3 levels of management in organizational hierarchy; (1) Top-level, (2) middle-level, and (3) lower level. Top-level managers are responsible for setting organizational goals. Middle-level managers are engaged in carrying out their goals. Finally, lower-level managers are responsible for running every organizational work unit.
What are the 3 Levels of Management
The job of a manager is practically the same. But there is a difference in a manager’s role depending on the skills, ability, strength, experience, intellectual ability, etc.
So, in the organizational hierarchy, we see three levels of management. Each level has a different set of jobs and responsibilities, but all are toward fulfilling a goal.
Top-Level Management
Top-level managers, or top managers, are also called senior management or executives. Leaders of the organization are setting in top-level management.
These individuals are at the top one or two levels in an organization and hold titles such as Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Chairperson of the Board, President, Vice president, Corporate head.
- Top-level managers make decisions affecting the entirety of the firm.
- Top managers do not direct the firm’s day-to-day activities; instead, they set goals for the organization and direct the company to achieve them.
- Top managers are ultimately responsible for the organization’s performance, and often, these managers have obvious jobs.
Top-level managers require having excellent conceptual and decision-making skills.
Middle-Level Management
Middle-level managers, or middle managers, are those in the levels below top managers.
Middle managers’ job titles include General Manager, Plant Manager, Regional Manager, and Divisional manager.
- Middle-level managers are responsible for carrying out the goals set by top management. They do so by setting goals for their departments and other business units.
- Middle managers control, motivate and assist first-line managers in achieving business objectives.
- Middle managers also communicate upward by offering suggestions and feedback to top managers. In addition, because middle managers are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organization’s bottom line.
Middle-level managers’ job perfection depends very much on these communication and interpersonal skills.
Lower-Level Management
First-level managers are also called first-line managers, shop-level managers, or supervisors.
These managers have job titles such as office manager, Shift Supervisor, Department Manager, Foreperson, Crew leader, and Store manager.
- First-line managers are responsible for the daily management of line workers—the employees who produce the product or offer the service.
- There are first-line managers in every work unit in the organization. These are the managers that most employees interact with daily, and if the managers perform poorly, employees may also perform poorly, may lack motivation, or may leave the company. Although first-level managers typically do not set goals for the organization, they have a powerful influence on the company.
A First-level manager requires technical skills and knowledge for the particular work he supervises.
Conclusion
Top-level managers are responsible for setting goals, creating plans, and supervising the entire organization. Middle-level managers are engaged in diverting organizational activities to attain the goals set by top management. The lower-level managers run every organizational work unit and carry out the essential tasks. They are the foot soldiers of the company.
Among the many lessons and insights gained from decades of working with independent business owners, a particularly compelling one has to do with the development and growth of businesses over time; the business life cycle, if you will.
This business life cycle can be summarized in four basic levels: Owner/operator, owner/manager, management organization and leadership organization.
As a business gets underway the owner/operator quite naturally is the key driver of all aspects of the operation. S/he is charged with sales, marketing, production, finance, customer service, equipment maintenance, logistics, delivery and just about anything else that needs to be done. The owner operator is the absolute best the business has to offer at each of these things. They better be, there is no one else!
As the business grows, it begins to transition to the next level. The owner/manager now begins to bring on a small group of professionals. Depending on the specific needs of the business, this may be the company’s first outside salesperson, a full-charge bookkeeper, or a production supervisor. The owner is still very much “hands on” but some of the burden of operational performance is assigned to staff professionals-direct reports of the owner who now takes on the management responsibility of overseeing their work, their growth and their development. Now, the success of the enterprise is dependent on the owner’s ability to perform certain staff functions as well as their skill at supervising, managing and leading others. A subtle but important shift.
Growth continues and often leads to the next level, the management organization. Structure, processes, and procedures are gradually put in place. Functional departments are set up and headed by directors, managers and vice presidents who hold responsibility for sales, marketing, finance, production, and other areas of the business. Here, the role of the owner shifts dramatically. This is also reflected in their title which morphs from “owner” into president and/or CEO. It is no longer practical or even necessary to perform staff work (at least it shouldn’t be!). Rather s/he must be adept at molding a group of professionals into a cohesive management team.
The individual and collective development of this group is a key factor in organizational success and the CEO is responsible and accountable for this. This is quite naturally a different set of responsibilities for which the CEO may have little or no formal training or preparation. While they understand what drives the business from an operational perspective (and there is great value in that), this emerging role brings a unique set of challenges and stress.
The fourth level of organizational growth is the leadership organization. Here, there is a particular focus on development of supervisory and management skills. Leadership training, and succession planning are emphasized. The senior team assumes duel responsibilities; one for their primary area or department, the other to participate actively in strategy formulation and execution. Here again, the role of the CEO shifts to leading the senior team and preparing for growth and transition up to and including their own succession plans.
Leadership organizations are aspirational and tend to outperform their competitors and exceed industry norms by a wide margin.
In the classic book, Flight of the Buffalo, by Ralph Stayer and James Belasco, Stayer’s transition from “hands-on” owner to organizational leader is well chronicled. The pivot point for Stayer comes from the realization that everything he knew about business was no longer applicable for the company he founded and grew. In fact, his continued insistence on doing everything himself frustrated and even drove away talented team members.
Which level best defines your organization? How can you move seamlessly from one level to the next? And what is your role as CEO in making this happen? For details, contact me at