1. IntroductionIn this report I will examine the extent to which the concept of the managerial escalator corresponds to the experience of two managers I interviewed. The key areas of this report are managerial escalator, findings, analysis and conclusion. In the first section of the report, I will describe the managerial escalator with emphasis on the different concepts of Rees and Porters. The second section of the report will represent the analysis of the two managers I interviewed who have managerial responsibilities. The report will conclude with the question of whether the managerial escalator corresponds to the experience of my two managers.2. The Managerial Escalator The managerial escalator is defined as the concept that can be used to describe how different specialists can become managers. (Rees and Porter, 2013). “The structure of the organization is usually such that most employees can be engaged in specialized activities and the entry of managers into an organization is usually through specialized activities.” (Rees and Porter, 2013)(Rees and Porter, 2013)Typically, specialists can be recruited to carry out specialist activities. In most cases, it is measured that a specialist will progress gradually in their practical supervisory experiences. Through previous good performance a specialist is considered to be promoted, this can take up to 5 years and in many different organizations and positions promoted specialists can mean they have more management responsibilities e.g. administrative work. “Specialists can work as team leaders and thus acquire management responsibilities. After working in this current position for many years, they may be promoted to a higher position. As you can see in Figure 12, many employees are numb... in the middle of a sheet of paper... What do you like most about being a manager and what is -what are you missing due to your leadership role?8. How much time do you spend in a standard workday managing your staff?9. What strategies can your organization use to strengthen your position as a manager?10. What are the main groups and individuals with whom you must interact to be effective in your work?11. During your selection process, do you look to the future and assess how a person will take on new and rather intangible responsibilities?12. In which areas of management do you think you need to make improvements?13. How has training and development improved your professional role and made you an effective manager?14. How do your company's goals help you control the management responsibilities of your subordinates?15. As a manager, do you combine specialized activity and managerial activity ??