Most commonly reported Work Activities

• Making Decisions and Solving Problems Analysing information and evaluating results to choose the best solution and solve problems.
• Communicating with Supervisors, Peers, or Subordinates Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.
• Getting Information Observing, receiving, and otherwise obtaining information from all relevant sources.
• Coordinating the Work and Activities of Others Getting members of a group to work together to accomplish tasks.
• Interacting With Computers Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information.
• Guiding, Directing, and Motivating Subordinates Providing guidance and direction to subordinates, including setting performance standards and monitoring performance.
• Identifying Objects, Actions, and Events Identifying information by categorising, estimating, recognising differences or similarities, and detecting changes in circumstances or events.
• Monitor Processes, Materials, or Surroundings Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems.
• Judging the Qualities of Things, Services, or People Assessing the value, importance, or quality of things or people.
• Organising, Planning, and Prioritising Work Developing specific goals and plans to prioritise, organise, and accomplish your work.

The Work

Managers work across a very large range of areas, including production and manufacturing, retail and distribution, charities and the voluntary sector, leisure facilities, health services and local government - in fact, anywhere where decisions need to be made about the development, care and most efficient use of people and physical resources.

Although their roles can be very different, managers usually have certain things in common with each other. For example, most managers are responsible for other people.

There is a growing emphasis within management on 'people', rather than the function they have within an organisation. This means that many managers are working to realise the potential of their employees, maximising their skills and therefore their contribution to the organisation.

Managers can achieve this through motivating and guiding others. They can encourage better communication and team-work between staff at all levels within an organisation. Managers build teams and set up the systems to appraise and develop team and individual performance.

They can also make sure that the systems are in place within which people can identify their training and resource needs, and talk openly about any concerns they may have. Management is less a matter of telling people what to do (although managers must maintain discipline and know how to make firm decisions) and more about helping to create a team of people whose skills complement one another's, who are well-motivated and have a clear idea of why they are important to the organisation.

Managers do not have to directly manage other staff. Those who do are sometimes said to have 'line responsibility'. However, almost all types of management involve working with other people to achieve the organisation's aims.

Managers may have quite a general role, co-ordinating the work of several departments, or they may specialise in one of the main types of management, which include managing operations, finances, marketing and strategy.

'Operations' means the day-to-day activities of the organisation, such as producing a machine part, or displaying and selling food to customers. For example, operational management in a production factory could involve managing staff, purchasing raw materials, distributing the goods to customers, monitoring profitability and ensuring the highest levels of customer service.

Operations Management involves the management of physical resources, which, depending on the manager's role and the sise and activities of the organisation, can range from the smallest items of stationery, to computers, to fleets of vehicles.

Managers often have responsibility for finances, for example, making sure that project aims can be achieved within budget. They may have responsibility for the organisation's financial performance, or have to prepare applications for funding, such as grants. Often, managers must be able to interpret financial reports and accounts, listening to and understanding the advice of accountants or finance directors.

In marketing, managers make decisions which will improve the link between the organisation and its customers, for example, in issues such as pricing, advertising, distribution and analysis of sales figures.

At higher management levels, managers may be involved in strategic planning. This involves thinking about the direction in which the organisation is moving, including its strengths and weaknesses, threats from competitors' services or products, and how decisions could affect the organisation in the near and long-term future.

At all levels, managers are likely to have to deal with a considerable number of regulations and guidelines, covering issues such as health and safety, environmental management and working practices.

Most commonly reported Work Tasks

• Review financial statements, sales or activity reports, or other performance data to measure productivity or goal achievement or to identify areas needing cost reduction or program improvement.
• Direct and coordinate activities of businesses or departments concerned with the production, pricing, sales, or distribution of products.
• Direct administrative activities directly related to making products or providing services.
• Prepare staff work schedules and assign specific duties.
• Monitor suppliers to ensure that they efficiently and effectively provide needed goods or services within budgetary limits.
• Direct or coordinate financial or budget activities to fund operations, maximise investments, or increase efficiency.
• Establish or implement departmental policies, goals, objectives, or procedures in conjunction with board members, organisation officials, or staff members.
• Perform personnel functions, such as selection, training, or evaluation.
• Plan or direct activities, such as sales promotions, that require coordination with other department managers.
• Set prices or credit terms for goods or services, based on forecasts of customer demand.

Further Information

• General Manager - from: N.C.S. [UK]

This occupation is typically suited for people with the following Career Interests:

Enterprising

Enterprising people like situations that involve using resources for personal or corporate economic gain. Such people may have an opportunistic frame of mind, and are drawn to commerce, trade and making deals. Some pursue sales and marketing occupations. Many will eventually end up owning their own business, or in management roles in larger organisations. They tend to be very goal-oriented and work best when focused on a target. Some have an entrepreneurial inclination.

Administrative

Administrative people are interested in work that offers security and a sense of being part of a larger process. They may be at their most productive under supervisors who give clear guidelines and while performing routine tasks in a methodical and reliable way.

They tend to enjoy clerical and most forms of office work, where they perform essential administrative duties. They often form the backbone of large and small organisations alike. They may enjoy being in charge of office filing systems, and using computers and other office equipment to keep things running smoothly. They usually like routine work hours and prefer comfortable indoor workplaces.

Social

The Social person's interests focus on interacting with the people in their environment. In all cases, the Social person enjoys the personal contact with other people in preference to the impersonal dealings with things, data and ideas found in other groups.

Many will seek out positions where there is direct contact with the public in some advisory role, whether a receptionist or a counsellor. Social people are motivated by an interest in different types of people and like diversity in their work environments. Many are drawn towards careers in the caring professions and social welfare area, whilst others prefer teaching and other 'informing' roles.

It is possible to enter management by working 'through the ranks' and gaining promotion. Progress could begin with a junior management or team leader post. Some employers select managers through appraisals or development programmes.  

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Professional Development  

The Irish Management Institute offers its members many benefits, including professional career development guidance, advice on financial and legal issues, and access to management information. The Institute runs many short courses for all levels of management.  
 
In some industries, for example, in banking and retailing, trainee managers may be required to move regularly to different parts of the country in order to gain experience (as often as every six months during training).

Last Updated: April, 2023

Salary Range (thousands per year)* €30k - €100k

Salaries vary by employer, location, experience, role, duties.

Data Source(s):
Morgan McKinley / CPL/ Sigmar/ Excel/ Abrivia/ Azon

Last Updated: March, 2024

* The lower figures typically reflect starting salaries. Higher salaries are awarded to those with greater experience and responsibility. Positions in Dublin sometimes command higher salaries.

View Salary information from Indeed.ie
Note: data not aways available

This information has been derived from the Solas National Skills Bulletin (2023).

The five-year annual average growth for this occupation was strong; this is in part related to changes in the LFS methodology in 2017, although employment levels have also been increasing annually since then. Over 700 new employment permits were issued in 2021 for roles including risk/business analysts and project managers.

The ICT sector accounted for over a third of permits issued, although the numbers employed in this occupation in the ICT sector are small. The number of advertised vacancies in the OVATE data increased by 39%, albeit from a small base. While no shortages are evident, the skills in demand as highlighted by the Spotlight on Skills data in the introduction above (e.g. relationship management, critical thinking etc) would be of relevance for these occupations.

• Irish Management Institute

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