Project On Job Profile

TABLE OF CONTENT
S. NO. PARTICULARS PAGE

NO.
1 Objective 2
2 Introduction 3
3 Importance of Job Profile 4
4 Catering Manager Job Profile 5
5 Qualities of Catering Manager 6-7
6 Attributes of Catering Manager 8-9
7 Beauty Therapist Job Profile 10
8 Qualities of Beauty Therapist 11-12
9 Attributes of a Beauty Therapist 13-14
10 Accountant Job Profile 15
11 Qualities of an Accountant 16-17
12 Attributes of an Accountant 18
13 Travel Agency Manager Job Profile 19
14 Qualities of Travel Agency Manager 20-21
15 Attributes of a Travel Agency Manager 22
16 Executive Director Job Profile 23
17 Qualities of an Executive Director 24-25
18 Personality traits of an Executive Director 26
19 Conclusion 27
20 References 28
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OBJECTIVE
 The main objective behind making this assignment is to know different job profiles.
 We will learn what qualities and abilities are required by the people to apply for a
particular job.
 We will be knowing more about what personality traits they carry with them for
specific job profile.
 We will be learning why we should carry our self with a good attitude.
 We will be learning about 5 job profiles with different attributes in each job profile
required and the qualities and personality they should carry with them:
a) Catering manager
b) Beauty therapist
c) Media planner
d) Travel agency planner
e) Executive director

INRODUCTION
JOB PROFILE
A job description or job profile is a document that describes the general tasks, or other
related duties, and responsibilities of a position. It may specify the functionary to whom the
position reports, specifications such as the qualifications or skills needed by the person in the
job, and a salary range. Job descriptions are usually narrative,[1] but some may comprise a
simple list of competencies; for instance, strategic human resource planning methodologies
may be used to develop a competency architecture for an organization, from which job
descriptions are built as a shortlist of competencies.
According to Torrington, a job description is usually developed by conducting a job analysis,
which includes examining the tasks and sequences of tasks necessary to perform the job. The
analysis considers the areas of knowledge and skills needed for the job. A job usually
includes several roles. According to Hall, the job description might be broadened to form
a person specification or may be known as "terms of reference". The person/job specification
can be presented as a stand-alone document, but in practice it is usually included within the
job description. A job description is often used by employers in the recruitment process.

IMPORTANCE OF JOB PROFILE
A business owner can use a good job description not only as a valuable aid in the job-
recruiting process, but also as an outline for reporting relationships and working conditions.
A well-crafted job description can also be used for:
1. Performance management
You can use it to set measurable performance goals based on duties in the job description,
and then coach your employees to meet these goals as needed.
2. Training and employee development

You can use your employee job descriptions, along with descriptions of possible job
promotions, as incentives for employees to pursue classes, seminars and other career
development activities.
3. Compensation
Job descriptions can be helpful in developing a standardized compensation program with
minimums and maximums for each position.
4. Recognition and rewards

You can use the descriptions as a baseline for performance, and as a tool to encourage
employee performance "above and beyond" the job description in order to receive recognition
and rewards.
5. Discipline
If you need to, you can use the job description to illustrate that an employee isn't adequately
performing job functions.
6. Essential job function analysis

A well-developed job description can provide details on the "essential functions" of a job.
This is very helpful when an employee requests a reasonable accommodation under the ADA.
The job description can contain prerequisites for positions such as educational requirements,
employment experience, physical requirements, supervisory responsibilities and certificates
or licenses needed.

CATERING MANAGER JOB PROFILE
If you have a passion for food, are a strong leader and have good commercial
awareness, a career in catering management could be for you
As a catering manager, you will plan, organise and develop the food and beverage services of
organisations and businesses, while meeting customer expectations, food and hygiene
standards, and financial targets.
The role varies according to the size and nature of the business. In a small establishment,
you'll usually have a hands-on role and will be involved in the day-to-day running of the
operation. In larger organisations, however, you may have the help of other managers and
supervisors to handle the different catering functions and catering outlets.
TYPES OF CATERING MANAGER

Catering managers can work in-house for a variety of organizations, including hospitals,
schools, factories, prisons, cruise ships, hotel chains, universities and visitor attractions, or
they can work for a contract catering company providing services to a range of clients.
Catering manager jobs in hotels are often advertised as food and beverage manager.

QUALITIES OF A SUCCESSFUL CATERER
 Excellent organizational skills
 Time-management skills
 The ability to multitask
 A friendly, hospitable personality
 The ability to manage stress
 An extensive knowledge of ingredients
 A high level of written and verbal communication skills
 Natural leadership and motivational skills
 A knowledge of social and religious cultures and customs
 Excellent networking skills
 Proficiency in basic accounting principles
 Quick thinking and problem-solving skills
 Record keeping
 Inventiveness
 Record keeping
 Systemized thinking
 Profitable thinking
 Knowledge about product
QUALIFICATIONS
You don't need a degree or HND to become a catering manager as relevant experience, skills
and personal qualities are generally more important than qualifications.
However, relevant degree and HND subjects include:
 business or management studies
 culinary arts or culinary management
 food science and technology
 hospitality management
 hotel and catering management.
Some companies, for example the large contract catering companies and major hotel chains,
run graduate training schemes, which usually accept students from a variety of degrees as
long as they have a good grade.
The Level 4 Diploma in Hospitality is a management qualification and is equivalent to the
first year of an undergraduate degree. Details of training opportunities are available from
the Hospitality Guild Training Guide.
Depending on your qualifications and previous experience, you may start as a catering
assistant and then work your way up to catering manager. Most entry-level management
positions are at supervisory or assistant manager level. Ideally, you should aim for a first post
that offers good all-round experience and a programme of training.
PERSONALITY SKILLS
You will need to show:
 strong communication and interpersonal skills
 the ability to think on your feet and take initiative
 tact and diplomacy
 team working skills
 the ability to lead and motivate staff
 administrative ability and IT literacy
 numeracy and financial skills in order to manage a budget
 an appreciation of customer expectations and commercial demands
 stamina and the ability to work under pressure
 a well-organized approach to work
 flexibility and the ability to solve problems in a pressurized environment
 customer-facing experience
 experience in improving service delivery
 drive and determination to improve standards and profitability.
RESPONSIBILITIES
As a catering manager, you're likely to:
 manage the food and beverage provision for functions and events
 supervise catering and waiting staff at functions
 plan menus in consultation with chefs
 recruit and train permanent and casual staff
 organise, lead and motivate the catering team
 plan staff shifts and rotas
 ensure health and safety regulations are strictly observed
 budget and establish financial targets and forecasts
 monitor the quality of the product and service provided
 keep financial and administrative records
 manage the payroll and monitor spending levels
 maintain stock levels and order new supplies as required
 interact with customers if involved with front of house work
 liaise with suppliers and clients
 negotiate contracts with customers, assess their requirements and ensure they're
satisfied with the service delivered (in contract catering)
 ensure compliance with all fire, licensing and employment regulations
 maximise sales and meet profit and financial expectations.

ATTRIBUTES REQUIRED FOR CATERER MANAGER
1. Customer Service and Speaking

A catering director not only deals with their catering staff, but also the clients. Establishing a
positive relationship with clients and staff can help build up a company’s reputation. It is
their job to meet with potential clients, plan menus and get a firm understanding of what
clients expect from the company. Meeting these expectations is important for customer
satisfaction. A director should be well spoken, courteous and polite. She may need to possess
sales skills to sell the company’s services or be able to persuade customers to change a dish.
Leadership
A catering director is one who leads his staff. He must possess the ability to manage servers,
cleaners, cooks, dishwashers and outsourced vendors associated with his catering events. He
must be inspiring and be able to create a productive environment, motivate his staff and
resolve any staff conflicts quickly.
2. Organization
There is a lot to be organized for catering events; from staff schedules to budgets to event
timing, a catering director needs to be organized. She must be able to maximize the amount
of time the staff works on a project and look for ways where they can improve. Ensuring time
i s used efficiently is important. In addition, they must be able to organize a event with
additional vendors, such as a florist for a wedding cake, pastry chef for desserts or an event
center regarding kitchen use and times.
3. Cooking
A catering manager who cannot cook herself, even at a basic level, won’t be able to ensure
her staff members are following procedures and developing great tasting dishes. A catering
director must understand the basic principles of food preparation – including safety and
sanitation. They should monitor employees to ensure they’re not only producing food
according to company menu and recipes, but that each food item is prepared according to
national safety regulations. A catering manager may be required to train employees on the
cooking line, having a culinary background will ensure her staff is trained properly.
4. Management
The catering industry involves more than just cooking. A catering manager is responsible for
overseeing prices, taxes, food and supply ordering and budgets. He must be able to minimize food
waste, cut costs and supervise employees. He may also be required to hire, train and reprimand
employees. At an event, catering manager must manage his staff and ensure they’re completing the
event in accordance with the client’s wishes.
5. Detail-Oriented
Catering involves a variety of tasks all at once. A manager will need to deal with his staff, the
client, the food and ensure everything is completed correctly. If the catering company also
provides arrangement, food presentation and décor, the manager must ensure everything is
displayed according to the client’s requests and in accordance with food safety regulations.
6. Drive and Motivation

There are long hours typically associated with a catering manager position. Therefore the ideal

candidate is one who has stamina and natural motivation. Being proactive and enthusiastic wih there
own tasks as well as those of the staff is important. They will be responsible for motivating the staff
during times of stress and also must remain calm and collected. Being able to work under pressure
and maintaining concentration on the task at hand are essential for a manager as well.

BEAUTY THERAPIST JOB PROFILE
Beauty Therapists are experts in therapeutic facial and body care, with a strong understanding
of key body systems, skin biology, anatomy and cosmetic chemistry. Using this knowledge,
Beauty Therapists provide a range of non-medical face, body and relaxation treatments
customised to a client’s needs, and recommend appropriate products and after-care. While
Beauty Therapists can perform therapies to address specific conditions such as acne or
eczema, they do not diagnose these conditions.
A Beauty Therapist will work with a range of equipment and products, such as performing
microdermabrasion or using hot wax, and must be trained in their correct usage and handling
to perform these treatments safely. Some Beauty Therapists choose to specialise in a
particular stream of treatments, such as spa therapy or permanent hair removal.
Most Beauty Therapists report to a salon or spa manager, who oversees the day to day
operations of the business. Beauty Therapists may also work with nail technicians, massage
therapists, and make up artists.
Other job opportunities for Beauty Therapists include working for large cosmetic companies
in a retail or department store environment, or self-employment operating a private salon or
mobile service.

QUALITIES OF A BEAUTY THERAPIST
 Be outgoing, people orientated, and relaxed.
 Be trustworthy, discreet, and dependable. The beautician has to be able to keep
confidences, not be prone to gossip about others, and must be someone the clients can
rely on, even in emergencies.
 Able to perform work in an unobtrusive, non-invasive manner.
 Have a steady hand and be detailed-oriented. Some treatments require lots of delicate
and detailed work.
 The ability to be involved in close contact with intimate parts of a stranger’s body,
despite how squeamish it makes the beautician feel. This may mean working with
someone who is obese, or who has bad body odour.
 An artistic flair and creativity. You must be able to envision what will or won’t suit a
particular client, especially if you specialise in make-up and hairdressing.
 Excellent time and stress management skills. Must be able to make and keep
appointments, despite any delays. Must be able to work calmly and accurately despite
stress level.
 Have a love of learning. You will constantly have to be learning new things, such as
new techniques and styles. You’ll also have to be continually taking new courses in
order to maintain any special certifications and licensing you may obtain.
 Be dedicated and passionate about the beauty therapy industry. It requires long hours
of hard work to progress through the training levels to arrive at the professional career
levels.
 Be interested in the scientific and medical fields. A beautician must be able to
recognise medical conditions, and understand how the chemicals in the various
products work or interact. He or she must also understand the basics of anatomy,
physiology and dermatology.
 Must have business management skills, if planning on working as a freelance
beautician, a mobile beautician, a spa owner, or a salon owner.
 These may seem too high a level of skill and qualification levels for some people.
However, many of these skills and qualifications can be acquired throughout the
training and work experience periods. Others may be innate skills and qualifications
that you already have, but they are just well-hidden. There are many wonderful career
opportunities waiting for those people who have the qualifications and skills a
beautician needs for success.
BEAUTY THERAPIST SKILLS AND QUALIFICATIONS

Employers and clients will look for beauty therapists with the following talents:
 Interpersonal skills – beauty therapy is a service-based industry, so it’s important
that beauty therapists have a friendly, personable disposition that helps build
relationships with clients and put them at ease.
 Salesmanship – beauty therapists want to sell clients as many services as possible, so

a background in sales will impress potential employers.
 Aesthetics – an eye for beauty is crucial for successful in this field, as is the ability to

envision how a client might look after receiving a specific treatment.
 Work ethic – beauty therapists work with very little supervision and are largely
responsible for finding and booking their own clients, so strong time management and
the ability to self-motivate are must-have qualities.
 Customer service – answering phones and greeting customers is a big part of

working in salons and spas, and a strong customer service background helps beauty
therapists stand out among other applicants.
 Proven work experience as a Beauty Specialist, Beautician, Beauty Advisor or similar
role
 Experience in sales positions is a plus
 Up-to-date with cosmetic lines and beauty trends
 Hands-on experience with makeup application techniques
 Understanding of different skin types
 Solid customer service skills with a positive attitude
 Ability to perform well under stressful situations (e.g. during peak hours)
 High school diploma
 Additional education in Cosmetology or relevant field is a plus
RESPONSIBILITIES
 Providing manicures and pedicures
 Using waxing and electrolysis to remove facial and body hair
 Giving various types of facial and body massages, including hot stone and reflexology

ATTRIBUTES OF BEAUTY THERAPISTS
Being a beauty therapist seems to be an easy and casual job - chatting with clients, doing
facials, body treatments and maybe their nails.
In reality being a beautician is a bigger responsibility than people realise!
Beauty therapists are responsible for helping their clients to find their best possible look,
making them feel more confident and by doing this make them happier in general.
A good beautician is almost as important as a therapist, maybe that’s why we call them
beauty therapists?
So being a beauty therapist isn’t just about liking face creams and makeup brushes.
Let’s see what the personality traits you need to be a top beautician.
1. Professionalism
It’s essential for a beauty therapist to keep a high level of professionalism when dealing with
the clients. They should be discreet at all times and they should give their full attention,
personalised advice and the best possible care to every individual.
2. Friendly and approachable

Beauticians must get along well with all kinds of people and be able to work comfortably
with everyone. It is also important for them to be very polite and conversational.
3. Good time-management skills

There are quiet days in the saloon and there will be days when the beauticians’ diary is full.
Therefore a good time-management is essential to keep the customers happy. No one likes to
wait hours for their treatment and no one likes if their appointment is cancelled. Although
some people are naturally good at time-keeping, it is a skill that can be learned.
4. Stamina
When the beauticians’ diary is full it’s not just time management they need, but also good
stamina. They need to keep going especially around national holidays when everybody wants
to look great in the eyes of their family members or friends.
5. Love of learning
As the beauty industry is changing all the time, it’s essential that beauticians keep up-to-date
with new techniques, styles and products. And of course, being on-trend goes without saying.
6. Business management skills

As some of the beauticians will work as a freelancer, mobile beautician, spa owner or salon
owner they will need knowledge of how to manage their business. Luckily at Stonebridge
Careers Training we have Salon Management and Business Management Continuing
Professional Development (CPD) Diplomas, which you might find really useful if you want
to run your own business in the beauty industry.
7. Qualification
The vast majority of employers require Beauty Therapists who have done a professional
training course. Some salons will accept RQF Level 2 junior therapists, but most of them
only employ someone who’s fully trained and has their RQF Level 3 diploma in Beauty
Therapy or equivalent. Training is not just important to make your employer happy, but to be
confident and have the essential knowledge to be able to give your customer the best possible
treatment and care.

ACCOUNTANT JOB PROFILE
An accountant is a practitioner of accounting or accountancy, which is the measurement,

disclosure or provision of assurance about financial information that helps managers,
investors, tax authorities and others make decisions about allocating resource(s).
In many jurisdictions, professional accounting bodies maintain standards of practice and
evaluations for professionals. Accountants who have demonstrated competency through their
professional associations' certification exams are certified to use titles such as Chartered
Accountant, Chartered Certified Accountant or Certified Public Accountant. Such
professionals are granted certain responsibilities by statute, such as the ability to certify an
organization's financial statements, and may be held liable for professional misconduct. Non-
qualified accountants may be employed by a qualified accountant, or may work
independently without statutory privileges and obligations.
Accountants provide financial advice to clients that range from multinational organisations
and governmental bodies to small independent businesses. Accountants often specialise in
particular areas of practice, including audit, management consultancy, recovery, forensic
accountancy, taxation, assurance, and corporate finance (see the accountancy areas of
work for more details). Typical duties include:
 preparing accounts and tax returns
 administering payrolls and controlling income and expenditure
 auditing financial information
 compiling and presenting reports, budgets, business plans, commentaries and financial
statements
 analysing accounts and business plans
 providing tax planning services with reference to current legislation
 financial forecasting and risk analysis
 dealing with insolvency cases
 negotiating the terms of business deals and moves with clients and associated
organisations
 meeting and interviewing clients
 managing colleagues, workloads and deadlines.

QUALITIES OF AN ACCOUNTANT
Clients expect accountants to have great organization skills and boast a high degree of
precision, but there is more to being an exceptional practitioner than these two traits.
1. Excellent organization
Accountants must keep up with all figures, data, and paperwork in their daily jobs
2. Killer time management skills

Today, accountants are playing an increasingly important role in contributing to strategic
decision-making, so their schedules are full to the brim
3. Attention to detail
These traits are obviously key in the daily reality of accountants who need to make sure that
numbers work and are correct.
4. Focus on the client

Being an accountant means not only dealing with numbers, but with clients as well. That's
why accountants should have a strong orientation toward meeting client requirements – they
need to understand the industry, sector, and client in detail.
5. Creativity
That's right – great accountants have creative minds as well.
6. Commitment to the sector

Accountants should commit themselves to a particular industry and be passionate about
it.
7. Extreme trustworthiness
The kind of information accountants deal with every day is very confidential in nature.
8. Great communication skills

Needless to say, accountants must be able to communicate and collaborate with colleagues
from different departments.
9. Collaboration
This is something not many professionals expect. We've all cherished the idea of a lonesome
accountant busy number-crunching in a small cubicle – but this image is completely
inaccurate. In fact, accountants work in teams and provide support to different departments.
10. Flexibility
Accountants who are able to embrace challenges and effectively respond to changes in
working environments make up for very valuable members of any organization.

QUALIFICATIONS
 Proven working experience as a cost accountant or in a relevant field
 Thorough knowledge of accounting and corporate finance principles and procedures
 Excellent accounting software user
 Strong attention to detail and confidentiality
 Advanced degree in Accounting
 CPA or CMA preferred
 Qualification as a chartered accountant takes at least three years, and can be
demanding.
KEY SKILLS FOR ACCOUNTANTS

Accountants go through a rigorous recruitment and qualification process, and this is reflected
in their high professional status. Employers look for graduates with the following skills:
 self-motivation
 integrity
 ability to reflect on one's own work as well as the wider consequences of financial
decisions
 business acumen and interest
 organisational skills and ability to manage deadlines
 teamworking ability
 communication and interpersonal skills
 proficiency in IT
 analytical ability
 a methodical approach and problem-solving skills
 high level of numeracy
RESPONSIBILITIES
 Manage all accounting operations based on accounting principles
 Prepare budget and financial forecasts
 Publish financial statements in time
 Conduct month-end and year-end close process
 Collect, analyze and summarize account information
 Compute taxes and prepare tax returns, balance sheet, profit/loss statement etc
 Develop periodic reports for management
 Audit financial transactions and document accounting control procedures
 Keep information confidential and secure them with random database backups
 Keep up with financial policies, regulation and legislation

ATTRIBUTES OF AN ACCOUNTANT
1. Service-oriented Mindset
No matter how many numbers may be involved in the job, accounting is still primarily a
people business. Accountants must not only be comfortable with financial calculations, but
they must also have a certain level of finesse and enthusiasm in dealing with their clients as
people. Accountants should look forward to directly interacting with their clients in order to
build rapport while learning as much as possible.
In addition to being fully aware of all of the economic and industrial factors, accountants
must also be fully invested in their client to learn as much possible.
2. Innovativeness
The best accountants will never settle for cookie-cutter methods if there is an opportunity to
develop a better solution.
Competent accountants will have the skill to implement unconventional yet effective
approaches to problems that demand more than the textbook approach. The ability to
intuitively formulate an out-of-the box strategy to deal with unique situations must first be
developed with experience, but before that, an accountant must at least be willing to practice
and strengthen their innovative capabilities.
3. Reliability and Trustworthiness

The intimate details that clients share with their accountants must never be leaked to third
parties, neither intentionally nor accidentally. The client must be able have well-placed trust
in their accountant’s ability and willingness to keep vital information confidential at all times;
this is both a matter of professionalism and basic ethics. The impression that an accountant
leaves on their client will likely color the impression that future clients have on them as well,
which means that trustworthiness is essential for both the client’s safety and the accountant’s
career.
4. Strong Organizational Skills

The best accountants will always be characterized by strong organizational skills. Every
single bit of data and paperwork must be accounted for at all times, no matter how minor it
may seem. Poor organizational skills will be the Achilles’ heel of even the most naturally
brilliant and well-intentioned accountants in the field. Being well-organized ensures that
accounts are always capable of quickly accessing any material they need, which optimizes
productivity and frees up more time for the most important tasks at hand.
5. Vigilance
The state of the economy and nuances of tax law are subject to change at any time, so it is
essential for an accountant to always be aware of the latest amendments. The fact that the
field is constantly in flux is one of the primary reasons why an accountant’s expertise is
necessary in the first place.
Even if the accountant is fully confident in their awareness of all of the fine details, they must
always keep current with the field in order to ensure that their knowledge is still relevant and
applicable. What might have been an airtight strategy months ago may no longer be viable in
the current time, and a high-quality accountant must always be able to react to this scenario
before it becomes an immediate problem.
TRAVEL AGENCY MANAGER JOB PROFILE
Travel agency managers are responsible for the smooth running of their agency. They use
various marketing strategies to attract custom and make a profit. They also co-ordinate the
work of staff and organize training programmes.
Travel agency managers work in retail travel outlets, which promote and sell holidays and
travel-related products.
Travel agencies range from small independent businesses to large chains. Some specialise in
business travel, while others have detailed knowledge of specific locations or travel products.
Depending on the size of the organization and the customer base, your responsibilities will
usually include:
 daily operational management
 sales development
 staff and financial management.
As a travel agency manager, you must be able to offer specialist, professional and
competitive travel products to meet the demands of the travel market, which includes online
bookings and tailor-made trips.
With larger travel companies closing more of their high street shops to cut costs and focus on
online sales, there are possibilities for independent travel consultants to fill the gap.

QUALITIES OF A TRAVEL AGENCY MANAGER
As a Travel Agency Manager, you need:
 Excellent communication and people skills, for liaising with both staff and customers.
 Organisational skills for co-ordinating various aspects of the work and for making
sure that the office is productive.
 A confident approach.
 Leadership and motivation skills.
 The ability to work towards meeting sales and profitability targets.
QUALIFICATIONS
Although you don't need a degree, HND or foundation degree to become a travel agency
manager, subjects that include travel, business and management modules are useful,
particularly if they have a practical work placement.
The following subjects may increase your chances:
 business/marketing/financial management
 business with languages
 human geography
 social/economic/business studies
 travel/tourism/leisure studies.
Employers look for relevant managerial and travel-related experience. It's usual to start in a
junior role, such as travel agency clerk or travel consultant, before moving into a
management role.
Some of the major travel companies provide graduate training programmes in specific areas
of the business. This tends to be at head office or other relevant locations, even overseas.
Entry into a retail travel agency without a higher education qualification is possible. You'll
usually need GCSEs in maths and English, as well as experience in travel and tourism.
Apprenticeships in travel and tourism are also available, and large travel companies such as
TUI Group offer a retail apprenticeship.
SKILLS FO AN ACCOUNTANT
You’ll need to have:
 communication skills
 sales and customer service skills
 diplomacy and tact
 innovation and energy
 commitment to people management
 the ability to lead and motivate a team
 sound judgement with attention to detail
 competent IT skills
 strong organisational skills
 resilience to cope with long hours and pressure at peak times
 a genuine interest in travel.

RESPONSIBILITIES
You'll typically need to:
 promote and market the business, sometimes to new or niche markets
 manage budgets and maintain statistical and financial records
 sell travel products and tour packages
 deliver and exceed branch performance and productivity
 take part in familiarization visits to new destinations, to gather information on issues
and amenities of interest to consumers
 liaise with travel partners, including airlines and hotels, to manage bookings and
schedules, often a year in advance
 deal with customer enquiries and aim to meet their expectations
 provide sales reports to head office
 implement alternative and innovative ideas for achieving new business
 oversee the smooth, efficient running of the business.
When managing travel agency staff, you'll typically need to:
 motivate the sales team to hit and exceed their targets and ensure company
profitability
 meet regularly with team leaders to give them sales figures and plan how they
approach their work
 meet company directors who advise on strategy and find out about any local issues
and future trends
 oversee the recruitment, selection and retention of staff as well as payroll matters and
staff training
 organise incentives, bonus schemes and competitions
 deal with disciplinary matters and customer complaints.

ATTRIBUTES OF A TRAVEL AGENCY MANAGER
1. DEPENDABILITY
To be the best travel agency manager you can be, you have to be dependable. That means
you’re reliable, you’re punctual, you get your clients the information they need on time and,
just as important, you get them the correct information.
2. PASSION
To thrive in the travel industry, you have to have a passion for what you do. Not that it’s
difficult to fall in love with exotic places around the world, but a travel agent should also
be passionate about learning continuously, always staying educated and up to date on the
industry's latest developments, and helping clients reach their goals to the best of their
ability.
3. INSIGHTFULNESS
You aren’t just selling travel – you’re selling experiences. You must have a knack for
understanding your customers' needs and desires. You don’t focus on selling them on a trip or
a destination they might not enjoy. Rather, you concentrate on your clients’ individuality and
help create a unique experience for them that will last for years to come.
4. RELATIONSHIP BUILDING SKILLS

Any successful travel manager knows that when you create a happy customer, you not only
create a repeat customer, but also a raving referrer. The only way to do this is to have
relationship-building chops. You lay the groundwork for a solid relationship, you’ll be
booking the same clients for their bachelorette party, their honeymoon, their "babymoon" and
every fun family vacation thereafter.
5. AUTHENTICITY
One of the most important traits that you need to have is authenticity. Why? Because a
potential client will pick up on anything artificial very quickly. A successful travel manager
doesn’t try to sell something based solely on discounts or promotions – and they don’t sell
destinations that they know aren’t good. Remember, your clients are your friends, and you
want to give only the best advice to your friends. Be real with your motives and you’ll reap
the rewards. Stay true.
6. DRIVE
Successful travel managers have this trait by the truckload. They have the drive to learn as
much as they can, to promote themselves on social media, to follow up with any leads and to
keep in constant communication with their clients before, during and after their trip.

EXECUTIVE DIRECTOR JOB POFILE
An executive director is a chief executive officer (CEO) or managing director of
an organization, company, or corporation. The title is widely used in North American non-
profit organizations, though many United States nonprofits have adopted the title president or
CEO.
An executive director is the senior operating officer or manager of an organization or corporation,
usually a non-profit. Their duties are similar to those of a chief executive officer (CEO) of a for-
profit company. The executive director is responsible for strategic planning, working with the Board
of Directors, and operating within a budget. Executive directors report directly to the Board and are
responsible for carrying out the Board's decisions. Although an executive director is also involved in
the day-to-day management of the organization, these duties may be shared with a chief operating
officer.

QUALITIES OF AN EXECUTIVE DIRECTOR
The Executive Director is often responsible for driving the vision, strategy and innovative
thinking of their division, as well as overseeing daily operations.
1. Strategic thinking
Executive Directors should have an organisation-wide perspective of the work they are
responsible for and how that contributes to long-term business goals. You can learn how
to use your CA skills and adapt your thinking with our 'Adding strategic value as an
accountant' course.
Being able to take a step back from divisional targets and put the needs of the company first
is a key aspect of executive leadership.
2. Influence
An ability to inspire trust and communicate sound reasoning in an authentic and persuasive
manner gives an edge to any management style.
Convincing key decision-makers and stakeholders of your expertise and the validity of your
input is essential to influencing the direction of an organisation, as is encouraging
commitment to common goals from colleagues.
3. Self-presentation
Cultivating a professional image is particularly important at high levels of
business. Confidence in your abilities, a positive attitude towards work and acting as an
ambassador of company values will all help build an Executive Director's credibility,
both internally and beyond.
As well as being convincingly capable in the role, factors like professional
appearance, communication skills and a strong network play a part in self-presentation.
4. Experience
Having a career that includes at least several years as a senior manager, demonstrable
experience handling the needs of multiple stakeholders, and a depth of knowledge about the
business and industry are general requirements for an Executive Director position.
That history provides a strong foundation for operating with best practice and establishing
respect.
5. Effective management
Executive Directors must be able to delegate responsibilities with insight and fair execution.
Part of being a leader within an organisation is demanding mutual respect, something CAs
can develop with the 'Motivating and managing people' workshop from BPP.
QUALIFICATIONS
 Knowledge of leadership and management principles as they relate to non-profit/
voluntary organizations
 Knowledge of all federal and provincial legislation applicable to voluntary sector
organizations including: employment standards, human rights, occupational health
and safety, charities, taxation, CPP, EI, health coverage etc…

 Knowledge of current community challenges and opportunities relating to the mission
of the organization
 Knowledge of human resources management
 Knowledge of financial management
 Knowledge of project management
 Word processing
 Financial management
 E-mail
 Internet
SKILLS FOR AN EXECUTIVE DIRECTOR

 Must possess excellent communication skills and public relations.
 Must have good written communication and ability to work under pressure.
 Should be an excellent team player and possess good knowledge in all recent
developments.
RESPONSIBILITIES
 Must report to board of directors, communicate organizational programs and represent
the organization to the media, agencies, organizations and general public.
 Must assure the organization has long range strategies that achieve its mission and
moves forward towards for its consistent and timely progress.
 Should lead the organization towards development programs, organizational
and financial plans along with the board of directors and other staff and implement the
plans and policies at the end of the board’s approval.
 Encourage active participations from volunteers from all areas of the organizational
work.
 Maintain all records, accounts and compliance with all government policies and have
good working knowledge of current trends in the field.

PERSONALITY TRAITS OF AN EXECUTIVE DIRECTOR
1. Visioning
When someone first transitions into leadership, they oversee team members and roll out new
initiatives, but at the highest level of leadership, they’re responsible for defining the overall
vision and strategy for the company.
Key personality traits: reflective thinking, assertiveness, self-reliance
2. In-depth problem solving and analysis

Because decisions at this level impact the fate of the company, the ability to carefully
evaluate information against possible courses of action is essential. This competency helps
leaders find good solutions to difficult problems.
Key personality traits: reflective thinking, fact-based thinking, and realistic thinking
3. Championing change
The ability to transform ideas into action begins with organizational support and buy-in.
Without it, important change initiatives will stagnate, people will question the leader’s ability
to execute, and stakeholders will lose faith in the company’s potential for growth.
Key personality traits: assertiveness, work pace, frustration tolerance
4. Driving for results

Driving for results is all about making things happen. After the vision has been defined, it
must be set in motion. This competency drives leaders to challenge the status quo and strive
for new levels of economic performance, resource efficiency and more.
Key personality traits: assertiveness, self-reliance, realistic thinking
5. Influencing and persuading

Convincing others to adopt a course of action requires sharp communication skills and a
persuasive argument, but this competency targets a leader’s ability to connect with others and
generate enthusiasm for new ideas.
Key personality traits: assertiveness, sociability, work pace
6. Managing others
Leaders at all levels must effectively direct the activities of others, encourage performance,
and hold people accountable. This competency continues to be important as leaders transition
from managing individuals to managing other leaders and department heads.
Key personality traits: assertiveness, work pace, optimism
7. Organizational savvy
Leaders must have a keen understanding of organizational politics and work within these
dynamics to build and maintain alliances. Without these alliances, leaders will struggle to get
resources and accomplish objectives.
Key personality traits: insight, sociability, criticism tolerance
These characteristics have proven time and again to separate strong senior executives from
those who lack effectiveness.

CONCLUSION
 From the above discussion we have learnt different types of job profiles.
 We learnt how we should carry ourselves for better opportunities.
 What qualifications and personality traits we should inherit in ourselves to make it our
best one.
 What skills we should have and how to take care of those according to the situations .
 We learned how to handle ourselves where we are standing and for what we are
performing for.
 We learnt different types of job profiles according to there personalities, abilities and
one’s wants.

REFRENCES
 https://www.prospects.ac0.uk
 https://resources.workable.com
 https://targetjobs.co.uk
 https://nationalcareersservice.direct.gov.uk
 www.investopedia.co.in
 www.google.co.in


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TABLE OF CONTENT

S. NO. PARTICULARS PAGE

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 1

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University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 3

2. Training and employee development

4. Recognition and rewards

6. Essential job function analysis

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TYPES OF CATERING MANAGER

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University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 7

1. Customer Service and Speaking

6. Drive and Motivation

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University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 9

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 10

BEAUTY THERAPIST SKILLS AND QUALIFICATIONS

 Salesmanship – beauty therapists want to sell clients as many services as possible, so

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 11

 Customer service – answering phones and greeting customers is a big part of

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 12

2. Friendly and approachable

3. Good time-management skills

6. Business management skills

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An accountant is a practitioner of accounting or accountancy, which is the measurement,

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2. Killer time management skills

4. Focus on the client

6. Commitment to the sector

8. Great communication skills

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KEY SKILLS FOR ACCOUNTANTS

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3. Reliability and Trustworthiness

4. Strong Organizational Skills

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University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 20

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 21

4. RELATIONSHIP BUILDING SKILLS

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 22

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 23

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 24

SKILLS FOR AN EXECUTIVE DIRECTOR

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 25

2. In-depth problem solving and analysis

4. Driving for results

5. Influencing and persuading

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 26

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 27

University Campus: Alaniya, Jhalawar Road, Kota – 325 003 (Rajasthan) 28

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