F. John Reh wrote about business management for The Balance, and has 30 years of experience as a business manager.The title of senior manager is most often used and encountered in large organizations with multiple layers of management.A senior manager has responsibilities and authority that are broader in scope than a front-line manager, and a door is typically open for senior managers to move into a director- or general manager-level role.
![]() The flip side is that the position can involve a good many challenges and it almost always brings with it a great deal of responsibility. Being a senior manager is not for the faint of heart and success can depend on your personality and skills. For all the pros and cons inherent in this position, compensation tends to be good. Senior management positions across all industries averaged base pay of more than 150,000 a year as of the close of 2017, with incentives, bonuses, and perks of an additional 10,000 a year or more. Like all managers, the senior manager is responsible for planning and directing the work of a group of individuals. They monitor their work and takes corrective actions when necessary. Senior managers might guide workers directly or they might direct several supervisors, who in turn directly manage the workers. The senior manager often supervises the largest or most important group or groups in a company. Some examples include senior accounting manager, senior marketing manager, senior engineering manager, and senior customer support manager. Its common for larger firms to evaluate their positions by scope, responsibility, size, and budgetary authority, and then to assign a level to these positions. The senior manager level or designation represents a step up from the manager and offers the opportunity for individuals to take on new responsibilities and increase their contributions. Implementing this added and higher level also helps organizations recruit experienced professionals and slot them into roles that fit their capabilities and compensation. Complexity and inefficiency tend to increase as organizations grow and become more stratified with additional layers of management. Consider a department that includes supervisors, managers who are responsible for supervisors, and senior managers who are responsible for the managers who watch over supervisors. Many organizations cycle through a process of layering followed by flattening through restructuring, only to slowly add layers once again over time. In theory, a flatter organization with fewer layers simplifies decision-making and empowers a broader group of workers to assume responsibility for their actions. Implementing the role of a senior manager makes good business sense under a number of circumstances. The senior manager can serve as the adult in the group at times when the team is growing quickly and chaotically. He can interface with other functions for needed resources and provide mature guidance to managers and workers during a period of change. This position can represent a tangible target or step up as part of a managers career development plan and responsibilities when theres a clear distinction between the role of manager and senior manager.
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