Occupation · SOC 11-1021
General and Operations Managers
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.
Median wage
$102,950
$47,420–—
Projected growth
+4.4%
Average growth
Annual openings
16,400
per year
Employed (US)
3,584,420
Job Zone 4
Typical preparation
Considerable preparation
Stackable credential programs
4,208 mapped
Core skills
Reading ComprehensionActive ListeningSpeakingMonitoringCritical ThinkingCoordinationSocial PerceptivenessManagement of Personnel Resources
Knowledge areas
Administration and ManagementCustomer and Personal ServiceEnglish LanguageProduction and ProcessingMathematics
Technology & tools
Customer relationship management CRM softwareDocument management softwareGraphics or photo imaging softwareHuman resources softwareData base user interface and query software
Representative tasks
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.Prepare staff work schedules and assign specific duties.Direct or coordinate financial or budget activities to fund operations, maximize investments, or increase efficiency.Plan or direct activities, such as sales promotions, that require coordination with other department managers.Perform personnel functions, such as selection, training, or evaluation.Establish or implement departmental policies, goals, objectives, or procedures in conjunction with board members, organization officials, or staff members.Monitor suppliers to ensure that they efficiently and effectively provide needed goods or services within budgetary limits.Manage the movement of goods into and out of production facilities to ensure efficiency, effectiveness, or sustainability of operations.Set prices or credit terms for goods or services, based on forecasts of customer demand.Perform sales floor work, such as greeting or assisting customers, stocking shelves, or taking inventory.Develop or implement product-marketing strategies, including advertising campaigns or sales promotions.Direct non-merchandising departments of businesses, such as advertising or purchasing.Implement or oversee environmental management or sustainability programs addressing issues such as recycling, conservation, or waste management.Plan store layouts or design displays.Recommend locations for new facilities, or oversee the remodeling or renovating of current facilities.
Competency framework
Skill expectations by proficiency level.
emerging
Daily operations rhythm (open / close / shift change) — execute reliably under a senior manager's review.Staff schedules within labor budget — produce for an assigned department on a routine week.Customer service and front-line escalations — handle within department authority.Inventory counts and routine receiving — perform per the operations manual.Routine compliance checks (food safety, OSHA, ADA, opening checklists) — complete accurately and on time.Daily sales and labor reports — produce, review, and discuss in standup with the GM.Standard work procedures — apply consistently and coach hourly staff on adherence.Hourly-staff coaching on routine performance issues — deliver verbal feedback per company policy.Cash-handling and deposit procedures — perform per company controls.Department safety routines and emergency procedures — execute and drill the team on quarterly cycles.
developing
A single department or operating function (front of house, kitchen, sales floor, warehouse) — manage with P&L visibility.Hiring, scheduling, and progressive discipline — execute on a team of 10-25 hourly staff.Department-level budget and cost-control — manage to targets across a month.Mid-tier performance and HR issues — handle with HR partnership.Cross-department coordination (kitchen-FOH, sales-stock, intake-treatment) — manage during a shift.Operational metrics (labor %, food cost, ticket time, NPS) — interpret and translate into team coaching.Customer-experience recovery on serious complaints — handle to satisfaction without manager involvement.Vendor and inbound-receiving relationships — manage for an assigned area.Compliance audits (health, safety, payroll) — prepare for and represent the department in.Newer supervisors on assigned shifts — mentor on standard-work and people fundamentals.
proficient
Entire location or multi-department operation — own P&L, customer experience, and people across the operation.Multi-week labor and inventory planning — execute against forecasted demand.Major customer-experience and quality incidents — own and resolve with executive visibility.Talent pipeline (assistant manager to manager to senior manager) — develop the location's bench.Cross-location best-practices — adopt and adapt from peer locations or area office.Vendor negotiations and significant purchasing decisions — execute within authority.Compliance and audit findings — represent the location in resolution discussions.Senior supervisors and assistant managers — mentor on judgment, finance, and people.Capital projects (remodels, equipment refresh) — plan and execute with the area office.Performance and recognition culture — set and sustain across the operation.
advanced
Multiple locations or a region — direct as area or regional manager with full operational P&L.Manager hiring, calibration, and succession — shape across the region over multi-year horizons.Operating-plan development — produce and execute against multi-quarter targets.Capital allocation and remodel decisions — frame and own across the portfolio.Cross-functional initiatives (technology rollouts, brand refreshes, M&A integration) — lead with corporate partners.Senior crisis-response (PR-relevant customer incidents, regulatory inquiries) — lead through with composure.External relationships (landlords, municipalities, franchisees, community) — represent the brand credibly.Strategic-planning input from the operations perspective — contribute substantively to multi-year plans.Culture, values, and standards across the region — set and sustain through rituals and example.Multi-unit hiring partnerships (universities, second-chance, vocational schools) — own the region's pipeline.
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