Managerial Escalator: Theories, Gap Analysis, and Remedial Strategies

This report provides a comprehensive analysis of the managerial escalator concept. It begins by defining management and exploring key theories such as managerial hybrids and the managerial escalator theory, which explains how specialists advance to managerial positions. The report then delves into the concept of the managerial gap, which refers to the discrepancy between the time spent on managerial activities and the time that should be spent. Furthermore, it examines strategies for addressing this gap, including role definition, effective selection processes, training and development initiatives, and monitoring employee performance. The report includes two interviews, one with the assistant manager of McDonalds and another with a manager and admin for university admission. The interviews provide insights into the interviewees' career paths, highlighting the challenges related to the managerial escalator. Remedial actions such as training and development and monitoring were also analyzed.

Managerial escalator

ABSTRACT
This report is based on the topic managerial escalator and it draws and in-sight into the
manager's strategy, managerial roles. It provides clear definition of management and important
theories like managerial hybrids, managerial escalator and managerial gap. It states about the
remedial strategies which can be implemented by organization for addressing the managerial
gap.

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
MAIN BODY...................................................................................................................................4
Definition of management...........................................................................................................4
Managerial hybrids theory...........................................................................................................4
Managerial escalator theory.........................................................................................................4
Managerial gap.............................................................................................................................5
Strategies for addressing the managerial gap...............................................................................5
CONCLUSION................................................................................................................................5
Assessment 2....................................................................................................................................6
Identifying the interviewee's career path into management.........................................................6
Identifying the problems that either the interviewees or their organizations have faced related
to the Managerial Escalator and the Key Remedial Action points..............................................7
REFERENCES................................................................................................................................8

INTRODUCTION
The manager plays an important role in respect to effectively handling the business
activities. A manger is a person with a set of competencies and skills which is essential for
effectively managing the business related task in an effective way. Managerial strategy is the
method and approaches which is being implemented by the manger for the purpose of controlling
and directing the business in order to accomplish the desired objectives. The managerial role
refers to the anticipating, planning and distributing the work, determining the work priorities,
handling organizational resources, supervising the staff and implementing quality control.
MAIN BODY
Definition of management
Management can be simply defined in terms of the group or set competencies, qualities
and the behaviour which is distributed through the entity (Claésson, 2019). It refers to the
optimal usage of these skills and qualities in an optimal way for accomplishing the task by using
all the function of management.
Managerial hybrids theory
A managerial hybrid is the person who possesses a strong technical skill along with the
adequate knowledge. They are needed to have the required technical and management skills
along with the managerial competencies such as the communication and negotiation skills. A
balance is needed to be maintained between the management and specialist work which is
determined by their position. Based on research, I got to know that the organizations which have
both of its business and ethical division working in tandom with each other has a benefit over the
organization in which these divisions are not integrated. Therefore, this role is played by hybrid
managers.
Managerial escalator theory
The concept of managerial escalator provides an explanation pertaining to how the
specialist attains the position of manager. It explains how a specialist can gain knowledge and
skills which are essential for being shifted as a manager (Alegria, 2019). Most of the time,
organization mainly provides training to the employees so that they acquire the relevant
managerial skills useful for becoming the leading performer. But as per this theory, not everyone
get the chance of becoming manager and the foremost criteria for becoming one is the employee

needs to work for the company for a longer duration like 5 years which proves his or her loyalty
towards the organization.
Managerial gap
The managerial gap basically refers to the difference between the amount of time which
employee should spend pertaining to the managerial activities and the amount of time which is
actually being spent. The proportion of time which is being spent on the management tasks by
the specialist can be bifurcated into 3-stage process. The first is determining the number of years
of unemployment across the horizontal axis, second is reading the percentage of total activity
across the vertical axis and the last is subtracting the percentage of management activity from the
total activity of 100%.
Strategies for addressing the managerial gap
Role definition: Under the situation where the manager is reluctant to accept the
managerial roles and responsibilities, the major solution to this is to make the responsibilities
crystal clear, for instance, in a job specification and is an integral criterion for selection of
managers.
Selection: For making effective managerial selection, the organizations are needed to
avoid two mistakes, first is inability to recognize the key managerial element needed in jobs and
selection incompetency (Burrell, 2019). For example, it is easier to identify the professional
having experience as manager instead of determining whether they have revenant range of skills.
Training and development: Management training is a key solution for filling the
managerial gap as by offering proper training which is integrated with their personal behaviour.
For example, there can be situation that out of 50, 45 worked as a specialist and two of them had
been given specialist training before appointment thus this cannot be effective taking decisions.
Monitoring: Manager by undertaking monitoring or reviewing process the performance
of the employees can be managed which will helps in implementing the corrective actions for
overcoming the discrepancies in the workings of the people. For example, on monitoring, it is
being determined that an employee is not working rightly and thus based on which right actions
can be taken for correcting the same.
CONCLUSION
It can be inferred that the essence of management is to meet the desired results through
others. Many of the managers slowly acquires the relevant competencies and responsibilities and

changes in an escalator like progression. It is important for the management to identify the gap
prevailing and then imposing the right remedial actions for overcoming the same such as clearly
defining roles, proper selection, training and development strategies and implementing
monitoring practices.
Assessment 2
Identifying the interviewee's career path into management
The first interview is of Kateryn who is currently working as the assistant manger for Mc
Donalds London. Before, becoming assistant manager she started as the ream member then
promoted to team manager and afterwards assistant manager which around took 4 years for
stepping up to that position. Before working in Mc Donalds, she also worked at other shops
having similar job role which provided her an added advantage in career growth. As a team
member she deal with the customers complaints all the time and worked on preparing the reports
which helped in building up the managerial skills and when she attained the position of assistant
manager she used to delegate task to the team members and coaching is the main element which
helped in learning how to delegate task and giving another person to learn more skills and put
more efforts so that it can be recognised for giving promotion. As per her view, multi-
disciplinary and the effective management is the key behind accomplishing the success, and she
might not be happy with the job but is doing great in her work and considers it as an opportunity
which will help in future job roles as well.
The second interviewee is Sheril who is currently working on the position of manager
and admin for university admission and along with that working for the Elizabeth School of
London located on canary wharf. Before starting a career path into management, she initiated her
journey as a school teacher. It took her around 3.5 years for attaining the position of assistant
administrator for a specific university and then become administrator in less than 6 months. The
experience that she gained has helped her in gaining the managerial position she is currently into.
Initially she was feeling under-depressed for all the over task but eventually it all helped in
enhancing the knowledge base. The company also provided her training and for her as well
multi-disciplinary and effective management is important for attaining managerial role.

Identifying the problems that either the interviewees or their organizations have faced related to
the Managerial Escalator and the Key Remedial Action points
Kateryn stated that before pandemic, there are more growth opportunities in contrast to
the after situation as it has resulted into many challenges and there is no sign of promotion and
there are chances that this might be the reason for being unhappy with the job. In contrast to it,
Sheril was happy with the initiatives taken by the organization pertaining to training and helpful
nature but before becoming manager she faced lot of pressure which resulted into getting the
feeling of depression. Thus, it can be stated from the above that Kateryn faced problem
pertaining to training and the ambience created in the organization while Sheril faced lot of over
task and depression. These problems can be directly related to the managerial escalator as
gaining a specialist knowledge and skills which are essential for being promoted as a manager. In
order to overcome such issues identified the remedial actions that can be undertaken are
described below.
Training and development: The organization can implement effective training and
development sessions which will help in upgrading the knowledge and skills of the employees
which can be used in the benefit of the organization (de Souza Fracaro and et.al., 2019). Along
with this, it can also be stated that through proper and timely training, employees will feel less
burdened and might not have the feeling of stress as they will be having required capabilities and
the skills which will be required for completing the task. In addition to this, it is also crucial to
note that providing employees with the growth related opportunities will assist in engaging the
employees towards the work in an effective way which will help in self-development.
Monitoring: Through this corrective action, the company can monitor and review the
work of the employees so that it can gain an understanding about the employees performance
and the problem they are facing so that initiative can be taken to reduce it (Murzacheva and
Levie, 2020). Under this, an employees feeling depressed or having lot of work burden can be
identified and help can be provided to them in order to overcome that situation. It will also help
in implementing strategies which will meet with the concerns of the employees like the working
environment or ineffective management. This will result into motivating the employees in
handling the things in a far better way.

REFERENCES
Books and Journals
Alegria, S., 2019. Escalator or step stool? Gendered labor and token processes in tech
work. Gender & Society. 33(5). pp.722-745.
Burrell, D. N., 2019. Developing more women in managerial roles in information technology
and cybersecurity. MWAIS 2019 Proceedings. Academic Press. https://aisel. aisnet.
org/mwais2019/20.
Claésson, L., 2019. Managerial representation: Are Women Better Off in the Public or the
Private Sector?: A quantitative study of gender inequality in managerial authority in the
Swedish welfare state service industries.
de Souza Fracaro and et.al., 2019, October. Escalators: A Technological Contribution in
Reducing Failures and Maintaining. In Brazilian Technology Symposium (pp. 595-604).
Springer, Cham.
Murzacheva, E. and Levie, J., 2020. Entrepreneurial finance journeys: embeddedness and the
finance escalator. Venture Capital. 22(2). pp.185-214.