Manager

Introduction

Managers are responsible for running organisations, departments and teams. Their work may involve supervising people, managing activities, physical resources and information, keeping records, defining policy and putting it into practice, and sometimes making decisions about sales and purchases.

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Work Activities

Managers work across a very large range of areas, including production and manufacturing, retail and distribution, charities and the voluntary sector, leisure facilities, health services and local government - in fact anywhere where decisions need to be made about the development, care and most efficient use of people and physical resources.

Although their roles can be very different, managers usually have certain things in common with each other. For example, most managers are responsible for other people. There is a growing emphasis within management on 'people', rather than the function they have within an organisation. This means that many managers are working to realise the potential of their employees, maximising their skills and therefore their contribution to the organisation.

Managers can achieve this through motivating and guiding others. They can encourage better communication and team-work between staff at all levels within an organisation. Managers build teams and set up the systems to appraise and develop team and individual performance.

They can also make sure that the systems are in place within which people can identify their training and resource needs, and talk openly about any concerns they may have. Management is less a matter of telling people what to do (although managers must maintain discipline and know how to make firm decisions) and more about helping to create a team of people whose skills complement one another's, who are well-motivated and have a clear idea of why they are important to the organisation.

Managers do not always have to directly manage other staff. Those who do are sometimes said to have 'line responsibility'. However, almost all types of management involve working with other people to achieve the organisation's aims.

Managers may have quite a general role, co-ordinating the work of several departments, or they may specialise in one of the main types of management, which include managing operations, finances, marketing and strategy.

'Operations' means the day-to-day activities of the organisation, such as producing a machine part, or displaying and selling food to customers. For example, operational management in a production factory could involve managing staff, purchasing raw materials, distributing the goods to customers, monitoring profitability and ensuring the highest levels of customer service. Operations involves the management of physical resources, which, depending on the manager's role and the size and activities of the organisation, can range from the smallest items of stationery, to computers, to fleets of vehicles.

Managers often have responsibility for finances, for example, making sure that project aims can be achieved within budget. They may have responsibility for the organisation's financial performance, or have to prepare applications for funding, such as grants. Often, managers must be able to interpret financial reports and accounts, listening to and understanding the advice of accountants or finance directors.

In marketing, managers make decisions which will improve the link between the organisation and its customers, for example, in issues such as pricing, advertising, distribution and analysis of sales figures.

At higher management levels, managers may be involved in strategic planning. This involves thinking about the direction in which the organisation is moving, including its strengths and weaknesses, threats from competitors' services or products, and how decisions could affect the organisation in the near and long-term future.

At all levels, managers are likely to have to deal with a considerable number of regulations and guidelines, covering issues such as health and safety, environmental management and working practices.

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Personal Qualities and Skills

Effective managers must be able to analyse problems and use objective judgment to make quick decisions. You must be able to think strategically, with a broad prospective, considering the possible effects of your decisions in the longer-term.

You will need excellent communication and interpersonal skills; the ability to listen, empathise and respond to people's needs and concerns will help to create a team of people whose skills complement one another's, who are well-motivated and have a clear idea of their role and why they are important to the organisation. Good written skills will help you, for example, to produce reports or set out company strategy for the future.

You may need strong presentation and negotiating skills to persuade higher level managers of the course of action you wish to take, or perhaps to negotiate issues of pay and conditions with staff representatives, including trade union officials.

You will need excellent organisational skills to manage human and physical resources, including strong time management skills. You will need to set personal and organisational goals, prioritise tasks and you will probably work to deadlines. The ability to delegate well (trust someone else with a task) will help you manage your time and, just as importantly, will increase other people's confidence and sense of responsibility and involvement.

Managers must be able to respond to and manage change; this means that they must be flexible and adaptable, with the ability to revise plans when necessary.

Managers are likely to need some financial knowledge, including the ability to work to budgets and to understand, and perhaps write, financial reports. The ability to listen to and trust the advice of others (for example, accountants or specialist financial staff) will help you to avoid making poor financial decisions. Good general number skills will be important, for example, when considering costs, stock quantities, wages and salaries.

Increasingly, managers are likely to need some knowledge of information technology systems and the ways in which they may benefit an organisation. You are very likely to need some basic computer skills.

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Pay and Opportunities

Starting pay for trainee managers varies widely depending on the industry, qualifications on entry, the type of training scheme and the level of responsibility undertaken.

The pay rates given below are approximate.

As a guide, trainee managers earn around £16,000 - £18,500 a year (catering), £18,000 - £23,000 (engineering), and £16,500 - £22,000 (banking). Experienced managers earn around £26,000 (catering), £33,000 (engineering) and £38,000 (banking) a year.

Working hours for managers also vary. Some work office hours, Monday to Friday, while others work shifts. Early starts, late finishes, weekends and work on public holidays may be required. Broadly speaking, managers at all levels are likely to work longer hours than other staff.

Managers work in organisations of every type, from small businesses employing just a few staff, to central and local government departments, and national and multi-national corporations employing thousands of people.

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Adult Opportunities

It is now illegal for any organisation to set age limits for entry to employment, education or training, unless they can show there is a real need to have these limits.

Employers often select people with relevant qualifications and/or experience to undertake management training. Some provide training in the workplace to fill supervisory and other junior management positions.

The Chartered Management Institute offers a range of generic management qualifications, from introductory level to MBA (Master of Business Administration), by distance learning.

Distance learning is available through the Open University Business School (OUBS) with a Professional Certificate and Diploma in Management.

The OUBS also offers the MBA on two study programmes. Fast-track graduate entry requires you to have an honours degree or equivalent academic or professional qualification and management experience.

If you do not meet these requirements, you can enter through open access, by taking the Professional Certificate and Diploma programmes first. Achievement of the Diploma counts as Stage 1 of the MBA.

A number of other universities and private business schools offer MBAs by distance learning.

If you don't have the usual qualifications needed to enter your chosen degree or HND course, a college or university Access course could be the way in. These courses are designed for people who have not followed the usual routes into higher education. No formal qualifications are usually needed, but you should check this with individual colleges.

Some larger corporations and companies might offer sponsorship for higher education study of management-related degrees.

• 19% of managers work part-time.
• 9% have flexible hours.

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