Examples of Senior Management in the following topics:
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- Nonprofit management has the additional task of keeping the faith of donors.
- In most models of management and governance, shareholders vote for the board of directors, and the board then hires senior management.
- Senior management is generally a team of individuals at the highest level of organizational management who have the day-to-day responsibility of managing a company.
- There are most often higher levels of responsibility, such as a board of directors and those who own the company (shareholders), but they focus on managing the senior management instead of the day-to-day activities of the business.
- Senior management works on a very tight schedule and would prefer to focus only on the most important details of a project or process.
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- Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers.
- Middle management is the intermediate leadership level of a hierarchical organization, being subordinate to the senior management but above the lowest levels of operational staff.
- Middle-level managers can include general managers, branch managers, and department managers.
- Because middle managers work with both top-level managers and first-level managers, middle managers tend to have excellent interpersonal skills relating to communication, motivation, and mentoring.
- Note that middle management is tasked with (1) their tier of technical skills, i.e. information management systems, as well as (2) communication of system efficacy upward to senior managers and (3) delegating tasks downward to workers.
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- A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
- The sponsors of employee development are senior managers.
- Senior management invests in employees in a top-down manner, hoping to develop talent internally to reduce turnover, increase efficiency, and acquire human resource value.
- The facilitators are human resource management staff, who usually hire specialists in a given field to provide hands-on instruction.
- Describe the basic premises behind the development process, as conducted by human resource management professionals
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- Top-level managers work at the top of organizations and guide strategy and planning.
- Top-level managers include boards of directors, presidents, vice-presidents, CEOs, general managers, and senior managers, etc.
- Chief Operating Officer (COO) – The COO is often referred to as the senior vice president, as the scope of the role encompasses most (if not all) aspects of a given organization's operations.
- This organizational chart shows the top-level manager for a company.
- Identify the critical functions of top-level managers and the general role played by senior management teams
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- Promotions are often a result of good employee performance and/or loyalty (usually via seniority).
- Human resources can manage internal promotional opportunities and benefits to increase employee engagement.
- This means that the more senior position has a different title.
- An example would be a promotion from office manager to regional manager.
- Generally speaking, there are more procedural safeguards against preferential treatment in the public sector as compared with the private sector, where senior managers enjoy broad discretion in making promotions.
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- Managers also need a broad range of technical know-how.
- All industries need management, and management must exist at various organizational levels.
- Front-line managers represent a substantial part of management who must use their technical skills daily.
- In addition to front-line managers, managers in other corporate roles and at higher levels require critical technical skills.
- Senior managers need fewer technical skills because strategic decision-making is inherently more conceptual; mid- and lower-level skills such as data collection, assessment, and discussion are all more technical.
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- Financial rewards are often used as a tool to motivate managers to perform better.
- Managers are often motivated by financial rewards.
- The financial rewards of upper management are often the highest in the organization.
- In this view, financial rewards like bonuses serve as an incentive for senior management to improve performance.
- This contrast may be a result of the differing pay structure often associated with upper management.
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- This view suggests that we must manage ourselves as a prerequisite to attempting to manage others.
- She described management as philosophy.
- The phrase "management is what managers do" occurs widely, suggesting the difficulty of defining management, the shifting nature of definitions, and the connection of managerial practices with the existence of a managerial cadre or class.
- In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management.
- Such politicians hire managers and administrators.
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- For example, a junior or lower-level employee asked to make a presentation to a group of more senior upper-level managers may have difficulty keeping their attention at first even if his information and presentation skills are solid.
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- Similar to human resources management, organizational behavior management (OBM) is an important aspect of management.
- The areas of application may include: systems analysis, management, and training and performance improvement.
- In practice, all else being equal, this means an employee would find it acceptable for a more senior colleague to receive higher compensation, since the value of the senior employee's experience (and input) is higher.
- If this is not the case, management must intervene and either renegotiate or replace the dissatisfied individual.
- Workers have a right to be compensated in a manner that reflects their value; if they are not, then management must restore this equity or risk losing valuable talent.