Marketing Manager - Career Profile and Information

Marketing Manager - Career Profile and InformationMarketing Manager - Career Profile and InformationA absatzwirtschaft manager leads an organizations entire absatzwirtschaft or sales team. He or she estimates demand for products and services, using data from marketing research studies. One must identify prospective markets and set prices with an eye toward maximizing profits, increasing market share and keeping customers satisfied. As a manager, his or her responsibilities also include hiring and training new members of the marketing team. He or she will have to motivate people, evaluate their performance, and fire underperforming employees when necessary. Collaborating with colleagues outside the marketing team is also a big part of the job. Marketing managers have input into research and development, and product and packaging design, for example. They also have to work closely with the financial department in developing a budget. Quick Facts Marketing managersearn amedian annua l salaryof $132,230 (2017).Approximately 218,300 people work in this occupation(2016).Most jobs are with professional, scientific, and technical services firms manufacturers insurance and financial companies.Marketing managers usually work full-time with plus-rechnenal hours around deadlines.Thejob outlookfor this occupation is excellent. The Bureau of Labor Statistics predicts employment growth that is faster than the average for all occupations between 2016 to 2026. Roles and Responsibilities What are some typical job duties for marketing managers? Employers listed the following ones onIndeed.com Maintain client databasesDevelop, orchestrate and execute comprehensive global marketing plans for assigned productsOverseethe companys marketing budgetLead market researchWrite and edit all creative copy for segmented e-mail marketing, seasonal catalogs, postcards, print ads, display signageDevelop and drive marketing programs reflective of brand strategy How to Become a Marketin g Manager The educational requirements include at least a bachelors degree in marketing. Consider doing an internship while you are in college. You will then need work experience in advertising, public relations, and sales, in jobs including, for example, public relations specialist and sales representative. In addition you must have strong computer skills so consider taking classes if necessary. What Soft Skills Do You Need? In addition to a college degree and professional experience in a related job, marketing managers also need specific soft skills. These are personal qualitiesyou were either born with or developed through your life experience. Communication It is imperative that marketing managers have superior, as well, as persuasive writing and verbal communication skills. They must also be excellent listeners.CreativityThe ability to constantly come up with new ideas is essential to your success in this field.Decision-MakingAs a marketing manager, you will have to choose strategies to sell your companys products. This often includes using critical thinking skills to select what you have decided is the best option from among several. Analytical SkillsA significant part of your job will involve using marketing research data to develop strategies.LeadershipAs a manager, you will need the ability to guide your team toward a common goal. WhatWill Employers ExpectFrom You? Here are some of the qualifications employers who listed openings onIndeed.com included in their job announcements Results oriented, self-motivatedProficient in PowerPoint, Excel and WordCross-functional team player and manager/leaderCapable of juggling multiple projects simultaneously with the ability to prioritize and manage time effectivelyStrong project management skillsSkilled in dealing with data and able to easily analyze and extract conclusions Is This Occupation a Good Fit for You? A career must match ones interests,personality type, andwork-related values for it to be a good fit. Do a self assessment to learn if you have the traits that make a career as a marketing manager suitable for you. Interests(Holland Code) ECA (Enterprising, Conventional, Artistic)Personality Type(MBTI PersonalityTypes)ENFJ,ENTP, ENTJWork-Related Values Working Conditions, Achievement, Independence Take This Quiz Do You Have What It Takes to Be a Marketing Manager? Occupations With Related Activities and Tasks DescriptionAnnual Salary (2017)Educational RequirementsLogisticianManages a companys supply chain, which moves a product from supplier to customer$74,590Associate Degree or Bachelors Degree (preferred) in Business, Systems Engineering, or Supply Chain ManagementSales ManagerCoordinates an organizations sales team$121,060Bachelors Degree in BusinessAdvertising ManagerCreates programs to generate interest in a product or service$106,130Bachelors Degree in Advertising or MarketingConstruction Project ManagerOversees all aspects of construction projects$91,370Bache lors Degree in a Construction Related Field + Construction ExperienceChief Executive (CEO)Directs all the activities of an organization$183,270Bachelors or Masters Degree in Business (MBA) Sources Bureau of Labor Statistics, U.S. Department of Labor,Occupational Outlook Handbook Employment and Training Administration, U.S. Department of Labor,O*NETOnline(visited July 12, 2018).

How to Manage a Deadbeat Employee

How to Manage a Deadbeat EmployeeHow to Manage a Deadbeat EmployeeA deadbeat employee is an employers nightmare. You know the occasional employee you have who is constantly in need of correction and improvement. He doesnt show up for work, calls in sick, and milks the time off policy, always walking on the edge, but never falling off. He walks the edge of the work policies and processes, too. He does just enough to stay employed but doesnt grow professionally nor contribute like your other employees. He sometimes reaches his goals but exhibits a general lack of enthusiasm. The hallmark of the deadbeat employee is that he is always walking on the edge between succeeding and failing. Some deadbeat employees actively criticize the company and its policies, not through suggested routes, but in an email, at the water cooler, and in the employee lunchroom. Others are constantly unhappy with whatever policy or direction the company sets. Their unhappiness runs all over their coworkers as th ey complain, gossip, and criticize. Whatever gestalt of behavior your deadbeat employee exhibits, it wont go away without your intervention. Bad habits, like good habits, become ingrained in workplace behavior. The Impact of the Deadbeat Employee The deadbeat employee impacts your workplace and employees negatively, constantly, and insidiously. Smart employees shun the deadbeat employee, realizing the impact he has on their positive workplace morale and productivity. Others wallow in your deadbeat employees viewpoint. But employees who feel a bit like he does about a change, the workplace in general, or their jobs, are quick to echo the deadbeats point of view. This further poisons your workplace morale and productivity. If you let the deadbeat employee get away with this behavior, you train him or her that the behavior is acceptable. The persons coworkers, who are probably picking up the slack, become demoralized because they work hard and contribute and see that the deadbeat e mployee does not. Additionally, they lose respect for your management, and possibly their faith in the company, because you fail to deal with a problem that everyone in your workplace sees. Your Responsibility to Deal With the Deadbeat Employee The deadbeat employees coworkers depend on you to deal with the problem. They may make cutting remarks, shun the non-performer, or talk quietly among themselves, but they dont feel enabled or equipped to deal with the borderline performer. They just feel his impact on their work and workplace. And, theyre right. Coworkers can do their little bits to encourage the deadbeat employee to contribute. They can make norms for their team, give coworker feedback, and express unhappiness, but the deadbeat employee has no obligation to change or improve. The behavior of the deadbeat employee is ultimately the managers responsibility to address. How to Approach the Deadbeat Employee Your first step with a deadbeat employee is to figure out what w ent wrong. Something did go wrong. It will give you insight into what caused the behavior that is troubling your workplace. fruchtwein employees start out enthusiastic and excited about their new job. They find their enthusiasm punctured somewhere along the way. Or, they puncture their enthusiasm it works both ways in the workplace. Figuring out what happened is key if you are committed to helping the deadbeat employee become, not a deadbeat employee, but a contributing member of your work community. Its a rare employee who wakes up in the morning and decides to have a miserable day at work. Its a rare employee who wants to feel like afailure as he leaves the workplace daily. Yes, a rare employee, but they do exist, and it is guaranteed, the employee believes its not his fault- its yours. You are the problem, or his workplace is the problem. Once youve worked with the employee to discover the source of his unhappiness and low morale, you can assist the employee to do something about it. With a deadbeat employee, this is the tough step. First, he has to own the responsibility for his subsequent actions and reactions to workplace happenings that may have occurred years ago. It is a tough step for you, too. You may decide his concerns and unhappiness are legitimate. If so, a sincere apology is in order, even if you had nothing to do with the occurrences that generated the problem. At the very least, an acknowledgment that you believe that some of his low morale is legitimate may be in order. It also makes sense to ask what about the work system is causing the employee to fail. You may also decide he brought his lousy attitude to your workplace and your company did an inadequate job of screening out a potentially poorly performing employee. Regardless of the details, on some level, the employee must own that his reaction to the circumstances belongs to him. He must own his chosen reaction. Indeed, our reactions to the changing circumstances around us may be the on ly factor that is always under our control in most situations. Next Steps in Dealing With the Deadbeat Employee Whatever you decide about why your deadbeat employee is a deadbeat employee, these are actions you can try. Help the deadbeat employee see whats in it for him to succeed and improve. Both personal and professional gains result from improved performance and a commitment to success.Assure the employee that you have faith in her ability to succeed. Sometimes supportive words from a supervisor or manager are the first shes received in years.Help the employee set several short-term, achievable goals. These should be time-based and have clear outcomes about which you agree. Some of these goals can address employee attitude in behavioral terms. It is because it is generally not possible for you and the employee to share a clear picture of what a schwimmbad attitude looks like. But, you can share a picture about the behaviors the employee exhibits that make you think he has a bad attitude. Then, monitor progress. Make sure the employee has something to do that he likes every day. These ideas should help you deal with your deadbeat employee. But, if youve done your best, and the employee isnt changing, you can responsibly, ethically, and legally help the employee move on to his next employment opportunity.

Tips for Performance Improvement at Work

Tips for Performance Improvement at WorkTips for Performance Improvement at WorkYou can significantly improve yur performance at work by practicing these eight tips provided by Jason Womack, executive coach and author of the book, Your Best Just Got Better Work Smarter, Think Bigger, Make More (Wiley) (Compare Prices). Jason participated in an email interview which is so full of useful ideas that they overflowed into a series of articles. See part 2 6 Tips for Productivity Improvement. Interview With Jason Womack About How to Improve Performance Susan Heathfield So many productivity and performance improvement systems landseem to be time-consuming, unwieldy, and difficult to integrate into daily work life. Im looking for simple tips that my readers might actually do, that would help them improve their performance as quickly as they try out the idea. These are the kind of tips that make a reader shake his or her head with wonder that they never thought of something that simple, bu t helpful, themselves. Then, voila The new tip is integrated. Can you help? Jason Womack Susan, you and I are going to get along. Love the way you think. The first problem when you deal with how to improve performance is that people have mislabeled the problem. They emphatically state the fact that they dont have time. So, by default, you are right. The systems are what take time to learn about, tischset up, maintain and enhance. Right? Do a search in the iTunes app store for productivity and list managers and youll come up with many competing systems .99 cents will get you an app that promises to you name it. The real place to start, and what your readers can begin thinking about right away, is not the system, but the process they go through in identifying why they need to be productive and work on their performance in the first place. Heres what I recommend. Out of the gate, make three lists - not one, not 15 - just three. Things to think about some more,Things youre managing over the next 3-9 months (these come from what youre thinking about), andThings to do in the next 96 hours (these come from what youre managing). Things to think about some more Moving through a 24 hour period, most people will identify something that they want to think about again, later.Someone talks about a vacation they just took and you think, Hmmm, I should talk about our summer vacation with my spouse.Someone mentions a seminar/conference that they attended, and you think, Next quarter, I need to look into attending a trade conference. Someone on the subway has a book theyre reading, and that makes you think you get the point. So, keep some kind of things to think about inventory. At any given time, I might have 15-20 things on this list, and I just look at it weekly to make sure that Im still into those things. Be careful not to load this list up. Its not a bucket list of things to do sometime in your life. Things youre managing over the next 3-9 months 90 240 days is a long wa y away, but, it will be here before you know it. The easiest way to approach this list is to take out your calendar and look at the next 12 to 36 Fridays. Ask yourself, What do I want to have done by then? I work with people around the world and they say that this one activity is one of the most important things Ive recommended. Update the list monthly review it weekly. I like to remind my clients, You are your productivity brand. What you take on, and what you accomplish, creates your brand identity. Share this plan with your mentor, if you have one. Youll want your mentor to see what you think you should be working on so he can question, assist and challenge your productivity plans regularly. Things to do in the next 96 hours This is where the rubber hits the road - where things get done, for real. 96 hours is about as much as most people can future forecast. You can just about know what the next four days have in store for you who you have meetings with, what youll be doing out t here in the big world, and so forth. My own to do list is just that, and, I work as hard as possible to get the actions Ive listed there down to 15 minute blocks of activity. Why 15 minutes? Easy Its long enough to actually make progress on something yet short enough to find during a typical day. Trust me, if you look for them, youll notice 2-10 15 minute blocks of time open in each day. Heathfield What are the three - five biggest opportunities for the average employee to improve performance on a daily basis? Womack Ok, interesting question. The very title of the book, Your Best Just Got Better tends to attract the higher performers, the recently promoted, and the go getters of the world (executives, volunteers, community members, college and high school students, pretty much anyone who is going for more). So, when I see that word average, I have to step back and think a bit more. Pick your three MITs for the day. These are your Most Important Things - not to-dos, but the areas you want to have focused on, moved on, and addressed head on during the day. While some clients pick their MITs the morning of, I suggest that you do this today, before you leave work. Leave this list where can see it multiple times during the day, and check in about every 2 hours and ask, How am I doing on what I said Id focus on today?Create a process-oriented approach to work flow management. The process I coach is to build options into the work day. The more you know, the more options you have. When you remember the option to continue down one path that had your attention or re-focus on your one, two or three priorities and get the important work done, you may make that choice. Maximize interruptions Yes, you read that right. Most people try to minimize how many times they are interrupted. They say yes to meetings, make up fake meetings, take a stack of work (or their laptop) to a conference room or coffee shop, turn on their Do Not Disturb message on their phone or an Out Of Offic e on email - all in the hopes that they will get a few longer blocks of uninterrupted time to get their work done. Instead of continuing to do that, consider maximizing that next interruption.Heres how Keep a stack of sticky notenzeichens or 3X5 note cards nearby. On the top of each one, write down a persons name who you know will interrupt you sometime today. Next time the person comes over to ask, Do you have a minute? say yes, and also talk about the few things youve come up with that are on your list for them. Resist the urge to interrupt them when you think of something. Simply add it to the list.Imagine the time youd save if people would do this for you. Imagine the time you would save if everyone interrupted each other two-four fewer times per hour, and maximized each interruption by talking at once about the two or four things that they thought of over the past little while. Acknowledge the good work Whos doing something good? Who is doing something great? Starting tomorrow, and once a day for the next five days, stop and acknowledge someone on your team. Let the employee know very explicitly what you saw them do, how you think it is helping move the mission forward, and that you appreciate the effort they are making.Over five days, experiment with this and stay aware of your own engagement in/with what you do. If you notice that youre more engaged, keep doing this. It will improve your performance and the performance of the employees who report to you. More About Thank You and Recognition Top 10 Ways to Show Appreciation to Employees40 Ways to Say Thank You at Work20 Ways to Tell Your Employees That You CareMarket yourself for a new mentor Your teachers, coaches, mentors what I call your social network in the book have encouraged, pushed, and asked you to improve as far as you have gotten. To get to that next level, you may not want to count on the same group of mentors as before. Let a few, specific people know that youre looking for a new mentor. You would like someone to meet with just a few times for coffee/tea or for lunch. Get away from the office, and sit down with someone who will listen intently to what youre working on, where youre going, and what you dream about without interjecting an opinion or, even, advice.You want a mentor who will listen, ask you questions, listen more, and ask you to think about things in ways that you have not yet thought of. The good thing about your current social network is that youre comfortable thinking with them, and they are comfortable with what you do and how you do it. But, thats the unfortunate thing about your current social network, too. More About Mentoring Top 15 Characteristics of a Successful MentorBuild a Mentoring CultureHeres another tip about email that readers can implement right away When you email a coworker asking for something, put a verb in the subject line of the email. Most of the people you work around get anywhere from 50-200 emails a day. You want yours to b e the email that they see on their SmartPhone or in their inbox and know exactly what youre asking them to do. Think of your subject line as your action line instead and see your response rate soar. You can implement these eight tips to improve your performance and productivity at work today. Why are you waiting? You have nothing but success and less stress in your future if you accomplish more - and more effectively - every day. More About Improving Your Performance Achieve Your Dreams 6 Steps to Accomplish Your Goals and ResolutionsCreate Your Personal Vision StatementYour Image Is YouTake Responsibility for Your Life