Chapter 9: Career And Management Development Flashcards
Career development
The lifelong series of activities (such as workshops) that contribute to a persons career exploration, establishment, success, and fulfillment
Career
A series of work related positions, paid or unpaid, that help a person to group in job skills, success, and fulfillment
Career planning
The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; acquires information about opportunities and choices, identifies career-related goals; and establishes action plans to attain specific goals
Occupational orientation
The theory that there are six basic personal orientations that determine the sorts of careers to which people are drawn
Career anchors
A concern or value that a person will not give up if a choice has to be made
Types of career anchors
- Technical /functional– avoid managemment, want to be functional
- Managerial competence– have skills and requirements to be a manger
- Creativity – successful entrepreneur
- Autonomy and independence –
- Security– want career stability
- Pure challenge}
Networking
An organized process whereby the individual arranges and conducts a series of face to face meetings with his or her colleagues and contacts, plus individuals that they recommend
Making promotion decisions
Decision one: is seniority or competence the rule ?
Decision two: how is competence measured
Decision three: is the process formal or informal?
Decision 4 : vertical or horizontal (promote from one department to an other, or just within one department)
Management development
Any attempt to improve current or future management performance by imparting knowledge, changing attitudes or increasing skills
Succession planning
A process through which senior-level and critical strategic job openings are planned for and eventually filled
Steps:
1. Establishing a strategic direction for the organization and jobs that are critical to achieving the strategic direction
2. Identifying core skills and competencies needed in jobs that are critical to achieve the strategy
3. Identifying people inside the organization who have, or can acquire, those skills and proving them with developmental opportunities
Developmental job rotation
A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points.
Action learning
A training technique by which management trainees are allowed to work full time, analyzing and solving problems in other departments
In-house development centre
A company-based method for exposing prospective managers to realistic exercises to develop improved management skills
Behaviour modelling
A training technique in which trainees are first shown good management techniques, then. Asked to play roles in a simulated situation, and finally given feedback regarding their performance
Case-study method
A development method in which a trainee is presented with a written description of an organization problem to diagnose and solve
