Class Specifications - F.30 Management Services Officer IV - (7509)
Management Services Officer III - (7510)
Management Services Officer II - (7511)
Management Services Officer I - (7512)
April, 1975
Series Concept
The Campus Management Services Program is designed to recognize positions that are essential to the management of campus programs and activities. Persons appointed to positions in the Campus Management Services Program must have knowledge and experience in the principles, practices and trends of management.
The Campus Management Services Program includes two types of positions:
(1) Administrative Support Managers; and (2) Unit Heads.
- Administrative Support Managers provide management support to Deans, Directors, Department Chairman and Administrative Officers. They are responsible for long range planning, coordinating, organizing, staffing and supervising in the areas of budget, contract and grant administration, academic personnel administration, staff personnel administration, purchasing, expenditure control, space utilization, building and equipment security and maintenance and other services which support a teaching, research, clinical or administrative function of the campus.
- Unit Heads are responsible for the program as well as the management of a unit.
- Administrative Support Managers and Unit Heads independently exercise discretionary powers to solve managerial and/or program problems and are responsible for directing the work of others, hiring or releasing employees or recommending such actions, training, defining positions and determining methods, techniques, systems and materials required.
- Positions are excluded from the Campus Management Services Program when their compensation is based primarily on specialized professional rather than on managerial skills.
- Positions which are responsible for the resolution of problems having a short range or limited impact on the goals of the department is not included in this program.
Program levels and position titles
The Campus Management Services Program consists of four levels. The titles for the respective levels are summarized as follows:
- Level I - Management Services Officer I
- Level II - Management Services Officer II
- Level III - Management Services Officer III
- Level IV - Management Services Officer IV
Classification Factor Guides
Managerial positions are allocated to one of the four levels within the
Management Services Officer series upon a relative and collective evaluation
of the classification factor guides shown below:
<h3>I. Accountability</h3>
This covers the impact of the unit managed upon the campus, University,
or community in terms of scope of responsibility, importance, and the
consequences of managerial decisions.
<h3>II. Skills/Knowledge</h3>
This covers the complexity of the operation managed in terms of
requirements for specialized and/or professional education, training,
and experience.
<h3>III. Variety</h3>
This covers both the diversity and size of the activities managed in
terms of single vs. multi-function services, number and type of positions
supervised, budgetary size and variation.
<h3>IV. Problem Solving/Originality</h3>
This covers the stability of the operation managed in terns of stage of
development, growth pattern, uniqueness, and predictability of funding
sources.
<h3> V. Control</h3>
This covers the extent of managerial responsibility delegated to the
position in terms of authority for determining organizational structure,
budget planning, staffing, and expenditure of funds.
<h2>General Guidelines by Level</h2>
Incorporating segments of the specific classification factors, the general
guidelines below indicate typical characteristics of positions to be found
at each of the four Management Services Officer levels:
<table>
<thead>
<tr>
<th>Administrative Support Managers</th>
<th>Unit Heads</th>
</tr>
</thead>
<tbody>
<tr>
<td>Incumbents spend the majority of their
time solving long range problems and
planning, organizing and directing
Level I business operations in coordination(MSO I) with the Department Head
or Administra-ive Officer. The unit
is stable, therefore, there is no
requirement for frequent deviation
from standard University policies
and procedures.</td>
<td>Incumbents are managers of a unit
which is usually concerned with one
function, or if more than one function,
the operation is of limited scope.
This level does not require professional training in the service or
function provided. Incumbents have
full responsibility for business
management and the substance of the
program.</td>
</tr>
<tr>
<td>Incumbents are responsible for long
range management problems in a depart-
ment where the program is more variable
and less stable than at the first level,
as evidenced by a greater number and
variety of employees, sources of fund-
Level II ing or variety of business
services (MSO II) performed. The Department
Head is involved less frequently in problem
solving. The incumbent informs the
Department Head of major changes in pro-
cedures or operational policies. Novel
solutions to business management problems
are occasionally required.</td>
<td>Incumbents are managers of multi-function units or one-function units
of broad scope. Professional training may be required in the services or
functions provided, but the primary
emphasis is on business management.
Incumbents have full responsibility
for business management and the
program of the department.</td>
</tr>
<tr>
<td> Incumbents have primary responsibility
for long range planning and innovative
solutions to the full range of business
Level III management problems, which are
frequent (MSO III) because of continual
program changes, unpredictable fund sources,
and a wide variety of positions. There is
only general direction from the Department
Head in business management functions.
of the department.</td>
<td>Incumbents are managers of specialized multi-function units of limited scope or of units which are usually
one function and which require professional or a variety of highly specialized skills in the services or functions provided. Incumbents
have full responsibility for business management and the program</td>
</tr>
<tr>
<td>This is the highest level for Admini-
strative Support Management. The primary
responsibility involves long range
planning and innovative solutions to the
full range of administrative problems,
Level IV including those of a technical
nature.(MSO IV) These problems are
frequent because of continual program
changes, a diversity of unpredictable
fund sources, and a wide variety of
positions. This levelrequires incumbents
to possess a considerable depth of knowledge
in the academic and/or technical programs in
addition to business management
functions, resulting in high impact in a
wide variety of departmental affairs.</td>
<td>This is the highest level for Unit Head Management. Incumbents are managers of professional or highly
specialized, multi-function units of limited scope or one-function units
of wide scope which require professional or a variety of highly specialized skills in the services or
functions provided. Incumbents have full responsibility for business management and the program of the department.</td>
</tr>
</tbody>
</table>
<h2>Program Qualifications</h2>
Candidates for positions included in the Campus Management Services
Program are expected to have demonstrated knowledge and experience in
the principles, practices, and trends of management.
Specific Job requirements are established for each position.
<h2>Supplemental Guides to MSO Specifications</h2>
Supplemental guides are intended to be used in conjunction with
Management Service Officer specifications to aid in allocation of
positions to the 4 levels in the series. The guides give specific
examples, outline specific factors at each level of complexity, and
further clarify terms used in the specifications.
The guides outline two concepts which apply to MSO positions as
follows:
<ul><li>Management skills required of MSO.</li>
<li>Factors inherent in MSO positions.</li></ul>
It is recognized that not all levels will apply equally to all
positions. To be allocated to a particular level within the MSO series,
however, it is expected that incumbents utilize all management skills
(No. 1 above) required at that level. Also a majority of the factors
inherent in the position (No. 2 above) should apply at that level.
These guides are a result of a group effort composed of UCI campus
middle managers and analysts, and representatives of the campus Personnel
Office.
MSO QUESTIONNAIRE
Summarize the overall goals and objectives of your departmental organization
especially as they relate to the basic functions of the campus and University
(1.e. teaching, research, patient care, public service, or staff support of
other campus organizations.
What are the primary functions of your position in relation to the achievement
of these goals?
LONG RANGE PLANNING
1. What is the level of your responsibility for long range planning?
a. Independent development ___________________
b. Participation in development ___________________
c. Implementation of plans ___________________
d. Varies by type of specific departmental program ______________
Explain and give specific examples
2. Are you responsible for long range planning of:
a. Space allocations? Yes_________ No ______
b. Space Renovations _________ ______
c. Staff and non-faculty personnel needs? _________ ______
d. Faculty personnel needs? _________ ______
e. Supply and equipment needs? _________ ______
f. Other resources? _________ ______
If YES, explain and give specific examples:
3. Are your long range plans applicable to an individual program__________,
to combinations of individual programs________,or complete organizational
(departmental) operations_______? Please give specific examples:
4. Explain your authority to recommend or decide between competing demands
for allocation of available resources.
5. Does your long range planning directly affect operations in
a. a single function/activity in our department? Yes_______No_______
b. multiple units within your department. _______ _______
c. units external to your department on campus? _______ _______
d. major segments of the campus? _______ _______
e. systemwide or non-university organizations? _______ _______
For each YES, give specific names of units affected:
ORGANIZING
1. Do your responsibilities including organizing:
a. Administrative (office and support) units? Yes_________No_______
b. Operational (professional, technical, or
service) units? _________ _______
If YES, list the names of the units involved:
2. Do you have the responsibility to:
a. change the duties of non-academic positions
in your organization? Yes________No_______
b. develop the content of new additional
staff positions? ________ _______
c. advise on position content or responsibilities
of academic positions? ________ _______
d. reduce time of positions and/or abolish non-
academic positions? ________ _______
3. What review and prior approval is required of your organization and
staffing decisions for:
a. the administrative units mentioned above?
b. the operational units mentioned above?
4. Do you have responsibility for the functional organization of:
a. units at more than one location on campus? Yes________No________
b. units located off-campus? ________ ________
c. off-campus units that have both operational and
administrative groups within the unit? ________ ________
List off-campus units by name and location:
5. Do the units for which you have organizational responsibility have special
problems related to:
a. multiple shift operations Yes________No______
b. predictable short term changes in workload ________ ______
c. controls imposed by organizations external
to the University? ________ ______
If YES, explain with specific examples:
PERSONNEL MANAGEMENT
1. Provide a copy of the organization structure that is in sufficient detail
to show the organizational units and personnel for whom you have direct of
advisory responsibility.
2. List the number and payroll titles of all positions reporting directly to you.
After each position title, show the level of responsibility for the work
of other employees that you have assigned to the position. Use the
following level designations.
I. (Nonsupervisory) No continuing responsibility for others,
but may show new employees how to perform parts of their
assignments.
II. (lead) Assigned responsibility to train, control workflow,
solve working problems and perform other supervisory
functions for a group of three or more subordinate
employees.
III. (supervisory) Assigned responsibility to plan, organize, and
control the work of a recognized organization group of at
least five other employees and the authority (within
prescribed limits) to approve hiring, discipline, and
recommend termination of subordinates.
IV. (Managerial) A subordinate position to which you have
assigned responsibilities of a scope and nature resulting
in classification at the MSO or equivalent professional or
analyst level.
NUMBER PAYROLL TITLE LEVEL
3. List the total number, by payroll title, of all positions for which you
have managerial authority.
a. Direct (line) authority
b. Advisory (staff) responsibilities
COMPLEXITY
Indicate the number of personnel in each of the following categories for whom
you have either direct or advisory responsibility within your organization.
Direct Advisory
Responsibility Responsibility
Staff employees assigned to
standardized work schedules _______________ ______________
Staff employees assigned to
rotating shifts, split shifts, or
part-time schedules ________________ ______________
Academic (non-faculty) employees ________________ ______________
COMPLEXITY CONT.
Direct Advisory
Responsibility Responsibility
Academic faculty ______________ ______________
Clinical faculty without pay ______________ ______________
House staff, fellows, teaching assistants,
and similar appointments ______________ ______________
Others (explain by example) ______________ ______________
Are there other personnel within your department for whom you do not have
direct or advisory responsibility? Yes________No__________
If Yes please explain:
What are your responsibilities with respect to the development of internal
procedures controlling the recruitment process, salary and classification
changes, disciplinary actions, and related types of activities for the
personnel of your department?
Indicate the complexity of the various funding sources under your direct
or advisory control.
Current
Type Number of Budgets Year Amount
Appropriated Funds ____________ __________
Private contracts ____________ __________
Private grants ____________ __________
Government contracts ____________ __________
Government grants ____________ __________
Recharge operations ____________ __________
Generated income funds (I.E., professional
fees, patient charges, etc.) ____________ __________
Endowments ____________ __________
Zero budget operations ____________ __________
Other sources ____________ __________
Are there other funds or fund sources within your department which you do not
control? Yes________No_________
If Yes please explain:
What are your responsibilities with respect to the internal and external
procedures, reports, budgeting, rate setting and related activities for
these fund sources?
COORDINATION AND DECISION MAKING
1. Do you make decisions which:
a. determine what should be done (policy or procedural requirements)
to accomplish a specific operational activity in: your unit________
other campus departments__________?
Explain and give specific examples:
b. plan actual steps (detail procedures) to be taken in: your unit_________
other campus departments___________?
Explain and give specific examples:
2. Do you participate in the development of operating policies of procedures
that are intercampus or external to the University.
Explain and give specific examples:
3. Is the information or data which form the basis for your decisions based
on specific information__________or theoretical and judgmental factors__________?
Explain sources and give examples:
4. What review is made and/or approval required concerning your decisions
and recommendations affecting:
a. your immediate unit?
b. your department.
c. other campus units?
d. systemwide or external units.
SUPPLEMENTARY INFORMATION
Describe other aspects of your job which you believe are important to the
classification of your position that are not covered by this questionnaire:
THIS PAGE TO BE COMPLETED BY THE IMMEDIATE SUPERVISOR OF THIS POSITION:
1. How would you characterize the responsibilities you have assigned to this
position? (Please check the one statement that best fits.)
_________Supervise and handle the "paperwork" for the department.
_________Serve as advisor and consultant on administrative and business
operations of the department.
_________Delegated full responsibility (subject to general review) for
administrative and business operations of the department excluding
academic matters.
_________Delegated full responsibility (subject to general review) for
all administrate and business operations of the department including
participation from a business standpoint in academic and faculty matters.
_________Management of an organizational unit consisting of administrative
and or service employees performing a general or campuswide function
and having a separate operating budget.
_________Management of an organization consisting of several distinct units
each performing a different function but sharing a common operating
budget.
_________Management of a group of organizations each headed by a subordinate
Manager who has personnel and budget control of their unit.
2. What impact has the present incumbent had on the duties and
responsibilities you have assigned to the position?
CERTIFICATE OF THE IMMEDIATE SUPERVISOR: I have reviewed this description
and certify as to its accuracy, with any exceptions as noted.
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