Specializations within the broad category of management include:

Transcription

1 CAREER TRACK SNAPSHOT: MANAGEMENT A Manager works within an organization and manages a group of people for the purpose of achieving the organization s goals and vision. He or she is a leader who motivates people, holds them accountable, maintains high morale, has high energy and deals with performance issues. A good manager usually will advance in an organization through a succession of different roles in the various functional areas of operations, marketing, finance, human resources or technology. CAREER PATHS IN MANAGEMENT Specializations within the broad category of management include: LINE MANAGEMENT Some MBA graduates will start in a Leadership Development Program (LDP) for 18 months to two years, and then be assigned as a first level manager within a department or division of the organization. The first line manager is responsible for a small to medium sized team that is dedicated to a specific set of objectives and she/he makes decisions regarding people, processes, equipment and supplies. The phrase the buck stops here is very appropriate in describing the work of operations managers. A strong work ethic is usually very necessary in this environment. Typical job titles would include supervisor, team leader, project manager, etc. On- Campus Recruiting: Limited on- campus recruiting; generally October November for full- time / January February for internships. Self- Directed Job Search: Career Fairs Particularly the major MBA career fairs in September, October and Spring Semester; Job and internship opportunities posted on company and specialized websites, GWork, throughout the year. PROGRAM MANAGEMENT This role is usually at the intersection of business development, sales and customer service. While the role can vary within industries, a program manager usually manages teams from different parts of the business to ensure a successful product. According to the Project Management Institute, During a program s life cycle, projects are initiated and the program manager oversees and provides direction and guidance to the project managers. Program managers coordinate efforts between projects but do not manage them. An essential program management responsibility is the identification, rationalization, monitoring and control of the

2 interdependencies between projects, dealing with escalated issues among the projects that comprise the program, as well as tracking the contribution of each project and the non- project work to the consolidated program benefits. Below is a list of the tasks a program manager must perform: Plan the program, ensuring maximum efficiency in resource allocation across projects Monitor its overall progress, resolving issues and initiating corrective action where necessary Define the program governance Manage the program budget Help with the appointment of individuals to the program team Ensure project deliverables quality and are on time, and budget Manage dependencies between projects Manage the program s risks Constantly monitor for gaps in the program and rectify where possible Manage program communication OPERATIONS MANAGEMENT Operations managers are responsible for supervising or overseeing a team or group of people to achieve a common set of objectives and goals. These managers may take direction or receive objectives from higher level managers. They take steps to create or redesign business processes as appropriate. They may break down objectives as needed for the members of the individual team or teams. They develop and implement specific plans and processes designed to ensure that the team achieves the goals. Industries heavy in production or manufacturing usually employ several operations managers. Some may be designated to a production process or internal processes in a chain of production or delivery of services. These days, most companies with global operations or in a stage of international expansion will have international operations managers who oversee the day to- day challenges of doing business in many different countries. They concentrate on executing the expansion, including setting up the overseas offices, hiring employees and strategizing sales and business development. Operations managers may have first line managers or supervisors reporting to them. These first line managers supervise the front line employees that either directly work with customers or work on the organization s key products or tasks. On- Campus Recruiting: Limited on- campus recruiting for Leadership Development Programs that may have an operations component; generally October November for full- time / January February for internships.

3 Self- Directed Job Search: Career fairs - particularly at the major MBA career fairs in September and October; GWU career fairs in Spring Semester; job and internship opportunities posted on company and specialized websites, and GWork, throughout the year. MIDDLE MANAGEMENT A middle manager is usually in charge of a division or department of the organization. S/he operates between line management and top management and has responsibility for policies and strategies that achieve operational results and are consistent with overall corporate/organizational goals. Typical jobs would be division manager, department manager, director, regional manager, plant manager, district manager, etc. EXECUTIVE OR TOP MANAGEMENT The top level executive deals with overall organization goals and strategy. S/he will set direction relative to products, markets, capital structure, and image, and will interact with both employees and external stakeholders such as stockholders, analysts, customer executives, government agency heads, and community leaders. Job titles include Chief Executive Officer (CEO), Chief Operating Officer (COO), Chief Technology Officer (CTO), Chief Marketing Officer (CMO), Chief Sustainability Officer(CSO) President, Senior Vice- President, Vice- President, Board of Directors/Chairman of the Board, etc. NONPROFIT MANAGEMENT Nonprofit, or not- for- profit management, is remarkable for both its similarities to and differences from traditional business management. Both focus on building skills in organizational governance, finance, administration, and entrepreneurship. However, the organization's goals - financial profits versus helping the underprivileged, promoting the arts, or empowerment through education - set these two types of enterprises more than a world apart. Nonprofits' unique challenges include finding creative ways to generate operating finances, attracting high caliber professionals and volunteers without the lure of big money, maintaining goodwill, and finding meaningful evaluation tools with which to measure success and indicate areas for improvement. A nonprofit organization, by definition, takes any money received or earned and puts it back into the organization to drive its mission and promote its activities or services. There are no profit- sharing checks or payouts to investors or shareholders. "Doing well" means that your cause has been furthered. Measuring success isn't always straightforward; one must look at how many people were reached, helped, motivated, educated and/or financed through your efforts. There has been a progressive increase of data analytics, monitoring and evaluation use for nonprofits. Data and M&E tools are heavily used to build and manage relationships with prospective donors, volunteers, advocates, and beneficiaries of the programs.

4 Business students who believe in the mission and goals of a nonprofit organization provide the essential skills and knowledge to help the organization fulfill its mandate. The same skill sets that help businesspeople in for- profit corporations are equally essential to nonprofits. Job opportunities are numerous and include research and development, marketing, fundraising, financial management, production, advocacy, business development and sales, public relations, training and human resources. There has been a steady evolution in the perception of nonprofit professionals. Seen now as crucial to the organization s success, salary rates are rising, especially in the larger organizations and foundations. KEY TRENDS Increase in workforce diversity Significant service sector growth Flatter organizations - less hierarchy Increase in women managers especially in the technology industry Greater employment flexibility part- time jobs, outsourcing, contract employees, flexible schedules, computer networking, working remote from the office More complexity interconnection of business and the public sector on a global scale Information overload Emphasis on sustainability in an organization s culture, products, services, supply chain, etc. Growth and use of the internet and social media CRITICAL SKILLS Volunteer management Transcultural skills Additional language skills Fundraising experience Business analytics Conceptual thinking Ability to relate disparate parts to the whole Communication verbal and written Decisiveness Flexibility Integrity Interpersonal empathy and the ability to work well with people Leadership the ability to gain the confidence of employees and customers and motivate them to accomplish goals Priority setting

5 Problem solving Strong Work Ethic Strong results orientation Self confidence Technical knowledge of the industry and technical aspects of the job COURSES AT GWU Course suggestions for Non Profit Management: PPPA 6031: Governing and Managing Nonprofit Organizations PPPA 6032: Managing Fund Raising and Philanthropy PPPA 6016: Public and Nonprofit Program Evaluation PPPA 6018: International NGO Management PPPA 6033: Nonprofit Enterprise PPPA 6034: Managing Nonprofit Boards PPPA 6053: Financial Management for Public, Nonprofit, and Health Organizations MGT 292: Small Business Management MGT 296: New Venture Financing Other courses directed towards specific industries such as International Development, or Environmental Management and Policy (EMP) could also supplement the above courses. For example, these courses would be helpful if interested in EMP for non- profits: SMPP 210: Strategic Environmental Management SMPP 207: Environment, Energy, Technology, and Science PAD 266: Environmental Policy ECON 237: Economics of the Environment and Natural Resources EMGT 222: Energy Management ENRP 240: Environmental Impact Statement Procedures and Environmental Law

6 IAFF 220: Science, Technology and Public Policy SMPP 290: Sustainable Communities and Organizations (Summer) FACULTY ADVISORS Faculty Advisor in Trachtenberg School: Dr. Michael Worth Professor of Nonprofit Management CO- CURRICULAR & EXTRA- CURRICULAR ACTIVITIES Leadership in GWSB MBA Student Organizations: student- orgs/ Memberships: American Management Association (AMA) Strategic Management Society Washington Network Group The National Council of Nonprofits Alliance for Nonprofit Management CAREER FAIRS, CASE COMPETITIONS Career Fairs: National Asian MBA (NAMBA) National Black MBA (NBMBAA) National Society of Hispanic MBAs (NSHMBA) National Association of Women MBAs (NAWMBA) Reaching Out MBA (ROMBA) Devix Career Fair (nonprofit) MBA Career Quest Net Impact Conference and Career Expo The GWSB and GWU fall and spring career fairs GWU Nonprofit Career Fair The GWSB and GWU fall and spring career fairs The Society for International Development (SID) Conference NOTE: A list of career fairs is posted on the Career Center web site

7 Heavy on environment - Need to add education, foundations etc can have columns instead of bullets see the employment spreadsheets Case and Business Plan Competitions: Case and business plan competitions are being increasingly used as a key recruitment vehicle for many companies. Proactively seek competition opportunities. Check regularly with Campus Groups, newsletters and GWSB Clubs. Examples of competitions include: GE Case Competition GWU Business Plan Competition The Aspen Institute s International Business and Society MBA Case Competition NOTE: There are many other case competitions sponsored by GWU, other schools and companies. COMPANIES WHO HIRED MBAS FOR MANAGEMENT POSITIONS AT & T (LDP) GE- ECLP (LDP) J&J International (LDP) New York Life (LDP) Walmart Washington Post GWSB ALUMNI PERSPECTIVES GWSB ALUMNI PERSPECTIVES Bill Donovan Ockham Source President I have found it critical to building your value in three core areas: domain expertise, business knowledge, and social and relationship skills. Domain Expertise is your specific expertise, which can be technical or functional and aligns within the business model. Many within the healthcare industry feel that their value stops here. But it doesn t. Business Knowledge is also critical. It simply is your understanding of the basic economics of business. Typically, this includes general financial literacy and a thorough grasp of your company- specific workflow and more important

8 how it makes money. Finally you have the Social and Relationship Skills, which are no longer extras or nice to have in a global marketplace. The bedrock of these skills is the ability to communicate effectively with co- workers, vendors, management, and all stakeholders in and outside the enterprise. Burlie Brunson (EMBA 95) Defense Contracting Consulting Group (DCG), LLC President & COO While the proper education is a necessary prerequisite to success in any industry, it is more important to develop a full spectrum of leadership skills in order to progress into and succeed in upper level management. In my career I often saw an extreme level of focus on delivering results - at any cost. While essential in and of itself, delivering results should also be accompanied by the abilities to shape the future, build effective internal and external relationships, energize your team, and above all, model personal excellence, integrity, and accountability in all you do. Bill Drohan Drohan Management Group President & Senior Account Executive Non- profit management is a very fulfilling career,as you ae helping organizations acheive their goals and generally improve society in some way. While the salaries are good,the content of the work is very fullfilling FURTHER RESEARCH Career Profiles and Industry / Company Information: GWSB Career Snapshot series GOINGLOBAL (international companies and organizations and country- specific job search and visa information) GWU Gelman Library check to see if these are still here - recent o ALADIN (business databases for company research), Mergent etc.

9 o Specialized Directories Washington Representatives (lawyers, lobbyists, consultants doing business with the Federal Government), Encyclopedia of Associations (International Organizations and National U.S. Organizations) o o o o Directory of American Firms Operating in Foreign Countries Directory of Foreign Firms Operating in the U.S. Ward's Business Directory of U.S. Public and Private Companies Who Owns Whom (US companies in Law Library) Publications and Books: Careers in Business, by Lila and Lisa Stair Principles of General Management: The Art and Science of Getting Results Across Organizational Boundaries, by Collie et. Al. Knowledge@Wharton: Working Papers in Management: Management from BUBL: The Lost Art of General Management, by Rob Waite The New General Manager s Performance Cockpit, by Christos Kartalis Career and Corporate Cool, by Rachel Weingarten The Effective Executive, by Peter F. Drucker Strategies for the Green Economy: Opportunities and Challenges in the New World of Business, by Joel Makower Websites and Links: Working Knowledge, the Harvard Business School on Leadership and Management: Top Executives from Occupational Outlook Handbook: CEO Express: Certified Manager Credential: Project Management Institute: Harvard Business Review: MIT Sloan Management review: European Case Clearing House: McKinsey Quarterly: Strategy + Business: business.com

10 CAREER SNAPSHOT GUIDES SOURCES: Careers- In- Business.com Vault Guides Wikipedia CareerLeader Wet Feet What Color is Your Parachute?: A Practical Manual for Job Hunters and Career- Changers, by Richard Nelson Bolles Vault s Career Insider For Your Improvement by Michael Lombardo and Robert Eichinger Profession and Purpose: A Resource Guide to MBA Careers in Sustainability, by Katie Kross f Project Management Institute PMI Hbswk.hbs.edu/topics/leadership.html Reference and User Services Association: