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Architecture and urban planning managers

OaSIS code 20011.01

Architecture and urban planning managers plan, organize, direct, control and evaluate the activities and operations of an urban planning service or an architectural firm. They develop and implement policies, standards and procedures for the architectural and urban planning work performed in the department, service, or firm.

Overview

Also known as

  • Architectural manager

Main duties

This group performs some or all of the following duties:

  • Plan, organize, direct, control and evaluate the activities and operations of an urban planning service or an architectural firm
  • Develop and implement policies, standards and procedures for the architectural and urban planning work performed in the department, service, or firm
  • Recruit personnel and oversee development and maintenance of staff competence in required areas
  • Assign, coordinate and review the technical work of the department or project teams
  • May consult and negotiate with clients to prepare specifications, explain proposals or present architectural research reports and findings
  • May participate directly in the design, development and inspection of technical projects of the department.

Additional information

  • Progression to senior management positions in the respective fields is possible with experience.

Similar occupations classified elsewhere

Exclusions:

  • Public and environmental health and safety professionals (21120)
  • Architects (21200)
  • Landscape architects (21201)
  • Urban and land use planners (21202)
  • Land surveyors (21203)
  • Managers in natural resources production and fishing (80010)

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
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
Evaluating Information to Determine Compliance
5 - Highest Level

Work Context

Structural Job Characteristics

Structured versus Unstructured Work
Degree of freedom to determine tasks and priorities
4 - 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
4 - Every day, a few times per day
Duration
4 - More than half the time
Work with Work Group or Team
Importance
4 - Highly important
Frequency
4 - Every day, a few times per day

Workplaces/employers

  • Architectural firms
  • Private sector and government establishments
  • Scientific research companies

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
Fluency of Ideas
5 - Highest Level
Mathematical Reasoning
5 - Highest Level
Numerical Ability
5 - Highest Level
Spatial Visualization
5 - Highest Level
Categorization Flexibility
4 - High Level

Skills

Proficiency or complexity level
Coordinating
5 - Highest Level
Decision Making
5 - Highest Level
Management of Financial Resources
5 - Highest Level
Management of Material Resources
5 - Highest Level
Management of Personnel Resources
5 - Highest Level

Personal Attributes

Importance
Analytical Thinking
5 - Extremely important
Attention to Detail
5 - Extremely important
Independence
5 - Extremely important
Leadership
5 - Extremely important
Active Learning
4 - Highly important