Also known as Accounting Instructor, Accounting Professor, Associate Professor, Business Administration Professor, Business Instructor, Business Professor, Instructor, Management Professor, Marketing Professor, Professor
Also known as Accounting Instructor, Accounting Professor, Associate Professor
Management Professors teach courses in business administration and management, such as accounting, finance, human resources, labor and industrial relations, marketing, and operations research.
In addition, Management Professors includes both teachers primarily engaged in teaching and those who do a combination of teaching and research.
Management Professors are often responsible for overseeing or executing some or all of the following tasks:
The above responsibilities are specific to Management Professors. More generally, Management Professors are involved in several broader types of activities:
The median salary for a Management Professor is $88,010, and the average salary is $107,270. Both the median and average roughly describe the middle of the Management Professor salary range, but the average is more easily affected by extremely high or low salaries.
Many Management Professors earn significantly more or less than the average, due to several factors. About 10% of Management Professors earn less than $39,720 per year, 25% earn less than $58,350, 75% earn less than $137,730, and 90% earn less than $202,080.
Between the years of 2020 and 2030, the number of Management Professors is expected to change by 6.5%, and there should be roughly 9,700 open positions for Management Professors every year.
Career interests describe a person's preferences for different types of working environments and activities. When a person's interest match the demands of an occupation, people are usually more engaged and satisfied in that role.
Compared to most occupations, those who work as a Management Professor are usually higher in their Social, Enterprising, and Investigative interests.
Management Professors typically have very strong Social interests. Social occupations frequently involve working with, communicating with, and teaching people. These occupations often involve helping or providing service to others.
Also, Management Professors typically have moderate Enterprising interests. Enterprising occupations frequently involve starting up and carrying out projects. These occupations can involve leading people and making many decisions. Sometimes they require risk taking and often deal with business.
Lastly, Management Professors typically have moderate Investigative interests. Investigative occupations frequently involve working with ideas, and require an extensive amount of thinking. These occupations can involve searching for facts and figuring out problems mentally.
People differ in their values, or what is most important to them for building job satisfaction and fulfillment.
Compared to most people, those working as a Management Professor tend to value Independence, Achievement, and Relationships.
Most importantly, Management Professors strongly value Independence. Occupations that satisfy this work value allow employees to work on their own and make decisions.
Second, Management Professors strongly value Achievement. Occupations that satisfy this work value are results oriented and allow employees to use their strongest abilities, giving them a feeling of accomplishment.
Lastly, Management Professors strongly value Relationships. Occupations that satisfy this work value allow employees to provide service to others and work with co-workers in a friendly non-competitive environment.
Each occupation brings its own set of psychological demands, which describe the characteristics necessary to perform the job well.
In order to perform their job successfully, people who work as Management Professors must consistently demonstrate qualities such as integrity, analytical thinking, and independence.
Below, you'll find a list of qualities typically required of Management Professors, ranked by importance:
Many Management Professors have earned a graduate degree. For example, they may require a master's degree, and some require a doctoral degree, such as a Ph.D., M.D., or J.D..
Management Professors may need some on-the-job training, but most candidates will already have the required skills, knowledge, work-related experience, and/or training.
Management Professors may benefit from understanding of specialized subject areas, such as education and training, administration and management, or economics and accounting knowledge.
The list below shows several areas in which most Management Professors might want to build proficiency, ranked by importance.
Management Professors must develop a particular set of abilities to perform their job well. Abilities are individual capacities that influence a person's information processing, sensory perception, motor coordination, and physical strength or endurance. Individuals may naturally have certain abilities without explicit training, but most abilities can be sharpened somewhat through practice.
For example, Management Professors need abilities such as oral expression, written comprehension, and written expression in order to perform their job at a high level. The list below shows several important abilities for Management Professors, ranked by their relative importance.
Skills are developed capacities that enable people to function effectively in real-world settings. Unlike abilities, skills are typically easier to build through practice and experience. Skills influence effectiveness in areas such as learning, working with others, design, troubleshooting, and more.
Management Professors frequently use skills like speaking, instructing, and learning strategies to perform their job effectively. The list below shows several critical skills for Management Professors, ranked by their relative importance.
The information provided on this page is adapted from data and descriptions published by the U.S. Department of Labor, Employment and Training Administration under the CC BY 4.0 license. TraitLab has modified some information for ease of use and reading, and the U.S. Department of Labor, Employment, and Training Administration has not approved, endorsed, or tested these modifications.
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