Who they are: Senior leaders responsible for the overall direction of the business (e.g., CEO, Managing Director, Board of Directors, General Manager).

Main role: Set the big-picture goals and make the major strategic decisions.

Key responsibilities

• Set the business vision, mission, and long-term objectives
• Make major decisions (expansion, new markets, large investments, mergers)
• Approve budgets and set performance targets (KPIs)
• Manage overall risk and reputation
• Shape business culture and values

Skills needed

• Strategic thinking and long-term planning
• Strong decision-making under uncertainty
• Leadership and communication (internal + external stakeholders)
• Financial literacy (profitability, cash flow, investment decisions)

Who they are: Managers who turn top management strategy into workable plans (e.g., department managers, regional managers, operations managers, marketing managers, HR managers).

Main role: Translate strategy into actions, coordinate teams, and keep performance on track.

Key responsibilities

• Create department plans and short/medium-term goals
• Allocate resources (staffing, time, budgets)
• Monitor KPIs (sales targets, customer satisfaction, efficiency)
• Train and support frontline managers/staff
• Solve operational problems and report results upward
• Communicate changes (new systems, new policies, new promotions)

Skills needed

• Planning and organising
• Leadership and coaching
• Problem-solving and data analysis
• Communication (upward to executives + downward to teams)

Who they are: Supervisors/team leaders who manage staff doing the daily work (e.g., shift supervisors, team leaders, store supervisors).

Main role: Run day-to-day operations and make sure work is completed to the right standard.

Key responsibilities

• Supervise daily tasks and workflow
• Rosters, breaks, and shift coverage
• Quality control (service standards, safety, procedures)
• Handle customer issues and minor complaints
• Motivate staff and maintain team performance
• Provide feedback to middle management (what’s working/not working)

Skills needed

• Clear communication and people skills
• Time management and decision-making under pressure
• Conflict resolution
• Attention to detail (quality, safety, customer service)

A business runs smoothly when each level supports the others:

• Top management decides what the business is trying to achieve.
• Middle management decides how the business will achieve it.
• Frontline management ensures it happens every day.

If one level breaks down (e.g., poor communication), the business can become inefficient: staff get confused, customers get inconsistent service, and targets are missed.

Example 1: Rebel Sport (retail store – Perth context)

In a Rebel Sport store (such as a large shopping-centre location), the three management levels are easy to see because the business runs on targets, rosters, stock availability and customer service standards.

• Top management: Head office sets national strategy like pricing, brand campaigns, product ranges, and sales targets for states and regions.
• Middle management: Store and department managers turn those targets into weekly plans (staffing levels, layout/merchandising decisions, local promotions, and stock priorities).
• Frontline management: Shift supervisors/team leaders run daily operations (rosters, customer service, managing queues, ensuring staff follow procedures, and keeping the store presentation consistent).

This shows how top-level strategy becomes real through middle-level planning and frontline execution — especially during busy periods like weekend trade or sale events.

Example 2: Qantas (large national organisation)

Qantas is a much larger and more complex business, so the management hierarchy is essential to coordinate thousands of staff and deliver safe, reliable operations.

• Top management: The CEO and executive team set long-term strategy (network growth, fleet decisions, major partnerships, customer experience strategy, and profitability goals).
• Middle management: Operational managers and department heads translate strategy into plans (flight scheduling, staffing requirements, training standards, service procedures, maintenance planning and budget control).
• Frontline management: Supervisors in airports and operational teams manage the day-to-day delivery (check-in and boarding processes, turnaround times, staff coordination, and handling disruptions like delays or cancellations).

This example shows why middle and frontline managers are critical: even with a strong strategy, performance depends on consistent daily execution and clear communication across teams.