Senior Management

Examples of Senior Management in the following topics:

• Working with Management

  • Nonprofit management has the additional task of keeping the faith of donors.
  • In most models of management and governance, shareholders vote for the board of directors, and the board then hires senior management.
  • Senior management is generally a team of individuals at the highest level of organizational management who have the day-to-day responsibility of managing a company.
  • There are most often higher levels of responsibility, such as a board of directors and those who own the company (shareholders), but they focus on managing the senior management instead of the day-to-day activities of the business.
  • Senior management works on a very tight schedule and would prefer to focus only on the most important details of a project or process.

• Decentralization

  • Decentralization is the policy of delegating decision-making authority down to the lower levels in an organization, away from senior management and more broadly across the organization.
  • One of the major advantages of this type of management structure, assuming the correct controls are in place, is the bottom-to-top flow of information, allowing the decisions made by the senior management to be better informed about what is happening in the lower tier operations.
  • For example, if an experienced technician at the bottom of an organization discovers how to potentially increase the efficiency of production, the bottom-to-top flow of information can allow this knowledge to more easily be passed back up to senior management.
  • The shorter lines of communication allow for the needs of customers and employees to be more easily and quickly met, given the fewer levels of management involved.
  • To ensure that decentralized organizations stay on task, upper management needs to maintain open lines of communication and increase the frequency with which they communicate with local management.

• Middle-Level Management

  • Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers.
  • Middle management is the intermediate leadership level of a hierarchical organization, being subordinate to the senior management but above the lowest levels of operational staff.
  • Middle-level managers can include general managers, branch managers, and department managers.
  • Because middle managers work with both top-level managers and first-level managers, middle managers tend to have excellent interpersonal skills relating to communication, motivation, and mentoring.
  • Note that middle management is tasked with (1) their tier of technical skills, i.e. information management systems, as well as (2) communication of system efficacy upward to senior managers and (3) delegating tasks downward to workers.

• Employee Development

  • A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
  • The sponsors of employee development are senior managers.
  • Senior management invests in employees in a top-down manner, hoping to develop talent internally to reduce turnover, increase efficiency, and acquire human resource value.
  • The facilitators are human resource management staff, who usually hire specialists in a given field to provide hands-on instruction.
  • Describe the basic premises behind the development process, as conducted by human resource management professionals

• Top-Level Management

  • Top-level managers work at the top of organizations and guide strategy and planning.
  • Top-level managers include boards of directors, presidents, vice-presidents, CEOs, general managers, and senior managers, etc.
  • Chief Operating Officer (COO) – The COO is often referred to as the senior vice president, as the scope of the role encompasses most (if not all) aspects of a given organization's operations.
  • This organizational chart shows the top-level manager for a company.
  • Identify the critical functions of top-level managers and the general role played by senior management teams

• Marketing Information Systems

  • A marketing information system is a management information system designed to support marketing decision making.
  • Marketing intelligence is the province of entrepreneurs and senior managers within an agribusiness.
  • In addition it involves management in talking to producers, suppliers and customers, as well as to competitors.
  • A marketing information system is a management information system designed to support marketing decision making.
  • To manage a business well is to manage its future and this means that management of information, in the form of a company wide"Management Information System" (MIS) of which the MkIS is an integral part, is an indispensable resource to be carefully managed just like any other resource that the organization may have e.g., human resources, productive resources, transport resources and financial resources.

• Definition of Management

  • This view opens the opportunity to manage oneself, a pre-requisite to attempting to manage others.
  • There are different types of management styles, and the management process has changed over recent years.
  • The addition of work teams and servant leadership has changed what is expected from managers, and what managers expect from their employees.
  • There is a hierarchy of employees, low level management, mid-level management, and senior management.
  • In traditional management systems, the manager sets out expectations for the employees who need to meet goals, but the manager receives the reward of meeting those goals.

• Employee Promotions

  • Promotions are often a result of good employee performance and/or loyalty (usually via seniority).
  • Human resources can manage internal promotional opportunities and benefits to increase employee engagement.
  • This means that the more senior position has a different title.
  • An example would be a promotion from office manager to regional manager.
  • Generally speaking, there are more procedural safeguards against preferential treatment in the public sector as compared with the private sector, where senior managers enjoy broad discretion in making promotions.

• Technical Skills of Successful Managers

  • Managers also need a broad range of technical know-how.
  • All industries need management, and management must exist at various organizational levels.
  • Front-line managers represent a substantial part of management who must use their technical skills daily.
  • In addition to front-line managers, managers in other corporate roles and at higher levels require critical technical skills.
  • Senior managers need fewer technical skills because strategic decision-making is inherently more conceptual; mid- and lower-level skills such as data collection, assessment, and discussion are all more technical.

• Aging and Wealth

  • Because of this trend of impoverishment, the United States has enacted social policies designed to help the elderly manage their financial woes.
  • Social Security is designed to redistribute wealth temporarily in order to help seniors finance their lives after retirement.
  • Because Medicare enrollees are, by definition, senior citizens, their healthcare costs also far higher than average.
  • These disparities demonstrate the complicated problems most senior citizens encounter as they age.
  • Part of the reason both Social Security and Medicare face looming crises is the rising population of seniors.