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Management framework

Last updated on 16 January 2023
The management framework brings insight and inspiration for the tasks, responsibilities and development of managers at VU Amsterdam.

The framework brings a thorough understanding of what is expected of you as a manager and what you need to fulfil your role effectively. It is a useful starting point for selection, staff review, appointment, annual consultation, career promotion and managerial training. There’s also a framework education available with responsibility levels in education. Both frameworks fit well side by side and complement each other where relevant.

Why do we need a management framework?

In a knowledge organization like the university, we consider good management to be fundamental to a healthy organization and for realising the ambitions. Managers can facilitate a socially safe and inspiring working atmosphere and create supportive conditions to collaborate more effectively in teams. They are the designated person in helping safeguard our shared priorities, budget and quality control. In terms of Recognition and Rewards we therefore emphasize more explicit the individual management skills in selection, development and promotion to management positions.

Who is this framework intended for?

The framework is intended for every manager, whether they are a member of our academic staff or our support staff. Academic staff are more likely to combine management responsibility with a substantial task in education, research or valorisation. Our research and training show many similarities in management skills between scientific and support staff. Both sides can learn a lot from each other. For this reason, the management framework is suitable for both groups.

How is this framework structured?

The framework consists of four management levels:

  1. Operational management
  2. Tactical management
  3. Strategic management
  4. Faculty board/directorate

The levels are set out in more detail below. To read the complete management framework as one document, click here. 

The classification in this framework is based on the organisational level to which a manager’s responsibilities belong and the nature of the relevant management activities: either direct, indirect, managing their own unit or across units. In drawing up the framework, the University Job Ranking System (UFO) was used as a guiding principle. This framework elaborates the managerial tasks and responsibilities in more concrete terms and shows more explicit the interrelationships. The framework is not meant as a yardstick but should be viewed as a guideline to be applied within the various HR processes. Comply or explain.

Leadership and management

In this framework you will find a distinction between leadership and management. Leadership is a role or function in which you take formal responsibility for people, finance, processes and/or strategy. Leadership we consider to be a personal responsibility to be demonstrated by every employee. At VU Amsterdam we set out leadership in the Art of Engagement (AOE). Managers should act as role models when ik comes to showing leadership, therefore Art of Engagement is part of the management framework at all levels.

Four management levels

  • Level 1 - Operational management

    Responsibilities:

    • Direct operational management of employees
    • Delegated (partial) responsibility for people management

    Defining aspects of the role:

    • Concerns novice (<3 years’ experience) to experienced managers (>3 years’ experience)
    • From content to managing people

    All information about Level 1, operational management such as managerial tasks, development, positions and roles can be found on the Level 1 Operational Management page. 

  • Level 2 - Tactical management

    Responsibilities:

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

    Defining aspects of the role:

    • Concerns novice (<3 years’ experience) to experienced4 managers (>3 years’ experience)
    • From managing people to integral and direct management

    All information about Level 2, tactical management such as managerial tasks, development, positions and roles can be found on the Level 2 Tactical Management page. 

  • Level 3 - Strategic management

    Responsibilities:

    • Direct and indirect managerial role for tactical managers
    • Responsible for all aspects of the department or section
    • Contributes to the strategy of their own unit

    Defining aspects of the role:

    • Concerns experienced managers
    • From direct to indirect and strategic management

    All information about Level 3, strategic management such as managerial tasks, development, positions and roles can be found on the Level 3 Strategic Management page. 

  • Level 4 - Faculty Management / Board

    Responsibilities:

    • Direct and indirect managerial role for strategic management
    • Responsible for all aspects of the unit
    • Jointly responsible for VU‐wide (long‐term) strategy.

    Defining aspects of the role:

    • Concerns experienced managers
    • From strategic management to executive management

    All information about Level 4, faculty management / board such as managerial tasks, development, positions and roles can be found on the Level 4 Faculty management / Board page. 

Notes regarding the management framework

  • This framework describes the responsibilities of both academic managers and support managers. A manager may delegate tasks under their responsibility to members of their team when, for example, they lack specific competences or have to perform a considerable task in research, teaching, valorisation or profession. However, a manager will always remain responsible for all task areas of the job.
  • Employees at a higher job level master the characteristics of the underlying job levels, including the mandatory training. Unless a higher level implies ‘letting go’ of certain aspects, in which case this is mentioned specifically.
  • Strategic tasks may be part of the job description at any managerial level, but responsibility for Strategic Management as a whole applies only to the two highest managerial levels.
  • Managers at all levels can be either hierarchical or functional, and both roles should meet the profile.
  • Based on the UFO, the three competencies of connecting, open communication and building trust have been formulated as core competencies for all managerial levels. In addition, each management level has one or two level-specific competencies.
  • Employees are classified according to the responsibility of their position/role. They may carry out certain aspects of their duties at higher or lower levels, but their overall responsibility concerns the classified level.
  • A novice manager may start at an operational or tactical management level, but not usually  at a strategic or executive/faculty-management level. An experienced manager can work at any managerial level.

Are you looking for information on these topics too?

Responsibilities of Management

Art of Management

Leading hybrid teams

Learn more about management and leadership:

Rolien Walinga

b.r.walinga@vu.nl