Careers rarely develop the way we plan them. Our career path often takes many twists and turns, with particular events, choices and people influencing our direction.

We asked Peter Clifford from An Garda Síochána to give some advice for people considering this job:

 

Peter Clifford

Probationer Garda

An Garda Síochána

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  Peter Clifford
To get physically fit for the entrance tests and also for the demanding physical nature of the job. Also I would tell people to enjoy themselves before they join as it’s a job for at least 30 years.

I would also informl people about the variety of avenues people can get into when they have completed their training. There really is a career for every person regardless of where their interests lie. There is so many specialised units and prospects.
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Occupation Details

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Manager - General

Job Zone

Education
Most occupations in this zone require job specific training (vocational training) related to the occupation (NFQ Levels 5 and 6 or higher), related on-the-job experience, or a relevant professional award.

Related Experience
Previous work-related skill, knowledge, or experience is required for these occupations. For example, electricians typically complete four years of training in order to perform the job.

Job Training
Employees in these occupations usually need one or two years of training involving both on-the-job experience and informal training with experienced workers. A recognised apprenticeship program may be associated with these occupations.

Job Zone Examples
These occupations usually involve using communication and organisational skills to coordinate, supervise, manage, or train others to accomplish goals. Examples include restaurant managers, electricians, agricultural technicians, legal secretaries, hairdressers, and web developers.

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At a Glance... header image

A general manager is a business executive who usually oversees a company or organisations marketing and sales functions, as well as the day-to-day business operations.


The Work header image

Managers work across a very large range of areas, including production and manufacturing, retail and distribution, charities and the voluntary sector, leisure facilities, health services and local government - in fact, anywhere where decisions need to be made about the development, care and most efficient use of people and physical resources.

Although their roles can be very different, managers usually have certain things in common with each other. For example, most managers are responsible for other people.

There is a growing emphasis within management on 'people', rather than the function they have within an organisation. This means that many managers are working to realise the potential of their employees, maximising their skills and therefore their contribution to the organisation.

Managers can achieve this through motivating and guiding others. They can encourage better communication and team-work between staff at all levels within an organisation. Managers build teams and set up the systems to appraise and develop team and individual performance.

They can also make sure that the systems are in place within which people can identify their training and resource needs, and talk openly about any concerns they may have. Management is less a matter of telling people what to do (although managers must maintain discipline and know how to make firm decisions) and more about helping to create a team of people whose skills complement one another's, who are well-motivated and have a clear idea of why they are important to the organisation.

Managers do not have to directly manage other staff. Those who do are sometimes said to have 'line responsibility'. However, almost all types of management involve working with other people to achieve the organisation's aims.

Managers may have quite a general role, co-ordinating the work of several departments, or they may specialise in one of the main types of management, which include managing operations, finances, marketing and strategy.

'Operations' means the day-to-day activities of the organisation, such as producing a machine part, or displaying and selling food to customers. For example, operational management in a production factory could involve managing staff, purchasing raw materials, distributing the goods to customers, monitoring profitability and ensuring the highest levels of customer service.

Operations Management involves the management of physical resources, which, depending on the manager's role and the size and activities of the organisation, can range from the smallest items of stationery, to computers, to fleets of vehicles.

Managers often have responsibility for finances, for example, making sure that project aims can be achieved within budget. They may have responsibility for the organisation's financial performance, or have to prepare applications for funding, such as grants. Often, managers must be able to interpret financial reports and accounts, listening to and understanding the advice of accountants or finance directors.

In marketing, managers make decisions which will improve the link between the organisation and its customers, for example, in issues such as pricing, advertising, distribution and analysis of sales figures.

At higher management levels, managers may be involved in strategic planning. This involves thinking about the direction in which the organisation is moving, including its strengths and weaknesses, threats from competitors' services or products, and how decisions could affect the organisation in the near and long-term future.

At all levels, managers are likely to have to deal with a considerable number of regulations and guidelines, covering issues such as health and safety, environmental management and working practices.

 


Tasks & Activitiesheader image

The following is a list of the most commonly reported tasks and activities for this occupation

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Oversee activities directly related to making products or providing services.

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Direct and coordinate activities of businesses or departments concerned with the production, pricing, sales, or distribution of products.

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Review financial statements, sales and activity reports, and other performance data to measure productivity and goal achievement and to determine areas needing cost reduction and program improvement.

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Manage staff, preparing work schedules and assigning specific duties.

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Direct and coordinate organization's financial and budget activities to fund operations, maximize investments, and increase efficiency.

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Establish and implement departmental policies, goals, objectives, and procedures, conferring with board members, organization officials, and staff members as necessary.

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Determine staffing requirements, and interview, hire and train new employees, or oversee those personnel processes.

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Plan and direct activities such as sales promotions, coordinating with other department heads as required.

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Determine goods and services to be sold, and set prices and credit terms, based on forecasts of customer demand.

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Locate, select, and procure merchandise for resale, representing management in purchase negotiations.

Work Activities header image

The following is a list of the most commonly reported work activities in this occupation.

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Organizing, Planning, and Prioritizing Work:  Developing specific goals and plans to prioritize, organize, and accomplish your work.

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Monitoring and Controlling Resources:  Monitoring and controlling resources and overseeing the spending of money.

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Coordinating the Work and Activities of Others:  Getting members of a group to work together to accomplish tasks.

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Resolving Conflicts and Negotiating with Others:  Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others.

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Making Decisions and Solving Problems:  Analyzing information and evaluating results to choose the best solution and solve problems.

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Establishing and Maintaining Interpersonal Relationships:  Developing constructive and cooperative working relationships with others, and maintaining them over time.

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Communicating with Persons Outside Organization:  Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail.

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Communicating with Supervisors, Peers, or Subordinates:  Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.

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Scheduling Work and Activities:  Scheduling events, programs, and activities, as well as the work of others.

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Thinking Creatively:  Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions.


Knowledge header image

The following is a list of the five most commonly reported knowledge areas for this occupation.

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Administration and Management:  Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.

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Personnel and Human Resources:  Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems.

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Customer and Personal Service:  Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.

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Economics and Accounting:  Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data.

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Mathematics:  Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications.


Skillsheader image

The following is a list of the most commonly reported skills used in this occupation.

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Coordination:   Adjusting actions in relation to others' actions.

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Monitoring:   Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.

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Reading Comprehension:   Understanding written sentences and paragraphs in work related documents.

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Critical Thinking:   Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.

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Writing:   Communicating effectively in writing as appropriate for the needs of the audience.

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Speaking:   Talking to others to convey information effectively.

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Management of Personnel Resources:   Motivating, developing, and directing people as they work, identifying the best people for the job.

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Social Perceptiveness:   Being aware of others' reactions and understanding why they react as they do.

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Active Listening:   Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.

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Operations Analysis:   Analyzing needs and product requirements to create a design.

Personal Qualitiesheader image

Effective managers must be able to analyse problems and use objective judgement to make quick decisions. You must be able to think strategically, with a broad prospective, considering the possible effects of your decisions in the longer-term.  
 
You will need excellent communication and interpersonal skills; the ability to listen, empathise and respond to people's needs and concerns will help to create a team of people whose skills complement one another's, who are well-motivated and have a clear idea of their role and why they are important to the organisation. Good written skills will help you, for example, to produce reports or set out company strategy for the future.  
 
You may need strong presentation and negotiating skills to persuade higher level managers of the course of action you wish to take, or perhaps to negotiate issues of pay and conditions with staff representatives, including trade union officials.  
 
You will need excellent organisational skills to manage human and physical resources, including strong time management skills. You will need to set personal and organisational goals, prioritise tasks and you will probably work to deadlines. The ability to delegate well (trust someone else with a task) will help you manage your time and, just as importantly, will increase other people's confidence and sense of responsibility and involvement.  
 
Managers must be able to respond to and manage change; this means that they must be flexible and adaptable, with the ability to revise plans when necessary.  
 
Managers are likely to need some financial knowledge, including the ability to work to budgets and to understand, and perhaps write, financial reports. The ability to listen to and trust the advice of others (for example, accountants or specialist financial staff) will help you to avoid making poor financial decisions. Good general number skills will be important, for example, when considering costs, stock quantities, wages and salaries.  
 
Increasingly, managers are likely to need some knowledge of information technology systems and the ways in which they may benefit an organisation. Computer skills are essential.  
 
Language and technical skills are also useful.


Further Informationheader image

A detailed description of this occupation can be found on a number of online databases. Follow the link(s) below to access this information:

Note: you will be leaving the CareersPortal Site

Go..Branch Manager - from:  icould [UK] Video
Go..General Manager - from:  icould [UK] Video
Go..Operations Manager - from:  iCould [UK] Video
Go..Operations Manager - from:  iCould [UK] Video
Go..Operations Manager - from:  icould [UK] Video
Go..Senior Manager - from:  iCould [UK] Video
Go..Supervisor - from:  N.C.S. [UK]

Related Occupationsheader image

Contactsheader image

bullet

Organisation: Irish Management Institute
  Address: Clonard, Sandyford Road, Dublin 16
  Tel: (01) 207 8400
  Email: Click here
  Url Click here

 

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