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Level 2 Tactical management

Last updated on 9 November 2022
"From managing people to integral and direct management"

At VU, we distinguish 4 levels of leadership within the management framework. 

  1. Level 1 Operational management
  2. Level 2 Tactical management
  3. Level 3 Strategic management
  4. Level 4 Faculty management / Board

Each level assumes specific duties and responsibilities in the following managerial task areas: People Management, Financial Management, Process Management and Strategic Management. Not everyone grows to the highest level, but it is helpful to know which tasks are important at which level and how we divide responsibilities. 

The second level of leadership is Level 2 Tactical Management. Characteristic of this level is: "From managing people to integral and direct management." 

Responsibilities

  • Direct management of employees (and sometimes operational management) 
  • Responsible for all aspects of the team 
  • Contributes to departmental strategy

Career stage

  • Direct management of employees (and sometimes operational management) 
  • Responsible for all aspects of the team 
  • Contributes to departmental strategy 
  • Ranging from novice (1‐3 years) to experienced manager (>3 years)

The management framework (pdf) has the same format for all levels.

  • Career stage 
  • Managerial tasks and Leadership - Art of Engagement
  • Development and competences
  • Positions and roles

Managerial tasks and Leadership - Art of Engagement

  • People management
    1. Monitors responsible and diverse recruitment and selection, actively works towards diversity and application of Collective Labour Agreement (CAO)
    2. Encourages development and career planning of employees and facilitates deployment of everyone’s individual talents
    3. Coaches employees and teams in setting effective performance goals in line with strategy
    4. Invests proactively in the social cohesion of the team and creates a natural learning environment
    5. Takes clear decisions and proactively manages the division of tasks in order to clarify expectations and keep the workload healthy
    6. Conducts periodical strategic personnel planning and utilises succession management
    7. Informs employees proactively about organisational developments, policy and everyone’s responsibilities in these regards

  • Financial management
    1. Draws up a budget for the project plan
    2. Actively and regularly manages budget spending and cost control
    3. Engages in the department’s budget processes and critically questions those involved on planning and spending
    4. Accounts for own budget and realisation in P&C cycle and reports on progress
    5. Always applies the second check principle in financial management

  • Process management
    1. Carries out professional commissioning for programmes
    2. Monitors progress, quality and (financial) reporting of projects and programmes
    3. Invests in their own digital knowledge and applies it to strategy, planning and process management
    4. Monitors the safety and security of facilities (e.g. lab).

  • Strategic management

    Not in this role.

  • Leadership - Art of Engagement
    • Develops own leadership qualities proactively 
    • Takes responsibility for improving points raised in feedback

    Complies with the Art of Engagement in contributing to a collaborative culture at VU: 

    1. Contributes to the bigger picture
    2. Is bold and decisive 
    3. Is clear and transparent 
    4. Listens and gives room for growth

Development and competences

Positions and roles

Learn more about management and leadership:

Rolien Walinga

b.r.walinga@vu.nl