Is this a healthy dynamic between coordinator and project manager?
I work for a small company and I feel like the work dynamic is confusing. I was wondering if I could get input.
Technically I am a coordinator but I work under three project managers across multiple projects during the year. I frequently get bombarded and frustrated with the fact I don't actually have a general manager to manage workflow. Everyone requests stuff from me randomly and when I have three different people doing it I get overwhelmed. Is that normal ?
Then there's the fact that I am supposed to check to make sure th project is being done properly, make documents, etc. but I never actually get client information. It's always word of mouth from the PM. I'm frequently unaware of how a project is developing and I lack visibility. I am not allowed to sit in on calls with clients or even be cc'd in emails.
And even then I only work on like 20% to 50% of a project so I feel like I know less rather than knowing more. That's partly because all the PMs in this business are controlling and do a lot of work themselves because "it would be too complicated" to explain to someone else, which is why I've asked to be more included in client contact (even if I just observe).
Is it normal for getting information to be like pulling hairs ?
Finally I am also supposed to liaise with suppliers but the PMs do about 50% of that and often take over the coordination after I make initial contact, which makes me feel frustrated and embarassed. They always say I can't really coordinate with the suppliers because I don't have all the details from clients...so why ask me to do it anyway???? We've had some suppliers complain about this model and get confused. Recently there's been mistakes where I assumed a PM took over with certain stuff that they usually do, but they didn't and we fucked up a project pretty bad.
Finally they want me to check and review their work and complain if ever they have to check something that I've done (I work for a severely understaffed family business that values speed above all else).
But honestly, that feels backwards. It feels like a supervisory task (like for example, making sure my boss is sending out contracts on time). Is that the dynamic in larger companies ?
We've had a lot of mistakes this year as the business is expanding and different PMs work on different aspects of the same project with random help from different coordinators.
I got ripped off a project by my boss (also a PM) who wanted to continue it with a newer coordinator. My boss did not cancel some stuff with our suppliers that I had previously reserved and we had to pay cancelation fees. The new coordinator didn't know to do this, my boss didn't think to do it. Somehow I got blamed. Yet had the PM actually kept me in the loop about the client, I would have been able to cancel the thing on time.
And there's been worse screw ups too.In the last six months they hired two other coordinators and then fired them when similar but more impactful errors occurred. Now they've hired two more and I can see the whole thing starting again.
Thanks for your input