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Senior managers - financial, communications and other business services

OaSIS code 00012.00

Senior managers in financial, communications and other business services are usually appointed by a board of directors, to which they report. They work either alone or in conjunction with the board of directors to develop and establish objectives for the company, and to develop or approve policies and programs. They plan, organize, direct, control and evaluate, through middle managers, the operations of their organization in relation to established objectives.

Overview

Also known as

  • Advertising agency president
  • Bank president
  • Chief executive officer (CEO) - telephone company
  • Chief financial officer (CFO) - advertising agency
  • Chief operating officer - engineering firm
  • Computing services company president
  • Credit union executive director
  • Executive vice-president - real estate agency
  • General manager - real estate management company
  • Human resources vice-president - bank
  • Marketing vice-president - clerical staff services
  • Operations vice-president - satellite communication services
  • President and chief executive officer - financial, communications and other business services
  • Trust company regional vice-president

Main duties

This group performs some or all of the following duties:

  • Determine the company's mission and strategic direction as conveyed through policies and concrete objectives which are met through the effective management of human, financial and material resources
  • Authorize and organize the establishment of major departments and associated senior staff positions
  • Allocate material, human and financial resources to implement organizational policies and programs; establish financial and administrative controls; formulate and approve promotional campaigns; and approve overall human resources planning
  • Select middle managers, directors or other executive staff; delegate the necessary authority to them and create optimum working conditions
  • Represent the organization, or delegate representatives to act on behalf of the organization, in negotiations or other official functions.

Additional information

  • There is mobility among senior management occupations.
  • Senior managers in this unit group may specialize in areas such as finance, marketing or human resources or in a particular service area.

Similar occupations classified elsewhere

Exclusions:

  • Insurance, real estate and financial brokerage managers (10020)
  • Banking, credit and other investment managers (10021)
  • Advertising, marketing and public relations managers (10022)
  • Other business services managers (10029)
  • Telecommunication carriers managers (10030)
  • Engineering managers (20010)
  • Architecture and science managers (20011)
  • Computer and information systems managers (20012)

Skills match:

View occupations with similar skills and abilities requirements

NOC hierarchy breakdown

NOC version

NOC 2021 Version 1.0

Broad occupational category

0 – Legislative and senior management occupations

TEER

0 – Management occupations

Major group

00 – Legislative and senior managers

Sub-major group

000 – Legislative and senior managers

Minor group

0001 – Legislators and senior management

Unit group

00012 – Senior managers - financial, communications and other business services

Occupational profile

00012.00 – Senior managers - financial, communications and other business services

Work characteristics

Work characteristics gathers the various components describing the work environment of each occupation, such as employers, work activities, and the work context. Each category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of complexity (for Work Activities) or other measurement dimensions (for Work Context), and secondly, in alphabetical order. The whole list of descriptors and their ratings can be expanded at the bottom of each page.

Work Activities

Proficiency or complexity level
Analyzing Data or Information
5 - Highest Level
Coaching and Developing Others
5 - Highest Level
Communicating with Coworkers
5 - Highest Level
Communicating with Persons Outside Organization
5 - Highest Level
Coordinating the Work and Activities of Others
5 - Highest Level

Work Context

Structural Job Characteristics

Structured versus Unstructured Work
Degree of freedom to determine tasks and priorities
5 - Very high amount of freedom
Work Week Duration
Worked hours in a typical week
3 - More than 40 hours

Physical Work Environment

Physical Proximity
Physical distance from others
3 - Somewhat close (e.g. share office)

Physical Demands

Sitting
Duration
4 - More than half the time
Standing
Duration
1 - Very little time
Bending or Twisting the Body
Duration
1 - Very little time

Interpersonal Relations

Contact with Others
Frequency
5 - Every day, almost continuously
Duration
4 - More than half the time
Work with Work Group or Team
Importance
5 - Extremely important
Frequency
5 - Every day, almost continuously

Workplaces/employers

  • Business service industries
  • Establishments throughout the telecommunications, finance, insurance, real estate, data processing, hosting and related services industries
  • Self-employed

Skills and abilities

This section displays the various competencies required for an occupation. Each category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of proficiency (for Skills and Abilities) or importance (for Personal Attributes) and secondly, in alphabetical order. The whole list of descriptors and their ratings can be expanded at the bottom of each page.

Abilities

Proficiency or complexity level
Categorization Flexibility
5 - Highest Level
Fluency of Ideas
5 - Highest Level
Information Ordering
5 - Highest Level
Mathematical Reasoning
5 - Highest Level
Memorizing
5 - Highest Level

Skills

Proficiency or complexity level
Coordinating
5 - Highest Level
Critical Thinking
5 - Highest Level
Decision Making
5 - Highest Level
Evaluation
5 - Highest Level
Learning and Teaching Strategies
5 - Highest Level

Personal Attributes

Importance
Analytical Thinking
5 - Extremely important
Attention to Detail
5 - Extremely important
Collaboration
5 - Extremely important
Independence
5 - Extremely important
Leadership
5 - Extremely important

Interests

The OaSIS uses the Holland Codes to describe the work-related interests. According to the Holland model, people work best in work environments that match their preferences, which means that people and work environments can be matched for a best fit. Occupational environments in Holland’s theory are described according to a combination of main interests and the activities they represent. There are six interests in the Holland typology: Realistic, Investigative, Artistic, Social, Enterprising and Conventional. All occupations in OaSIS have up to three interests assigned to them.

Interests

Preferences for work environments and outcomes.

Interests profile: ECI

Enterprising (E)

Enterprising occupations are characterized by the dominance of action-oriented activities to attain organizational or self-interest goals. They frequently involve starting up and carrying out projects, influencing, leading or mobilizing people, making decisions, and sometimes require risk taking and dealing with business.

Conventional (C)

Conventional occupations are characterized by the dominance of activities that entail following sets of procedures and routines. These activities may include systematic manipulation of data, such as keeping records, filing materials, reproducing materials, organizing written and numerical data according to a prescribed plan, and operating business and data processing. They often require following a clear line of authority and usually involve working with data and details more than with ideas.

Investigative (I)

Investigative occupations are characterized by the dominance of activities that entail the observation and systematic or creative investigation of physical, biological, or cultural phenomena. These occupations require an extensive amount of thinking and frequently involve working with ideas, searching for facts and figuring out problems mentally.

Employment requirements

Employment requirements includes the education, training, certifications and the knowledge required to work in each occupation. The Knowledge category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of proficiency, and secondly, in alphabetical order. The whole list of Knowledge descriptors and their ratings can be expanded at the bottom of each page.

Education, certification and licensing

  • A university degree in business administration, commerce, computer science or other discipline related to the service provided is usually required.
  • Several years of experience as a middle manager in financial, communications or other business services are usually required.
  • Specialization in a particular functional area or service is possible through specific university training in that area or through previous experience.
  • Senior managers in finance usually require a professional accounting or financial designation.

Knowledge

Knowledge level
Accounting
3 - Advanced Level
Business Management
3 - Advanced Level
Communications and Media
3 - Advanced Level
Economics
3 - Advanced Level
Finance
3 - Advanced Level

Skills for success

 
Skills for Success Model
 
Skills for Success are skills that help you in a quickly changing world. Everyone benefits from having these skills. They can help you to get a job, progress at your current job or even change jobs. The skills also help you become an active member of your community and succeed in learning.
 
 
Linkages Between ESDC Skills Models and Frameworks
 
ESDC makes available a dictionary of over 300 terms (or descriptors) and definitions, known as the Skills and Competencies Taxonomy (SCT). Descriptor information from the Taxonomy is used in the Occupational and Skills Information System (OaSIS).
 
While there is general commonality of meaning between the descriptors in the SCT and the Skills for Success model, there are some differences in their definitions due to their distinct purposes. The Skills for Success Model [9 broadly defined skills] identifies the skills that are universally applicable. The SCT displays specific skills and competency requirements for 900 occupations. Users of the Skills for Success Model and Essential Skills content may find competency information from the Taxonomy and the OaSIS to be complementary.
 
Stay tuned to this section for more information and updates regarding linkages between the Skills for Success model and the OaSIS.

O*NET in-it

This page includes information from the O*NET 27.2 Database by the U.S. Department of Labor, Employment and Training Administration (USDOL/ETA). Used under the CC BY 4.0 license. O*NET® is a trademark of USDOL/ETA. Employment and Social Development Canada has modified all or some of this information. USDOL/ETA has not approved, endorsed, or tested these modifications.

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