Managerial Escalator

1.Introduction

According to Kreitner (1995) definition of management, ‘’management is a problem-solving process of effectively achieving organisational objectives through the efficient use of scarce resources in a changing environment’’.

The corporate climate is very challenging as it is in constant evolution since new theories and concepts emerge on daily basis. Management plays a pivotal role in every industry and it is vital in each field, it is fundamental to have a solid management representation to achieve aims and objectives in an effective and efficient way. The purpose of this report is to identify the extent of which the concept of the managerial escalator fits in today’s global business environment. To have a better understanding,

A person may have been employed, at the beginning of their career at a specialist level and might acquire professional training either outside their work environment, for instance a training course before the job role or within the organisation. If this concept is followed, it is indicated that a specialist will progressively obtain minor supervisory responsibilities, normally informally at early stages. After performing at the level required by the organisation for a certain time (it may vary depending on the organisation structure or unforeseen circumstances, it could be 5 years or even as little as 6 to 12 months), the specialist may be promoted, thus, they have the possibility to undertake managerial responsibilities. Following the escalator concept, after working few additional years, they could be formally promoted to a higher position. However, when this occurs the person who just got promoted does not necessary have to or stay within the same company. Nowadays, majority of the employees work their way up to the escalator and reach the managerial side of the

The first manager interviewed is Lorraine B. who currently works at Waitrose as Team Leader for the replenishment department; as part of her job, she supervises the daily operations of her department. She has been working for the organisation for 4 years; she joined as a food operation partner, after 3 years with change in responsibilities and positions in the company she was promoted as team leader of the department, she was highly recommended by the Director of her previous branch before she left for a new location. She’s been working as a team leader for a year.

The second manager interviewed, James P. is a branch assistant manager at JD Sports; as part of his jobs he manages the daily operations of his branch, including staff performance, compliance, payroll and the visual merchandising aspects. He has been working for the company for 2 years and 6 months; he started as part time sales assistant, after one year he became a supervisor before being suggested by the company’s area manger to undertake the manger role. Although he is satisfied with is current position he is now considering the ‘’area manger’’