11-2021.00 · Learning planner
Marketing Managers: a task-based learning plan
Plan, direct, or coordinate marketing policies and programs, such as determining the demand for products and services offered by a firm and its competitors, and identify potential customers. Develop pricing strategies with the goal of maximizing the firm's profits or share of the market while ensuring the firm's customers are satisfied. Oversee product development or monitor trends that indicate the need for new products and services.
Explore the complete task inventory first →
Understand the profile before choosing priorities
The table shows the ten highest importance ratings among 29 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 | 4.12 | 4.12 | 08/2026 · Analyst |
| Speaking | 4.00 | 4.12 | 08/2026 · Analyst |
| Persuasion | 3.88 | 4.25 | 08/2026 · Analyst |
| Reading Comprehension | 3.88 | 4.12 | 08/2026 · Analyst |
| Critical Thinking | 3.88 | 4.12 | 08/2026 · Analyst |
| Active Learning | 3.88 | 4.12 | 08/2026 · Analyst |
| Monitoring | 3.88 | 4.12 | 08/2026 · Analyst |
| Complex Problem Solving | 3.88 | 4.00 | 08/2026 · Analyst |
| Judgment and Decision Making | 3.88 | 4.00 | 08/2026 · Analyst |
| Systems Evaluation | 3.88 | 3.75 | 08/2026 · 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 marketing 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 marketing 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?
Persuasion
Persuading others to change their minds or behavior.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for marketing managers.
Level 4: Convince a supervisor to purchase new office equipment
Level 6: Change the opinion of the jury in a complex legal case
What evidence would help an audience evaluate your proposal without hiding its tradeoffs?
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 marketing managers.
Level 4: Understand an email from management describing new personnel policies
Level 6: Read a scientific journal article describing surgical procedures
Which instruction, constraint or exception in a document would you need to explain accurately?
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 marketing managers.
Level 4: Evaluate customer complaints and determine appropriate responses
Level 6: Write legal brief challenging a federal law
What assumption could change your conclusion, and what evidence would you check first?
Active Learning
Understanding the implications of new information for both current and future problem-solving and decision-making.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for marketing managers.
Level 4: Determine the impact of new menu changes on a restaurant's purchasing requirements
Level 6: Identify the implications of a new scientific theory for product design
What new information would change your approach, and how would you record the change?
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 marketing 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?
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 marketing 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 marketing 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?
Systems Evaluation
Identifying measures or indicators of system performance and the actions needed to improve or correct performance, relative to the goals of the system.
Read the scale examples
These generic examples illustrate the level scale. They are not required activities for marketing managers.
Level 4: Identify the reasons why a client might be unhappy with a product
Level 2: Determine why estimates for the time to complete a task are overly optimistic
What would indicate the system is meeting its purpose, and what comparison would be fair?
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.