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SOC 11-3012
Administrative services managers turn office-support needs into executable budgets, supplier arrangements, and record processes, taking responsibility for service continuity and anomaly escalation. When choosing a job, distinguish facilities, finance, and personnel authority. First use fictional procurement and service records to create a reviewable improvement proposal, then assess whether you want ongoing coordination and accountability work.
Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((75+50+25)/3+0.5)=50; fermatmind-ai-impact-v1; 2026-10-18.
If you are willing to handle ongoing chains of office-support details, investigate service interruptions, drive recovery, and retain reviewable records, this work is worth exploring further. When assessing a job, clarify three things first: the budget, your approval limit, and whom to escalate anomalies to.
This card’s conclusions come from public occupational task materials and editorial synthesis, not personal assessment results, and do not predict employment outcomes. Administrative services managers’ actual authority depends on organizational size, delegation systems, and internal controls; the same English title may cover entirely different work in different companies.
Signals worth considering include willingness to handle interrupted routines, turn vague complaints into observable problems, and accept that your achievements mostly appear as others working smoothly. Signals calling for caution include acting only when needs are fully clear, or an organization making you responsible for costs without corresponding approval and inquiry rights. Clarify the latter boundary before joining.
Administrative services managers manage office-support services within organizations: turn user departments’ needs into executable arrangements, control related budget execution, maintain records and information, and drive escalation and recovery when services fail. U.S. official materials publish this occupation together with facilities managers; this page uses only the separate administrative services manager row. The Chinese name explains this scope and does not claim a statutory Chinese occupation with the same name or uniform qualification requirements.
The same person often handles these work areas, but they differ in nature: some concern orders and inventory, some contractual scope, and some record rules. Separating them helps identify which abilities the job actually requires.
Career direction comparison
The first four rows compare neighboring facilities managers, general and operations managers, human resources managers, and medical and health services managers. The last two concern procurement and contract execution and records and information management within administrative services management. Each row compares outputs, responsibility boundaries, and choice conditions for checking jobs, not automatic transfers or promotion paths.
| Career direction | Core work and output | Key differences | Best-fit choice |
|---|---|---|---|
| Facilities managers | Maintain building and equipment usability, organize repairs, maintenance, and renovations, coordinate specialist contractors, and confirm delivery, producing maintenance plans and acceptance records. | Responsibility concerns buildings, equipment, and maintenance projects, requiring specialist contractors, on-site judgment, and compliance acceptance. Administrative coordination experience transfers, but equipment and construction judgment must be developed separately. | Better suited to people who enjoy technical operations and on-site coordination and are willing to bear equipment and safety consequences. Those who only enjoy scheduling and paperwork may face a substantial mismatch. |
AI impact on this career
This page lists documents, summaries, and retrieval as possible assistance tasks (editorial suggestions), without obtaining actual effect comparisons among this occupation’s tasks. Cross-occupation task exposure in ILO and academic research does not predict adoption, layoffs, or whole-role replacement. People still verify and take responsibility for records management, supplier coordination, budgets, and anomalies under actual job authority. This page provides no replacement rate or timeline. AI Impact Score 50% is an editorial estimate. Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((75+50+25)/3+0.5)=50; fermatmind-ai-impact-v1; 2026-10-18.The three tasks, ratings and sources are listed in the FermatMind method source record on this page.
FermatMind AI Impact Score estimation method v1
FermatMind / 费马测试 · 2026-10-18
Chinese mainland salary reference
The same title covers widely differing roles in mainland China: execution-level administrative affairs, combined management of budgets, suppliers, and personnel, and deputy or outsourced dispatched positions. National statistics and single-employer quotes cannot be mixed; this module labels them separately.
The three quotes below come respectively from a Mile municipal government recruitment announcement, a Jiangxi company announcement, and a recruitment announcement reposted in Chengde. Originals appear under Sources; none equal actual paid wages. Similar names in China’s public occupational standards directory refer to different business subjects and cannot establish this occupation’s qualifications.
CNY 8000–10000 per month, 8 days off monthly, six insurance schemes and a housing provident fund on entry, plus meals and accommodation. The role also coordinates recruitment, training, performance, and pay, combining personnel and administration.
U.S. Pay References
Administrative services managers are a management occupation in the United States: the median annual wage in month 5 of 2025 was USD 114,130, and official projections give 5.2% employment growth over 2025–2035. These are occupational distribution statistics, not individual income promises.
| Position in the Wage Distribution | Annual Wage Reference | Conversion Boundaries | How to Interpret This Position |
|---|---|---|---|
| Lowest 10% | Below USD 67,100/year | Official Annual Wages, Not Personal Monthly Income | The bottom 10% is a lower position in the statistical distribution: sorting annual wages of employees nationwide in this occupation from low to high, 10% earn less than USD 67,100. This table does not group by years of service or rank, so percentiles cannot determine newcomers’ starting pay or be named junior pay. They mix regions, industries, and management scopes, including people not employed all year. Percentiles are statistical positions, not experience levels. This page estimates no individual income; specific quotes require checking target cities, responsibilities, authority levels, and remuneration methods. Official statistics cover employees, excluding the self-employed. |
Career Fit Guide
A more practical fit check is a complete task: use fictional materials to specify needs, compare quotes, handle a delay, and complete handoff records. Review which stages were hardest and most prone to omissions; this reveals more than type labels.
You May Be Better Suited If： If you are willing to split miscellaneous work into needs, deadlines, and responsible people and obtain feedback from others working smoothly.
Situations Requiring Caution： You act only when right and wrong are fully clear, or the organization imposes expense and compliance responsibilities without inquiry and reporting rights.
Try an Entry Exercise： Use fictional Qinghe Office materials to complete procurement requests, quote comparisons, delay escalation, and handoff records. Only paper work is needed; contact no actual suppliers and make no payments.
Work Pressures, Risks, and Professional Boundaries
Editorial suggestion: first check three situations—decision authority over expenses and contracts; handover and clearing of records and personal information; and authority allocation with facilities, finance, and personnel. This page does not compare these situations’ and task difficulty’s contributions to actual pressure; check division of duties against the actual job.
Evidence comes from U.S. official work activities, work context, and employment materials, Chinese original laws and regulations, and one U.S. employer recruitment text. Editorial examples and responses are designed for this task, not industry statistics or occurrence rates. U.S. materials do not establish Chinese job requirements, or vice versa.
Typical scenario：User departments add needs during services, or supplier quotes omit maintenance or handling, resulting in bills exceeding original quotes.
Roles most affected：Jobs responsible for procurement, supplier coordination, expense checking, or asset registration
Entry, Qualifications, and Career Development
U.S. BLS information lists common education and experience routes and treats relevant professional certifications as optional; this does not establish that every Chinese role requires no qualifications. For entry in China, check employer, industry, and actual responsibility requirements, then compare task materials with them.
Career Outlook and Transitions to Related Occupations
Official projections show continued growth for these management roles over ten years: the combined category is described as growing faster than the all-occupation average, while this occupation’s separate row shows 5.2%. Openings mainly arise from workers changing occupations or leaving the labor force, rather than jobs being replaced. Before changing direction, compare tasks instead of first looking for similar occupational names.
United States · Separate U.S. Administrative Services Managers Row for 11-3012
279,000 people (2025) → 293,300 people (2035)
Employment Size and Net Change
Administrative services manager employment increases from 279,000 to 293,300 people, with an official net change of 14,400 people; this is a nationwide projection of occupational employment totals.
Base-year and projection-year figures are rounded, so direct subtraction may not equal the official net change; this page uses the official change column, which does not represent actual recruitment in any region.
A typical cycle involves receiving user-department requests, confirming scope and budget, scheduling or purchasing, tracking delivery and acceptance, handling exceptions and escalating under policy, and finally filing changes and supporting evidence. Official task information also covers setting operating standards and procedures, organizing administrative staff’s daily work, communicating with external suppliers, learning new office technologies, and explaining processes to employees. Most time is spent indoors using computers, with communication mainly through email, face-to-face discussions, and phone calls.
Facilities managers are responsible for buildings, equipment, and maintenance projects, requiring specialist contractor collaboration and on-site judgment; administrative services managers focus on office support, including supplies, outsourced services, records, and supplier coordination. One person may cover both in a small organization, but professional qualifications, contracts, and authorization boundaries still require separate confirmation.
Choose a real task from this page for a small practice project or a conversation with someone in the field. Use the planning guides to set a date, an output and feedback questions before deciding whether to continue.
This page’s checklist supports self-questioning only; it is not a hiring standard, personality assessment, or conclusion about ability. Job authority varies greatly: different organizations assign budget limits, contract signing, personnel decisions, and supplier selection to different roles. No checklist can replace checking the target job’s actual authority.
First observe whether, with incomplete information, you can break problems into needs, deadlines, and responsible people and keep following through until service resumes. Then complete an exercise using the fictional procurement and service records in the entry module: define scope, differences, unknowns, and matters awaiting approval. Only paper and text files are needed, without others’ participation or actual procurement.
Check usage, arrival, and acceptance records. This occupation tracks budget execution for office supplies, equipment, and outsourced services. Procurement approval follows organizational delegation and is not assumed to belong to administrative services managers.
Check contracts, quotes, and delivery records; relevant professionals assess facilities, engineering, or professional-service aspects.
The table mainly compares neighboring facilities managers, contrasting core purposes, subjects and basis, processes, outputs, responsible parties, approval authority, and conclusion boundaries. Both coordinate and keep records, but this occupation concerns office-support services, whereas facilities managers concern buildings, equipment, and maintenance projects. Similar titles in China’s public occupational standards directory concern different business subjects and cannot establish interchangeable qualifications or authority.
| Dimension | Primary track | Comparison track |
|---|---|---|
| Core Purpose | Administrative services managers: keep organizational office-support services usable, costs and complaints searchable, and responsibilities traceable to people. | Facilities managers: maintain the usability and safety of buildings, equipment, and sites. |
| Main Objects and Evidence | Administrative services managers: office premises and supplies, outsourced services, and internal records; based on organizational rules, contracts, and delegation. | Facilities managers: buildings, mechanical and electrical equipment, and maintenance or renovation projects; based on operating and maintenance standards and contractor agreements. |
| Core Process | Administrative services managers: receive needs—confirm scope and budget—schedule or procure—accept delivery and archive. | Facilities managers: receive repair requests—assess equipment and site conditions—organize contractor work—accept delivery and retain records. |
| Main Outputs | Administrative services managers: service arrangements, quote comparisons, and expense and acceptance records. | Facilities managers: maintenance plans, contractor delivery and acceptance records, and safety inspection documents. |
| Responsible Party | Administrative services managers: this occupation provides services and maintains records; authorized people must approve out-of-budget expenses, contract changes, and personnel matters. | Facilities managers: this role bears consequences for equipment and on-site safety compliance; qualified organizations carry out specialized work. |
| Authority and Approval | Administrative services managers: check budget limits, contract signing rights, and escalation paths. | Facilities managers: approval for equipment modifications and safety acceptance depends on project delegation, not administrative rank. |
| Limits of Conclusions | Administrative services managers: used for choosing directions, not judging hiring or promotion. | Facilities managers: office-support experience transfers to coordination and recordkeeping; equipment and safety judgments require additional preparation. |
Include supplier quotes, contract expiry dates, complaint records, and remaining budgets. When budget or needs confirmation is missing, obtain information first instead of making promises based on impressions.
Compare whether quotes include delivery, installation, and exit conditions and whether specifications match; do not rank solely by the lowest price.
Specify recipients, acceptance criteria, and matters requiring approval for each item so others can execute them.
User departments confirm service usability, finance checks payment evidence, and relevant professionals handle contract and personal-information matters.
Include verified facts, alternatives, and their costs, specifying who needs to decide by when.
Enable successors to explain the basis of decisions at the time rather than see only final outcomes.
The following checks support interviews or pre-entry verification; answers come from the target organization rather than this page’s inferences.
Check whether the organization specifies the budget this role can use and the application path for exceeding it.
Check whether the job requires checking expense documents and acceptance records, and who finally confirms payment evidence.
Check whether you manage supplier relationships, quote comparisons, or renewal recommendations, and whether you sign contracts personally.
Check escalation contacts, time commitments, and authority for alternatives when services are interrupted.
| General and operations managers | Coordinate departmental or organizational operations, staffing, budgets, and processes, taking responsibility for output, costs, and performance metrics and producing business plans and results reports. | Responsibility concerns resources across departments and business outcomes, requiring business metrics, cost trade-offs, and decisions across functions. Administrative cost improvements do not equal comprehensive operations management. | Better suited to people interested in business figures and willing to face pressure for overall outcomes. Those wanting only to provide good services without business trade-offs should be cautious. |
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| Human resources managers | Plan recruitment and staffing, implement pay, performance, and employee-relations systems, and produce personnel plans, policy explanations, and personnel records. | Responsibility concerns recruitment, personnel policies, and labor relations. Administrative experience with onboarding supplies and communication helps but cannot replace personnel systems, evaluation, and compliance judgment. | Better suited to people willing to handle personnel systems and individual requests. Those highly drained by interpersonal conflict should try small-scale practice before assessing fit. |
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| Medical and health services managers | Coordinate healthcare departments’ or institutions’ operations, personnel, and budgets, track service quality and compliance requirements, and produce operating arrangements and quality improvement records. | Responsibility concerns service operations in healthcare institutions. Quality, privacy, and regulatory knowledge add entry requirements; general office-management experience does not authorize diagnosis, treatment, or clinical supervision. | Better suited to people willing to learn healthcare-setting rules and work with high compliance requirements. Treating administrative experience directly as healthcare-management experience underestimates entry requirements. |
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| Procurement and contract execution direction | Organize inquiries and quote comparisons, maintain supplier directories, and track contractual performance and payment evidence, producing procurement recommendations and contract execution records. | Responsibility concerns procurement processes and contract clauses, requiring supplier assessment, tendering, or negotiation methods. Administrative quote-comparison and reconciliation experience is only one part. | Suits people willing to compare options by rules and attentive to clause details. Expecting signing rights directly through an administrative job generally conflicts with delegation systems. |
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| Records and information management direction | Maintain document versions, access rights, and end-of-retention processing, implement retention and destruction rules, and produce archive directories, access records, and processing explanations. | Responsibility concerns record lifecycles and access control, requiring knowledge of archive and information rules. Office-support experience transfers, but retention rules need separate learning. | Suits people valuing traceability and willing to check rules individually. Those unwilling to handle compliance details may find it draining over time. |
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The six comparisons above share foundational office-support abilities but differ in responsibility subjects: some concern building equipment and specialist contractors, some internal and external human resources activities, and some business outcomes. Compare differences in inputs, outputs, and approval rights rather than titles.
First choose a direction for low-cost testing: practice an actual task in that direction, then check the target job’s authority. Avoid treating direction names as ready-made routes.
Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
Assess technical capabilities through public materials and verifiable functions: drafting, summarizing, rewriting, and retrieving documents. This describes what tools can do, not actual adoption or whether jobs have changed.
Insufficient evidence: AI adoption rates for administrative services managers as an occupation. U.S. Census Bureau BTOS statistics concern businesses’ use in any business function, not this role’s usage rate; exposure and employer expectations cannot fill the gap either.
Insufficient evidence: this occupation’s automation proportion, layoff rate, or replacement timeline independently attributable to AI. Cross-occupation experiments can suggest changes in text tasks but cannot establish effects across administrative services managers’ complete service processes or job outcomes.
| Work area | Task | Current change | Human control point |
|---|---|---|---|
| Office operations support | Draft notices, process explanations, and meeting materials | Exposure research shows these text tasks may be substantially affected; this occupation has no independent experiment, so this is editorial judgment. | Confirm readers, purposes, and approved facts, checking each sentence before external sending. |
| Suppliers and expenses | Summarize contracts and rules and locate candidate passages | Tools can generate candidate summaries, but people must check originals; this cannot replace contract interpretation. | Check scope, exclusions, and expiry conditions against the valid original. |
| Records and information management | Organize document names, directories, and version clues | Tools can assist classification and retrieval; organizations still set retention and destruction rules, involving personal-information processing obligations. | Confirm who determines the single valid version, access scope, and end-of-retention processing. |
| Office operations support | Summarize usage, inventory, and budget execution | Can organize tables and describe differences; numbers still require independent recalculation. | Check inventory, usage, and delivery conditions and recalculate amounts. |
| Suppliers and expenses | Turn complaints and service anomalies into observable problems | Tools can assist translation and classification, but people still judge contractual breaches and remedies. | Clarify facts before discussing remedies and confirm who can approve alternatives. |
| Records and information management | Handle visitor, employee, and expense materials | Personal-information processing obligations apply to organizations; managers act under authorization and cannot independently decide on external provision. | Check which materials can enter external tools; organizations confirm processing purposes and scope. |
| Office operations support | Arrange priorities, service schedules, and task allocation | Priorities involve resources and conflict judgments and remain decisions for authorized organizational personnel. | Document responsibility allocation and escalation paths to prevent missing review. |
The five evidence cards describe global exposure, task impact estimates, employer expectations, risk frameworks, and occupational tasks. They answer different questions, cannot replace one another, and cannot equate exposure with adoption or job outcomes.
The table compares three common work directions for administrative services managers: office operations, records and information, and suppliers and expenses. “AI can help” means different things in each direction and requires different evidence checks.
AI primarily changesCan draft initial versions and locate clauses; check them against originals
Human responsibility remainsDetermine external messaging, committed deadlines, and responsible people, taking responsibility for consequences of implementing documents.
AI primarily changesTools can assist classification, naming, and directory maintenance, but organizations still set single-version and retention rules.
Human responsibility remainsConfirm valid versions, access rights, and end-of-retention processing, deciding what may be destroyed.
AI primarily changesQuote and contract summaries can quickly generate candidate passages to locate differences and omissions.
Human responsibility remainsCheck scope, exclusions, and expiry conditions and confirm who approves payments and changes.
This step is an editorial suggestion, not a legally mandated process. It describes linking tool use with responsibility in office support, allowing organizations to adapt it to their rules.
Confirm needs and boundaries: identify need sources, scope, and deadlines and which information is personal or controlled material.
Tool processing scope: give only permitted text to organizationally approved tools and label generated outputs as drafts.
Human review: users check dates, amounts, scope, and commitments against original records; suspend use when they conflict.
Recordkeeping: save valid versions, revision records, and approval traces so successors can explain where conclusions came from.
Authorization and responsibility: authorized people handle approval, payment, or external commitments; tools do not bear these responsibilities.
Office documents are often taken as true; incorrect dates or commitments directly cause misunderstanding, and generated content cannot establish its own truth.
Control: Check original records before external sending, identify drafts and reviewers, and confirm commitments sentence by sentence.
Office materials contain visitor, employee, expense, and contract information; external sending or uploading may constitute personal-information processing.
Control: Limit available tools and information scope according to organizational rules; sensitive materials must not enter unauthorized services.
Tool outputs differ substantially across versions, making it difficult afterward to explain how conclusions were reached.
Control: Record tool names, versions, and usage dates and retain human-check traces for important conclusions.
Office data often mix quantities, amounts, and periods; unit errors directly cause procurement and reconciliation problems.
Control: Independently recalculate quantities, amounts, and periods, checking specifications and units before approval.
When multiple people use tools without anyone responsible for final checking, anomalies are discovered only downstream.
Control: Assign reviewers and escalation paths for each process and document responsibilities in rules or job descriptions.
First develop office-support recordkeeping habits: specify the source, deadline, and acceptance person for each need. Then learn one tool for checking document differences rather than pursuing many tools.
List repetitive text work and assess individually which tasks first need authority and version records clarified. Use an actual process improvement to verify whether time savings truly exist.
Establish human review points for expense and contract materials: check amounts, scope, and expiry conditions against originals rather than paying or renewing directly from summaries.
First clarify which information can enter external tools and who approves it, documenting permissions and data boundaries in rules rather than leaving individuals to decide on the spot.
This inference is invalid. The exposure index is organized by tasks and explicitly notes that most occupations comprise tasks that must be performed by people, with job-content transformation the most likely outcome. Official occupational materials still list records management and anomaly handling as core duties.
Source: International Labour Organization Working Paper 140 and O*NET occupational profileOriginal source ↗
You need not start with coding. More frequent daily needs are specifying requirements, identifying differences, and keeping complete records; office-tool use depends on organizational permission and data boundaries.
Source: Work-design suggestions and risk management frameworkOriginal source ↗
Documents, summaries, and retrieval are candidates for assistance. Check responsibilities and authority for on-site verification, negotiations, budget approval, and anomaly handling. This page obtained no occupation-specific measured comparison of how strongly these stages are affected.
Source: Research on the potential impacts of large language modelsOriginal source ↗
Overall U.S. administrative services manager employment projections over 2025–2035, without AI attribution: growth 5.2%, official net change 14,400 people. This is not when jobs disappear and cannot isolate AI-induced losses.
Source: U.S. employment projection table and occupational outlookOriginal source ↗
No. Document and contract signing and payment approval are organizational delegation actions. Treating generated outputs as approved instructions bypasses internal controls.
Source: Risk management framework and information integrity requirementsOriginal source ↗
There is no reliable basis for giving a year. Any specific year would need longitudinal occupational research or official replacement projections; this page provides neither.
Source: Editorial explanation on this page and related academic researchOriginal source ↗
This page suggests first developing three things: habits of specifying needs, deadlines, and acceptance people; methods for checking document differences and omissions; and your organization’s data-use boundaries and review processes. Practice prompting only after these are established. This is an editorial priority order, not a measured ranking of ability value.
Source: Work-design suggestions and risk management frameworkOriginal source ↗
To turn AI capabilities into a job advantage, try the same fictional materials twice: first with tool assistance, then fully manual checking. Compare where scope and deadlines are most easily missed. This comparison only describes your checking habits, not an efficiency or suitability score.
Annual total remuneration of (12–22) × ten thousand CNY (basic pay plus performance bonuses), six insurance schemes and two funds. Duties include organizational personnel affairs, payroll calculations, Party affairs, and publishing public-account content; not fixed monthly pay.
Quoted CNY 5000–6000 per month, negotiable. This deputy role emphasizes written affairs and is a sample from an adjacent level, excluded from the administrative services manager wage range.
The table is an editorial compilation from public recruitment announcements and official education descriptions, not wage statistics. Education, disciplines, and experience are parallel recruitment conditions; check each against the target announcement’s original text.
| Educational Background | Task Directions to Explore | Explanations and Suggested Checks |
|---|---|---|
| Associate degree or below: check target job conditions first | Administrative assistants, general office support, reception, and administrative affairs roles | Editorial exploration suggestion: examine administrative affairs and other execution tasks. Application eligibility and entry into management still depend on employer education, experience, and duty requirements; this is not a statistical conclusion about the main starting point. |
| Bachelor’s background: check employer requirements | Administrative supervisors, office supervisors, and administrative services managers | The common U.S. official path is a bachelor’s degree plus relevant experience; employers set Chinese job requirements, which need individual checking. |
| Graduate-level or higher education or degrees | General office management, group functional divisions, and combined organizational personnel and administrative roles | These conditions are specific employer requirements, not universal entry requirements for this occupation. |
| Other entry routes (other than education) | Internal transfers, people with extensive administrative affairs experience, former military personnel transitioning to civilian roles, and transfers from other functions | Employers separately specify education, disciplines, and experience in Chinese job announcements. Check each individually; one announcement cannot establish universal entry requirements. |
Education bands and job directions are editorial synthesis for organizing checking routes. Actual employer requirements follow original recruitment announcements; confirm quotes lacking tax and working-hour details with employers.
Wages in leasing and business services only provide industry background. Check whether specific jobs involve office support, supplier coordination, or site services; industry means cannot establish concentrated demand or individual pay.
When examining public-institution jobs, check office, records, and logistical duties, authorized staffing and employment systems. This page has no statistical evidence of demand stability or uniform pay structures for this occupation in China.
When examining manufacturing or technology jobs, check office supplies, suppliers, and responsibilities related to safety, environmental protection, and confidentiality. Industry-scale changes cannot directly establish growth in administrative job demand.
No quantitative occupational evidence establishes AI’s pay effects. This page estimates no pay increase or decrease and does not equate tool adoption rates with pay changes.
| Median (50%) | USD 114,130/year | Official Annual Wages, Not Individual Take-Home Pay | The median is the 50% point in the distribution, its midpoint: half of employees’ annual wages are above it and half below. This page uses the official published median, without replacing it with a mean. It mixes regions, industries, and experience levels, so cannot serve as entry pay or establish a specific job’s or person’s income. Comparisons across regions also need attention to statistical periods and bonus inclusion. |
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| Highest 10% | Above USD 207,720/year | Official Annual Wages, Not Individual Take-Home Pay | The top 10% is the upper end of the statistical distribution: 10% of employees’ annual wages exceed USD 207,720. The percentile table provides positions only, without job composition or pay structures, so cannot establish broader responsibilities or more variable pay. To understand gaps, check duties, regions, industries, and pay structures for target jobs. This differs from a mean; this page estimates no individual income from the value. Official statistics cover employees, excluding the self-employed, and do not split individual basic pay and bonuses. Percentiles themselves describe neither job levels nor individual bargaining conditions. |
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Pay · Percentile 10：Below USD 67,100 per year；In month 5 of 2025, the bottom 10% of wages in this occupation were below this value. A statistical distribution position, not entry pay. ；U.S. Bureau of Labor Statistics occupational outlook (separate administrative services manager row)
Pay · Percentile 25：USD 86,460/year；In month 5 of 2025, this occupation’s 25th percentile annual wage is a statistical distribution position, not a seniority level. ；O*NET national wage percentiles (BLS 2025 wage data)
Pay · Median：USD 114,130 per year；Median annual wage in month 5 of 2025. The median is the distribution midpoint, not individual or newcomer income. ；U.S. Bureau of Labor Statistics occupational outlook (separate administrative services manager row)
Pay · Percentile 75：USD 157,420/year；In month 5 of 2025, this occupation’s 75th percentile annual wage； being above it also does not establish seniority or management rank. ；O*NET national wage percentiles (BLS 2025 wage data)
Pay · Percentile 90：Above USD 207,720 per year；In month 5 of 2025, the top 10% of wages in this occupation exceeded this value. Interpret high percentiles with industry, region, and management scope. ；U.S. Bureau of Labor Statistics occupational outlook (separate administrative services manager row)
No. The median is the distribution midpoint, mixing people from different regions, industries, and experience levels. Treating it as entry pay overestimates the starting point.
Hourly wages alone cannot establish an individual’s annual income. OEWS often uses 2,080 hours for comparable statistical conversion; some occupations report annual values directly. Actual personal income still depends on paid arrangements and contracts. Official annual wages are retained here without independently annualizing or estimating take-home amounts.
From the U.S. Bureau of Labor Statistics Occupational Employment and Wage Statistics program, aggregating employee wage distributions by precise occupation. Wages include basic pay, commissions, and incentive bonuses, excluding overtime pay, nonproduction bonuses, and severance pay; the self-employed are excluded.
Industry, region, management scope, organizational type, and bonus inclusion affect income. This page only shows official industry medians and estimates no individual level.
| Industry | Median Wage for This Occupation Within the Industry | How to Interpret This Value |
|---|---|---|
| Finance and insurance | USD 131,650 per year | Industry median wage in month 5 of 2025, covering only this occupation’s workers in finance and insurance. |
| Professional, scientific, and technical services | USD 128,020 per year | Same period and definition as above; industry classifications come from the official industry table, not this page’s own classification. |
| Local government (excluding education and hospitals) | USD 113,460 per year | Public-sector wage structures depend on job grades and are not directly interchangeable with other industries in this table. |
| Educational services (state, local, and private) | USD 107,030 per year | Median annual wage of administrative services managers in U.S. educational services in month 5 of 2025. Industry names do not establish academic-year arrangements, holidays, or actual paid hours; check specific job contracts. |
Official statistics collect data on employees, excluding the self-employed. Wage and employment coverage differ and cannot be converted into one another.
OEWS generally converts hourly and annual wages statistically using 2,080 hours; some occupations report annual wages directly. This table uses official published annual values, without inferring actual individual paid hours, fixed monthly pay, or income after tax.
Industry, region, management scope, and employer type substantially affect wages. This page shows official industry differences only in the industry table.
Base-year employment in the official employment projection table. Occupational Employment and Wage Statistics for the same occupation report 263,960 people in month 5 of 2025. These are different statistical programs with different periods and definitions. ；U.S. Bureau of Labor Statistics occupational outlook (separate administrative services manager row)
Projected employment growth rate； official net change is 14,400 people. The table’s base-year and projected values are rounded, so their direct difference may not equal the official net change. ；U.S. Bureau of Labor Statistics occupational outlook (separate administrative services manager row)
Average annual job openings over 2025–2035, including replacements from occupational transfers and labor-force exits, not net additions. ；U.S. Bureau of Labor Statistics employment projection table 1.2
O*NET occupational interest baseline
E Enterprising, C Conventional, S SocialIn daily work, this means prioritizing services, maintaining records and information, and coordinating departments and suppliers. These three activity types form the occupation’s interest baseline.
O*NET lists administrative services managers’ (11-3012.00) interest code as ECS: Enterprising 91, Conventional 88, and Social 46, highest in that order. This describes occupational task emphases, not individual scores or a qualification threshold.
Which Holland Interest Types Are Closer to Administrative Services Management?
Holland interests describe preferences for work activities, not ability ceilings. Administrative services managers’ daily activities mainly involve organizing and coordinating: receiving needs, prioritizing, coordinating suppliers, recording, and reviewing. If you sustain effort in persuading and coordinating others, these activities are worth testing further.
Do not use it this way: If you prefer extended independent work on a single analytical task with few interruptions, administrative support routines may consistently drain you.
Explore My Holland Vocational InterestsWhich Big Five Traits Are More Relevant to This Work?
The Big Five describes relatively stable behavioral tendencies; this page does not use it as a basis for hiring or fit. Specific behaviors are more useful for this occupation: maintaining accurate records and staying focused on issues in conflict. These can be trained without trait labels.
Do not use it this way: Treating “I am not good with people” as immutable is invalid. Test whether specific behaviors can be trained, such as restating needs and writing next steps clearly.
View My Big Five Personality TraitsCan MBTI Determine Whether Administrative Services Management Suits Me?
MBTI describes preferences, not abilities; this page does not use types to judge fit. Instead, check two specific situations: whether you act with incomplete information while continuing clarification, and whether you prioritize under shared rules.
Do not use it this way: Using types as hiring standards or rejecting directions based on them excludes people whose behaviors could be trained; this page does not support that use.
Explore My MBTI PreferencesCan the Enneagram Explain Whether This Occupation Suits Me?
This page does not use the Enneagram as a basis for career fit, only for self-questioning. It can prompt behavior-record questions: whether you take on, avoid, or control matters under pressure; whether urging makes you skip checks; and how these responses affect records and escalation.
Do not use it this way: Type-based explanations of management styles obscure actual problems; recording situations most likely to disrupt your organization is more valuable.
Explore My Enneagram PatternsCan I Become an Administrative Services Manager If I Struggle with Math?
This occupation requires numerical checking and logical prioritization, such as comparing quote specifications, quantities, expenses, and delivery scope and explaining reconciliation differences. O*NET’s mathematics skill importance score is not an individual IQ threshold or proof that all jobs have low mathematical requirements. Test specific tasks rather than determine qualification from assessment scores.
Do not use it this way: Numerical checks, complete records, and clarification are observable tasks. Mathematical depth depends on categories, budget responsibilities, and job requirements; these task materials cannot rank barriers to competence.
Explore My Intelligence and Reasoning PerformanceDo Administrative Services Managers Need High Emotional Intelligence?
“Emotional intelligence” is not a hiring standard for this occupation, with no uniform threshold. More practical abilities are specific conflict-handling and emotion-regulation methods: turn complaints into observable problems, explain reasons and feasible alternatives when refusing, and escalate and record matters despite urging. These can be practiced and checked through actual performance in entry exercises. Instead of focusing on scores, observe whether under pressure you explain, according to rules, what requires approval and what cannot be promised.
Do not use it this way: Equating a good temper with administrative fit neglects essential record discipline and boundary awareness.
Explore My Emotional Intelligence AbilitiesFits better when: Suits people able to follow multiple service needs simultaneously and maintain pace through checklists and schedules.
Watch for: Office operations are only part of operations management and do not suffice for business trade-offs.
Explore related career: General and operations managersFits better when: Suits people willing to compare scope and expenses and check delivery records individually.
Watch for: Administrative quote comparison covers only part of procurement; contract negotiation and supplier strategies require specialized methods.
Explore related career: Purchasing managersFits better when: Suits people valuing traceability and willing to check naming and version rules individually.
Watch for: Retention and destruction rules need separate learning; archive jobs often require specialized graduate-level training.
Explore related career: ArchivistsFits better when: Suits people willing to coordinate specialist contractors and accept on-site inspections.
Watch for: Administrative coordination does not grant specialized maintenance or engineering acceptance qualifications; signing beyond boundaries carries liability risks.
Explore related career: Facilities managersFits better when: Suits people willing to handle onboarding, attendance, and employee-affairs execution.
Watch for: Personnel systems and labor-relations judgments require specialized knowledge; an administrative title does not automatically grant authority.
Explore related career: Human resources managersFits better when: Suits people willing to handle office support and records in strongly regulated settings.
Watch for: Healthcare quality and privacy regulations require additional learning; office experience does not equal clinical management qualifications.
Explore related career: Medical and health services managersThere is no universally best personality, and this page does not screen by types. More verifiable are specific behaviors: clarifying and recording unclear needs, returning to checks after interruptions, maintaining accurate records and versions over time, and comparing impacts before expressing disagreement. All can improve through practice; omissions in a complete task exercise are closer to actual work than type labels.
No assumption is made. Introversion and extroversion describe energy and situational preferences, not ability. This page has no occupational materials establishing that introverts excel at detailed documents or are less suited to coordination. Check specific behaviors: proactively clarifying incomplete needs, maintaining accurate records and versions, and returning to checks after interruptions. These can improve with practice; reviewing omissions and rework after a complete exercise is more useful than labels.
No assumption is made. Extroversion is likewise not an occupational threshold, with no evidence that extroverts necessarily coordinate better. Coordination requires specifying needs, turning disagreements into checkable options, and returning commitments to authorized approvers. These are methods, not personality traits. Check whether you compare impacts before taking positions on conflicting needs and return to records and checks amid frequent interruptions, then assess direction through actual exercise omissions.
This page does not answer which MBTI type best fits administrative services managers or use types as hiring or fit thresholds. Types describe preferences, not abilities, and this page has no type research supporting job-performance judgments. More useful checks are whether you act with incomplete information while continuing clarification and consistently prioritize under shared rules. After the entry exercise, assess whether to adjust direction from actual omissions and rework.
Public task materials show frequent activities include obtaining information, communicating with supervisors, colleagues, and subordinates, scheduling and prioritizing work, deciding and solving problems, and recording information. O*NET’s ECS interest code corresponds to organizing and coordinating, rule-based office work, and personnel affairs. These describe occupational tasks, not your personal scores. To assess willingness for sustained work, try tasks individually: first write service arrangements and handoff records from fictional materials, then assess willingness to invest repeatedly in clarification and record maintenance.
This page obtained no validation evidence for predicting occupational performance from personality scores. Job authority, resources, teams, and industry rules also require checking; their explanatory power is not compared with personality. Explore readiness through concrete behaviors such as clarification, returning commitments to authorized people, and resuming checks after interruptions.
Competence requires checking the target job’s mathematical depth and actual tasks. Use fictional specifications, quantities, quotes, and expenses for quote comparisons and reconciliation, recording reasons for numerical and textual inconsistencies. Exercise feedback cannot establish hiring eligibility or sustained competence.
“High emotional intelligence” is not needed for entry, and there is no uniform threshold. Handling complaints, follow-ups, and ad hoc needs requires workable methods: confirm facts and impacts, explain reasons and alternatives, and escalate and record matters beyond authority. Even when urged, maintain commitment deadlines and approval boundaries. These methods can be practiced. Instead of worrying about scores, observe whether under pressure you explain, according to rules, which matters require approval and which cannot be promised.
Do not use the Enneagram to assess fit for a direction; this page provides no type-to-direction recommendations or occupational fit research. It is more suitable for self-questioning: whether you take on, avoid, or control matters under pressure and how that affects checking and escalation. Any conclusion must return to observable performance, such as timely risk reporting and completing records after interruptions. Behavior records provide stronger grounds for direction decisions than type-based limits.
Assess through deliverables: after five fictional-material tasks in the entry module, review where you most easily missed scope, deadlines, amounts, or authorization and which rework was most common. Compare exercise record templates with actual job forms to identify structural differences. If still unclear, list recurring difficulties as specific questions for further job exploration. Calculate no fit score and do not use one exercise as a hiring judgment.
Possible consequence：May involve unauthorized expenses, reconciliation differences, or accountability, and missing records may prevent explaining the basis of decisions at the time.
How to reduce risk：Check changes against approved scope, submit unapproved portions to approvers, and retain written records. Administration provides facts and recommendations without committing to payment on others’ behalf.
Evidence：O*NET administrative services manager occupational profile (tasks and work activities) · Audinate office manager position (single-employer case)
Typical scenario：Someone deletes files that appear to be old versions without confirming business needs or retention requirements.
Roles most affected：Roles responsible for filing, version maintenance, and shared directories
Possible consequence：Colleagues may lose evidence for contracts, complaints, or acceptance; serious cases can hinder external substantiation.
How to reduce risk：Before clearing records, limit authority and check valid versions and retention requirements. Submit disputes to records leads or legal staff; tool summaries cannot determine destruction.
Evidence：O*NET administrative services manager occupational profile (tasks and work activities) · Personal Information Protection Law of the People’s Republic of China
Typical scenario：Visitor lists or employee wage materials are sent to unrelated groups, external contacts, or unauthorized tools.
Roles most affected：Roles handling personal information in visitor, employee, or expense lists
Possible consequence：May infringe personal-information rights and trigger organizational reporting and remediation. Deleting a message after an erroneous send generally does not complete the response.
How to reduce risk：Limit recipients and purposes under rules. Immediately report mistaken sends to the information-protection lead, follow emergency processes, and record measures taken.
Evidence：Personal Information Protection Law of the People’s Republic of China · Audinate office manager position (single-employer case)
Typical scenario：User departments urge immediate restoration of electrical or other specialist equipment; pressured administrative staff may intervene themselves or sign acceptance for others.
Roles most affected：Roles coordinating repairs, site use, and forwarding facilities issues
Possible consequence：May delay handling or cause safety consequences; signing confirmation by nonspecialists also raises responsibility questions.
How to reduce risk：Coordinate affected people, contact authorized facilities or specialist personnel, and communicate alternatives. Administration records the process without personally working on energized or special equipment.
Evidence：O*NET facilities manager occupational profile (responsibility boundaries) · O*NET administrative services manager occupational profile (tasks and work activities)
Typical scenario：Roles with no long-term backup accumulate requests on leave days, with no one to approve urgent matters.
Roles most affected：Single-person, part-time administrative roles, or small-organization roles lacking backup
Possible consequence：Requests receive no response during leave or after departures. Responsibility for interruptions may fall on current staff, and commitments to other departments may go unfulfilled.
How to reduce risk：Before joining, check service hours, handoff methods, and escalation contacts. Agree emergency services separately from ordinary requests and document them in job descriptions.
Evidence：BLS occupational outlook (working hours and work environment) · Audinate office manager position (single-employer case)
Typical scenario：A supplier requests settlement after partial services while delivery lists and acceptance records remain incomplete.
Roles most affected：Roles responsible for supplier delivery acceptance and service records
Possible consequence：Services may fall short despite payment, or contractual breaches may be unclear; remedy negotiations also lack evidence.
How to reduce risk：Check delivery lists and acceptance standards individually against contracts, report nonconformities in writing, and require corrections. Retain dispute records and refer matters to contract leads.
Evidence：O*NET administrative services manager occupational profile (tasks and work activities) · O*NET facilities manager occupational profile (responsibility boundaries)
| Entry jobs | Main activities early in employment | What employers generally examine | How to demonstrate ability without experience | Differences from other directions |
|---|---|---|---|---|
| Administrative assistant or office coordination | Receive and register departments’ office needs through processes, organize records and documents, and hand off outstanding items with responsible people and deadlines. | Whether you specify needs, hand off open items clearly, and explain the basis for each step when questioned. | Explain your methods through exercise needs-registration and handoff records, marking information unclear at the time. | Emphasizes execution and records, generally without budget or supplier decisions; boundaries follow job delegation. |
| General office support | Daily supplies and service affairs, work-order tracking, and expense-document organization and filing | Accuracy and initiative: detecting differences and reporting proactively rather than waiting for others to find them. | Explain methods through reconciliation or work-order records containing difference explanations. | Handles daily supplies, work orders, and expense documents together, generally without budget or supplier approval rights; check job delegation. |
| Supplier and expense affairs support | Collect quote comparisons, track contractual milestones, maintain acceptance and payment evidence, and summarize differences in reviewable lists. | Whether you understand scope and expense differences beyond price comparisons and explain unknowns and clarification questions. | Use comparison tables with exclusions and clarification questions to explain judgments and their basis. | Closer to contracts and expenses, requiring additional clause knowledge; quote-comparison experience does not itself grant signing rights. |
| Records and information management support | Document naming, version maintenance, lending, and end-of-retention processing, recording processes under rules. | Whether you follow rules and explain the basis rather than organize files solely by habit. | Use directories and version lists to demonstrate traceability, marking rules still awaiting confirmation. | Emphasizes compliance and traceability, with records rather than expenses as the main subject; both still follow the same authorization framework. |
| Facilities and site coordination support | Receive repair requests, coordinate contractors and site managers, record on-site conditions, and track outcomes. | Whether you distinguish coordination from specialist work and report matters beyond boundaries through processes. | Explain a complete repair handoff chain, including who assesses and who accepts. | Additional equipment and on-site knowledge is needed; crossing boundaries creates risks, and acceptance responsibility follows contracts and authorization. |
One original U.S. part-time office manager recruitment text requires procurement, supplier collaboration, credit-card reconciliation, and asset tagging. This combination is specific to one employer, not a uniform industry threshold.
Checking method: connect each announcement requirement to a demonstrable ability or experience.
A fictional procurement request specifying specifications, quantities, arrival conditions, and outstanding confirmations is more verifiable than broadly claiming familiarity with administrative work.
Checking method: explain each material’s source and the basis of your judgments.
Official task lists help assess whether a job actually includes records management, supplier coordination, and budget execution rather than relying on titles.
Checking method: compare announcement duties individually against official tasks, marking parts absent from the list.
A handoff record with unknowns and responsible people demonstrates reviewable work despite incomplete information.
Checking method: assess whether successors need further questions before continuing.
You are the administrative coordinator of fictional Qinghe Office, recommending paper supplies for an event on month 9, day 12, and handing off anomalies. All amounts, dates, and roles are exercise assumptions, not market quotes or organizational rules.
A1 procurement request: training-group member Lin Lan requests 20 packs of A4 printing paper, 80 grams, 500 sheets per pack, delivered to the third-floor materials room before 17:00 on month 9, day 11. Existing matching inventory is 4 packs; whether to deduct it is unconfirmed.
A2 supplier A quote, month 9, day 8: 20 packs of matching specifications at CNY 22 per pack, total CNY 440, including tax, delivery, and handling to the third floor, excluding subsequent additions. Delivery within two days; quote valid until 17:00 on month 9, day 10.
Write a two-row quote comparison: specifications and quantity | Known amounts and included services | Arrival conditions | Unknowns and material identifiers. A3 supplier B quotes 20 packs of 70-gram paper at CNY 18 per pack, totaling CNY 360, warehouse collection only; tax and delivery are unspecified.
Then write an escalation request: A4 shows supplier A’s restocking delay makes earliest arrival 14:00 on month 9, day 12, so pre-event arrival cannot be promised. A5 sets a CNY 500 expense limit including tax, delivery, and handling. Lin Lan must confirm specification changes; exceeding the budget or arrival after 17:00 on month 9, day 11 requires escalation to lead Xu Ning.
Supplier B cannot be declared cheaper: specifications differ and tax, delivery, and handling are unquoted. Record these as unknowns and list clarification questions. Supplier A’s 22×20=CNY 440 is within CNY 500, but A4 has changed arrival conditions.
Use A1–A3 to fill specifications, quantities, expenses, and included services, marking unknowns and clarification questions.
Review method: others can judge from the table alone which quote fails to meet needs.
Use A4/A5 to write an escalation form explaining event impacts, budget conditions, and approval matters, with recommended reply time.
Review method: confirm no decisions for approvers or promised arrival times.
Record versions, status, and responsible people’s next steps by material identifier so successors continue without questions.
Specify three judgment grounds and two remaining uncertainties, avoiding treating exercise conclusions as actual procurement conclusions.
| Stage | Possible assessment | Observation evidence | Usage boundaries |
|---|---|---|---|
| Interview questions about expense differences | Can they explain changes in scope and approval boundaries? | Can identify unconfirmed information and explain whom to ask for confirmation | One employer’s questions cannot be generalized into a standard industry examination |
| Interview follow-up questions about prioritization | How to compare two requests due at the same time | Can explain the basis for a decision and acknowledge resource constraints |
Read the brief and A1/A5, and create a role-boundary card with columns for permitted actions, actions requiring approval, and prohibited actions; check that it includes no signing for others or purchasing.
Read A1–A3 and complete a scope comparison table covering specifications, quantities, costs, and missing items; mark undisclosed items as unknown.
Calculate known amounts from the two quotes and list clarification questions; do not enter unknown freight charges as zero.
Read A4 and complete an exception escalation form covering affected needs, options, and approval requests; do not promise that the supplier will meet the deadline.
Summarize A1–A5 by material number, recording versions, statuses, owners, and next steps; trace each item back to its location in the original text.
Archive the initial draft before opening the reference approach, compare each item, and list omissions and reasons for revisions.
| Qualification / Status | Who It Mainly Suits | Practical Value in Job Seeking | Whether It Is a General Entry Requirement | Examination / Registration Requirements | Level of Investment | Important Limitations |
|---|---|---|---|---|---|---|
| Bachelor’s degree | Job seekers seeking management roles or moving from execution roles into management | A common requirement of some employers, but it does not guarantee management responsibilities or budget or personnel authority | Not a statutory requirement; official guidance describes other entry routes besides educational qualifications | Follow admissions requirements for the target institution and program; overseas qualifications may require verification |
Typical scope：Receive requests, register work orders, track delivery, and complete handovers at shift end according to standards.
Readiness evidence：Can provide a complete needs and handover record that enables the recipient to continue without follow-up questions.
Credential boundary：Check your organization’s processes, tools, and authorization; reviewed materials provide no uniform qualification requirements covering all Chinese roles, and requirements for additional professional responsibilities need separate checks.
Next moves：Create reviewable checklists from records and proactively identify unfinished items.
Typical scope：Handle routine exceptions independently, explain impacts, propose options, and escalate matters beyond authorized limits according to policy.
Readiness evidence：Can provide a complete exception-handling record covering facts, options, approvals, and restoration results.
Credential boundary：Short service management or procurement training is an option, but not a prerequisite for hiring.
Next moves：Turn one cross-department coordination case into a reusable process description.
Typical scope：Manage supplier relationships and budget execution within authorized limits, address service quality disputes, and recommend contract renewals.
Readiness evidence：Can provide quote comparisons, performance tracking, and outcome explanations, with costs matched to acceptance checks.
Credential boundary：Procurement and contract training helps explain terms; signing authority still depends on organizational authorization.
Next moves：Demonstrate service improvements with a quantifiable indicator rather than merely listing actions.
Typical scope：Design service standards and recordkeeping systems, guide multiple people, take responsibility for outcomes, and participate in cross-department process improvements.
Readiness evidence：Can provide policy documents independently implemented by others and records of improved outcomes.
Credential boundary：Management study is optional; competence is demonstrated through reviewable outputs.
Next moves：Align service standards with other departments’ assessment definitions to reduce rework.
Typical scope：Collect quotes, organize supporting documents, register asset and cost information, and report problems promptly according to procedures.
Readiness evidence：Can provide reconciliation records matching supporting documents to accounts, with explanations for discrepancies.
Credential boundary：Before exploring costs and suppliers, check education, experience, qualifications, and organizational cost policies in the target region, industry, and job announcement; this page does not establish a universal absence of mandatory qualifications.
Next moves：List recurring reconciliation discrepancies and submit them to a supervisor.
Typical scope：Independently compare quote scope and costs, explain unknowns and risks, and develop procurement recommendations ready for approval.
Readiness evidence：Can provide a comparison table with exclusions and clarification questions, with amounts that can be recalculated.
Credential boundary：Basic procurement training helps explain processes; it does not confer signing authority.
Next moves：Turn one clarification process into a standard question checklist.
Typical scope：Name, register, and archive documents according to rules, maintain directories, and register borrowing.
Readiness evidence：Can provide searchable directories and borrowing records and retrieve specified files.
Credential boundary：Before exploring records and information, check the target role’s records, information management, training, and authorization requirements; understanding organizational policies does not replace applicable entry requirements.
Next moves：Write brief naming and version rules for colleagues to use.
Typical scope：Maintain document versions and access permissions, identify multiple versions of the same document, and confirm the valid version.
Readiness evidence：Can provide version inventories and permission explanations and explain why a particular version’s values were used.
Credential boundary：Records or information management training is an option; it does not replace professional legal judgment.
Next moves：Turn one version-conflict resolution process into a checklist.
Handle retention periods and destruction procedures under applicable rules and process personal information materials in line with information protection requirements.
Can complete routine needs registration, supplies, and service tasks according to standards, with clear records and handovers; the criterion is whether a recipient can continue using the records alone.
Can independently explain the causes, impacts, and options for a service exception and restore service within authorized limits; the criterion is whether the proposal explains costs and matters requiring approval.
Can manage budget execution, supplier relationships, and process improvements within authorized limits and take responsibility for cross-department service arrangements; the criterion is whether costs are substantiated and changes recorded.
Can design and maintain office support service standards and recordkeeping systems, guide others, and take responsibility for outcomes; the criterion is whether others can independently implement the system and have it reviewed.
United States · Separate U.S. Administrative Services Managers Row for 11-3012
5.2%（2025–2035）
Growth Rate
The official outlook page gives combined occupational growth of 5%, while the separate administrative services managers row gives 5.2%; these are different definitions, and this page uses only the separate row.
Does not establish：The title covers combined occupations; separate annual average openings of 22,000 for this occupation appear in the projections table
Mainland China · Definitions for Enterprises Above Designated Size and Urban Units
Middle and senior managers: CNY 210,016/year (2025)
Annual Average Wages by Industry and Job Category
The National Bureau of Statistics publishes average wages by industry sector and job category, without a separate administrative services manager category, so this page provides no mainland China occupational pay projection.
Does not establish：The statistics cover urban units and exclude individual businesses and freelancers; total wages are reported before tax.
These are capability relationships, not automatic promotions or credential waivers.
Transfers：Office support, supplier coordination, and service prioritization are transferable.
Build next：Requires additional knowledge of building equipment, maintenance projects, and specialist contractors, plus understanding of site safety and acceptance requirements. Relatively close: office support experience is directly transferable, but professional judgment and safety responsibilities require new learning.
View career profileTransfers：Quote comparison, reconciliation, supplier communication, and performance tracking are transferable.
Build next：Requires additional procurement processes, tendering or negotiation methods, and judgment about terms and risks. Moderate distance: processes are similar, but decision authority and professional methods differ from administrative roles.
View career profileTransfers：Budget explanations, process coordination, and cross-department communication are transferable.
Build next：Requires additional experience with business metrics, cost trade-offs, and cross-functional decisions. Relatively distant: responsibility expands from office support to business outcomes.
View career profileTransfers：Preparing onboarding supplies, internal communication, and process execution are transferable.
Build next：Requires additional knowledge of personnel policies, recruitment assessment, and labor relations judgments. Relatively distant: employee service experience does not equal personnel decision-making ability.
View career profileTransfers：Coordination, recordkeeping, and process execution experience are transferable.
Build next：Requires additional knowledge of healthcare quality, privacy, and regulation. Relatively distant: general office management experience does not authorize medical treatment or clinical supervision.
View career profileTransfers：Records management, supporting-document organization, and process execution experience are transferable.
Build next：Requires additional methods for applying regulations, internal investigations, and compliance judgments. Moderate distance: compliance judgments require specialized training and cannot be replaced by administrative experience.
View career profileTransfers：Office supplies purchasing and reconciliation experience are transferable.
Build next：Requires additional standard procedures for quote requests, supplier management, and procurement execution. Relatively close: tasks concern similar items, but authorization and process standardization differ.
View career profileTransfers：Office coordination, document work, and recordkeeping habits are transferable.
Build next：Requires additional standards for meeting coordination, travel support, and communication with senior leaders. Moderate distance: supporting more senior people brings greater judgment and confidentiality requirements.
View career profileFirst observe whether you can turn unclear requests into needs, deadlines, and named owners and follow through until service is restored; then complete an exercise using the fictional materials in the entry module and record the steps most often missed. Assessments help you frame questions, without determining suitability.
Existing evidence supports reduced time on document and email tasks, but not the conclusion that total jobs are being replaced. A cross-industry knowledge-work experiment found substantially reduced weekly email time among users, but its sample was not this occupation and it did not measure service quality or employment changes; enterprise adoption surveys use enterprises as their statistical unit and cannot establish job numbers.
The National Bureau of Statistics publishes average wages by industry sector and job category, without separate administrative services manager data, so this page provides no nationwide occupational pay figure. The three public recruitment pay offers shown are local or single-employer examples with different conditions and responsibilities and cannot establish national pay levels.
No. The annual median wage for month 5 of 2025 was USD 114,130, the midpoint of the occupational distribution across different regions, industries, and experience levels; 10% earned less than USD 67,100, and 10% earned more than USD 207,720. These are statistical positions, not experience levels.
Official U.S. guidance describes a common route of a bachelor’s degree plus relevant experience while explicitly recognizing other entry routes. Actual requirements in China depend on employers; postgraduate qualifications, Communist Party membership, or experience conditions in recruitment announcements are employer-specific, not general occupational entry requirements.
Official U.S. information states that this occupation generally does not require specific licenses or certifications, although some certifications may help in job seeking. Administrative or procurement training can help explain methods, but does not confer contract signing, payment approval, or professional acceptance authority; these depend on organizational authorization.
They center on three boundaries: whether costs and changes are documented, whether records and personal information can be handed over or cleared, and how authority is divided with specialist functions such as facilities, finance, and personnel. Organizations should clarify authorization and escalation arrangements, and practitioners need to record the basis for their judgments.
Official U.S. projections show 5.2% employment growth and a net change of 14,400 people for 2025–2035, a nationwide occupational employment projection. When transitioning to adjacent occupations, check task differences first: facilities and healthcare require additional specialist knowledge, procurement and compliance require specialized methods, and personnel requires experience with personnel policies.
FermatMind Career Content Team (editorial compilation, without review by administrative services manager practitioners)
Materials on this page were reviewed on 2026-09-12; sources were accessed on the same date, and recruitment examples are historical announcements.
Occupational identity and tasks are based on O*NET 11-3012.00 and public U.S. Bureau of Labor Statistics materials; the China section uses National Bureau of Statistics definitions and original public recruitment announcements.
Limitations：Occupational tasks are not a common job description for every employer; wage and projection sections may have different statistical periods from other sections.
Limitations：The title combines occupations; annual average openings of 36,100 and the 5% growth rate use the combined definition and cannot be treated as figures for this occupation alone.
Limitations：Projections describe nationwide occupational employment totals; table values are rounded, so direct subtraction may not equal the official net change.
Limitations：Methodology notes provide no wage figures for this occupation; original values appear in the O*NET national wage percentile table.
Limitations：Published by industry sector and job category, without a separate administrative services manager category; excludes individual businesses and freelancers and uses total wages before tax.
Limitations：A historical document used only to rule out incorrect name mappings; it does not claim to cover every current management occupation.
Limitations：The obligated party is the personal information processor; implementation depends on organizational authorization, and this page is not independent legal advice.
Limitations：Used to compare adjacent U.S. occupations; does not establish recognition of qualifications in China or describe how authorization is allocated when roles are combined.
Limitations：Explains differences in the object of responsibility; does not establish recognition of qualifications in China.
Limitations：Explains functional boundaries; does not establish recognition of qualifications in China.
Limitations：Explains additional healthcare requirements; does not establish recognition of qualifications in China.
Limitations：Exposure is compiled by task and does not equal adoption rates, automation rates, or unemployment probability; no single-occupation score is provided for administrative services managers.
Limitations：Not employer standards, validated scales, legal rules, or real business events; no employment outcomes are promised.
Limitations：A voluntary risk framework applicable across contexts; not occupational entry regulations, and it provides no accident or occurrence rates for this occupation.
Limitations：Estimates exposure and potential task impacts; the authors explicitly do not predict development or adoption timelines. Not measured outcomes for this occupation.
Limitations：Employers’ subjective expectations, not achieved outcomes; provides no job-count changes for this occupation, and responses are self-reported.
Limitations：One employer’s part-time role combining office support responsibilities; does not represent Chinese recruitment or general industry requirements, and the listing may have been removed.
Limitations：Explains professional procurement methods; does not establish recognition of qualifications in China.
Limitations：A combined personnel and administration role; advertised pay is not actual take-home pay, tax treatment is unspecified, and current vacancies are unconfirmed.
Limitations：A historical announcement with applications closed; total compensation includes performance bonuses and is not fixed monthly pay. Responsibilities include personnel and Party affairs rather than solely office services; the experience condition relaxes only the field-of-study restriction, without replacing educational or degree requirements.
Limitations：A deputy role focused on written administrative work, sampled from an adjacent level; current vacancies are unconfirmed, and tax treatment and bonuses are unspecified.
Limitations：Statistical units are enterprises and business functions, not jobs or individuals; questionnaire wording changed to “any business function” in month 11 of 2025, preventing direct comparison with the older question.
Limitations：A cross-industry knowledge-worker sample, not administrative services managers; intention-to-treat estimates differ from effects among actual users and cannot establish occupational replacement rates or service quality.
Limitations：Provides national wage percentiles only, without regional, industry, or experience breakdowns; percentiles are statistical positions, not entry or seniority levels, and exclude self-employed people.
Limitations：Explains the scope and education requirements of archival work; does not establish recognition of qualifications in China, and education distribution is self-reported by respondents.
This page’s Chinese text explains the scope of the official U.S. occupation and does not establish mutual recognition of Chinese and overseas qualifications; all fictional exercise materials are editorial designs, not employer standards or legal rules. Personal results, orders, and payment information do not enter the public page.
MBTI (English) · Big Five (English) · MBTI (Chinese) · Big Five (Chinese)
Check whether the organization specifies record retention, access authorization, and destruction rules in writing.
Check for a long-term single-person role without backup and substitute arrangements for leave dates.
The escalation request should specify the affected event, two verifiable alternatives, matters for Lin Lan’s confirmation and Xu Ning’s approval, and recommend key replies before noon on month 9, day 10. This is the participant’s recommendation, not an original rule requirement.
The exercise handles paper materials only: contact no actual suppliers, pay nothing, and do not decide for approvers. Review whether calculations, paper weight, expense scope, deadlines, and both levels of confirmation are recorded. Rework any output that turns unknowns into certainties or orders on approvers’ behalf.
| Probationary handover | Whether unfinished items are handed over to a named recipient | The recipient can continue the work using the records | Probationary performance is not an assessment of personality or suitability |
|---|
| Handling service complaints | Whether facts are clarified before remedies are proposed | The user department confirms restoration, and exceptions have named owners | A single outcome cannot establish long-term ability |
|---|
Reread the initial and revised drafts and complete a reflection covering omissions, changes in explanations, grounds for revisions, and subjective energy levels; do not calculate a suitability score.
| A degree does not itself confer budget, procurement, or personnel authority; these depend on organizational authorization |
| Relevant work experience | People with experience in administration, office support, or general affairs | Prepare verifiable accounts of responsibilities: specify tasks, scope, outputs, and responsibility boundaries; these are more persuasive than years of experience alone | No nationwide standard for years of experience; specific roles may require relevant experience | Determined by the target job announcement; check how years of experience are counted, job responsibilities, and whether experience in adjacent functions is accepted | Primarily time: accumulate experience on the job according to the target role’s requirements | Similar experience labels do not mean identical responsibilities; check them individually |
|---|
| Administrative or service management training | Working professionals seeking process and tool knowledge in preparation for a role change | Helps explain methods and processes and generally is not a hiring condition; it can demonstrate willingness to learn and preparation | Not an entry requirement; optional professional preparation | No uniform enrollment requirements; check the specific training provider’s or industry organization’s course information for prerequisites and completion assessments | No reliable uniform figure; check course duration, delivery format, and the time you can commit | Training certificates do not replace organizational authorization, required experience, or professional qualifications |
|---|
| Procurement and contract training courses | People in office support roles handling quote comparisons, acceptance checks, or contract execution support | Can help explain quote comparisons, terms, and performance processes in preparation for cost-related support tasks, but is not a hiring condition | Not an entry requirement; no uniform registration or practice requirements | No uniform enrollment or registration requirements; check the specific training provider’s or industry organization’s course information for prerequisites, completion assessments, or proof of employment | No reliable uniform figure; check course duration, whether examinations are included, refresher cycles, and the time you can commit | Does not confer contract signing authority, payment approval authority, or professional acceptance qualifications; these depend on organizational authorization |
|---|
| Records or information management study | People in office or records roles responsible for maintaining records, document versions, and information management | Helps explain classification, retention, and disposal rules; preparation for records responsibilities rather than a hiring condition | Not an entry requirement; optional preparation in professional knowledge | No uniform enrollment requirements; check the training provider’s or industry organization’s information for requirements involving relevant employment experience or prerequisites | No reliable uniform figure; check course duration and refresher requirements | Does not replace organizational policies, retention-period rules, or statutory personal information protection requirements; follow your organization’s rules |
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| Identity and security screening procedures | Candidates applying to specific industries or roles involving classified information and security screening | Employer-specific access requirements that determine which materials and projects may be accessed; they are not assessments of professional ability or occupational qualifications | Not a general entry requirement; applies only to specific industries or roles and varies with organizational rules | Employers and competent authorities conduct reviews according to role requirements; each organization specifies materials, timelines, and standards. This page does not provide detailed procedures. | Timelines and required materials depend on organizational procedures and may involve multiple submissions and background checks | This page does not provide specific screening standards; do not use it to judge whether an individual will pass, and it does not represent entry requirements in other countries or industries |
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Typical scope：Track contract performance milestones, organize acceptance checks, record nonconformities, and follow through on supplier corrective actions.
Readiness evidence：Can provide performance tracking tables and records showing nonconformities resolved through a complete follow-up cycle.
Credential boundary：Contract and acceptance knowledge comes from training or workplace practice; specific authorization is determined by the organization.
Next moves：Use one completed corrective-action cycle to explain your follow-up methods.
Typical scope：Manage supplier portfolios and cost budgets within authorized limits and participate in renewal negotiations and risk control.
Readiness evidence：Can provide cost structure explanations and supplier evaluation results with substantiated judgments.
Credential boundary：Negotiation and contract study is optional; professional legal judgments remain the responsibility of legal or procurement specialists.
Next moves：Divide supplier risks into manageable categories and prioritize responses.
Readiness evidence：Can provide retention and destruction records and explain the governing rule for each step.
Credential boundary：Needs knowledge of applicable information protection and records requirements; specific obligations are implemented by the organization.
Next moves：Write actionable instructions defining boundaries for handling personal information materials.
Typical scope：Design records classification, retention, and access systems, guide others, and undergo review.
Readiness evidence：Can provide independently implemented policy documents and review records.
Credential boundary：Policy design ability comes from practice and training; regulatory interpretations are confirmed by the relevant organizational functions.
Next moves：Rewrite easily misunderstood policy provisions as actionable instructions.
Limitations：Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
