Understanding the Role and Scope of the Senior Manager
An Expansion of the Typical Manager's Role
The title of senior manager is most often used and encountered and used in large organizations with multiple layers of management. A senior manager has responsibilities and an authority that's broader in scope than a front-line manager, and a door is typically open for him to move into a director or general manager level role.
The flip side is that the position can involve a good many challenges and it almost always brings with it a great deal of responsibility.
It's not for the faint of heart, but it might be the perfect position for you depending on your personality and skills.
For all the pros and cons inherent in this position, compensation tends to be good. Senior management positions across all industries averaged base pay of more than $150,000 a year as of the close of 2017 with incentives, bonuses, and perks of an additional $10,000 a year or more. The overall salary range runs from about $101,000 to as much as $248,000 annually depending on the industry and the size and scope of the employer.
Common Responsibilities of the Senior Manager
Like all managers, the senior manager is responsible for planning and directing the work of a group of individuals. He monitors their work and takes corrective actions when necessary.
Senior managers might guide workers directly or they might direct several supervisors who in turn directly manage the workers.
The senior manager often supervises the largest or most important group or groups in a company.
Core responsibilities of the senior manager include:
- Providing guidance to direct reports, typically comprised of first-line managers and supervisors
- Ensuring clarity around priorities and goals for the entire functional area
- Approving requests for investment to a certain level of authority
- Managing overall financial budgeting for his function
- Approving hiring and firing requests within his group
- Guiding the talent identification and development processes for a group or function
- Working across functions with peers in other groups to ensure collaboration for shared goals
- Interacting with senior management for reporting
- Working with senior management and other peers for strategy development and execution planning
- Communicating financial and goal results and key performance indicators to direct reports
- Facilitating goal-level creation for the broader function and working with managers to ensure the goals cascade to all workers
Other Common Titles for Senior Managers
The title tends to follow the manager's function. Some examples include senior accounting manager, senior marketing manager, senior engineering manager, and senior customer support manager.
Why Employ This Position?
It's common for larger firms to evaluate their positions by scope, responsibility, size, and budgetary authority, and then to assign a level to these positions. The senior manager level or designation represents a step up from manager and offers the opportunity for an individual to take on new responsibilities and increase their contributions.
Implementing this added and higher level also helps organizations recruit experienced professionals and slot them into roles that fit their capabilities and compensation.
Too Many Layers of Management
Complexity and inefficiency tends to increase as organizations grow and become more stratified with additional layers of management. Consider a department that includes supervisors, managers who are responsible for supervisors, and senior managers who are responsible for the managers who watch over supervisors. The myriad of layers in the structure can slow decision-making, increase political and communication complexity, and can ultimately breed dysfunction.
Many organizations cycle through a process of layering followed by flattening through restructuring, only to slowly add layers once again over time.
In theory, a flatter organization with fewer layers simplifies decision-making and empowers a broader group of workers to assume responsibility for their actions.
The Case for the Senior Manager Role
Implementing the role of a senior manager makes good business sense under a number of circumstances. The senior manager can serve as the "adult" in the group at times when the team is growing quickly and chaotically. He can interface with other functions for needed resources and provide mature guidance to managers and workers during a period of change.
This position can represent a tangible target or step-up as part of a manager's career development plan and responsibilities when there's a clear distinction between the role of manager and senior manager.
The senior manager can support managers and take on responsibility for discrete work teams when the span of control for a group's managers is too broad.
Developing As a Senior Manager
This role is an expansion of the typical manager's role in terms of breadth of responsibilities and overall accountability. A manager who is interested in advancing to this level should focus on personal professional development for leadership skills, including talent development and coaching. He should prepare a strategy, including understanding how the firm makes money and developing insights into the external market forces, competitors, and customers.
He should have a firm understanding of finance, including budgeting, capital budgeting, and overall expense accounting, and he should hone the negotiation skills he'll need to secure resources and gain help from other functions or executives.
Communication skills, both written and verbal, are vital, with an emphasis on presentation skills. A good senior manager should also become skilled in team development.
Challenges of the Senior Manager
Regardless of the term "senior" in this position's title, a senior manager is still in middle-level management. These important middle-level roles are responsible for their people doing the work of the business, but they often lack the authority to add resources or to make the significant changes that are sometimes necessary to improve efficiency or the quality of the work environment.
In spite of the challenges, the role is an excellent training ground for advancing to general manager at some point in the future.
In a previous article this author identified a leadership role for top management. In this article he sets his sights on identifying the unique leadership role of today's middle manager. This author links the role of middle management with that of today's organizational leaders in response to the simultaneous calls for unity and diversity.
Is there a legitimate need for middle managers in today's flattened organizations? What role might be left for the middle manager in light of trends toward team-based operations? Can middle managers supplement the work of teams? How can middle management complement the role of organizational leaders? How should middle managers respond to today's simultaneous calls for unity and diversity?
After briefly reviewing the role of organizational leaders in response to simultaneous calls for unity and diversity, the author explores the leadership role of middle management today. In preparation for identifying the tasks of the middle manager in today's organizational environment, he covers some of the costs associated with the loss of middle managers. The author concludes that middle managers in today's flattened and team-based organization bring leadership as: integrators creating organizational unity; facilitators releasing human diversity into group processes; and implementers of necessary supporting systems for recognizing and rewarding actions that foster unity and unlock diversity.