Managerial Escalator Report: Managerial Roles and Responsibilities

This report investigates the concept of the Managerial Escalator, examining how specialists transition into successful managers. It analyzes the concept through the lens of Rees & Porter's perceptions, and explores the roles and responsibilities of managers at Tesco and Google, demonstrating how they navigate their careers within modern marketing and management frameworks to support the Managerial Escalator. The report delves into relevant theories, including managerial hybrids and the managerial gap, and includes findings from interviews with managers. It provides recommendations for improving organizational performance through effective management, offering a detailed analysis of the managerial process and its implications for career progression. The report also covers background theories, academic terminology, and qualitative research questions, comparing the responses of managers from different fields to draw conclusions about the Managerial Escalator's practical application.

University
Managerial Escalator
By
Date
Name
Lecture’s Name

Managerial Escalator
Table of Contents
Introduction................................................................................................................................3
Theory........................................................................................................................................4
Findings of the Interviews..........................................................................................................4
Conclusion..................................................................................................................................6
References..................................................................................................................................7
Appendices.................................................................................................................................8
Appendices 1..........................................................................................................................8
Appendices 2..........................................................................................................................8
Page 2 of 11

Managerial Escalator
Introduction
In this report, I will examine the extent to the Managerial Escalator which includes
conforming or not confirms through effective findings. In addition, this report includes the
concept of Managerial Escalator addressing by Rees & Porter’s significant perception.
Furthermore, this report also analyses the roles and responsibilities of two managers. Thus,
how these managers process in their career through modern marketing and managerial
activity that supports Managerial Escalator concept.
The corporate world is becoming more competitive and changing with new theories which
are emerging every day. With the help of various types of theories and models, the concept of
Managerial Escalator will be analysed in this report ("Union makes strength", 2002). Apart
from that, this report will also provide a recommendation and suggestion for improving the
organisational performance through the managerial performance of the managers. The
background theory of the directors including personal information and interpretation will be
covered in this report. In addition, a brief description of academic and literature terminology
will be included in this report. The interview of managers of Tesco and Google includes all
essential information of the successful managerial process of an organisation. In the last
stage, the research questions which considered as a qualitative method based questions, will
be analysed and compared with the responses of two different managers of individual fields.
Page 3 of 11

Managerial Escalator
Theory
In this section of the report, various types of major concepts and theories based on
Managerial Escalator will be evaluated and explained through proper arguments and
justification.
Managerial Escalator: the perception of managerial escalator effectively concludes the
entire process of how specialist become a successful manager of an organisation. At the time
of recruitment and selection process, the specialist might be appointed for conducting
specialist activities or operations inside the organisation. In addition, they also get additional
training either before getting the job or during the job for continuous activity and
performance. With the help of efficient training process, the specialist becomes more
responsible and quite sensible with intelligence(Arpan, 2003). In other sense, the managers
have a chance to take managerial responsibilities. After continuous work (five years), the
specialists could be formally promoted to higher position either within the same or other
organisation. Moreover, most of the employees work along with a managerial side of the
escalator axis.
Managerial Hybrids: the employees and managers who are involved in both administrative
activities and specialists are notified as managerial hybrids. Besides that, there are some
difficulties and problems has been faced by an organisation due to the separation of
administrative work and specialists. In the case of managerial type activities, the specialist
needs to become involved for continue process. Thus, they need to react according to the
managerial hybrids. On the other hand, the managerial activities require the contribution of
specialists to get success in the job.
Page 4 of 11

Managerial Escalator
Managerial gap: The managerial gap is created when employees are not spending allocated
time for managerial activities. In other words, the regulatory gap includes the difference of
allocated time and the actual time of employees for doing managerial activities.
Remedial strategies: these strategies are essential for dealing with issues of poor managerial
performance. There are four types of therapeutic strategies are role estimation, training
session, central segment and supervision (Cravens and Piercy, 2013).
Findings of the Interviews
The detections got from the chief manager's meeting echoed that earlier his contemporary
part as a manager he was quiet care Duty director. Thus, he got no proper making that was
recognised with managing performance and moving assemblies and the consequence of
completing diverse boards. On the other hand, his past involves from the twitch. Besides, the
primary duties he has as a manager include of managing his underlings both as an Accounts
Chief. He additionally claims of scorching did 80 percent of his employed hours among a day
to income around at these reasons and responsibilities. As his faiths, his most beached quality
being a boss is the capacity to keep all his staff pushed and sure. His previous parts as cheap
upkeep Software manager and records secondary, he pleased in employed with his group
though now as a group director he inclines to make the most of his personal obligations that
he has selected up from that opinion forward and additionally reasons that it is bizarre. Apart
from that, he felt that the attitudes he has as a manager have helped in here and now and long
haul attainment (Drucker and Maciariello, 2008). Also, He expressed towards the finish of
the interview that he is continually convinced as a manager and has an abundance to do that
saves him busy and verified. Moreover, in opinion of this, he wants to remain in this category
of share for numerous centuries
Page 5 of 11

Managerial Escalator
He has no possible preparations in that volume for an exceptional location or assembly
another connotation. As he has been employed for this connotation for right around 20 years
and scaled inside this amount of time and is a collection manager, this can be measured as a
specialist rotating into a director (Fifield, 2012).
Apart from that, the second manager interviewed had been advanced from the part of a
Marketing manager to the CEO. On the other hand, he acted as a manager and a go-between
manager yet this was with the additional organisation, and later he enthused to his current
group. Along with that, he got making that was assumed to him by many range bosses. It can
be recognised with the impression that specialises necessity to go around as managerial
hybrids. That is strong from this that a man can be included in both managerial and specialist
sort of exercises (Successful cost reduction methodologies, 2008). Thus, the practices can
incorporate overseeing the staff, planning bunch work and execution level indicators,
relaxing issues and supporting business behaviour. On the other side, the groundwork given
before receiving to be managers is to Leader them popular their shares, assistance in
prevention issues that a specialist may challenge, managerial them with the common strategy
in challenging and regular conditions. He whispered and as division manager, the share of his
time deceased near his group of work, which comprised driving them onward, pushing them
and in adding viewing them. The managerial escalator expresses that authorities can be
employed 100% of a chance to do specialist act attractive after their groundwork that they
get; the impression of the managerial escalator can be associated to this. Thus, the detections
expose both the manager's important responsibilities which relate endorses them go around as
managerial hybrids. It is clear when the chief manager teaches that he is achieving his objects
and in adding custody, all persons from staff urged in their effort and heavy them onward.
Together the managers' better part of the time is taken up by their managerial aerobics. Apart
from that, this displays the managerial fleabag for the managers is slight as they are employed
Page 6 of 11

Managerial Escalator
positively and more efficiently around the timepiece towards their objects. Though the
second manager speaks that his main wants are custody the shareholders satisfied, vital
rudimentary management and groundwork for bases. Correspondingly, the manager's the fact
that they trust their solid qualities and USP are commerce with their collections and keeping
them stirred (Theories of Labour Market Segmentation, 2012). Therefore, the second
manager linked a longing in location up his particular organisation while the chief manager
needs to proceed in his current managerial part for a couple of more pages. Along with that, a
dense working bond can be shaped by this, and last discovery uncovered that both managers
might be essential to flourishing in their current managerial job, and this could be rather than
advanced. It can be recommended that the Managerial escalator impression may tolerate on in
portion them two in their specific development advanced on.
Page 7 of 11

Managerial Escalator
Conclusion
Final stage of the report, the findings suggest that the impression of managerial escalator
most superbly corrects to the practice of the two managers that remained questioned. On the
other side, the managers as specialists and later with time obtained the part of administrators.
Moreover, the two had become official and expert making. Apart from that, this was finished
with the great board of giving them a head inaugurate in the overtone with the specialised and
managerial making obtainable to them. Equally, it prayed help them in finishing their parts all
the more imaginatively as managerial hybrids. Therefore, the findings plugin as a compliment
that the groundwork abetted, as it were, and over up existence prolific in light of the detail
that the managerial gaps were tiny and some of the period even insignificant. Both the
managers complete an observation that they would be intense on further structure up their
distinct callings and make progress towards difficult parts also. Thus, the managerial
escalator seems their first-rate card in this attitude change.
Page 8 of 11

Managerial Escalator
References
Arpan, J. (2003). Opportunities in international business careers. 1st ed. Lincolnwood, Ill.,
USA: VGM Career Horizons.
Cravens, D. and Piercy, N. (2013). Strategic marketing. 1st ed. New York: McGraw-Hill.
Drucker, P. and Maciariello, J. (2008). Management. 1st ed. New York, NY: Collins.
Fifield, P. (2012). Marketing Strategy. 1st ed. Hoboken: Taylor and Francis.
Successful cost reduction methodologies. (2008). Strategic Direction, 20(4), pp.31-33.
Theories of Labour Market Segmentation. (2012). 1st ed. Springer Verlag.
"Union makes strength". (2002). 1st ed. Oklahoma City, Okla.: World Neighbors.
Page 9 of 11

Managerial Escalator
Appendices
Appendices 1
Please tell me your educational qualification?
How did you prepare yourself for the current managerial role?
What was your journey to get the current administrative role?
How do you deal with problems and issues?
Do your subordinates support you?
What is future perspective?
Are you looking for better opportunities and salary?
Appendices 2
Interview 1
Name: Michelle McEttrick
Position: Group Brand Director. Marketing/Advertisement, Tesco
Interview 2
Name Sundar Pichai,
Position: CEO of Google
Page 10 of 11

Managerial Escalator
Page 11 of 11