What levels of management are there

Their role can be emphasized as -. It consists of supervisors, foreman, section officers, superintendent etc. According to R. In other words, they are concerned with direction and controlling function of management. Their activities include -. We will be sharing the details along with the functions of each level of Management. Top-level Management consists of the senior-most executives and decision-makers in an organization.

Every member of the top Management is responsible for the direction and growth of the company. Sound top-level management in a company basically defines the success and future of a company. All the C-level executives and some other designations fall under this category.

To name a few, some of the top-level designations are —. The right set of people in the top-management can make or break an organization. We would also like to enlighten you about the functions that these executives perform within an Organization —. These managers are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business.

In addition, top-level managers play a significant role in the mobilization of outside resources. General managers, branch managers, and department managers are all examples of middle-level managers. Middle-level managers devote more time to organizational and directional functions than top-level managers. Their roles can be emphasized as:. Supervisors, section leads, and foremen are examples of low-level management titles. These managers focus on controlling and directing.

Also referred to as first-level managers, low-level managers are role models for employees. These managers provide:. Management Levels : Hierarchical view of management in organizations. Organizational management is often approached by identifying business functions and assigning leadership to those functions. If it is a frontline manager on an automobile manufacturing facility, the manager should be aware of how to run most of the machines and how to assess the productivity of different positions ideally from experience.

On the managerial side, frontline managers are often tasked with hiring, assessing performance, providing feedback, delegating functional tasks, identifying gaps, maximizing efficiency, scheduling, and aligning teams. As the primary point of contact for most employees, frontline managers must be careful listeners capable of understanding employee needs, removing blockers, and optimizing performance.

General managers focus on the entire business, while functional managers specialize in a particular unit or department. Functional management and general management represent two differing responsibility sets with an organization. Functional managers are most common in larger organizations with many moving parts, where different business functions are led by managers within those respective fields i.

General management is more common in smaller, more versatile, environments where the general manager can actively engage in every facet of the business. A functional manager is a person who has management authority over an organizational unit—such as a department—within a business, company, or other organization.

Functional vs. Each functional manager is in control of a particular area of expertise—e. General management focuses on the entire business as a whole. General management duties and responsibilities include formulating policies, managing daily operations, and planning the use of materials and human resources. However, general managers are too diverse and broad in scope to be classified in any one functional area of management or administration such as personnel, purchasing, or administrative services.

General managers include owners and managers who head small-business establishments with duties that are primarily managerial. Frequently, the general manager is responsible for effective planning, delegating, coordinating, staffing, organizing, and decision making to attain profitable results for an organization. While both general and functional management involve similar skills interpersonal skills, communication, multitasking, etc.

The general manager must be more of a jack-of-all-trades, understanding enough about various different gears in the machine to ensure it is running properly. Meanwhile, general managers run individual stores, focusing on the quality of service, operational efficiency, local tastes, etc.

Management style is influenced by the goals and purpose of the organization, which are in large part established by the type of business being managed. Managers have to direct their efforts towards achieving that goal. In contrast, a non-profit organization is legally prohibited from making a profit for owners.

One component of nonprofit management that contrasts with the for-profit model is the existence of volunteer workers. Managing volunteers is different than managing employees, as there is essentially no contract or agreement governing the relationship. This means managers must motivate by community-building and a sense of shared accomplishment. A mutual-benefit non-profit corporation can be non-profit or for profit.

However, mutual benefit corporations are usually formed for nonprofit purposes like managing a condo association, a downtown business district, or a homeowners association.

A mutual is therefore owned by its members and run for their benefit; it has no external shareholders to pay in the form of dividends, and as such does not usually seek to generate large profits or capital gains. Managers in mutual benefit organizations are, therefore, more concerned about improvements in human and environmental well-being than maximizing profits for external shareholders. The management of all three types of organizations for-profit, non-profit, and mutual-benefit may have similar responsibilities, such as drafting a budget and ensuring that the organization generates enough revenue to fulfill its operational needs.

All three types require that management motivate employees. Management processes : Management styles vary among types of organizations, but they still follow the main steps of planning, organizing, directing, and controlling. However, the approach managers take will vary based on the type of organization. For example, a manager of a for-profit company may be able to motivate employees through bonuses for sales targets or profit sharing.