The Information Systems Audit and Control Association, 3701 Algonquin Rd., Suite 1010, Rolling Meadows, IL 60008.

Homepage: http://www.isaca.org

For information on accredited programs in accounting and business, contact:

American Assembly of Collegiate Schools of Business, 605 Old Ballas Rd., Suite 220, St. Louis, MO 63141. Homepage: http://www.aacsb.edu

Administrative Services Managers

(D.O.T. 163.167-026; 169.167-034; 188.117-122, .167-106)

Significant Points

Many advance to these jobs by acquiring work experience in various administrative positions.

Keen competition is expected due to low turnover and an ample supply of competent, experienced workers seeking managerial jobs.

Nature of the Work

Administrative services managers are employed throughout the American economy, and their range of duties is broad. They coordinate and direct support services, which may include: secretarial and reception; administration; payroll; conference planning and travel; information and data processing; mail; facilities management; materials scheduling and distribution; printing and reproduction; records management; telecommunications management; personal property procurement, supply, and disposal; security; and parking.

In small organizations, a single administrative services manager may oversee all support services. In larger ones, however, first-line administrative services managers report to mid-level supervisors who, in turn, report to proprietors or top-level managers. The upperlevel managers, with titles such as vice president of administrative services, are included in the Handbook statement on general managers and top executives.

First-line administrative services managers directly oversee a staff that performs various support services. Mid-level managers develop departmental plans, set goals and deadlines, develop procedures to improve productivity and customer service, and define the responsibilities of supervisory-level managers. They are often involved in the hiring and dismissal of employees, but generally have no role in the formulation of personnel policy.

As the size of the firm increases, administrative services managers are more likely to specialize in one or more support activities. For example, some administrative services managers work primarily as facilities managers, office managers, property managers, or unclaimed property officers. In many cases, the duties of these administrative services managers are quite similar to those of other managers and supervisors, some of whom are discussed in other Handbook statements.

Administrative services managers who specialize in facilities management or planning may oversee the purchase, sale, or lease of facilities; redesign work areas to be more efficient and user-friendly; ensure that facilities comply with government regulations; and supervise maintenance, grounds, and custodial staffs. In some firms, they are called facilities managers.

Some mid-level administrative services managers oversee firstline supervisors from various departments, including the clerical staff. In small firms, however, clerical supervisors, who are discussed in the Handbook statement on clerical supervisors and managers, perform this function.

Property management is divided into the following functions: Management and use of personal property such as office supplies, administrative services management, and real property management (a function of property and real estate managers, who are discussed elsewhere in the Handbook). Personal property managers acquire,

Some individuals start their own administrative management consulting firms.

distribute, and store supplies, and may sell or dispose of surplus property. Other property managers are engaged solely in surplus property disposal, which involves the resale of scraps, rejects, and surplus or unneeded supplies and machinery. This is an increasingly important source of revenue for many commercial organizations. In government, surplus property officers may receive surplus from various departments and agencies, and then sell or dispose of it to the public or other agencies.

Some administrative services managers oversee unclaimed property disposal. In government, this activity may entail auctioning off unclaimed liquid assets such as stocks, bonds, the contents of safe deposit boxes, or personal property such as motor vehicles, after attempts to locate their rightful owners have failed.

Working Conditions

Administrative services managers generally work in comfortable offices. In smaller organizations, they may work alongside the people they supervise and the office may be crowded and noisy.

The work of administrative services managers can be stressful, as they attempt to schedule work to meet deadlines. Although the 40hour week is standard, uncompensated overtime is often required to resolve problems. Managers involved in personal property procurement, use, and disposal may travel extensively between their home office, branch offices, vendors' offices, and property sales sites. Facilities managers who are responsible for the design of work spaces may spend time at construction sites and may travel between different facilities while monitoring the work of maintenance, grounds, and custodial staffs.

Employment

Administrative services managers held about 291,000 jobs in 1996. Over half worked in service industries, including management, business, social, and health services organizations. Others were found in virtually every other industry.

Training, Other Qualifications, and Advancement

Many administrative services managers advance through the ranks in their organization, acquiring work experience in various administrative positions before assuming first-line supervisory duties. All man

agers who oversee departmental supervisors should be familiar with office procedures and equipment. Facilities managers may have a background in architecture, engineering, construction, interior design, or real estate, in addition to managerial experience. Managers of personal property acquisition and disposal need experience in purchasing and sales, and knowledge of a wide variety of supplies, machinery, and equipment. Managers concerned with supply, inventory, and distribution must be experienced in receiving, warehousing, packaging, shipping, transportation, and related operations. Managers of unclaimed property often have experience in insurance claims analysis and records management.

Educational requirements for these managers vary widely, depending on the size and complexity of the organization. In small organizations, experience may be the only requirement needed to enter a position as office manager. When an opening in administrative services management occurs, the office manager may be promoted to the position based on past performance. In large organizations, however, administrative services managers are normally hired from outside, and each position has formal requirements concerning education and experience. For first-line administrative services managers of secretarial, mail room, and related support activities, many employers prefer an associate degree in business or management, although a high school diploma may suffice when combined with appropriate experience. For managers of audiovisual, graphics, and other technical activities, postsecondary technical school training is preferred. For managers of highly complex services, a bachelor's degree in business, human resources, or finance is often required. The curriculum should include courses in office technology, accounting, business mathematics, computer applications, human resources, and business law. Similarly, facilities managers may need a bachelor's degree in engineering, architecture, or business administration, although some have an associate degree in a technical specialty. Some administrative services managers have advanced degrees. Whatever the manager's educational background, it must be accompanied by related work experience reflecting demonstrated ability.

Persons interested in becoming administrative services managers should have good communication skills and be able to establish effective working relationships with many different people, ranging from managers, supervisors, and professionals, to clerks and blue-collar workers. They should be analytical, detail oriented, flexible, and decisive. The ability to coordinate several activities at once and quickly analyze and resolve specific problems is important. Ability to work under pressure and cope with deadlines is also important.

Advancement in small organizations is normally achieved by moving to other management positions or to a larger organization. Advancement is easier in large firms employing several levels of administrative services managers. Attainment of the Certified Administrative Manager (CAM) designation, through work experience and successful completion of examinations offered by the Institute of Certified Professional Managers, can increase one's advancement potential. A bachelor's degree enhances a first-level manager's opportunities to advance to a mid-level management position, such as director of administrative services, and eventually to a top-level management position, such as executive vice president for administrative services. Those with the required capital and experience can establish their own management consulting firm.

Job Outlook

Employment of administrative services managers is expected to grow about as fast as the average for all occupations through the year 2006. Like other managerial occupations, this occupation is characterized by low turnover. These factors, coupled with the ample supply of competent, experienced workers seeking managerial jobs, should result in keen competition for administrative services management positions in the coming years.

Many firms are increasingly contracting out administrative services positions and otherwise streamlining these functions in an effort

to cut costs. Corporate restructuring has reduced the number of administrative services manager positions in recent years, and this trend is expected to continue.

As it becomes more common for firms and governments at all levels to contract out administrative services, demand for administrative services managers will increase in the management services, management consulting, and facilities support services firms providing these services.

Earnings

Earnings of administrative services managers vary greatly depending on their employer, specialty, and geographic area in which they work. According to a 1996 survey conducted by the AMS Foundation, building services/facilities managers earned about $53,800 a year in 1996; office/administrative services managers earned about $41,400; and records managers about $37,900.

In the Federal Government, facilities managers in nonsupervisory, supervisory, and managerial positions averaged $49,140 a year in early 1997; miscellaneous administrative and program officers, $53,330; industrial property managers, $47,930; property disposal specialists, $43,460; administrative officers $49,070, and support services administrators, $39,700.

Related Occupations

Administrative services managers direct and coordinate support services and oversee the purchase, use, and disposal of personal property. Occupations with similar functions include administrative assistants, appraisers, buyers, clerical supervisors, contract specialists, cost estimators, procurement services managers, property and real estate managers, purchasing managers, and personnel managers.

Sources of Additional Information

For information about careers in facilities management, contact:

International Facility Management Association, 1 East Greenway Plaza, Suite 1100, Houston, TX 77046-0194 Homepage: Http://www.IFMA.org For information about the certified administrative manager designation, contact:

Institute of Certified Professional Managers, James Madison University, College of Business, Harrisonburg, VA 22807.

For information about compensation of administrative managers,

contact:

AMS Foundation, 350 W. Jackson Boulevard, Suite 360, Chicago, IL 60661.

Budget Analysts

(D.O.T. 161.117-010, .267-030)

Significant Points

Federal, State, and local governments employ 1 out of 3 budget analysts.

A bachelor's degree generally is the minimum educational requirement; however, some employers require a master's degree.

Competition for jobs should remain keen because of the substantial number of qualified applicants; those with a master's degree should enjoy the best job prospects.

Nature of the Work

Budget analysts play a primary role in the development, analysis, and execution of budgets. Budgets are financial plans used to estimate future requirements and organize and allocate operating and capital resources effectively. The analysis of spending behavior and the planning of future operations are an integral part of the decisionmaking process in most corporations and government agencies.

Budget analysts work in private industry, nonprofit organizations, and the public sector. In private industry, a budget analyst examines, analyzes, and seeks new ways to improve efficiency and increase profits. Although analysts working in government generally are not concerned with profits, they too are interested in finding the most efficient distribution of funds and other resources among various departments and programs.

A major responsibility of budget analysts is to provide advice and technical assistance in the preparation of annual budgets. At the beginning of the budget cycle, managers and department heads submit proposed operating and financial plans to budget analysts for review. These plans outline expected programs, including proposed program increases and new initiatives; estimated costs and expenses; and capital expenditures needed to finance these programs.

Analysts begin by examining the budget estimates or proposals for completeness, accuracy, and conformance with established procedures, regulations, and organizational objectives. Sometimes they review financial requests by employing cost-benefit analysis, assessing program trade-offs, and exploring alternative funding methods. They also examine past and current budgets, and research economic and financial developments that affect the organization's spending. This process allows analysts to evaluate proposals in terms of the organization's priorities and financial resources.

After this review process, budget analysts consolidate the individual department budgets into operating and capital budget summaries. The analysts submit preliminary budgets to senior management, or sometimes, as is often the case in local and State governments, to appointed or elected officials, with comments and supporting statements that justify or deny funding requests. By reviewing different departments' operating plans, analysts gain insight into an organization's overall operations. This generally proves useful when they interpret and offer technical assistance to officials approving the budget. At this point in the budget process, budget analysts help the chief operating officer, agency head, or other top managers analyze the proposed plan and devise possible alternatives if the projected results are unsatisfactory. The final decision to approve the budget, however, is usually made by the organization head in a private firm or elected officials in government, such as the State legislative body.

Throughout the rest of the year, analysts periodically monitor the budget by reviewing reports and accounting records to determine if allocated funds have been spent as specified. If deviations appear between the approved budget and actual performance, budget analysts may write a report explaining the causes of the variations along with recommendations for new or revised budget procedures. They suggest reallocation of excess funds or recommend program cuts to avoid or alleviate deficits. They also inform program managers and others within their organization of the status and availability of funds in different budget accounts. Before any changes are made to an existing program or a new one is started, a budget analyst assesses its efficiency and effectiveness. Analysts also may project budget needs for long-range planning.

The budget analyst's role has broadened as limited funding has led to downsizing and restructuring throughout private industry and government. In addition to developing guidelines and policies governing the formulation and maintenance of the budget, analysts may measure organizational performance, assessing the effect of various programs and policies on the budget, and help draft budget-related legislation. Budget analysts sometimes conduct training sessions for company or government agency personnel on new budget procedures.

Working Conditions

Budget analysts work in a normal office setting, generally 40 hours per week. However, during the initial development and mid-year and final reviews of budgets, they often experience the pressure of deadlines and tight work schedules. The work during these periods can be extremely stressful, and analysts are usually required to work more than the routine 40 hours a week.

Budget analysts spend the majority of their time working independently, compiling and analyzing data and preparing budget pro

Senior budget analysts are prime candidates for promotion to management positions.

posals. Nevertheless, their routine schedule can be interrupted by special budget requests, meetings, and training sessions. Others may travel to obtain budget details and explanations of various programs from coworkers, and to personally observe what funding is being used for in the field.

Employment

Budget analysts held about 66,000 jobs throughout private industry and government in 1996. Federal, State, and local governments are major employers, accounting for one-third of budget analyst jobs. The Department of Defense employed 7 of every 10 budget analysts working for the Federal Government. Other major employers of budget analysts are schools, hospitals, banks; and manufacturers of transportation equipment, chemicals and allied products, electrical and electronic machinery, and industrial machines.

Training, Other Qualifications, and Advancement Private firms and government agencies generally require candidates for budget analyst positions to have at least a bachelor's degree. Within the Federal Government, a bachelor's degree in any field is sufficient background for an entry-level budget analyst position. State and local governments have varying requirements, but a bachelor's degree in one of many areas-accounting, finance, business or public administration, economics, political science, planning, statistics, or a social science such as sociology-may qualify one for entry into the occupation. Sometimes, a field closely related to the employing industry or organization within an industry, such as engineering, may be preferred. An increasing number of States and other employers require a candidate to possess a master's degree to ensure adequate analytical and communication skills. Some firms prefer candidates with business backgrounds because business courses emphasize quantitative analytical skills. Budget and financial experience can occasionally be substituted for formal education when applying for a budget analyst position.

Because developing a budget involves manipulating numbers and requires strong analytical skills, courses in statistics or accounting are helpful, regardless of the prospective budget analyst's major field of study. Financial analysis in most organizations is automated, and requires familiarity with word processing and the financial software packages used in budget analysis. Software packages commonly used by budget analysts include electronic

spreadsheets and database and graphics software. Employers generally prefer job candidates who already possess these computer skills over those who need to be trained.

In addition to analytical and computer skills, those seeking a career as a budget analyst must also be able to work under strict time constraints. Strong oral and written communication skills are essential for analysts to prepare, present, and defend budget proposals to decision makers.

Entry-level budget analysts may receive some formal training when they begin their jobs. However, most employers feel that the best training is obtained by working through one complete budget cycle. During the cycle, analysts become familiar with all the steps involved in the budgeting process.

The Federal Government, on the other hand, offers extensive onthe-job and classroom training for entry-level analysts, who are initially called trainees. Analysts are encouraged to participate in the various classes offered throughout their careers.

Beginning analysts usually work under close supervision. Capable entry-level analysts can be promoted into intermediate level positions within 1 to 2 years, and then into senior positions within a few more years. Progressing to a higher level means added budgetary responsibility and can lead to a supervisory role.

In the Federal Government, for example, beginning budget analysts compare projected costs with prior expenditures; consolidate and enter data prepared by others; and assist higher grade analysts by doing research. As analysts progress, they begin to develop and formulate budget estimates and justification statements; perform in-depth analyses of budget requests; write statements supporting funding requests; advise program managers and others on the status and availability of funds in different budget activities; and present and defend budget proposals to senior managers.

Because of the importance and high visibility of their jobs, senior budget analysts are prime candidates for promotion to management positions in various parts of the organization.

Job Outlook

Despite the increase in demand for budget analysts, competition for jobs should remain keen because of the substantial number of qualified applicants. Job opportunities are generally best for candidates with a master's degree. In some cases, budget and financial experience can offset a lack of formal education. A working knowledge of computer financial software packages can also enhance one's employment prospects in this field.

Employment of budget analysts is expected to grow about as fast as the average for all occupations through the year 2006. In addition to employment growth, many job openings will result from the need to replace experienced budget analysts who transfer to other occupations or leave the labor force.

Planning and financial control demand more attention because of the growing complexity of business and the increasing specialization within organizations. Many companies will continue to rely heavily on budget analysts to examine, analyze, and develop budgets to determine capital requirements and to allocate labor and other resources efficiently among all parts of the organization. Managers will continue to use budgets as a vehicle to plan, coordinate, control, and evaluate activities within their organizations more effectively.

Expanding automation continues to make budget analysts more productive, allowing them to process more data in less time. Also, computers are increasingly used to organize, summarize, and disseminate data to top-level managers, thereby centralizing decision-making and reducing the need for middle managers in many organizations. However, any computer-induced effects on employment of budget analysts may be offset by growing demand for information and analysis. Easier manipulation of and accessibility to data provide management with more considerations on which to base decisions.

The financial work performed by budget analysts is an important function in every organization. Financial and budget reports must be completed during periods of economic growth and slowdowns.

Therefore, budget analysts generally are less subject to layoffs during economic downturns than many other workers.

Earnings

Salaries of budget analysts vary widely by experience, education, and employer. According to a survey conducted by Robert Half International, a staffing services firm specializing in accounting and finance, starting salaries of budget and other financial analysts in small firms ranged from $24,000 to $33,200 in 1997; in large organizations, from $28,000 to $38,700. In small firms, analysts with 1 to 3 years of experience earned from $28,000 to $43,100; in large companies, from $31,000 to $51,300. Senior analysts in small firms earned from $34,500 to $50,000; in large firms, from $39,000 to $60,600. Earnings of managers in this field ranged from $40,000 to $65,000 a year in small firms, while managers in large organizations earned between $47,000 and $83,800.

A survey of workplaces in 160 metropolitan areas reported that inexperienced budget analysts had median annual earnings of about $30,100 in 1995, with the middle half earning between $26,200 and $35,500 a year.

In the Federal Government, budget analysts generally started as trainees earning $19,500 or $24,200 a year in 1997. Candidates with a master's degree might begin at $29,600. Beginning salaries were slightly higher in selected areas where the prevailing local pay level was higher. The average annual salary for budget analysts employed by the Federal Government in nonsupervisory, supervisory, and managerial positions was $48,600 in 1997.

Related Occupations

Budget analysts review, analyze, and interpret financial data; make recommendations for the future; and assist in the implementation of new ideas. Workers who use these skills in other occupations include accountants and auditors, economists, financial analysts, financial managers, and loan officers.

Sources of Additional Information

Information about career opportunities as a budget analyst may be available from your State or local employment service.

Information on acquiring a job as a budget analyst with the Federal Government may be obtained from the Office of Personnel Management through a telephone-based system. Consult your telephone directory under U.S. Government for a local number, or call (912) 757-3000 (TDD 912 744-2299). That number is not toll-free and charges may result. Information also is available from their Internet site: http://www.usajobs.opm.gov

Construction and Building Inspectors

(D.O.T. 168.167-030, -034, -038, -046, and -050; .267-010, -102; 182.267; 850.387, .467)

Significant Points

Over 50 percent are employed by local governments, primarily municipal or county building departments. Construction and building inspectors tend to be older, more experienced workers who have spent years working in other related occupations.

Nature of the Work

Construction and building inspectors examine the construction, alteration, or repair of buildings, highways and streets, sewer and water systems, dams, bridges, and other structures to ensure compliance with building codes and ordinances, zoning regulations, and contract specifications. Throughout the country, building codes and standards are the primary means by which building construction is regulated to assure the health and safety of the general public. Inspectors make an

initial inspection during the first phase of construction, and follow-up inspections throughout the construction project to monitor compliance with regulations. However, no inspection is ever exactly the same. In areas where certain types of severe weather or natural disasters are more common, inspectors monitor compliance with additional safety regulations designed to protect structures and occupants in these events.

Building inspectors inspect the structural quality and general safety of buildings. Some specialize-for example, in structural steel or reinforced concrete structures. Before construction begins, plan examiners determine whether the plans for the building or other structure comply with building code regulations, and if they are suited to the engineering and environmental demands of the building site. Inspectors visit the work site before the foundation is poured to inspect the soil condition and positioning and depth of the footings. Later, they return to the site to inspect the foundation after it has been completed. The size and type of structure and the rate of completion determine the number of other site visits they must make. Upon completion of the entire project, they make a final comprehensive inspection.

In addition to structural characteristics, a primary concern of building inspectors is fire safety. They inspect structure's fire sprinklers, alarms, and smoke control systems, as well as fire doors and exits. Inspectors assess the type of construction, building contents, adequacy of fire protection equipment, and risks posed by adjoining buildings.

There are many types of inspections and inspectors. Electrical inspectors examine the installation of electrical systems and equipment to ensure they function properly and comply with electrical codes and standards. They visit work sites to inspect new and existing sound and security systems, wiring, lighting, motors, and generating equipment. They also inspect the installation of the electrical wiring for heating and air-conditioning systems, appliances, and other components.

Elevator inspectors examine lifting and conveying devices such as elevators, escalators, moving sidewalks, lifts and hoists, inclined railways, ski lifts, and amusement rides.

Mechanical inspectors inspect the installation of the mechanical components of commercial kitchen appliances, heating and air-conditioning equipment, gasoline and butane tanks, gas and oil piping, and gas-fired and oil-fired appliances. Some specialize in boilers or ventilating equipment as well.

Plumbing inspectors examine plumbing systems, including private disposal systems, water supply and distribution systems, plumbing fixtures and traps, and drain, waste, and vent lines.

Public works inspectors ensure that Federal, State, and local government construction of water and sewer systems, highways, streets, bridges, and dams conforms to detailed contract specifications. They inspect excavation and fill operations, the placement of forms for concrete, concrete mixing and pouring, asphalt paving, and grading operations. They record the work and materials used so contract payments can be calculated. Public works inspectors may specialize in highways, structural steel, reinforced concrete, or ditches. Others specialize in dredging operations required for bridges and dams or for harbors.

Home inspectors generally conduct inspections of newly built or previously owned homes. Increasingly, prospective home buyers hire home inspectors to inspect and report the condition of a home's major systems, components, and structure. They are typically hired either immediately prior to a purchase offer on a home, or as a contingency to a sales contract. In addition to structural quality, home inspectors must be able to inspect all home systems and features, from plumbing, electrical, and heating or cooling systems to roofing.

Specification inspectors are employed by the owner of a building or structure under construction to ensure work is done according to design specifications. They represent the owners' interests, not the general public. These inspectors may also be utilized by insurance companies or financial institutions.

Details concerning construction projects, building and occupancy permits, and other documentation are generally stored on computers so they can easily be retrieved and kept accurate and up to date. For example, inspectors may use laptop computers to record their findings while inspecting a site. Most inspectors use computers to help them monitor the status of construction inspection activities and keep track of issued permits.

Although inspections are primarily visual, most inspectors, except home inspectors, may use tape measures, survey instruments, metering devices, and test equipment such as concrete strength measurers. They keep a log of their work, take photographs, file reports, and, if necessary, act on their findings. For example, construction inspectors notify the construction contractor, superintendent, or supervisor when they discover a code or ordinance violation or something that does not comply with the contract specifications or approved plans. If the problem is not corrected within a reasonable or specified period of time, government inspectors have authority to issue a "stop-work" order.

Many inspectors also investigate construction or alterations being done without proper permits. Inspectors who are employees of municipalities enforce laws pertaining to the proper design, construction, and use of buildings. They direct violators of permit laws to obtain permits and submit to inspection.