Education:
29%
High School Diploma - or the equivalent (for example, GED)
27%
Bachelor's Degree
General and Operations Managers
This is a sub-career of
Top Executive
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Select a specialized sub-career for more details.
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Job Outlook:
As fast as average
Education:
Bachelor's degree
Salary
High:
$221,270.00
Average:
$122,860.00
Hourly
Average:
$59.07
What they do:
Plan, direct, or coordinate the operations of public or private sector organizations, overseeing multiple departments or locations. Duties and responsibilities 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 functional area of management or administration, such as personnel, purchasing, or administrative services. Usually manage through subordinate supervisors. Excludes First-Line Supervisors.
On the job, you would:
- Review financial statements, sales or activity reports, or other performance data to measure productivity or goal achievement or to identify areas needing cost reduction or program improvement.
- Direct and coordinate activities of businesses or departments concerned with the production, pricing, sales, or distribution of products.
- Direct administrative activities directly related to making products or providing services.
Important Qualities
Communication skills. Top executives must be able to convey information clearly and persuasively. They must discuss issues and negotiate with others, direct staff, and explain policies and decisions to people within and outside the organization.
Decision-making skills. When setting policies and managing an organization, top executives must be able to assess different options and choose the best course of action.
Leadership skills. Top executives must be able to shape and direct an organization by coordinating policies, people, and resources.
Problem-solving skills. Top executives need to identify and resolve issues within an organization. They must be able to recognize shortcomings and carry out solutions.
Time-management skills. Top executives do many tasks concurrently to ensure that their work gets done and that the organization meets its goals.
Personality
| A3 | Your Strengths | Importance |
Characteristics of this Career |
|---|---|---|---|
|
|
96% | Integrity - Job requires being honest and ethical. | |
|
|
96% | Dependability - Job requires being reliable, responsible, and dependable, and fulfilling obligations. | |
|
|
94% | Attention to Detail - Job requires being careful about detail and thorough in completing work tasks. | |
|
|
90% | Leadership - Job requires a willingness to lead, take charge, and offer opinions and direction. | |
|
|
87% | Initiative - Job requires a willingness to take on responsibilities and challenges. | |
|
|
86% | Stress Tolerance - Job requires accepting criticism and dealing calmly and effectively with high-stress situations. | |
|
|
85% | Cooperation - Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude. | |
|
|
84% | Self-Control - Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations. | |
|
|
84% | Adaptability/Flexibility - Job requires being open to change (positive or negative) and to considerable variety in the workplace. | |
|
|
82% | Achievement/Effort - Job requires establishing and maintaining personally challenging achievement goals and exerting effort toward mastering tasks. | |
|
|
82% | Concern for Others - Job requires being sensitive to others' needs and feelings and being understanding and helpful on the job. | |
|
|
79% | Persistence - Job requires persistence in the face of obstacles. | |
|
|
79% | Analytical Thinking - Job requires analyzing information and using logic to address work-related issues and problems. | |
|
|
78% | Independence - Job requires developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done. | |
|
|
78% | Innovation - Job requires creativity and alternative thinking to develop new ideas for and answers to work-related problems. | |
|
|
72% | Social Orientation - Job requires preferring to work with others rather than alone, and being personally connected with others on the job. |
| A3 | Your Strengths | Importance |
Strengths |
|---|---|---|---|
|
|
100% | Enterprising - Work involves managing, negotiating, marketing, or selling, typically in a business setting, or leading or advising people in political and legal situations. Enterprising occupations are often associated with business initiatives, sales, marketing/advertising, finance, management/administration, professional advising, public speaking, politics, or law. |
| A3 | Your Strengths | Importance |
Values of the Work Environment |
|---|---|---|---|
|
|
89% | Relationships - Occupations that satisfy this work value allow employees to provide service to others and work with co-workers in a friendly non-competitive environment. Corresponding needs are Co-workers, Moral Values and Social Service. | |
|
|
83% | 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. | |
|
|
83% | Independence - Occupations that satisfy this work value allow employees to work on their own and make decisions. Corresponding needs are Creativity, Responsibility and Autonomy. | |
|
|
78% | 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. | |
|
|
72% | 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. | |
|
|
61% | 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. |
Aptitude
| A3 | Your Strengths | Importance |
Abilities | Cognitive, Physical, Personality |
|---|---|---|---|
|
|
75% | Oral Comprehension - The ability to listen to and understand information and ideas presented through spoken words and sentences. | |
|
|
75% | Written Comprehension - The ability to read and understand information and ideas presented in writing. | |
|
|
75% | Oral Expression - The ability to communicate information and ideas in speaking so others will understand. | |
|
|
75% | Written Expression - The ability to communicate information and ideas in writing so others will understand. | |
|
|
72% | Speech Clarity - The ability to speak clearly so others can understand you. | |
|
|
72% | Problem Sensitivity - The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing that there is a problem. | |
|
|
72% | Deductive Reasoning - The ability to apply general rules to specific problems to produce answers that make sense. | |
|
|
66% | Speech Recognition - The ability to identify and understand the speech of another person. | |
|
|
63% | Near Vision - The ability to see details at close range (within a few feet of the observer). | |
|
|
63% | Inductive Reasoning - The ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events). | |
|
|
63% | Information Ordering - The ability to arrange things or actions in a certain order or pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical operations). | |
|
|
60% | Category Flexibility - The ability to generate or use different sets of rules for combining or grouping things in different ways. | |
|
|
56% | Fluency of Ideas - The ability to come up with a number of ideas about a topic (the number of ideas is important, not their quality, correctness, or creativity). | |
|
|
53% | Originality - The ability to come up with unusual or clever ideas about a given topic or situation, or to develop creative ways to solve a problem. |
| A3 | Your Strengths | Importance |
Skills | Cognitive, Physical, Personality |
|---|---|---|---|
|
|
59% | Speaking - Talking to others to convey information effectively. | |
|
|
59% | 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. | |
|
|
59% | Monitoring - Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action. | |
|
|
57% | Management of Personnel Resources - Motivating, developing, and directing people as they work, identifying the best people for the job. | |
|
|
57% | Social Perceptiveness - Being aware of others' reactions and understanding why they react as they do. | |
|
|
57% | Coordination - Adjusting actions in relation to others' actions. | |
|
|
57% | Reading Comprehension - Understanding written sentences and paragraphs in work-related documents. | |
|
|
55% | Writing - Communicating effectively in writing as appropriate for the needs of the audience. | |
|
|
55% | Time Management - Managing one's own time and the time of others. | |
|
|
55% | Complex Problem Solving - Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions. | |
|
|
55% | Critical Thinking - Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems. | |
|
|
55% | Judgment and Decision Making - Considering the relative costs and benefits of potential actions to choose the most appropriate one. | |
|
|
54% | Persuasion - Persuading others to change their minds or behavior. | |
|
|
54% | Active Learning - Understanding the implications of new information for both current and future problem-solving and decision-making. | |
|
|
52% | Negotiation - Bringing others together and trying to reconcile differences. |
Job Details
Responsibilities
Implement organizational process or policy changes.
Manage environmental sustainability projects.
Analyze data to inform operational decisions or activities.
Analyze financial records to improve efficiency.
Direct organizational operations, projects, or services.
Prepare staff schedules or work assignments.
Monitor performance of organizational members or partners.
Direct financial operations.
Implement organizational process or policy changes.
Develop organizational goals or objectives.
Develop organizational policies or programs.
Conduct employee training programs.
Hire personnel.
Develop marketing plans or strategies.
Direct sales, marketing, or customer service activities.
Determine pricing or monetary policies.
Direct organizational operations, projects, or services.
Direct sales, marketing, or customer service activities.
Direct organizational operations, projects, or services.
Provide basic information to guests, visitors, or clients.
Implement organizational process or policy changes.
Develop marketing plans or strategies.
Direct sales, marketing, or customer service activities.
Direct organizational operations, projects, or services.
Determine resource needs.
Manage construction activities.
Recommend organizational process or policy changes.
Plan facility layouts or designs.
| A3 | Your Strengths | Importance |
Attributes & Percentage of Time Spent |
|---|---|---|---|
|
|
98% | Frequency of Decision Making - How frequently is the worker required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization? | |
|
|
97% | Electronic Mail - How often do you use electronic mail in this job? | |
|
|
97% | Face-to-Face Discussions - How often do you have to have face-to-face discussions with individuals or teams in this job? | |
|
|
95% | Freedom to Make Decisions - How much decision making freedom, without supervision, does the job offer? | |
|
|
94% | Telephone - How often do you have telephone conversations in this job? | |
|
|
93% | Structured versus Unstructured Work - To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals? | |
|
|
91% | Contact With Others - How much does this job require the worker to be in contact with others (face-to-face, by telephone, or otherwise) in order to perform it? | |
|
|
91% | Work With Work Group or Team - How important is it to work with others in a group or team in this job? | |
|
|
89% | Responsible for Others' Health and Safety - How much responsibility is there for the health and safety of others in this job? | |
|
|
88% | Impact of Decisions on Co-workers or Company Results - What results do your decisions usually have on other people or the image or reputation or financial resources of your employer? | |
|
|
87% | Deal With External Customers - How important is it to work with external customers or the public in this job? | |
|
|
87% | Coordinate or Lead Others - How important is it to coordinate or lead others in accomplishing work activities in this job? | |
|
|
85% | Indoors, Environmentally Controlled - How often does this job require working indoors in environmentally controlled conditions? | |
|
|
83% | Responsibility for Outcomes and Results - How responsible is the worker for work outcomes and results of other workers? | |
|
|
81% | Importance of Being Exact or Accurate - How important is being very exact or highly accurate in performing this job? | |
|
|
77% | Time Pressure - How often does this job require the worker to meet strict deadlines? | |
|
|
75% | Letters and Memos - How often does the job require written letters and memos? | |
|
|
62% | In an Enclosed Vehicle or Equipment - How often does this job require working in a closed vehicle or equipment (e.g., car)? | |
|
|
59% | Level of Competition - To what extent does this job require the worker to compete or to be aware of competitive pressures? | |
|
|
59% | Frequency of Conflict Situations - How often are there conflict situations the employee has to face in this job? | |
|
|
56% | Deal With Unpleasant or Angry People - How frequently does the worker have to deal with unpleasant, angry, or discourteous individuals as part of the job requirements? | |
|
|
55% | Physical Proximity - To what extent does this job require the worker to perform job tasks in close physical proximity to other people? | |
|
|
53% | Importance of Repeating Same Tasks - How important is repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job? | |
|
|
52% | Spend Time Sitting - How much does this job require sitting? | |
|
|
52% | Wear Common Protective or Safety Equipment such as Safety Shoes, Glasses, Gloves, Hearing Protection, Hard Hats, or Life Jackets - How much does this job require wearing common protective or safety equipment such as safety shoes, glasses, gloves, hard hats or life jackets? | |
|
|
85% | Duration of Typical Work Week - Number of hours typically worked in one week. |
| A3 | Your Strengths | Importance |
Tasks & Values |
|---|---|---|---|
|
|
87% | Working with Computers - Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information. | |
|
|
86% | Getting Information - Observing, receiving, and otherwise obtaining information from all relevant sources. | |
|
|
84% | Communicating with Supervisors, Peers, or Subordinates - Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. | |
|
|
83% | Making Decisions and Solving Problems - Analyzing information and evaluating results to choose the best solution and solve problems. | |
|
|
82% | Establishing and Maintaining Interpersonal Relationships - Developing constructive and cooperative working relationships with others, and maintaining them over time. | |
|
|
81% | Identifying Objects, Actions, and Events - Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events. | |
|
|
80% | Organizing, Planning, and Prioritizing Work - Developing specific goals and plans to prioritize, organize, and accomplish your work. | |
|
|
80% | Guiding, Directing, and Motivating Subordinates - Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. | |
|
|
77% | Judging the Qualities of Objects, Services, or People - Assessing the value, importance, or quality of things or people. | |
|
|
77% | Processing Information - Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data. | |
|
|
76% | Analyzing Data or Information - Identifying the underlying principles, reasons, or facts of information by breaking down information or data into separate parts. | |
|
|
75% | Coordinating the Work and Activities of Others - Getting members of a group to work together to accomplish tasks. | |
|
|
74% | Documenting/Recording Information - Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form. | |
|
|
73% | Coaching and Developing Others - Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills. | |
|
|
73% | Monitoring Processes, Materials, or Surroundings - Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems. | |
|
|
72% | Resolving Conflicts and Negotiating with Others - Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others. | |
|
|
72% | Monitoring and Controlling Resources - Monitoring and controlling resources and overseeing the spending of money. | |
|
|
71% | Developing Objectives and Strategies - Establishing long-range objectives and specifying the strategies and actions to achieve them. | |
|
|
70% | Scheduling Work and Activities - Scheduling events, programs, and activities, as well as the work of others. | |
|
|
70% | Developing and Building Teams - Encouraging and building mutual trust, respect, and cooperation among team members. | |
|
|
70% | Updating and Using Relevant Knowledge - Keeping up-to-date technically and applying new knowledge to your job. | |
|
|
68% | Interpreting the Meaning of Information for Others - Translating or explaining what information means and how it can be used. | |
|
|
68% | Thinking Creatively - Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions. | |
|
|
68% | Staffing Organizational Units - Recruiting, interviewing, selecting, hiring, and promoting employees in an organization. | |
|
|
67% | Providing Consultation and Advice to Others - Providing guidance and expert advice to management or other groups on technical, systems-, or process-related topics. | |
|
|
65% | Evaluating Information to Determine Compliance with Standards - Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards. | |
|
|
65% | Selling or Influencing Others - Convincing others to buy merchandise/goods or to otherwise change their minds or actions. | |
|
|
64% | Communicating with People Outside the Organization - Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail. | |
|
|
60% | Training and Teaching Others - Identifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others. | |
|
|
60% | Performing Administrative Activities - Performing day-to-day administrative tasks such as maintaining information files and processing paperwork. | |
|
|
56% | Estimating the Quantifiable Characteristics of Products, Events, or Information - Estimating sizes, distances, and quantities; or determining time, costs, resources, or materials needed to perform a work activity. |
What Top Executives Do
Top executives often report to a board of directors.
Top executives plan strategies and policies to ensure that an organization meets its goals. They coordinate and direct work activities of companies and organizations.
Duties
Top executives typically do the following:
- Establish and carry out departmental or organizational goals, policies, and procedures
- Direct and oversee an organization’s financial and budgetary activities
- Manage general activities related to making products and providing services
- Consult with other executives, staff, and board members about general operations
- Negotiate or approve contracts and agreements
- Appoint department heads and managers
- Analyze financial statements, sales reports, and other performance indicators
- Identify places to cut costs and to improve performance, policies, and programs
The responsibilities of top executives largely depend on an organization’s size. In small organizations, such as an independent retail store, an owner or manager often is responsible for hiring, training, quality control, and day-to-day supervisory duties. In large organizations, chief executives typically focus on formulating policies and planning strategies, while general and operations managers direct day-to-day operations.
The following are examples of types of top executives:
Chief executive officers (CEOs), who are also known by titles such as executive director, managing director, or president, provide overall direction for companies and organizations. CEOs manage company operations, formulate and implement policies, and ensure that goals are met. They collaborate with and direct the work of other top executives and typically report to a board of directors.
There may be other types of chief executives—such as chief operating officers (COOs), chief financial officers (CFOs), or chief human resources officers—who manage a specific part of the organization. The knowledge, skills, and job duties that these executives have differ, depending on which department they oversee.
General and operations managers oversee activities that are too diverse to be classified into one area of management or administration. Responsibilities may include formulating policies, directing daily operations, and planning the use of materials and human resources. These managers make staff schedules, assign work, and ensure that projects are completed. In some organizations, the tasks of chief executive officers may overlap with those of general and operations managers.
Mayors, city managers, county administrators, and governors are chief executive officers of governments. They usually oversee budgets, programs, and the use of resources. Mayors and governors must be elected to office, whereas managers and administrators are typically appointed.
School superintendents and college or university presidents are chief executive officers of school districts and postsecondary schools. They manage issues such as student achievement, budgets and resources, general operations, and relations with government agencies and other stakeholders.
Work Environment
Chief executives held about 280,000 jobs in 2022. The largest employers of chief executives were as follows:
| Self-employed workers | 21% |
| Professional, scientific, and technical services | 13 |
| Government | 9 |
| Healthcare and social assistance | 6 |
| Manufacturing | 5 |
General and operations managers held about 3.5 million jobs in 2022. The largest employers of general and operations managers were as follows:
| Retail trade | 13% |
| Professional, scientific, and technical services | 12 |
| Wholesale trade | 8 |
| Manufacturing | 8 |
| Construction | 7 |
Top executives work in nearly every industry. They work for both small and large organizations, ranging from businesses in which they are the sole employee to firms with hundreds or thousands of employees.
Because top executives often are held responsible for their organization’s success, their work may be stressful.
Top executives frequently travel to attend meetings and conferences or to visit local, regional, national, or international offices of interest.
Top executives often interact with other high-level executives, such as financial managers, human resource managers, or chief technology officers.
Work Schedules
Most top executives work full time, and many work more than 40 hours per week, including evenings and weekends.
Getting Started
How to Become a Top Executive
Top executives typically need many years of previous work experience.
Top executives typically need at least a bachelor’s degree and considerable work experience to enter the occupation.
Education
Top executives typically need a bachelor's or master's degree in an area related to their field of work, such as business or engineering. Top executives in the public sector may have a degree in business administration, public administration, law, or the liberal arts. Top executives of large corporations may have a master’s degree in business administration (MBA).
College presidents and school superintendents are typically required to have a master’s degree, although a doctorate is often preferred.
Although many mayors, governors, and other public sector executives have at least a bachelor’s degree, these positions typically do not have any specific education requirements.
Work Experience in a Related Occupation
Many top executives advance within their own organizations, moving up from lower level management occupations or supervisory positions. However, some companies may prefer to hire qualified candidates from outside their organization. Top executives who are promoted from lower level positions may be able to substitute experience for education to move up in the organization.
Chief executives typically need extensive managerial experience, and this experience is expected to be in the organization’s area of specialty. Most general and operations managers hired from outside an organization need lower level supervisory or management experience in a related field.
Some general managers move into higher level managerial or executive positions. Executive training programs and development programs often benefit managers or executives.
Licenses, Certifications, and Registrations
Some top executive positions may require the applicant to have a license or certification relevant to their area of management. For example, some employers may require their chief executive officer to be a certified public accountant (CPA).
Job Outlook
Overall employment of top executives is projected to grow 3 percent from 2022 to 2032, about as fast as the average for all occupations.
About 311,600 openings for top executives are projected each year, on average, over the decade. Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.
Employment
Projected employment of top executives varies by occupation (see table).
Demand for general and operations managers will grow as organizations increasingly rely on these workers for help in functioning smoothly.
Employment of chief executives is projected to decline as office technology improves, increasing the ability of these workers to perform tasks previously done by multiple chief executives. In addition, changing organizational structures may lead to fewer new jobs for these workers as more companies adopt a workplace structure with fewer chief executive positions.
Contacts for More Information
For more information about top executives, including educational programs, visit
American Management Association
National Management Association
For more information about executive financial management careers, visit
Financial Executives International
Financial Management Association International
Similar Occupations
This table shows a list of occupations with job duties that are similar to those of top executives.
| Occupation | Job Duties | Entry-Level Education | Median Annual Pay, May 2022 | |
|---|---|---|---|---|
|
Administrative Services and Facilities Managers |
Administrative services and facilities managers plan, direct, and coordinate activities that help an organization run efficiently. |
Bachelor's degree | $101,870 |
|
Advertising, Promotions, and Marketing Managers |
Advertising, promotions, and marketing managers plan programs to generate interest in products or services. |
Bachelor's degree | $138,730 |
|
Architectural and Engineering Managers |
Architectural and engineering managers plan, direct, and coordinate activities in the fields of architecture and engineering. |
Bachelor's degree | $159,920 |
|
Computer and Information Systems Managers |
Computer and information systems managers plan, coordinate, and direct computer-related activities in an organization. |
Bachelor's degree | $164,070 |
|
Construction Managers |
Construction managers plan, coordinate, budget, and supervise construction projects from start to finish. |
Bachelor's degree | $101,480 |
|
Financial Managers |
Financial managers create financial reports, direct investment activities, and develop plans for the long-term financial goals of their organization. |
Bachelor's degree | $139,790 |
|
Human Resources Managers |
Human resources managers plan, coordinate, and direct the administrative functions of an organization. |
Bachelor's degree | $130,000 |
|
Industrial Production Managers |
Industrial production managers oversee the operations of manufacturing and related plants. |
Bachelor's degree | $107,560 |
|
Medical and Health Services Managers | Medical and health services managers plan, direct, and coordinate the business activities of healthcare providers. | Bachelor's degree | $104,830 |
|
Sales Managers |
Sales managers direct organizations' sales teams. |
Bachelor's degree | $130,600 |