Management Career Level

Executes annual goals and priorities as established with input from the next-level manager.

Delivery/Production Focus: Position has a direct impact on the productivity of the work unit.

Oversees the work of a team of at least three or more non-exempt employees within a single work unit.

Ensures that subordinates perform work as prescribed by policies and procedures in order to achieve productivity, service, and quality standards, quotas, and goals.

Assigns work and resources to subordinates to achieve productivity, service, and quality standards within the parameters of the operating plan and budget.

Administers and executes policies & procedures typically affecting subordinates.

Has limited authority to make exceptions to policy and procedure—decisions are subject to frequent in process review.

Responsible for input on pay, performance appraisals, work schedules, day-to-day personnel issues, discipline and hiring employees they supervise.

Resolves operational problems within provided guidelines.

Requires a high school diploma; may require associate/bachelor’s degree or specialized training.

Establishes annual goals and priorities, and influences the direction for new or revised services, programs, processes, standards, or operational plans, based upon the Organization’s longer-term strategies.

Operational/Delivery Focus: The position has a direct impact on the work unit or department and may impact the entire Organization.

Manages three or more exempt individuals within a work unit or department. Typically oversees the work of a team or teams of non-exempt employees through subordinate-level M1s.

In addition, may be responsible for coordinating and monitoring the work of external vendors, contractors, etc.

Estimates staffing needs and schedules and assigns projects/work for the department. Is ultimately responsible for the success of all departmental projects.

Has authority to make exceptions to policy or procedures under guidelines that require judgment and discretion on issues of importance.

May have some responsibilities for managing financial or external risks that require occasional interaction with senior management.

Responsible for making decisions on pay, performance, discipline, and hiring for the employees they manage.

Identifies issues, gathers facts, and resolves operational problems. Recommends and collaborates with a next-level manager to resolve strategic issues.

Typically requires a bachelor’s degree in a related discipline.

Establishes annual or mid-term priorities, goals, and operational plans for the department or work units. Leads definition and direction for new or revised services, programs, processes, policies, standards, or operational plans, based on the Organization’s longer-term strategies. Recommends departmental strategic plans within Organization’s strategic direction to the next-level manager.

Tactical/Strategic Focus: The position has a significant impact on the specific work units or departments and impacts the entire Organization.

Oversees the work of a team or teams of exempt individual contributors through subordinate-level M2s. In addition, may be responsible for managing the work of external vendors, contractors, etc.

Often recommends innovation and improvement to policy or procedures under guidelines that require judgment and discretion on issues of the significant dollar or stakeholder relationship impact.

Decisions affect mid to long-term operational results delivered, and typically affect the financial, employee or public relations aspects of the Organization.

Has responsibility for managing significant financial or external risks that require frequent interaction with executive leadership.

Responsible for all human resource management, integrating work throughout the area, and developing and monitoring budgets for the department or several work units.

Problems are both operational and strategic and may require the integration of knowledge from several disciplines or areas of expertise.

Typically requires a bachelor’s degree in a related discipline and may require an advanced degree.

OR

2) Has responsibility for a material portion of Organization assets or processes – operations, financial, human capital – as determined by the President, Provost, Executive Vice President committee.

Typically not more than one or two M4s per function. (Provost departments must take into account faculty administrative positions that are equivalent to this level).

Tactical/Strategic Focus: The position has a significant direct impact on a large function and a direct impact on the entire Organization. Actions can measurably increase or decrease Organization-wide operating results.

Manages teams of professionals  (multiple M2’s and M3s).

Makes regular presentations to the Organization’s Trustees.

Advises senior leadership outside his or her own function on Organization issues with high, quantifiable impact on the success of the Organization as a whole Is and is perceived to be, an authoritative representative of the Organization on a variety of issues.

Expected to recommend innovation and improvement to policy or procedures on issues of high dollar impact for the Organization;

Has the ability to significantly modify the major or most significant policies and processes in the function.

Decisions affect long-term operational results delivered, and typically affect the financial, employee, or public relations aspects of the Organization.

Has responsibility for managing significant financial or external risks that require frequent interaction with executive leadership and/or Organization Trustees.

Makes hiring and firing decisions for the departments or functions. Makes strategic vendor selections and purchasing decisions for the departments or functions.

Problems are resolved through abstract and conceptual analysis and require innovative thinking and problem-solving that impacts two of the three dimensions of management at the Organization level —operations, financial and human capital.

Typically requires a bachelor’s degree in a related discipline and may require an advanced degree.

Has authority/accountability to define the long-term strategy for the function.

Shares direct accountability to develop and implement the three-to-five-year strategies for the Organization as a whole, and for major initiatives that shape the long-term future of the Organization.

Typically, does not perform individual contributor assignments.

Strategic Focus: Position has a predominant impact on the specific function and a significant impact on the entire Organization. Actions can measurably increase or decrease Organization-wide operating results.

Oversees the work of multiple teams of professionals typically through subordinate M3s and M4s Appointed at the discretion of the President of the Organization.

Performance is assessed primarily on long-term strategic results achieved; rather than on individual decisions or short–term operational results.

Decisions significantly affect the success of function goals, greatly impacting the financial stability, employee relations, and public relations of the Organization.

Makes hiring and firing decisions for the function. Plans for succession and overall talent management for the function. Makes vendor selections and purchasing decisions for the function.

Problems are resolved through abstract and conceptual analysis.

Requires an advanced degree in the relevant course of study.