A job description allows the organization to establish the parameters of a role and serves as a communication tool between the employer and employee to ensure a clear understanding of expectations. According to Rue and Byars (2010), a job description is a “written statement that identifies the duties, tasks, activities, and performance outcomes required in a particular position” (p. 195). The first area addressed by a description The job description is the key components and purpose of the position within the organization (Rue & Byars, 2010). The second part of the description lists the required functionalities of the role by explaining the duties and responsibilities (Rue & Byars, 2010). ).The third part defines the elements of the position. hierarchy within the organization (Rue & Byars, 2010). The fourth and final category defines the qualifications of the position (Rue & Byars, 2010). position created for a Customer Service Call Center Supervisor: Position Summary: Responsible for developing and leading the call center department to effectively and efficiently meet customer needs. The business includes: • Activities that lead to the operational and financial success of the organization. • Maintaining 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 objectives and to the company's strategic strategies ...... middle of paper ...... conclusion, the job description criteria that help define a good supervisor are mainly found in the duties and responsibilities and qualifications sections. Duties and responsibilities show the organizational and personal requirements that the person must possess. The qualifications section shows whether or not a person may be suitable for a supervisor. Applicants who read this section, understand that they are not qualified, and apply anyway are clearly not demonstrating good decision-making. Applicants who do not qualify but strive to meet the requirements in the future show a tendency to become a good supervisor. Works Cited Bohlander, G. & Snell, S. (2010). Human resources management. (14th ed.). Mason, Ohio: Southwest. Rue, L., Byars, L. (2010). Supervision: key link with productivity. (10th ed.). New York, New York: McGraw-Hill/Irwin