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| Coordinate and direct
support services to organizations as diverse as insurance companies,
computer manufacturers, |
| and government offices.
Manage the many services that allow organizations to operate efficiently,
such as |
| secretarial and
reception, administration, payroll, conference planning and travel,
information and data |
| processing, mail,
materials scheduling and distribution, printing and reproduction, records
management, |
| telecommunications
management, security, parking, and personal property procurement, supply,
and disposal. |
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| Compliance Officers,
Except Agriculture, Construction, Health and Safety, and Transportation
examine, evaluate, and |
| investigate eligibility
for or conformity with laws and regulations governing contract compliance
of licenses and |
| permits, and other
compliance and enforcement inspection activities not classified
elsewhere. |
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| General Office
Supervisor/First-Line Supervisors/Managers of Office and Administrative
Support Workers supervise |
| and coordinate the
activities of clerical and administrative support workers. |
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| Operations Research
Analysts formulate and apply mathematical modeling and other |
| optimizing methods
using a computer to develop and interpret information that assists
management with decision |
| making, policy
formulation, or other managerial functions. May develop related software,
service, or products. |
| Frequently concentrates
on collecting and analyzing data and developing decision support software.
May develop and |
| supply optimal time,
cost, or logistics networks for program evaluation, review, or
implementation. |
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| Farm Labor Contractors
recruit, hire, furnish, and supervise seasonal or temporary agricultural
laborers for a fee. |
| May transport, house,
and provide meals for workers. |
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| First-Line
Supervisors/Managers of Farming, Fishing, and Forestry Workers directly
supervise and coordinate the |
| activities of
agricultural, forestry, aquacultural, and related workers. Excludes
First-Line Supervisors/Managers |
| of Landscaping, Lawn
Service, and Groundskeeping Workers. |
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| Agricultural managers
manage the day-to-day activities of one or more farms, ranches, nurseries,
timber tracts, |
| greenhouses, and other
agricultural establishments for farmers, absentee landowners, or
corporations. Duties and |
| responsibilities vary
widely, but are concentrated on the business aspects of running a farm. On
small farms, they |
| may oversee the entire
operation, while on large farms they may oversee a single activity, such
as marketing. |
| Agricultural managers
usually do not perform production activities; instead hire and supervise
farm and livestock |
| workers, who perform
most of the daily production tasks. In these cases, managers may establish
output goals; |
| determine financial
constraints; monitor production and marketing; hire, assign, and supervise
workers; determine |
| crop transportation and
storage requirements; and oversee maintenance of the property and
equipment. |
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| Nursery and Greenhouse
Managers oversee the production of ornamental plants, nursery products
such as flowers, |
| bulbs, shrubbery, and
sod and fruits and vegetables grown in greenhouses. |
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| First-Line
Supervisors/Managers of Landscaping, Lawn Service, and
Groundskeeping |
| Workers plan, organize,
direct, or coordinate activities of workers engaged in landscaping or
groundskeeping |
| activities, such as
planting and maintaining ornamental trees, shrubs, flowers, and lawns, and
applying |
| fertilizers,
pesticides, and other chemicals, according to contract specifications. May
also coordinate activities |
| of workers engaged in
terracing hillsides, building retaining walls, constructing pathways,
installing patios, and |
| similar activities in
following a landscape design plan. Work may involve reviewing contracts to
ascertain service, |
| machine, and work force
requirements; answering inquiries from potential customers regarding
methods, material, and |
| price ranges; and
preparing estimates according to labor, material, and machine
costs. |
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| Computer and
information systems managers direct the work of systems analysts, computer
programmers, support |
| specialists, and other
computer-related workers. These managers plan and coordinate activities
such as installation |
| and upgrading of
hardware and software, programming and systems design, development of
computer networks, and |
| implementation of
Internet and intranet sites. They are increasingly involved with the
upkeep and maintenance and |
| security of networks.
They analyze the computer and information needs of their organization,
from an operational |
| and strategic
perspective, and determine immediate and long-range human resource and
equipment requirements. They |
| assign and review the
work of their subordinates, and stay abreast of the latest technology in
order to assure the |
| organization does not
lag behind competitors. |
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| Systems Analyst
Supervisor/Manager I supervises three or more employees, two of whom
perform systems analysis. Work |
| requires substantial
and recurring use of systems analysis skills in directing staff. May also
supervise |
| programmers and related
clerical and technical support personnel. Level 1 plans, coordinates, and
evaluates the |
| work of a small staff,
normally not more than 15 programmers, systems analysts, and technicians;
estimates |
| personnel needs and
schedules, assigns, and reviews work to meet completion date; interviews
candidates for own |
| unit and recommends
hires, promotions, or reassignments; resolves complaints and refers group
grievances and more |
| serious unresolved
complaints to higher level supervisors; may reprimand
employees. |
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| Systems Analyst
Supervisor/Manager II directs a sizable staff (normally 15-30 employees),
typically divided into |
| sub-units controlled by
subordinate supervisors; advises higher level management on work problems
of own unit and |
| the impact on broader
programs; collaborates with heads of other units to negotiate and/or
coordinate work |
| changes; makes
decisions on work or training problems presented by subordinate
supervisors; evaluates subordinate |
| supervisors and reviews
their evaluations of other employees; selects nonsupervisors (higher level
approval is |
| virtually assured) and
recommends supervisory selections; hears group grievances and serious or
unresolved |
| complaints. May shift
resources among projects and perform long range budget
planning. |
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| Systems Analyst
Supervisor/Manager III directs two subordinate supervisory levels and the
work force managed |
| typically includes
substantially more than 30 employees. Makes major decisions and
recommendations (listed below) |
| which have a direct,
important, and substantial effect on own organization and work. Performs
at least three of the |
| following: decides what
programs and projects should be initiated, dropped, expanded, or
curtailed; determines long |
| range plans in response
to program changes, evaluates program goals, and redefines objectives;
determines changes |
| to be made in
organizational structure, delegation of authority, coordination of units,
etc.; decides what |
| compromises to make in
operations in view of public relations implications and need for support
from various |
| groups; decides on the
means to substantially reduce operating costs without impairing overall
operations; |
| justifies major
equipment expenditures; and resolves differences between key subordinate
officials; decides, or |
| significantly affects
final decisions, on personnel actions for supervisors and other key
officials. |
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| Construction managers
plan and coordinate construction projects. They may have job titles such
as constructor, |
| construction
superintendent, general superintendent, project engineer, project manager,
general construction |
| manager, or executive
construction manager. Construction managers may be owners or salaried
employees of a |
| construction management
or contracting firm, or may work under contract or as a salaried employee
of the owner, |
| developer, contractor,
or management firm overseeing the construction project. They may plan and
direct a whole |
| project or just a part
of a project. |
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| Construction and
building inspectors examine the construction, alteration, or repair of
buildings, highways and |
| streets, sewer and
water systems, dams, bridges, and other structures to ensure compliance
with building codes and |
| ordinances, zoning
regulations, and contract specifications. Building codes and standards are
the primary means by |
| which building
construction is regulated in the United States for the health and safety
of the general public. |
| Inspectors make an
initial inspection during the first phase of construction, and followup
inspections throughout |
| the construction
project to monitor compliance with regulations. |
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| Cost Estimators prepare
cost estimates for product manufacturing, construction projects, or
services to aid |
| management in bidding
on or determining price of product or service. May specialize according to
particular service |
| performed or type of
product manufactured. |
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| First-Line
Supervisors/Managers of Construction Trades and Extraction Workers
directly supervise and coordinate |
| activities of
construction or extraction workers. |
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| First-Line
Supervisors/Managers of Helpers, Laborers, and Material Movers, Hand
supervise and coordinate the |
| activities of helpers,
laborers, or material movers. |
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| Education
administrators set educational standards and goals and establish the
policies and procedures to carry |
| them out. They also
supervise managers, support staff, teachers, counselors, librarians,
coaches, and others. They |
| develop academic
programs; monitor studentsĘ educational progress; train and motivate
teachers and other staff; |
| manage guidance and
other student services; administer recordkeeping; prepare budgets; handle
relations with |
| parents, prospective
and current students, employers, and the community; and perform many other
duties. In an |
| organization such as a
small daycare center, one administrator may handle all these functions. In
universities or |
| large school systems,
responsibilities are divided among many administrators, each with a
specific function. |
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| Engineer V applies
intensive and diversified knowledge of engineering principles |
| and practices in broad
areas of assignments and related fields. Makes decisions independently on
engineering |
| problems and methods
and represents the organization in conferences to resolve important
questions and to plan and |
| coordinate work. Work
requires theuse of advanced techniques and the modification and extension
of theories, |
| precepts, and practices
of the field and related sciences and disciplines. The knowledge and
expertise required for |
| this level of work
usually result from progressive experience, including work comparable to
engineer IV. |
| Supervision and
guidance relate largely to overall objectives, critical issues, new
concepts, and policy matters. |
| Consults with
supervisor concerning unusual problems and developments.Responsibility for
the direction of others: |
| Supervises,
coordinates, and reviews the work of a small staff of engineers and
technicians; estimates personnel |
| needs and schedules and
assigns work to meet completion date; or, as individual researcher or
staff specialist, may |
| be assisted on projects
by other engineers or technicians. |
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| Engineer VI has full
technical responsibility for interpreting, organizing, executing, and
coordinating |
| assignments. Plans and
develops engineering projects concerned with unique or controversial
problems which have an |
| important effect on
major programs. This involves exploration of subject area, definition of
scope and selection of |
| problems for
investigation, and development of novel concepts and approaches. Maintains
liaison with individuals |
| and units within or
outside the organization with responsibility for acting independently on
technical matters |
| pertaining to the
field. Work at this level usually requires extensive progressive
experience including work |
| comparable to engineer
V. Supervision received is essentially administrative, with assignments
given in terms of |
| broad general
objectives and limits.Responsibility for the direction of others: Plans,
organizes, and supervises |
| the work of a staff of
engineers and technicians; evaluates progress of the staff and results
obtained, and |
| recommends major
changes to achieve overall objectives; or, as individual researcher or
staff specialist, may be |
| assisted on individual
projects by other engineers or technicians. |
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| Engineer VII makes
decisions and recommendations that are recognized as authoritative and
have an important impact |
| on extensive
engineering activities. Initiates and maintains extensive contacts with
key engineers and officials of |
| other organizations,
requiring skill in persuasion and n gotiation of critical issues. At this
level, individuals |
| will have demonstrated
creativity, foresight, and mature engineering judgment in anticipating and
solving |
| unprecedented
engineering problems, determining program objectives and requirements,
organizing programs and |
| projects, and
developing standards and guides for diverse engineering activities.
Receives general administrative |
| direction.Responsibility for the direction of others: Directs
several subordinate supervisors or team leaders, some |
| of who are in positions
comparable to engineer VI; or as individual researcher and consultant, may
be assisted on |
| individual projects by
other engineers and technicians. |
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| Engineer VIII makes
decisions and recommendations that are recognized as authoritative and
have a far-reaching |
| impact on extensive
engineering and related activities of the company or government agency.
Negotiates critical and |
| controversial issues
with top level engineers and officers of other organizations. Individuals
at this level |
| demonstrate a high
degree of creativity, foresight, and mature judgment in planning,
organizing, and guiding |
| extensive engineering
programs and activities of outstanding novelty and importance. Receives
general |
| administrative
direction. Responsibility for the direction of others: Supervises several
subordinate supervisors or |
| team leaders, some of
whose positions are comparable to engineer VII, or individual researchers
some of whose |
| positions are
comparable to engineer VII and sometimes engineer VIII. As an individual
researcher and consultant |
| may be assisted on
individual projects by other engineers or technicians. Individuals in
charge of an engineering |
| program may match any
of several of the survey job levels, depending on the programĘs size and
complexity. |
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| Engineering Technician
V performs non-routine and complex assignments involving responsibility
for planning and |
| conducting a complete
project of relatively limited scope or a portion of a larger and more
diverse project. |
| Selects and adapts
plans, techniques, designs, or layouts. Contacts personnel in related
activities to resolve |
| problems and coordinate
the work; reviews, analyzes, and integrates the technical work of others.
Supervisor or |
| professional engineer
outlines objectives, requirements, and design approaches; completed work
is reviewed for |
| technical adequacy and
satisfaction of requirements. May train and be assisted by lower level
technicians. |
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| Engineering Technician
VI Independently plans and accomplishes complete projects |
| or studies of broad
scope and complexity; or, serves as an expert in a narrow aspect of a
particular field of |
| engineering, for
example, environmental factors affecting electronic engineering.
Complexity of assignments |
| typically requires
considerable creativity and judgment to devise approaches to accomplish
work, resolve design and |
| operational problems,
and make decisions in situations where standard engineering methods,
procedures, and |
| techniques may not be
applicable. Supervisor or professional engineer provides advice on unusual
or controversial |
| problems or policy
matters; completed work is reviewed for compliance with overall project
objectives. May |
| supervise or train and
be assisted by lower level technicians. |
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| Engineering and natural
sciences managers plan, coordinate, and direct research, |
| design, and production
activities. They may supervise engineers, scientists, and technicians,
along with support |
| personnel. These
managers use advanced technical knowledge of engineering and science to
oversee a variety of |
| activities. They
determine scientific and technical goals within broad outlines provided by
top executives. These |
| goals may include
improving manufacturing processes, advancing scientific research, or
developing new products. |
| Managers make detailed
plans to accomplish these goals for example, they may develop the overall
concepts of a new |
| product or identify
technical problems preventing the completion of a project. |
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| Natural sciences
managers oversee the work of life and physical scientists, including
agricultural scientists, |
| chemists, biologists,
geologists, medical scientists, and physicists. These managers direct
research and |
| development projects
and coordinate activities such as testing, quality control, and
production. They may work on |
| basic research projects
or on commercial activities. Science managers sometimes conduct their own
research in |
| addition to managing
the work of others. |
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| Business Development
Officer/Executives manage programs and teams that recruit, train, enable
internal sales and |
| lead business partners
to achieve revenue and financial goals. They manages team members who can
plan and |
| co-develop internal
sales and partner lead generation events that develop prospective
opportunities large enough to |
| meet or exceed
financial goals. Business Development Officers develops tactical and
strategic co-selling plans for |
| internal sales and with
business partners. They coordinate lead, prospect and opportuniity
updates. They develop |
| internal sales and
partner program initiatives, lead generation strategies and campaigns.
Business Development |
| Officers and Executives
meet quarterly and annual quota objectives. |
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| Determines and
formulate policies and provide the overall direction of
companies |
| or private and public
sector organizations within the guidelines set up by a board of directors
or similar |
| governing body. Plan,
direct, or coordinate operational activities at the highest level of
management with the help |
| of subordinate
executives and staff managers. Meets frequently with subordinate
executives to ensure that |
| operations are
conducted in accordance with these policies. The chief executive officer
of a corporation retains |
| overall accountability;
however, a chief operating officer may be delegated several
responsibilities, including the |
| authority to oversee
executives who direct the activities of various departments and implement
the organization?s |
| policies on a
day-to-day basis. In publicly held and nonprofit corporations, the board
of directors ultimately is |
| accountable for the
success or failure of the enterprise, and the chief executive officer
reports to the board. |
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| Chief Financial
Officers plan, direct, and coordinate the financial activities of an
organization at the highest |
| level of management.
Includes financial reserve officers. Chief financial officers direct the
organization's |
| financial goals,
objectives, and budgets. They oversee the investment of funds and manage
associated risks, |
| supervise cash
management activities, execute capital-raising strategies to support a
firm's expansion, and deal |
| with mergers and
acquisitions. |
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| The Chief Information
Officer plans technology and systems required to maintain operations.
Recommends long-term |
| goals for data systems,
and develops strategies for systems development and hardware acquisition.
Ensures |
| confidentiality and
reliability of corporate data, proprietary information, and intellectual
property. May report |
| to the Chief Operating
Officer in large establishments and the Chief Executive Officer in medium
sized |
| organizations. |
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| Chief Operating
Officer, under limited supervision, directs and administers the integrated
operational activities |
| to ensure compliance
with established objectives and continuous provision of quality,
cost-effective services. |
| Chief Operating
Officers may oversee management accounting, finance, and information
systems. |
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| Plan, direct, or
coordinate the operations of companies or public and private sector
organizations. Their duties |
| include formulating
policies, managing daily operations, and planning the use of materials and
human resources, but |
| are too diverse and
general in nature to be classified in any one area of management or
administration, such as |
| human resource,
purchasing, or administrative services. In some organizations, the duties
of general and operations |
| managers may overlap
the duties of chief executive officers. |
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| Management Analysts
conduct organizational studies and evaluations, design systems and
procedures, conduct work |
| simplifications and
measurement studies, and prepare operations and procedures manuals to
assist management in |
| operating more
efficiently and effectively. Includes program analysts and management
consultants. |
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| Management consultants
study the procedures and systems used in an organisation to assess how
individuals and the |
| organisation as a whole
can best operate. They gather information relating to the function of each
area within an |
| organisation and the
specific duties undertaken by each individual, by talking with managers or
supervisors and |
| interviewing other
staff. Management Consultants identify problem areas and find solutions by
considering |
| alternatives, taking
into account the benefits and costs of any recommendations. Management
Consultants write |
| detailed reports and
provide statistical evidence to support their conclusions. Assist in the
implementation of new |
| systems. |
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| Accountant V applies
accounting principles, theories, concepts, and practices to |
| the solution of
problems for which no clear precedent exists or performs work which is of
greater than average |
| responsibility due to
the nature or magnitude of the assigned work. Responsibilities at this
level, in contrast to |
| accountants at level
IV, extend beyond accounting system maintenance to the solution of more
complex technical and |
| managerial problems.
Work of Accountants V is more directly concerned with what the accounting
system (or segment) |
| should be, what
operating policies and procedures should be established or revised, and
what is the managerial as |
| well as the accounting
meaning of the data included in the reports and statements for which they
are responsible. |
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| Accountant VI applies
accounting principles, theories, concepts, and practices to specialized,
unique, or |
| nonrecurring complex
problems (e.g., implementation of specialized automated accounting
systems). The work is |
| substantially more
difficult and of greater responsibility than level 5 because of the
unusual nature, magnitude, |
| importance, or overall
impact of the work on the accounting program. At this level the accounting
system or |
| segment is usually
complex, i.e., (a) is generally unstable, (b) must adjust to the frequent
changing needs of the |
| organization, or (c) is
complicated by the need to provide specialized or individualized
reports. |
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| Budget Analyst
Supervisor I supervises preparation of operating budgets to ensure
conformance to budgetary limits. |
| Facilitates the
analysis of variances, actual spending and revenue, and prepares reports.
Utilizes significant |
| experience and judgment
to plan and accomplish goals. Performs a variety of tasks. A wide degree
of creativity and |
| latitude is expected.
Supervises 1-3 budget analysts . |
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| Budget Analyst
Supervisor II supervises preparation of complex operating
budgets |
| and forward budget
plans. Supervises analysis of variances, actual spending and revenue, and
supervises |
| prepartaiton of
operating reports and may prepare special analytical reports. Utilizes
extensive experience and |
| judgment to plan and
accomplish goals. Performs a variety of tasks. A wide degree of creativity
and latitude is |
| expected. Supervises 3
or more budget analysts, some of whom may be senior or lead
analysts. |
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| The duties of financial
managers vary with their specific titles, which include controller,
treasurer or finance |
| officer, credit
manager, cash manager, and risk and insurance manager. Plan, direct, and
coordinate accounting, |
| investing, banking,
insurance, securities, and other financial activities of a branch, office,
or department of an |
| establishment.
Controllers direct the preparation of financial reports that summarize and
forecast the |
| organization?s
financial position, such as income statements, balance sheets, and
analyses of future earnings or |
| expenses. Controllers
also are in charge of preparing special reports required by regulatory
authorities. Often, |
| controllers oversee the
accounting, audit, and budget departments. Treasurers and finance officers
direct the |
| organization?s
financial goals, objectives, and budgets. They oversee the investment of
funds and manage associated |
| risks, supervise cash
management activities, execute capital-raising strategies to support a
firm's expansion, and |
| deal with mergers and
acquisitions. Credit managers oversee the firm?s issuance of credit. They
establish |
| credit-rating criteria,
determine credit ceilings, and monitor the collections of past-due
accounts. Managers |
| specializing in
international finance develop financ |