Specialist Managers (not covered elsewhere)

What the job involves

• Plans, organises, directs, controls and co-ordinates the development and implementation of an agencies activities
• Supervises and reviews operations
• Reports on progress to superiors
• Considers strategic issues and makes plans accordingly
• Sets policy for subordinate staff
• Organises meetings and prepares agendas
• Minute-taking and correspondence duties
• Disseminates policy statements and other literature
• Prepares submissions or represents the organisation's interests
• Drafts news releases and deals with the media
• Liaises with government and other organisations
• Controls the organisations finances and may manage reporting staff

Key values of workers in Specialist Managers (not covered elsewhere)

• Working Conditions

  Occupations that satisfy this work value offer job security and good working conditions. Corresponding needs are Activity, Compensation, Independence, Security, Variety and Working Conditions.

• Independence

  Occupations that satisfy this work value allow employees to work on their own and make decisions. Corresponding needs are Creativity, Responsibility and Autonomy.

• Recognition

  Occupations that satisfy this work value offer advancement, potential for leadership, and are often considered prestigious. Corresponding needs are Advancement, Authority, Recognition and Social Status.

• Achievement

  Occupations that satisfy this work value are results oriented and allow employees to use their strongest abilities, giving them a feeling of accomplishment. Corresponding needs are Ability Utilization and Achievement.

• Support

  Occupations that satisfy this work value offer supportive management that stands behind employees. Corresponding needs are Company Policies, Supervision: Human Relations and Supervision: Technical.

Top skills required for workers in Specialist Managers (not covered elsewhere)

• Active Listening

  Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.

• Speaking

  Talking to others to convey information effectively.

• Monitoring

  Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.

• Critical Thinking

  Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems.

• Coordination

  Adjusting actions in relation to others' actions.