you're OK". Strokes are ways people recognize each other.
- TA is used for clinical therapy, personal development, leadership training, and understanding behavior dynamics. It provides insights into communication patterns and game playing.
Information technology officer perfomance appraisal 2tonychoper3604
This document provides information and resources for evaluating the job performance of an information technology officer, including:
1. A sample job performance evaluation form with sections for reviewing performance factors, employee strengths/accomplishments, areas for improvement, and signatures.
2. Examples of performance review phrases for evaluating an IT officer's attitude, creativity, decision-making, interpersonal skills, problem-solving, and teamwork.
3. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
This document provides information and resources for evaluating the job performance of a general clerk, including:
1. A 4-page job performance evaluation form for a general clerk, with sections to rate their performance on factors like administration, communication, teamwork, and more.
2. Links to free eBooks and resources on performance appraisal phrases, forms, key performance indicators (KPIs), and tips for writing self-appraisals.
3. The full 8-page general clerk performance evaluation form, with performance rating definitions and sections to document employee strengths, areas for improvement, and signatures.
4. Examples of positive and negative performance review phrases for evaluating a general clerk's attitude, creativity,
This document provides information and materials for evaluating the performance of a garbage truck driver, including:
1. A sample performance evaluation form with ratings and factors like administration, communication, safety, and dependability.
2. Examples of performance review phrases for a garbage truck driver for areas like attitude, problem solving, and teamwork.
3. An overview of the top 12 methods for performance appraisal for a garbage truck driver, such as management by objectives, critical incident method, and 360 degree feedback.
This document contains a job performance evaluation form for scientific officers with four pages. It includes sections for identifying employee information, rating performance factors and overall performance, identifying employee strengths and areas for improvement, developing a plan for improved performance, and obtaining signatures. It also provides examples of performance review phrases for evaluating attitudes, creativity/innovation, and decision making. The form and phrases are intended to help structure performance appraisals for scientific officers.
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Production planning manager perfomance appraisal 2tonychoper3004
This document contains materials for evaluating the performance of a production planning manager, including:
1) A multi-page performance evaluation form rating an employee on factors like administration, communication, decision-making, and safety. It provides space for commenting on strengths, areas for improvement, and goals.
2) A list of online resources for performance appraisal materials like sample phrases, forms, and tips for writing self-appraisals.
3) Sample performance review phrases addressing an employee's attitude, creativity/innovation, and decision-making skills.
This document discusses activities in transactional analysis. It was prepared by Manu Melwin Joy, a research scholar at the School of Management Studies at CUSAT in Kerala, India. The document defines activities as goal-directed communication between group members, with a focus on material outcomes. It notes that the adult ego state predominates during activities and that conditional positive and negative strokes are usually given at the end as rewards or consequences.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
The document provides an overview of human resources topics including:
- An HR management overview and the employee lifecycle covering training, performance management, and career management.
- Regulatory updates on discrimination charges, wage/hour compliance issues, and new EEOC/DOL regulations.
- Details on performance management including goal setting, feedback, and evaluation.
- Training processes like needs analysis, objectives, delivery methods, and evaluation approaches.
- Career planning stages and anchors that influence career choices and progression.
Administrative director performance appraisalandreyben98
Administrative director job description,Administrative director goals & objectives,Administrative director KPIs & KRAs,Administrative director self appraisal
This document provides information and resources for evaluating the performance of a travel coordinator. It includes a 4-page sample performance evaluation form with rating scales for evaluating an employee on various performance factors. It also lists the top 12 methods for performance appraisal, such as management by objectives, critical incident method, behaviorally anchored rating scales, and 360-degree feedback. Additional sections provide phrases to use in a performance review and guidelines for different evaluation methods.
This document contains information about performance evaluation methods for resident directors, including example phrases and tips. It discusses 12 common performance appraisal methods: management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, 360 degree feedback, and checklist/weighted checklist. For each method, it provides an overview and examples of how it can be used to evaluate a resident director's performance in key areas like attitude, decision-making, problem-solving, and teamwork. The document aims to provide resident directors and their evaluators with resources to conduct effective performance reviews.
This document contains information about performance evaluation methods for resident assistants, including example phrases and tips. It discusses 12 common methods: management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, 360-degree feedback, and checklist/weighted checklist. For each method, it provides an overview and examples of how it can be used to structure goal-setting, document specific positive/negative behaviors, rate performance factors, and gather anonymous feedback from coworkers to provide a comprehensive review. The document aims to equip supervisors with effective tools and language for evaluating and developing resident assistants.
This document provides information and resources for evaluating the performance of a general secretary, including:
1. A 4-page job performance evaluation form with ratings for various performance factors and sections for comments.
2. Several links to free ebooks and resources on performance appraisal phrases, forms, and best practices.
3. A discussion of the top 12 methods for performance appraisal, including Management by Objectives, Critical Incident Method, Behaviorally Anchored Rating Scales, and 360 Degree Feedback. Sample rating scales, advantages and disadvantages are discussed for several methods.
This document contains materials for evaluating the job performance of an archive clerk, including:
- Four pages of a job performance evaluation form covering rating an employee's performance, strengths/accomplishments, areas for improvement, and signatures.
- A list of six useful online resources for performance appraisal materials like sample phrases, forms, and tips for writing self-appraisals.
- Two additional pages providing example performance review phrases for evaluating an archive clerk's attitude, creativity/innovation, and decision-making skills.
The document provides information on performance evaluation methods for a board secretary position. It includes sample evaluation forms and phrases that can be used in evaluations. Some key performance evaluation methods discussed are:
1. Management by Objectives (MBO) which involves setting goals and measuring performance against goals.
2. Critical Incident Method which involves documenting specific positive and negative behavioral incidents.
3. Behaviorally Anchored Rating Scales (BARS) which combines rating scales and critical incidents to evaluate behaviors.
4. 360 Degree Feedback which collects anonymous feedback from coworkers, managers and subordinates to provide a more comprehensive view of performance.
The document provides resources to help structure evaluations and document an employee's performance
This document provides information and resources for evaluating the job performance of a civil supervisor, including:
1. A 4-page performance evaluation form for rating a civil supervisor's performance, with factors like administration, knowledge, communication, and customer service.
2. Phrases for writing performance reviews on topics like attitude, creativity, decision-making, and interpersonal skills.
3. An overview of the top 12 methods for conducting performance appraisals, such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the performance of a research director, including:
1. A 4-page job performance evaluation form with rating scales for evaluating various performance factors such as administration, communication, decision-making, and customer service.
2. Examples of positive and negative performance review phrases for evaluating attributes like attitude, creativity, and problem-solving skills.
3. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident method, and 360-degree feedback. Checklists and behavioral observation scales are also discussed.
This document contains information about performance evaluation forms and methods for courtesy officers. It includes a sample performance evaluation form with sections for identifying employee information, rating performance factors, employee strengths and areas for improvement, and signatures. It also lists phrases that can be used in performance reviews for areas such as attitude, creativity, decision-making, and problem-solving. Finally, it outlines the top 12 methods for performance appraisal, including management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The document provides tools and guidance for conducting courtesy officer performance evaluations.
This document provides information and resources for evaluating the performance of a quality director, including:
1. A 4-page job performance evaluation form for a quality director with ratings for various performance factors and sections for comments.
2. A list of 6 performance appraisal methods and phrases that can be used in evaluating a quality director, including management by objectives, critical incident, behaviorally anchored rating scales, and 360 degree feedback.
3. Descriptions and examples of the top 12 methods that can be used for a quality director's performance appraisal, such as management by objectives, critical incident, behaviorally anchored rating scales, behavioral observation scales, and checklist methods.
Top 25 band 6 deputy ward manager interview questions and answers pdf ebook f...andreyben98
This document provides a free ebook with answers to common interview questions for the role of a Band 6 Deputy Ward Manager. It includes sample answers to 14 common interview questions, such as "Tell me about yourself", "What are your greatest strengths and weaknesses?", and "Why should we hire you?". For each question, the document provides tips and guidelines on how to effectively answer the question in a way that will impress the interviewer. Additional related free resources and materials are also referenced.
Top 45 ameritas interview questions and answers pdfandreyben98
The document provides tips and sample answers for common interview questions for the company Ameritas. It discusses questions such as "Tell me about yourself", "What are your greatest weaknesses?", "Why should we hire you?", and "What are your salary expectations?". For each question, it gives advice on how to structure an effective answer that highlights your relevant skills and experiences for the role. The document also includes additional free resources and ebooks for job interview preparation.
Top 45 amerigroup interview questions and answers pdfandreyben98
This document provides answers to common interview questions for Amerigroup, including:
1. Tell me about yourself - Focus on relevant qualifications and give examples showing why you're the best fit.
2. Where do you see yourself in five years? - Explain how your career goals align with advancing at the company.
3. What is your greatest weakness? - Admit to a weakness but also discuss steps taken to improve.
It also provides tips on questions like discussing accomplishments, salary expectations, being a team player, and desire to work for the company. Links are provided to additional online resources for various interview questions and topics.
Top 45 american family insurance interview questions and answers pdfandreyben98
This document provides summaries of responses to common interview questions for American Family Insurance, including:
1. Tell me about yourself - Focus on relevant qualifications and experience for the role. Provide examples that demonstrate your fit.
2. Where do you see yourself in five years? - Express career goals that are ambitious but aligned with opportunities at the company.
3. What is your greatest weakness? - Discuss a weakness and the steps taken to improve, focusing on job-relevant skills. Emphasize strengths over weaknesses.
The document also provides tips and additional resources for responding to questions about strengths, accomplishments, expectations, and salary range.
Workshop coordinator communication skills pdfandreyben98
This document provides 13 tips for improving communication skills. The tips include listening actively, over-communicating key points to ensure understanding, avoiding overreliance on visual aids, putting oneself in others' shoes to develop empathy, asking for honest feedback to improve, engaging audiences in discussions, starting and ending presentations by restating key points, understanding the audience, and focusing on earning respect rather than laughs. The overall message is that clear, well-structured communication that considers the audience is important for effective information sharing.
What is communication skills for teachers pdfandreyben98
1. The document provides 13 tips for improving communication skills for teachers. The tips include listening actively, over-communicating key points, avoiding overreliance on visual aids, putting oneself in others' shoes, asking for honest feedback, engaging audiences, accepting public speaking fears, starting and ending strongly, and focusing on respect over humor.
2. It also recommends talking to people directly instead of just writing, understanding audience preferences, and giving a clear purpose, importance, and preview for presentations.
3. The overall message is that strong communication requires actively listening, clearly conveying essential information, understanding different perspectives, and earning respect from audiences.
What is communication skills for managers pdfandreyben98
This document provides tips for improving communication skills as a manager. It begins by outlining the importance of listening skills and over-communicating to ensure understanding. It then recommends avoiding overreliance on visual aids, putting oneself in others' shoes, asking for honest feedback, engaging audiences, accepting public speaking fears, and focusing on earning respect rather than laughs. The document concludes by suggesting managers get to know their audience and reiterate key points at the start and end of presentations.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. Job Performance Evaluation Form Page 2
Useful performance appraisal materials for funeral director:
performanceappraisal360.com/free-ebook-2456-phrases-for-performance-
appraisals
performanceappraisal360.com/free-65-performance-appraisal-forms
performanceappraisal360.com/free-ebook-top-12-methods-for-performance-
appraisal
performanceappraisal360.com/free-ebook-top-15-secrets-to-set-up-
performance-management-system
performanceappraisal360.com/free-ebook-2436-KPI-samples/
performanceappraisal360.com/free-ebook-top -9-tips-to-writing-a-winning-
self-appraisal
Funeral director job description
Funeral director goals & objectives
Funeral director KPIs & KRAs
Funeral director self appraisal
3. Job Performance Evaluation Form Page 3
I. Funeral director performance form
Name:
Evaluation Period:
Title: Date:
PERFORMANCE PLANNING AND RESULTS
Performance Review
Use a current job description (job descriptions are available on the HR web page).
Rate the person's level of performance, using the definitions below.
Review with employee each performance factor used to evaluate his/her work performance.
Give an overall rating in the space provided, using the definitions below as a guide.
Performance Rating Definitions
The following ratings must be used to ensure commonality of language and consistency on
overall ratings: (There should be supporting comments to justify ratings of “Outstanding” “Below Expectations,
and “Unsatisfactory”)
Outstanding Performance is consistently superior
Exceeds Expectations Performance is routinely above job requirements
Meets Expectations Performance is regularly competent and dependable
Below Expectations Performance fails to meet job requirements on a frequent basis
Unsatisfactory Performance is consistently unacceptable
A. PERFORMANCE FACTORS(use job description as basis of this evaluation).
Administration - Measures effectiveness in planning,
organizing and efficiently handling activities and eliminating
unnecessary activities
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
4. Job Performance Evaluation Form Page 4
Unsatisfactory
NA
Knowledge of Work - Consider employee's skill level,
knowledge and understanding of all phases of the job and
those requiring improved skills and/or experience.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Communication - Measures effectiveness in listening to
others, expressing ideas, both orally and in writing and
providing relevant and timely information to management,
co-workers, subordinates and customers.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Teamwork - Measures how well this individual gets along
with fellow employees, respects the rights of other
employees and shows a cooperative spirit.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Decision Making/Problem Solving - Measures
effectiveness in understanding problems and making timely,
practical decisions.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Expense Management - Measures effectiveness in
establishing appropriate reporting and control procedures;
operating efficiently at lowest cost; staying within
established budgets.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Human Resource Management - Measures effectiveness in
selecting qualified people; evaluating subordinates'
performance; strengths and development needs; providing
constructive feedback, and taking appropriate and timely
action with marginal or unsatisfactory performers. Also
considers efforts to further the university goal of equal
employment opportunity.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Independent Action - Measures effectiveness in time
management; initiative and independent action within
prescribed limits.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Job Knowledge - Measures effectiveness in keeping
knowledgeable of methods, techniques and skills required
in own job and related functions; remaining current on new
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
5. Job Performance Evaluation Form Page 5
developments affecting SPSU and its work activities. Unsatisfactory
NA
Leadership - Measures effectiveness in accomplishing
work assignments through subordinates; establishing
challenging goals; delegating and coordinating effectively;
promoting innovation and team effort.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Managing Change and Improvement - Measures
effectiveness in initiating changes, adapting to necessary
changes from old methods when they are no longer
practical, identifying new methods and generating
improvement in facility's performance.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Customer Responsiveness - Measures responsiveness and
courtesy in dealing with internal staff, external customers
and vendors; employee projects a courteous manner.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Personal Appearance - Measures neatness and personal
hygiene appropriate to position.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Dependability - Measures how well employee complies
with instructions and performs under unusual
circumstances; consider record of attendance and
punctuality.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
Safety - Measures individual's work habits and attitudes as
they apply to working safely. Consider their contribution to
accident prevention, safety awareness, ability to care for
SPSU property and keep workspace safe and tidy.
Outstanding
Exceeds Expectations
Meets Expectations
BelowExpectations
Unsatisfactory
NA
Employee's Responsiveness - Measures responsiveness in
completing job tasks in a timely manner.
Outstanding
Exceeds Expectations
Meets Expectations
Below Expectations
Unsatisfactory
NA
B. EMPLOYEE STRENGTHS AND ACCOMPLISHMENTS:Include those which are relevant
during this evaluation period. This should be related to performance or behavioral
aspects you appreciated in their performance.
6. Job Performance Evaluation Form Page 6
C. PERFORMANCE AREAS WHICH NEED IMPROVEMENT:
D. PLAN OF ACTION TOWARD IMPROVED PERFORMANCE:
7. Job Performance Evaluation Form Page 7
E. EMPLOYEE COMMENTS:
F. JOB DESCRIPTION REVIEW SECTION: (Please check the appropriate box.)
Employee job description has been reviewed during this evaluation and no changes
have been made to the job description at this time.
Employee job description has been reviewed during this evaluation and modifications
have been proposed to the job description. The modified job description is attached to
this evaluation.
G. SIGNATURES:
Employee Date
(Signature does not necessarily denote agreement with official review and means only that theemployee was
given theopportunity to discuss theofficial review with thesupervisor.)
Evaluated by Date
Reviewed by Date
8. Job Performance Evaluation Form Page 8
II. Funeral director performance phrases
1.Attitude Performance Review Examples – funeral director
Positive review
Holly has one of those attitudes that is always positive. She frequently has a smile on her
face and you can tell she enjoys her job.
Greg is a cheerful guy who always makes you feel delighted when you’re around him.
We are fortunate to have Greg on our team.
Thom has an even demeanor through good times and bad. His constant cheer helps others
keep their “enthusiasm” – both positive and negative – in check.
Negative review
Jim frequently gives off “an air” of superiority to his coworkers. He is not approachable
and is rough to work with.
Bill has a dreadful outlook at times which has a tendency to bring down the entire team.
For the most part, Lenny is a personable guy, but when he gets upset, his attitude turns
shocking. Lenny needs to balance his personality out and not react so much to negative
events.
2.Creativity and Innovation Performance Review Phrases for funeral director
Positive review
Sally has a creative touch in a sometimes monotonous role within our team – the way she
adds inspiration to the day to day tasks she performs is admirable.
When a major problem arises, we frequently turn to Jon for his creativity in solving
problems. The way he can look at an issue from different sides is a great resource to our
team.
Whenever we need a fresh look at a problem, we know we can turn to Julia for a novel
perspective.
9. Job Performance Evaluation Form Page 9
Negative review
Paul’s team feels discouraged as he often “shoots down” creative ideas without any
explanation. Paul should be more willing to listen to ideas before he rejects them outright.
Jean does not tap into the creative side of her team and consistently overlooks the
innovate employees reporting to her.
Kevin has a difficult time thinking “outside of the box” and creating new and untested
solutions.
3.Performance review phrases for decision making – funeral director
Positive performance review phrases for decision making
A person with good decision-making skills should be a person:
• Be able to make sound fact-based judgments;
• Be able to work out multiple alternative solutions and determined the most suitable one;
• Be objective in considering a fact or situation;
• Be firm to not let the individual emotion and feeling affect on the made decision;
Negative performance review phrases for decision making
• Be hesitant in making decision and too much cautious in making the final decision which often
results in wrong decision;
• Apply complex and impractical approaches in solving problems;
• Fail to make a short-list of solutions recommended by direct units;
• Be paralyzed and confused when facing tight deadlines to make decisions;
4.Interpersonal Skills Performance ReviewPhrases – funeral director
Positive review
Ben has a natural rapport with people and does very well at communicating with others.
Sally has a knack for making people feel important when she speaks with them. This
translates into great opportunities for teamwork and connections to form.
10. Job Performance Evaluation Form Page 10
Jack makes people feel at home with him. His natural ability to work with people is a
great asset to our team.
Negative review
Tim does not understand how crucial good working relationships with fellow team
members are.
John has an excellent impression among the management team, yet his fellow team
members cannot stand working with him.
Paula seems to shrink when she’s around others and does not cultivate good relations
with her co-workers.
5.Problem Solving Skills Employee Evaluation Examples – funeral director
Positive review
Greg’s investigative skills has provided a key resource for a team focused on solving
glitches. His ability to quickly assess a problem and identify potential solutions is key to
his excellent performance.
Frank examines a problem and quickly identifies potential solutions – and then makes a
recommendation as to what solution to pursue.
Rachel understands the testing process and how to discover a solution to a particular
problem.
Negative review
Joan is poor at communicating problem status before it becomes a crisis.
Bill can offer up potential solutions to a problem, but struggles to identify the best
solution.
Unraveling a problem to discuss the core issues is a skill Janet lacks.
Peter resists further training in problem solving, believing he is proficient, yet lacking in
many areas.
In his technical role, we turn to James often to solve problems. He seems slow and
indecisive when presented with a major issue.
11. Job Performance Evaluation Form Page 11
6.Teamwork Skills Performance Appraisal Phrases – funeral director
Positive review
Harry manages his relationships with his coworkers, managers, and employees in a
professional manner.
Tom contributes to the success of the team on a regular basis.
Ben isn’t concerned about who gets the credit, just that the task gets accomplished.
Mary is a team player and understands how to help others in times of need.
Peter is the consummate team player.
Negative review
Bill does not assist his teammates as required.
Ryan holds on to too much and does not delegate to his team effectively.
Bryan focuses on getting his own work accomplished, but does not take the time to help
those members of his team who are struggling to keep up.
Peter was very good at teamwork when he was just a member of the team, now that he is
in a supervisory role, Peter has lost much of those teamwork skills.
Lyle works with the team well when his own projects are coming due and he needs help,
but once those are accomplished, he does not frequently help others on their projects.
12. Job Performance Evaluation Form Page 12
III.Top 12 methods for funeral director performance appraisal:
1.Management by Objectives (MBO) Method
This is one of the best methods for the judgment of an employee's performance, where the
managers and employees set a particular objective for employees and evaluate their performance
periodically. After the goal is achieved, the employees are also rewarded according to the results.
This performance appraisal method of management by objectives depends on accomplishing the
goal rather than how it is accomplished.
-----------------------------
MBO Features
MBO emphasizes participatively set goals that are tangible, verifiable and measurable.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods).
MBO, by concentrating on key result areas translates the abstract philosophy of management
into concrete phraseology. The technique can be put to general use (non-specialist technique).
Further it is “a dynamic system which seeks to integrate the company's need to clarify and
achieve its profit and growth targets with the manager's need to contribute and develop
himself”.
MBO is a systematic and rational technique that allows management to attain maximum
results from available resources by focusing on achievable goals. It allows the subordinate
plenty of room to make creative decisions on his own.
-----------------------------
13. Job Performance Evaluation Form Page 13
2.Critical Incident Method
In this method, the manager writes down the positive and negative behavioral performance of the
employees. This is done throughout the performance period and the final report is submitted as
the assessment of the employees. This method helps employees in managing their performance
and improves the quality of their work.
-----------------------------
Disadvantages of critical Incident
This method suffers however from the following limitations:
• Critical incidents technique of evaluation is applied to evaluate the performance of superiors
rather than of peers of subordinates.
• Negative incidents may be more noticeable than positive incidents.
• It results in very close supervision which may not be liked by the employee.
• The recording of incidents may be a chore for the manager concerned, who may be too busy or
forget to do it.
• The supervisors have a tendency to unload a series of complaints about incidents during an
annual performance review session.
-----------------------------
3.Behaviorally Anchored Rating Scales (BARS)
The BARS method is used to describe a rating of the employee's performance which focuses on
the specific behavior as indicators of effective and ineffective performance. This method is
usually a combination of two other methods namely, the rating scale and critical incident
technique of employee evaluation.
-----------------------------
Rating scales for BARs
Each behavior can rate at one of 7 scales as follows (you can set scales depend on your
requirements)
• Extremely poor (1 points)
• Poor (2 points)
• Below average (3 points)
• Average (4 points)
• Above average (5 points)
• Good (6 points)
• Extremely good (7 points)
-----------------------------
4.Behavioral Observation Scales (BOS)
It is defined as the frequency rating of critical incidents which the employee has performed over
a specific duration in the organization. It was developed because methods like graphic rating
scales and behaviorally anchored rating scales (BARS) depend on vague judgments made by the
supervisors about employees.
14. Job Performance Evaluation Form Page 14
-----------------------------
5.360 Degree Performance Appraisal Method
The definition of this performance evaluation method is that, it is a system or process wherein
the employees receive some performance feedback examples, which are anonymous and
confidential from co-workers. This process is conducted by managers and subordinates who,
through 360 degrees, measure certain factors about the employees. These are behavior and
competence, skills such as listening, planning and goal-setting, teamwork, character, and
leadership effectiveness.
-----------------------------
Advantages of 360 degree appraisal
• Offer a more comprehensive view towards the performance of employees.
• Improve credibility of performance appraisal.
• Such colleague’s feedback will help strengthen self-development.
• Increases responsibilities of employees to their customers.
• The mix of ideas can give a more accurate assessment.
• Opinions gathered from lots of staff are sure to be more persuasive.
• Not only manager should make assessments on its staff performance but other colleagues
should do, too.
• People who undervalue themselves are often motivated by feedback from others.
• If more staff takes part in the process of performance appraisal, the organizational culture of the
company will become more honest.
-----------------------------
6.Checklist and Weighted Checklist Method
The checklist method comprises a list of set objectives and statements about the employee's
behavior. For example, leadership skills, on-time delivery, innovation, etc. If the appraiser
believes that the employee possesses the trait mentioned in the checklist, he puts a tick in front of
it. If he thinks the employee doesn't have a particular trait he will leave it blank and mentions
about it in the improvement column. Weighted checklist is a variation of the checklist method
where a value is allotted to each question. The value of each question can differ based on its
importance. The total score from the checklist is taken into consideration for evaluating the
employee's performance. It poses a strong threat of bias on the appraiser's end. Though this
method is highly time-consuming and complex, it is widely used for performance evaluation.
-----------------------------
Advantages and disadvantages of weighted checklist
• This method help the manager in evaluation of the performance of the employee.
• The rater may be biased in distinguishing the positive and negative questions. He may assign
biased weights to the questions.
• This method also is expensive and time consuming.
15. Job Performance Evaluation Form Page 15
• It becomes difficult for the manager to assemble, analyze and weigh a number of statements
about the employee’s characteristics, contributions and behaviors.
-----------------------------
7.Graphic Rating Scale Method
Graphic rating scale is one of the most frequently used performance evaluation methods. A
simple printed form enlists the traits of the employees required for completing the task
efficiently. They are then rated based on the degree to which an employee represents a particular
trait that affects the quantity and quality of work. A rating scale is adopted and implemented for
judging each trait of the employee. The merit of using this method is that it is easy to calculate
the rating. However, a major drawback of this method is that each characteristic is given equal
weight and the evaluation may be subjective.
-----------------------------
Advantages and Disadvantage of the rating scales
Advantages of the rating scales
• Graphic rating scales are less time consuming to develop.
• They also allow for quantitative comparison.
Disadvantages of the rating scales
• Different supervisors will use the same graphic scales in slightly different ways.
• One way to get around the ambiguity inherent in graphic rating scales is to use behavior based
scales, in which specific work related behaviors are assessed.
• More validity comparing workers ratings from a single supervisor than comparing two workers
who were rated by different supervisors.
-----------------------------
8.Comparative Evaluation Method
Two ways are used to make a comparative evaluation, namely, the simple ranking method and
the paired comparison method. In the simple or straight ranking method the employee is rated by
the evaluator on a scale of best to worst. However, the evaluator may be biased and may not
judge the overall performance effectively in the absence of fixed criteria. This kind of evaluation
may be more opinion-based than fact-based.
Under the paired comparison method, the overall performance of one individual is directly
compared with that of the other on the basis of a common criterion. This comparison is all
evasive and not job-specific. While some employees emerge as clear front runners, there are
others who seem to be lagging behind. This is not a popular evaluation system as employers do
not want to encourage discrimination. This is useful in companies which have a limited number
of promotions or funds.
-----------------------------
16. Job Performance Evaluation Form Page 16
Steps to conduct paired comparison analysis
• List the options you will compare (elements as A, B, C, D, E for example).
• Create a table 6 rows and 7 column.
• Write down option to column and row; A to row second, cell first from left and A to row first,
cell second from left; B to row third, cell first from left and B to row first, cell third from left etc;
column seventh is total point.
• Identify importance from 0 (no difference) to 3 (major difference).
• Compare element “A” to B, C, D, E and place “point” at each cell.
• Finally, consolidate the results by adding up the total of all the values for each of the options.
You may want to convert these values into a percentage of the total score.
-----------------------------
9.Forced Choice Method
In this method, the appraiser is asked to choose from two pairing statements which may appear
equally positive and negative. However, the statements dictate the performance of the employee.
An excellent example of this can be "works harder" and "works smarter". The appraiser selects a
statement without having knowledge of the favorable or the unfavorable one. This method works
in companies where the appraiser shows a tendency to under-evaluate or over-evaluate the
employees. Also, it is very costly to implement and does not serve the purpose of developing the
employees. It can also frustrate the appraiser as he does not know which is the right option.
-----------------------------
10.Forced Distribution Method
In this method, the appraiser rates employees according to a specific distribution. For example,
out of a set of 5 employees, 2 will get evaluated as high, 2 will get evaluated as average while 1
will be in the low category. This method has several benefits as it tries to eliminate the leniency
and central tendency of the appraiser. However, its biggest drawback is the fact that it
encourages discrimination among the employees. Another major problem with this method is
that it dictates that there will be forced distribution of grades even when all the employees are
doing a good job.
-----------------------------
Advantages and disadvantages of forced Ranking
Advantages:
• They force reluctant managers to make difficult decisions and identify the most and least
talented members of the work group.
• They create and sustain a high performance culture in which the workforce continuously
improves.
Disadvantages
• They increase unhealthy cut-throat competitiveness;
• They discourage collaboration and teamwork;
• They harm morale;
• They are legally suspect giving rise to age discrimination cases.
17. Job Performance Evaluation Form Page 17
-----------------------------
11.Essay Evaluation Method
In the essay method of evaluation the appraiser writes an elaborate statement about the employee
who is being evaluated. He mentions the employee's strengths and weaknesses. He also suggests
ways to improve his performance and appreciates the good qualities. This essay can be prepared
by the appraiser alone or together with the employee. As the criteria for evaluation is not defined,
it helps the appraiser to focus on the areas that actually need improvement. This open-ended
method accords flexibility and eliminates rigidity which is observed in criteria-driven
evaluations. However, it is a highly time-consuming and subjective method, and may not
necessarily work for the benefit of the organization.
-----------------------------
Essay evaluation is a non-quantitative technique
This method is advantageous in at least one sense, i.e., the essay provides a good deal of
information about the employee and also reveals more about the evaluator. The essay evaluation
method however, suffers from the following limitations:
It is highly subjective; the supervisor may write a biased essay. The employees who are
sycophants will be evaluated more favorably then other employees.
Some evaluators may be poor in writing essays on employee performance. Others may be
superficial in explanation and use flowery language which may not reflect the actual
performance of the employee. It is very difficult to find effective writers nowadays.
The appraiser is required to find time to prepare the essay. A busy appraiser may write the
essay hurriedly without properly assessing the actual performance of the worker. On the other
hand, appraiser takes a long time, this becomes uneconomical from the view point of the firm,
because the time of the evaluator (supervisor) is costly.
12.Performance Test and Observation Method
This method deals with testing the knowledge or skills of the employees. It can be implemented
in the form of a written test or can be based on the actual presentation of skills. The test must be
conceived by the human resources department and conducted by a reliable evaluator who has in-
depth knowledge about the field of the test. There can be bias if the performance is evaluated on
the presentation of skills. However, a written test can be a reliable yardstick to measure the
knowledge. Tests will also enable the management to check the potential of employees.
However, if the human resources department decides to outsource the compilation of the test, it
may incur additional cost for the organization.
18. Job Performance Evaluation Form Page 18
Fields/positions related to performance appraisal:
The above performance appraisal can be used for fields as:
construction, manufacturing, healthcare, non profit, advertising, agile, architecture, automotive,
agency, budget, building, business development, consulting, communication, clinical research,
design, software development, product development, interior design, web development,
engineering, education, events, electrical, exhibition, energy, ngo, finance, fashion, green card,
oil gas, hospital, it, marketing, media, mining, nhs, non technical, oil and gas, offshore,
pharmaceutical, real estate, retail, research, human resources, telecommunications, technology,
technical, senior, digital, software, web, clinical, hr, infrastructure, business, erp, creative, ict,
hvac, sales, quality management, uk, implementation, network, operations, architectural,
environmental, crm, website, interactive, security, supply chain, logistics, training, project
management, administrative management…
The above performance appraisal also can be used for job title levels:
entry level, junior, senior, assistant, associate, administrator, clerk, coordinator, consultant,
controller, director, engineer, executive, leader, manager, officer, specialist, supervisor, VP…