What is the responsibilities of a Low Level Management ?
344126
to do the work assigned to them
53980
They bring a new manager
167702
I suppose you mean to write 'recruitment'. non managerial staff are engaged for performance of a given duty with lessor discretion and hence obedience is in high rating. In case of managerial staff, it is discretion for business improvement that is valued more and hence decisionmaking/ discretion/poise/costawareness needs to be ascertained. Hence in the former the process is to run a check on formal qualifications while in the latter it is knowledge/ skill/ attitude/aptitude/interest that needs to be checked. Obviously personal interview, written tests, behaviouraL RESPONSE CHECKING shall be undertaken
538823
That person handles certain details.  For example they may be responsible for personnel policies, issuing manual about employment, finding a health care coverage system.  They probably have to make sure all the bills are paid, like the water bill, etc.  They have to make sure you can meet the payroll.  They have to make sure there are evacuation instructions for fire in each room.  Everything it takes to run the institution.  They are not responsible for strategic goals like philosophically where the institution is supposed to be going.  More the nuts-and-bolts stuff to keep the place runnning.  Like air conditioners and roads and toilet paper in the bathrooms.  Complying with record-keeping rules.  Paying taxes.  Getting the place painted or new carpet or tile.  Deciding the priorities on how to spend money.  Making sure the phone system works, does it need upgrading and what new phone system to get...providing internet access, deciding the backbone.  Providing janitorial services and getting the trash pickeed up.  Oh yes, and all the systems of badges etc.  I feel it is much broader than human resources.  Depends on how big the institution is.  I mean this is kind of random but this type of stuff.
738678
An office manager typically organises and supervises all of the administrative activities that facilitate the smooth running of an office. The role is very similar to that of an administrator or senior secretary. An office manager may be expected to carry out a range of administrative and IT-related tasks, although this will depend on the size and type of organisation where they work.\n\nJob description can vary according to the size of the firm but a very general job description would be;\n\narranging travel, meetings and appointments;\ndelegating work;\nordering stationery;\ndealing with post and emails; \nwriting reports;\nsupervising the work of clerical and secretarial staff, monitoring the workload and work rate;\nliaising with members of the senior management team; \nkeeping personnel records;\norganising the recruitment of new staff;\nchairing meetings; \ncontrolling the office budget;\ndealing with complex queries and complaints on the telephone, by email and in person;\nconducting appraisals;\nadministering payroll systems; \ndiscussing problems with staff;\nmeeting with senior managers to review office performance;\ndevising and conducting induction programmes;\nordering office furniture; \norganising office maintenance and repair work;\nsupervising the implementation of new office systems;\narranging for health and safety equipment to be tested on a regular basis;\nreviewing and updating health and safety policies.
851444
Do you have a degree? Pretty well any Master's degree from a reputable University. You may also be promoted to lower management if you only have a Bachelor's and a LOT of inherent talent. \n\nBut you need to have people skills also. You need to be able to lead a team successfully in getting their work done (on time and well). You also have to be able to deal well with the different personalities of the people below you. Lower management who use intimidation tactics to keep their people in line don't often make any sort of a climb up the corporate ladder. \n\nAnd at the same time you need to balance your skills at handling your own bosses. Make sure the work you are responsible to them for is done well and on time, and that you know every aspect of it. Your job is to make them look good. If you can do this with competence and without fanfare, then your chances of moving into his position when he moves up the ladder himself would be increased incrementally.
1009407
According to the US Department of Labor, customer service managers:\n\n"are responsible for interviewing, hiring, and training employees, as well as for preparing work schedules and assigning workers to specific duties."\n\nHope that helps!
98548
question seems vague...but the answer might be "Management"
600736
Appoint one of them as the supervisor. Hold him personally responsible for all of the tasks that need to be performed daily.\n\nSee how fast they fall into line.  No one will take a fall for someone who works under them.
605937
Well what l can do is a teorical out line plan. Firstly check where the current customer care levels are in ur company. since ur into B2B l guess, can do direct short inteviews with the current customer company handleing persons. Then u have to understand which level we want to be in future. To do this eighter u can do bench marking a competitor or be a learning organisation. Then figure out what r the technical or skill needed and make upgration work. U need to monitor this process and also controlling should be there. Dont forget the time line later u can do an audit to find where u reach ur targer. Good luck buddy!!!
365108
Can you be a little more specific in your question, do you mean a manager at a multi-national company or what?\n\nPlease write questions in proper grammar and be as detailed as possible in order for people to try to answer your question.
63529
Typically this would be an upper management level position who reports to the CIO (Chief Information Office) and supervises those who manage the hardware, software, communications, etc.  Unless we're talking about a small organization, this person probably wears a suit, spends most of their time managing and in meetings, and doesn't write code, fix broken printers, or handle help desk calls.\n\nBut don't get me wrong - in a large organization, when you have 100 or more subordinates, it a big job to manage all that - they don't normally have the TIME to write code, fix broken printers, or handle help desk calls.\n\nBut in a small organization, you regularly see the director doing hands-on stuff as well.
960663
You need to be a little more specific.  What do you mean by various levels...levels between ranks or types of agencies like local vs. state vs. federal?
1040
you may got help here\n\nFree Management Library\n\nhttp://www.managementhelp.org/
61575
Here's a linear view of a sales group breakdown at a fortune 100 I worked for.  Director level positions had charge over large groups of regional managers, and sales groups.  They were local field personell who knew a region well and it's account base and financial makeup.  They strategically attended meetings to show the corporation had high interest in doing business with named national and global accounts.  Overall they are middle managers and they reported to a Regional VP in the same office.\n\nDirector level title generally express you have years of experience and some autonomy in the field to aid your clients business and operations.\n\nSales Rep\n/&#92;\nAssistant Manager\n/&#92;\nManager\n/&#92;\nDirector\n/&#92;\nRegional Vice President\n/&#92;\nVice President\n/&#92;\nExecutive Vice President\n/&#92;\nPresident\n/&#92;\nCOO\n/&#92;\nCEO
773516
Role of Managers under Different Styles of Management\n\nA short summary of the role of managers under authoritarian and participative styles of management. Also covers decision taking and the basic characteristics of each style.\n\nSTYLE OF MANAGEMENT \n      \nAuthoritarian Participative \n      \n      \nManager's Job Managers do as they are told, transmit orders. Work (responsibility) is delegated.\n\nManager co-ordinates own group's work with that of the group in which he is a subordinate.\n\nManager clears difficulties out of path of subordinate.\n\nWork can be a source of satisfaction (voluntarily performed) or punishment (avoided) dependent on controllable conditions (manager and management).\n \n      \nDecision Making Decisions are made at the top.\n\nMilitary type of organisation.\n'Line and staff'.\n'Chain of command'.\n Participation in decision making at all levels. \n      \nView of people Assumes that people hate work, have to be forced to do it, have to be forced to achieve company's objectives. People learn not only to accept, but to seek greater responsibility (work at a higher level).\n\nIn modern industrial life, most people's intellectual potential is only partially utilised.\n \n      \nMotivation Fear motivation.\n\nWe need 'a certain level' or 'more' unemployment.\nReward motivation. \n\nRelevant Current and Associated Works\nOther relevant current and associated reports by Manfred Davidmann on leadership and management: \n        \nStyle of Management and Leadership     Major review and analysis of the style of management and its effect on management effectiveness, decision taking and standard of living. Measures of style of management and government. Overcoming problems of size. Management effectiveness can be increased by 20-30 percent.  \n      \nDirecting and Managing Change     How to plan ahead, find best strategies, decide and implement, agree targets and objectives, monitor and control progress, evaluate performance, carry out appraisal and target-setting interviews. Describes proved, practical and effective techniques.  \n      \nMotivation Summary   Reviews and summarises past work in Motivation. Provides a clear definition of 'motivation', of the factors which motivate and of what people are striving to achieve.  \n      \nThe Will to Work: What People Struggle to Achieve   Major review, analysis and report about motivation and motivating. Covers remuneration and job satisfaction as well as the factors which motivate. Develops a clear definition of 'motivation'. Lists what people are striving and struggling to achieve, and progress made, in corporations, communities, countries.  \n      \nOrganising   Comprehensive review. Outstanding is the section on functional relationships. Shows how to improve co-ordination, teamwork and co-operation. Discusses the role and responsibilities of managers in different circumstances.  \n      \nWork and Pay   Major review and analysis of work and pay in relation to employer, employee and community. Provides the underlying knowledge and understanding for scientific determination and prediction of rates of pay, remuneration and differentials, of National Remuneration Scales and of the National Remuneration Pattern of pay and differentials.  \n      \nWork and Pay: Summary   Concise summary review of whole subject of work and pay, in clear language. Covers pay, incomes and differentials and the interests and requirements of owners and employers, of the individual and his family, and of the community. \n      \nExporting and Importing of Employment and Unemployment   Discusses exporting and importing of employment and unemployment, underlying principles, effect of trade, how to reduce unemployment, social costs of unemployment, community objectives, support for enterprises, socially irresponsible enterprise behaviour.  \n      \nTransfer Pricing and Taxation   One of the most controversial operati
267034
Human resource managers "hire and train employees, evaluate performance and determine compensation. At large firms, separate departments deal with recruiting and hiring, wage and salary levels, and labor relations. A smaller firm may have a single department - or a single person - responsible for all human resource activities."