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A brief look at management reporting levels and salaries

By Peter B. Wylie , Deborah Bongiorno




Managers who are at or near the top of an organization chart earn higher salaries, on average, than those who toil in the middle and lower levels.

The highest-paid managers, on average, are heads of institutionally related foundations or alumni associations and report directly to their boards. (See Figure 1.) Although they are a relatively small proportion of respondents—only 4 percent of the survey's subset of managers—they earn an average of $104,800. At the other end of the management spectrum are respondents who have some management responsibility but are not the head of a major department. These managers, 31 percent of all managers in the survey, earn an average of $53,800.

Figure 1. Average salary by nature of management responsibility for advancement managers

Those who head a major department but do not report directly to the CEO—37 percent of managers—earn an average salary of $75,000, and the 29 percent who head a major department and report directly to the CEO or board earn an average salary of $92,800.

If you've set your sights on being promoted into management, are hoping to move up through the management ranks, or even aspire to the corner office, the likelihood of earning a higher salary can be tempting. Nonmanagers earn an average salary of $47,000, which is about $6,800 less than those respondents who have some management responsibility but are not head of a major department. Further, those managers earn an average of $21,200 less than managers who head a major department but don't report directly to the CEO.

The difference between those who do not report to the CEO and those who do is about $17,800. Respondents who are head of an institutionally related foundation or an alumni association and report to its board earn, on average, $12,000 more than those who head a major department and report to the CEO.

About the Authors Peter B. Wylie

Peter B. Wylie of Margolis-Wylie Associates is an industrial psychologist/data analyst who teaches advancement professionals how to mine their own databases to find predictors of giving. Wylie's other books are Baseball, Fundraising and the 80/20 Rule, Problem Employees: How to Improve Their Performance (Upstart Publishing, 1991), Problem Bosses: Who They Are and How to Deal with Them (Fawcett paperback, 1987), and Can This Partnership be Saved? (Upstart Publishing, 1993).

Deborah Bongiorno

Deborah Bongiorno is the editor of CURRENTS.

 

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