TCA

Architectural and engineering managers plan, coordinate, and direct activities in architecture and engineering, including research and development in these fields.

Architectural and engineering managers typically do the following:

• Make detailed plans to reach technical goals, such as development of new products and designs
• Manage research and development teams that produce new products, processes, or designs, or improve existing ones
• Check the technical accuracy of the work and soundness of the methods their staff uses
• Direct and coordinate the design of equipment and machinery
• Confer with other levels of management on architectural and engineering activities
• Propose budgets for projects and programs and determine staff, training, and equipment needs
• Hire, assign, and supervise staff

Architectural and engineering managers use their knowledge in architecture or engineering to oversee a variety of activities. They determine technical goals, such as improving manufacturing or building processes, or developing new products or designs, and then they make detailed plans to accomplish these goals.

They may direct and coordinate production, operations, quality assurance, testing, or maintenance in industrial plants. They may develop the overall concepts of a new product or identify technical problems preventing the completion of a project.

Architectural and engineering managers must know how to budget, hire, and supervise. They propose budgets for projects and programs and determine staff, training, and equipment needs. Architectural and engineering managers hire and assign people to carry out specific parts of each project. They supervise the work of these employees and set administrative procedures, policies, or standards, such as environmental standards.

Architectural and engineering managers spend a great deal of time coordinating the activities of their unit with the activities of other units or organizations. They confer with other managers, including financial, production, and marketing managers, and with contractors and equipment and materials suppliers.

Fire inspectors visit and inspect buildings and other structures, such as sports arenas and shopping malls, to search for fire hazards and to ensure that federal, state, and local fire codes are met. They also test and inspect fire protection and fire extinguishing equipment to ensure that it works. Fire investigators determine the origin and cause of fires by searching the surrounding scene and collecting evidence.

Fire inspectors typically do the following:

• Search for fire hazards
• Ensure that buildings comply with fire codes
• Test fire alarms, sprinklers, and other fire protection and extinguishing equipment
• Inspect equipment such as gasoline storage tanks and air compressors
• Review emergency evacuation plans
• Conduct follow-up visits when an infraction is found
• Confer with developers and planners to review plans for residential and commercial buildings
• Conduct fire and life safety education programs
• Keep detailed records that can be used in a court of law

Fire investigators typically do the following:

• Collect and analyze evidence
• Interview witnesses
• Determine the origin and cause of a fire
• Process and document evidence, such as photographs and diagrams
• Reconstruct the scene of a fire or arson
• Confer with other specialists, such as chemists, engineers, and attorneys, to analyze information
• Send evidence to laboratories to be tested for fingerprints or an accelerant
• Keep detailed records that can be used in a court of law
• Testify in civil and criminal legal proceedings

Unlike fire inspectors, many fire investigators have police powers and carry a weapon.

Forest fire inspectors and prevention specialists assess fire hazards in both public and residential areas. They look for issues that pose a wildfire risk and recommend ways to reduce the fire hazard. During patrols, they ensure that the public is following fire regulations and report fire conditions to central command.

Roofers repair and install the roofs of buildings using a variety of materials, including shingles, asphalt, and metal.

Roofers typically do the following:

• Inspect problem roofs to determine the best way to repair them
• Measure roof to calculate the quantities of materials needed
• Replace damaged or rotting joists or plywood
• Install vapor barriers or layers of insulation
• Install shingles, asphalt, metal, or other materials to make the roof watertight
• Align roofing materials with edges of the roof
• Cut roofing materials to fit angles formed by walls, vents, or intersecting roof surfaces
• Cover exposed nail or screw heads with roofing cement or caulk to prevent leakage

Properly installed roofs keep water from leaking into buildings and damaging the interior, equipment, or furnishings.

There are two basic types of roofs, low-slope and steep-slope:

• Low-slope: About two-thirds of all roofs are low-slope. Most commercial, industrial, and apartment buildings have low-slope roofs. Low-slope roofs rise 4 inches or less per horizontal foot and are installed in layers.
  
  For low-slope roofs, roofers typically use several layers of roofing materials or felt membranes stuck together with hot bitumen (a tar-like substance). They glaze the top layer to make a smooth surface or embed gravel in the hot bitumen to make a rough surface.
  
  An increasing number of low-slope roofs are covered with a single-ply membrane of waterproof rubber or thermoplastic compounds.

• Steep-slope: Most of the remaining roofs are steep-slope. Most single-family houses have steep-slope roofs. Steep-slope roofs rise more than 4 inches per horizontal foot.
  
  For steep-slope roofs, roofers typically use asphalt shingles, which often cost less than other coverings. On steep-slope roofs, some roofers also install tile, solar shingles, fiberglass shingles, metal shingles, or shakes (rough wooden shingles).
  
  To apply shingles, roofers first lay, cut, and tack 3-foot strips of roofing over the entire roof. Then, starting from the bottom edge, they nail overlapping rows of shingles to the roof.

A small but increasing number of buildings now have “green” roofs that incorporate landscape roofing systems. A landscape roofing system typically begins with a single or multiple waterproof layers. After that layer is proven to be leak free, roofers put a root barrier over it, and, finally, layers of soil, in which vegetation is planted. Roofers must ensure that the roof is watertight and can endure the weight and water needs of the plants.

Construction managers plan, coordinate, budget, and supervise construction projects from early development to completion.

Construction managers typically do the following:

• Prepare and negotiate cost estimates, budgets, and work timetables
• Select appropriate construction methods and strategies
• Interpret and explain contracts and technical information to workers and other professionals
• Report on work progress and budget matters to clients
• Collaborate with architects, engineers, and other construction and building specialists
• Instruct and supervise construction personnel and activities onsite
• Respond to work delays and other problems and emergencies
• Select, hire, and instruct laborers and subcontractors  
• Comply with legal requirements, building and safety codes, and other regulations

Construction managers, often called general contractors or project managers, coordinate and supervise a wide variety of projects, including the building of all types of residential, commercial, and industrial structures, roads, bridges, powerplants, schools, and hospitals. They oversee specialized contractors and other personnel. Construction managers schedule and coordinate all design and construction processes to ensure a productive and safe work environment. They also make sure jobs are completed on time and on budget with the right amount of tools, equipment, and materials. Many managers also are responsible for obtaining necessary permits and licenses. They are often responsible for multiple projects at a time.

Construction managers work closely with other building specialists, such as architects, engineers, and a variety of trade workers, such as stonemasons, electricians, and carpenters. Projects may require specialists in everything from structural metalworking and painting, to landscaping, building roads, installing carpets, and excavating sites. Depending on the project, construction managers also may interact with lawyers and local government officials. For example, when working on city-owned property or municipal buildings, managers sometimes confer with city council members to ensure that all regulations are met.

For projects too large to be managed by one person, such as office buildings and industrial complexes, a construction manager would only be in charge of one part of the project. Each construction manager would oversee a specific construction phase and choose subcontractors to complete it. Construction managers may need to collaborate and coordinate with other construction managers who are responsible for different aspects of the project.

To maximize efficiency and productivity, construction managers often use specialized cost-estimating and planning software to effectively budget the time and money required to complete specific projects. Many managers also use software to determine the best way to get materials to the building site. For more information, see the profile on cost estimators.

Sales managers direct organizations' sales teams. They set sales goals, analyze data, and develop training programs for the organization's sales representatives.

Sales managers typically do the following:

• Oversee regional and local sales managers and their staffs
• Resolve customer complaints regarding sales and service
• Prepare budgets and approve budget expenditures
• Monitor customer preferences to determine the focus of sales efforts
• Analyze sales statistics
• Project sales and determine the profitability of products and services
• Determine discount rates or special pricing plans
• Plan and coordinate training programs for sales staff

Sales managers' responsibilities vary with the size of the organization they work for. However, most sales managers direct the distribution of goods and services by assigning sales territories, setting sales goals, and establishing training programs for the organization's sales representatives.

In some cases, they recruit, hire, and train new members of the sales staff. For more information about sales workers, see the profiles on retail sales workers and wholesale and manufacturing sales representatives.

Sales managers advise sales representatives on ways to improve their sales performance. In large multiproduct organizations, they oversee regional and local sales managers and their staffs.

Sales managers also stay in contact with dealers and distributors. They analyze sales statistics that their staff gathers, both to determine the sales potential and inventory requirements of products and stores and to monitor customers' preferences.

Sales managers work closely with managers from other departments. For example, the marketing department identifies new customers that the sales department can target. The relationship between these two departments is critical to helping an organization expand its client base. Because sales managers monitor customers' preferences and stores' and organizations' inventory needs, they work closely with research and design departments and warehousing departments.