Define middle managers and supervisors?
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managers that are neither first line nor top level, but somewhere in the middle.
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if your a logistical person, good at organising things but not so keen on disciplining other go for higher management. Strangely the psychological requirements for being a good upper level manager is the same as nursing. Problem solving and looking after about 15 things.\n\nlower level management is more people skills, less problem skills.\n\nTechnology?  hmm, if you like designing things and have a good imagination, so so on the maths go for industrial design or architecture.\n\nIndustrial designers do what i imagined engineers did\nengineers do lower level management
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The Manager has more responsibility and therefore gets paid better. The Asst. Manager follows the direction of the Manager, has some responsibility, and is paid less. Often the Asst. Manager is viewed as a training position and if an individual does well there he/she is often promoted.
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A manager should be knowledgeable about what his group does. That does not be an expert in every detail, but understands the processes that the group is responsible for. A manager should be knowledgeable about all of the people in the group, their strengths and weaknesses. A good manager will provide the means for individuals to improve their weaknesses.\n\nA manager should be goal oriented. He should be able to communicate that goal to everyone in the group and have them understand how they contribute to reaching that goal. He should also challenge each individual to define and reach their own individual goals within the group.\n\nA manager must also determine the best way to utilize his resources (people and tools) to efficiently reach goals. Maintaining a respectful relationship with all team members is key. As is resolving any interpersonal problems that will inevitably arise at some time or other.\n\nGood communication skills and being fair to everyone will make managing a group easier. Everyone should know the standards expected of them. Firmly enforcing those standards with everyone while being flexible regarding individual circumstances will reflect well on the manager.
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The term "management" characterizes the process of and/or the personnel leading and directing all or part of an organization (often a business) through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).\n\nHenri Fayol considers management consisting of five functions[1]:\n\nplanning \norganizing \nleading \nco-ordinating \ncontrolling. \nSome people, however, find this definition, while useful, far too narrow. 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.\n\nOne habit of thought regards management as equivalent to "business administration", although this then excludes management in places outside commerce, as for example in charities and in the public sector. Nonetheless, university departments which teach management usually get called "business schools".\n\nSpeakers of English may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation.\n\nFrom the systemic perspective, in the TOGA (Top-down Object-based Goal-oriented Approach) meta-theory, [2], management consists of high-level mental and communication activity (by tasks emission), of the indirect goal-oriented control of the domain of interest using autonomous execution and information entities/agents/units. Management has as its main generic missions:\n\nconfrontation of objectives with the possibilities \nplanning \nleading of autonomous human units towards achieving an intended goal \nEvery such managerial situation requires on-going decision-making.
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People with managerial training must have key competencies in management. These include but are not limited to planning, organising, staffing, directing, coordinating, reporting, budgeting. Managers also have informational, interpersonal and decisional roles. Your question seems like a homework question. If I am correct, use your knowledge of management to determine if you have key competencies in any of these areas and expound on why you believe you have these competencies, detailing what each entails.\n\nhttp://www.management-hub.com/hr-manager-roles.html
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Retail managers manage retail outlets, store managers manage any store.
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YES IT IS A MANAGEMENT ROLE. GOOD LUCK!!
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Managers and leaders are two very different types of people. Managers' goals arise out of necessities rather than desires; they excel at defusing conflicts between individuals or departments, placating all sides while ensuring that an organization's day-to-day business gets done. Leaders, on the other hand, adopt personal, active attitudes toward goals. They look for the opportunities and rewards that lie around the corner, inspiring subordinates and firing up the creative process with their own energy. Their relationships with employees and coworkers are intense, and their working environment is often chaotic. In this article, first published in 1977, the author argues that businesses need both managers and leaders to survive and succeed. But in the larger U.S. organizations of that time, a "managerial mystique" seemed to perpetuate the development of managerial personalities--people who rely on, and strive to maintain, orderly work patterns. The managerial power ethic favors collective leadership and seeks to avoid risk. That same managerial mystique can stifle leaders' development--How can an entrepreneurial spirit develop when it is submerged in a conservative environment and denied personal attention? Mentor relationships are crucial to the development of leadership personalities, but in large, bureaucratic organizations, such relationships are not encouraged. Businesses must find ways to train good managers and develop leaders at the same time.
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There are exactly 6 separate kinds of Management. They are\n1. Human Resource Management\n2. Operation Management or Production Management\n3. Strategic Management\n4. Marketing Management\n5. Financial Management\n6. Information Technology Management.\nMay I ask to which management are you referring??\nAs for general, here are the facts you asked.\nThe term "management" characterizes the process of and/or the personnel leading and directing all or part of an organization (often a business) through the deployment and manipulation of resources (human, financial, material, intellectual or intangible).\n\nAccording to the Oxford English Dictionary, the word "manage" comes from the Italian maneggiare (to handle — especially a horse), which in turn derives from the Latin manus (hand).\n\nManagement has to do with power by position, whereas leadership involves power by influence\nManagement consists of five skills ( functions )\n1. planning \n2. organizing \n3. leading \n4. co-ordinating \n5. controlling
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Work, previous supervisor, coworker.  Keep it simple.
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Supervisor watches and the coordinator gets thing together and organized.
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A manager is a person who handles, controls, or directs, a business or enterprise, controls resources and expenditures, is in charge of the business affairs and of the training and performance of an athlete. \n\nA leader is a person who rules or guides or inspires others.\n\nA manager is more bossy and a leader inspires respect and guide his staff to success involving them.
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Typically, management refers to providing direction to the organization and the people in it.  \n\nAdministration normally refers to the support functions of an organization, such as payroll, benefits, supplies, purchasing and similar things required to allow the rest of the organization to get on with their jobs.
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question seems vague...but the answer might be "Management"
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a person in a company or business org, who organizes the general project.helps to get it started   coordinator is about the same they are often called staff
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Supervises and participates in the preparation of proposals, negotiation of contracts, and administration of commercial and government contracts in accordance with company policies and legal requirements. A level I supervisor is considered a working supervisor with little authority for personnel actions. May require a bachelor's degree in area of specialty. Familiar with a variety of the field's concepts, practices, and procedures. Relies on extensive experience and judgment to plan and accomplish goals. Performs a variety of tasks. A wide degree of creativity and latitude is expected. Typically reports to a manager or head of a unit/department.