Administrative Services Management — M2

ADMINI.ADMINISTC60E.M2

M2M2 — Manager IIhigh0.80approvedglobalv1

Manages the delivery of administrative services — office operations, records and information management, supplies, mail, timesheet/payroll accuracy, facilities upkeep, and vendor coordination — through teams of administrative staff, and at senior levels owns the administrative apparatus, its policies, budgets, and long-term strategy. Distinct from Facilities/Real Estate Engineering focuses (building-systems engineering, lease administration) and from Executive Support focuses (dedicated EA support to individual principals); this focus owns the administrative function as a managed organization rather than the technical building plant or one-to-one principal support.

♡ SaveMy saved →My collections →

Level

M2 · M2 — Manager II · 5–8 yrs

Function · Focus

Administrative & Corporate Services · Administrative Services Management

Market pay (median)

$110k ($87k–$141k)

Pay basis

function-anchored · wide bars

Focus — Administrative Services Management

Material PAY differential vs the function baseline.

Responsibilities by level

What this person actually does at each level on the management track — escalating scope, not one generic blob. Your level is highlighted.

Establishes work procedures and schedules to organize the daily work of administrative staff within a single unit, balancing coverage against established practices.
Supervises the accuracy of timesheets and payroll payments, resolving routine discrepancies before submission.
Manages paper and electronic filing systems by recording, updating, and maintaining documents such as attendance records and correspondence so business records stay organized and properly stored.
Allocates and distributes supplies across each part of the business and coordinates mail distribution.
Directly supervises individual contributors, assigning daily tasks and monitoring completion against unit goals.

M2this profile

Supervises the day-to-day operations of the administrative department and staff, owning tactical outcomes across the office.
Hires, trains, and evaluates employees, taking corrective action when necessary and applying judgment within established HR factors.
Develops, reviews, and improves administrative systems, policies, and procedures.
Ensures the office is stocked with necessary supplies and that all equipment is working, communicating with and providing guidance for external vendors and service providers.
Works with accounting and management teams to set budgets, monitor spending, and process payroll across the department.

Plans, administers, and controls budgets for contracts, equipment, and supplies, evaluating spending trends to reallocate resources across the department.
Acts as liaison between the executive level and employees, communicating directives and gathering feedback on diverse operational issues.
Leads the administrative department or team, holding responsibility for operations and budget outcomes against department goals.
Manages vendor and service-provider relationships, negotiating terms and resolving escalated service issues.
May lead supervisors or cross-functional administrative professionals, evaluating and improving processes that span multiple units.

Takes responsibility for a medium-sized organizational entity with a broader scope of administrative activities, managing larger teams or multiple sites.
Plans, organizes, implements, coordinates, and controls all administrative services for a department or division, setting policy and standards across sections.
Meets with other departmental leaders to establish organizational goals, strategic plans, and objectives for administrative services, contributing to longer-term and multi-site budgeting.
Owns business-continuity decisions for building incidents, supply-chain interruptions, or sudden staff shortages, where lapses could jeopardize business activities.
Coordinates cross-departmental administrative activities across multiple units and exercises independent judgment and decision-making authority on functional strategy, reporting to top leadership on the administrative apparatus.

Level guidelines

The universal leveling rubric applied to this function — how scope, complexity, collaboration, and experience step up across levels.

Level	Knowledge & Application	Complexity & Problem Solving	Collaboration & Interaction	Typical Degree & Years
M1	Functional expert in office procedures, records management, and supply/mail logistics; applies established practices to organize the daily work of a single administrative unit.	Limited scope; resolves routine scheduling, filing, and timesheet/payroll discrepancies using known procedures.	Daily interactions with administrative staff and peers to assign work and confirm task completion.	Functional expert with some leadership exposure, often progressing from Administrative Assistant, Office Coordinator, Executive Assistant, or Facilities Supervisor roles.
M2	Applies knowledge of administrative systems, HR practices, and budgeting to run a department's day-to-day operations and improve policies and procedures.	Makes judgments within known factors — staffing, supply, equipment, and payroll issues — selecting among established options.	Cross-functional cooperation with accounting and management teams and direct dealings with external vendors and service providers.	2–5 years in team leadership or specialist administrative roles; typically an Administrative Manager, Office Manager, or Business Office Manager.
M3	Applies strategic planning, resource allocation, and financial-operations knowledge to manage department operations, contracts, and budgets; familiarity with records-retention and information-management standards (e.g., ARMA) and facilities certification context (e.g., CFM).	Addresses diverse administrative issues and evaluates spending and operational trends to reallocate resources and improve processes.	Leads the administrative team and serves as liaison between executives and staff; negotiates with vendors and partners across functions.	5–7+ years managing professionals and budgets; typically a Senior Administrative Manager or Administrative Director.
M4	Applies administration-and-management and compliance knowledge to plan and control all administrative services for a department or division, owning policy, standards, and continuity across multiple teams, sites, or a medium-sized entity, aligned to business objectives.	Handles strategic, cross-site problems — continuity incidents, supply-chain interruptions, staff shortages — exercising independent judgment where decisions could jeopardize business activities.	Engages senior and departmental leaders on functional strategy, coordinates cross-departmental administrative activities, and reports directly to top leadership on the administrative apparatus.	8–10+ years; complex multi-team or multi-site administrative leadership, e.g., Facilities Director, Operations Manager, or Director of Administrative Services, on a path toward VP of Facilities Management or COO roles.

Skills

Focus-specific skills the role applies — the relevance layer beyond the occupational base.

Management of Personnel Resources: Motivating, developing, and directing administrative staff as they work, and identifying the best people for the job.
Administration and Management: Knowledge of strategic planning, resource allocation, human-resources modeling, leadership technique, and coordination of people and resources across administrative services.
Administrative: Knowledge of office procedures and systems such as word processing, managing files and records, and designing forms.
Personnel and Human Resources: Knowledge of recruitment, selection, training, compensation and benefits, labor relations, and personnel information systems used to hire, train, and evaluate administrative staff.
Financial Operations: Competence in budgeting, purchasing, payroll, reconciliations, and period-end reporting needed to plan and control administrative budgets.
Judgment and Decision Making: Considering the relative costs and benefits of potential actions — including business-continuity and resourcing decisions — to choose the most appropriate one.
Complex Problem Solving: Identifying complex administrative problems such as building incidents or supply-chain interruptions and reviewing related information to develop, evaluate, and implement solutions.
Negotiation: Bringing others together and reconciling differences when negotiating with vendors, service providers, and across departments.
Critical Thinking: Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to administrative problems.
Compliance Knowledge: Industry-specific regulatory knowledge such as DOT and FMCSA oversight and records-retention requirements applicable to administrative services.
Microsoft Excel: Uses this tool/technology effectively during the delivery of day-to-day tasks.
Microsoft SharePoint: Uses this tool/technology effectively during the delivery of day-to-day tasks.
Intuit QuickBooks: Uses this tool/technology effectively during the delivery of day-to-day tasks.
Sage 300 Construction and Real Estate: Uses this tool/technology effectively during the delivery of day-to-day tasks.
Yardi: Uses this tool/technology effectively during the delivery of day-to-day tasks.
SAP: Uses this tool/technology effectively during the delivery of day-to-day tasks.
Microsoft Dynamics: Uses this tool/technology effectively during the delivery of day-to-day tasks.
Autodesk AutoCAD: Uses this tool/technology effectively during the delivery of day-to-day tasks.

Provenance

The evidence base behind this profile — every layer is sourced; quality is scored by an adversarial review panel (1–5; passes at ≥4 on the minimum dimension).

Level differentiation4.5Focus specificity4.5Concreteness4.5Factual accuracy4.0Real-world coverage4.0

6 sources

Level — M2 — Manager II

Manages an established team or sub-function; owns planning and performance for the group.

Scope: An established team or sub-function
Autonomy: Owns planning for the group
Complexity: Cross-project coordination and priorities
Impact: Group delivery and development
Decision rights: Owns staffing, priorities, performance for the group
Leadership: Manages a team; sometimes manages leads
Typical experience: 5–8 yrs

Adjacent roles

Nearest roles by structural coordinates (level + taxonomy). Distance 0 → 1; each carries its 3-state match band. How coordinates work → · Compare side-by-side →

ADMINI.ADMINISTC60E.M1

Administrative Services Management — M1

confident0.06

ADMINI.ADMINISTC60E.M3

Administrative Services Management — M3

confident0.06

ADMINI.ADMINISTC60E.M4

Administrative Services Management — M4

confident0.11

ADMINI.ADMINISTCFDF.S2

Administrative Support — S2

review0.15