1. What is the average salary of an Athletics Director - Higher Ed.?
The average annual salary of Athletics Director - Higher Ed. is $117,990.
In case you are finding an easy salary calculator,
the average hourly pay of Athletics Director - Higher Ed. is $57;
the average weekly pay of Athletics Director - Higher Ed. is $2,269;
the average monthly pay of Athletics Director - Higher Ed. is $9,833.
2. Where can an Athletics Director - Higher Ed. earn the most?
An Athletics Director - Higher Ed.'s earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, an Athletics Director - Higher Ed. earns the most in San Jose, CA, where the annual salary of an Athletics Director - Higher Ed. is $148,821.
3. What is the highest pay for Athletics Director - Higher Ed.?
The highest pay for Athletics Director - Higher Ed. is $168,921.
4. What is the lowest pay for Athletics Director - Higher Ed.?
The lowest pay for Athletics Director - Higher Ed. is $80,616.
5. What are the responsibilities of Athletics Director - Higher Ed.?
Develops strategies and plans for university athletics department, including intramural, intercollegiate, and recreation athletics. Is responsible for fundraising, publicity, ticket pricing and distribution, and purchase of new equipment. Ensures compliance with all federal, divisional and university athletics regulations. Requires a bachelor's degree in the related area. Typically reports to a top executive officer. Manages a departmental function within a broader corporate function. Develops major goals to support broad functional objectives. Approves policies developed within various sub-functions and departments. Comprehensive knowledge of the overall departmental function. Typically requires 8+ years of managerial experience.
6. What are the skills of Athletics Director - Higher Ed.
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Leadership: Knowledge of and ability to employ effective strategies that motivate and guide other members within our business to achieve optimum results.
2.)
Programming: Executing logic to facilitate computing operations and functionality in one or more languages.
3.)
Continuous Improvement: A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Some see CIPs as a meta-process for most management systems (such as business process management, quality management, project management, and program management). W. Edwards Deming, a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against organisational goals. The fact that it can be called a management process does not mean that it needs to be executed by 'management'; but rather merely that it makes decisions about the implementation of the delivery process and the design of the delivery process itself.