11-1021.00 · Learning planner
General and Operations Managers: a task-based learning plan
Plan, direct, or coordinate the operations of public or private sector organizations, overseeing multiple departments or locations. Duties and responsibilities include formulating policies, managing daily operations, and planning the use of materials and human resources, but are too diverse and general in nature to be classified in any one functional area of management or administration, such as personnel, purchasing, or administrative services. Usually manage through subordinate supervisors. Excludes First-Line Supervisors.
Explore the complete task inventory first →
Understand the profile before choosing priorities
The table shows the ten highest importance ratings among 31 skills with usable ratings. Skills tied on importance can share a rank. Importance (1–5) and level (0–7) describe different dimensions. A level of 4 is not 4/7 of a course, and neither scale is your personal score. Source dates refer to the underlying rating, not the database release date.
| Skill | Importance / 5 | Level / 7 | Rating date |
|---|---|---|---|
| Active Listening | 4.00 | 4.12 | 08/2023 · Analyst |
| Speaking | 4.00 | 4.12 | 08/2023 · Analyst |
| Monitoring | 4.00 | 4.12 | 08/2023 · Analyst |
| Reading Comprehension | 4.00 | 4.00 | 08/2023 · Analyst |
| Coordination | 3.88 | 4.00 | 08/2023 · Analyst |
| Critical Thinking | 3.88 | 3.88 | 08/2023 · Analyst |
| Social Perceptiveness | 3.75 | 4.00 | 08/2023 · Analyst |
| Management of Personnel Resources | 3.75 | 4.00 | 08/2023 · Analyst |
| Complex Problem Solving | 3.62 | 3.88 | 08/2023 · Analyst |
| Judgment and Decision Making | 3.62 | 3.88 | 08/2023 · Analyst |
Anchor the plan in an actual task
Choose one reported task you want to understand better. Then choose one to three skills and describe an appropriate learning activity, evidence you will review and a date. For practical work requiring authorization, choose relevant coursework, observation or supervised training.
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.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Answer inquiries regarding credit references
Level 6: Serve as a judge in a complex legal disagreement
What would you ask the other person to clarify, and how would you confirm you understood?
Speaking
Talking to others to convey information effectively.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Interview applicants to obtain personal and work history
Level 6: Argue a legal case before the Supreme Court
How would you explain the task, audience needs and next step in a short conversation?
Monitoring
Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Monitor a meeting and revise the agenda to ensure important topics are discussed
Level 6: Review corporate productivity and develop a plan to increase it
What result or exception would you inspect during the task, and when would you revisit it?
Reading Comprehension
Understanding written sentences and paragraphs in work-related documents.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Understand an email from management describing new personnel policies
Level 2: Read step-by-step instructions for completing a form
Which instruction, constraint or exception in a document would you need to explain accurately?
Coordination
Adjusting actions in relation to others' actions.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Work with others to put a new roof on a house
Level 2: Schedule appointments for a medical clinic
Who would need what information, and at which handoff would timing matter?
Critical Thinking
Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Evaluate customer complaints and determine appropriate responses
Level 2: Determine whether a subordinate has a good excuse for being late
What assumption could change your conclusion, and what evidence would you check first?
Social Perceptiveness
Being aware of others' reactions and understanding why they react as they do.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Be aware of how a coworker's promotion will affect a work group
Level 2: Notice that customers are angry because they have been waiting too long
What perspective or concern might another person bring to this task?
Management of Personnel Resources
Motivating, developing, and directing people as they work, identifying the best people for the job.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Direct the activities of a road repair crew with minimal disruption of traffic flow
Level 2: Encourage a coworker who is having difficulty finishing a project
What roles, expectations, feedback and support would help people complete the work?
Complex Problem Solving
Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Redesign a floor layout to take advantage of new manufacturing techniques
Level 2: Lay out tools to complete a job
How would you separate the problem into parts and compare possible explanations?
Judgment and Decision Making
Considering the relative costs and benefits of potential actions to choose the most appropriate one.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for general and operations managers.
Level 4: Evaluate a loan application for degree of risk
Level 2: Decide how scheduling a break will affect work flow
Which options, constraints and consequences would you compare, and what could change the choice?
Review the result
Your plan should explain why the selected skills matter for your chosen task, what you will do next and what evidence you will examine. Revisit the plan after that activity. Completing a worksheet or matching an occupation’s ratings does not establish professional competence.
Keep your worksheet
Download before leaving this page. Unsaved writing remains only in the page and is cleared on refresh. Notes and learning actions are not sent to a server. This guide describes an occupation and supports study planning; it does not provide clinical, legal or equipment-operating procedures.
Source and practice material
Occupational context uses the O*NET® 31.0 Database from the U.S. Department of Labor, Employment and Training Administration, under CC BY 4.0. View the occupation.
Skill Workbench selected and adapted the occupational information and added its own fictional cases, calculations, guidance and worksheets. USDOL/ETA has not approved, endorsed or tested these additions. O*NET® is a trademark of USDOL/ETA.