Pub Date : 1994-12-01DOI: 10.1108/09556219410072306
A. King
Presents an overview of studies of the brain revealing that the cerebral cortex is divided into two hemispheres along with emergent implications for teaching the two‐sided mind and career selection in an experiential exercise format. The exercise follows a heuristic pattern of user‐friendly self‐discovery allowing participants to compare their actual thinking and problem‐solving behaviour with their professed attitudes in terms of left, right, and mixed brain patterns. For participants the exercise helps to: identify styles along with factors affecting attitudes and behaviour; increase understanding of the relationship and complexity between attitudes and behaviour; and to become more aware of their own attitudes and behaviour in career choice, training, and diverse situations. For career planning, instructional design and training managers the instrumented feedback design provides a tool for educational research and a conceptual analytic framework for recognizing the contingent complexity and feasibility...
{"title":"Self‐assessment of Thinking and Problem Solving","authors":"A. King","doi":"10.1108/09556219410072306","DOIUrl":"https://doi.org/10.1108/09556219410072306","url":null,"abstract":"Presents an overview of studies of the brain revealing that the cerebral cortex is divided into two hemispheres along with emergent implications for teaching the two‐sided mind and career selection in an experiential exercise format. The exercise follows a heuristic pattern of user‐friendly self‐discovery allowing participants to compare their actual thinking and problem‐solving behaviour with their professed attitudes in terms of left, right, and mixed brain patterns. For participants the exercise helps to: identify styles along with factors affecting attitudes and behaviour; increase understanding of the relationship and complexity between attitudes and behaviour; and to become more aware of their own attitudes and behaviour in career choice, training, and diverse situations. For career planning, instructional design and training managers the instrumented feedback design provides a tool for educational research and a conceptual analytic framework for recognizing the contingent complexity and feasibility...","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132674660","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-12-01DOI: 10.1108/09556219410072315
D. DeGroot
International employment continues to grow for the industrialized nations as their economies become more interdependent. An example of this trend involves Germany and the US employment and career issues which need to be considered when consulting abroad. Research was conducted in order to compare and contrast German and US outplacement/career practices. Specific interview impressions were gathered from several outplacement/career management professionals in Germany. Provides details about outplacement consulting services, differences in employee/career aspects between German and US employees, and the unique challenges faced by German employees. Although many outplacement services are similar between the two nations, German consultants appear to provide more of an “administrative” focus when working with German employees, whereas the US consulting firms provide more of a “sales” focus. German employees have historically had more employment protections than their counterpart US employees. However, political...
{"title":"A Look at German Outplacement and Career Management","authors":"D. DeGroot","doi":"10.1108/09556219410072315","DOIUrl":"https://doi.org/10.1108/09556219410072315","url":null,"abstract":"International employment continues to grow for the industrialized nations as their economies become more interdependent. An example of this trend involves Germany and the US employment and career issues which need to be considered when consulting abroad. Research was conducted in order to compare and contrast German and US outplacement/career practices. Specific interview impressions were gathered from several outplacement/career management professionals in Germany. Provides details about outplacement consulting services, differences in employee/career aspects between German and US employees, and the unique challenges faced by German employees. Although many outplacement services are similar between the two nations, German consultants appear to provide more of an “administrative” focus when working with German employees, whereas the US consulting firms provide more of a “sales” focus. German employees have historically had more employment protections than their counterpart US employees. However, political...","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"109 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132189759","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-01DOI: 10.1108/09556219410066655
J. Lawson
Although the nature of work undertaken by managers of organizations has been widely studied, the influence of personalities of managers, particularly in the public sector, appears not to have been examined in detail. The personality characteristics of 50 senior Australian public sector managers are compared with their achievements in terms of the known objectives of their organizations. Describes the outcome of this study. Identifies flaws including lack of trust in subordinates, lack of inspiring trust from subordinates, lack of commitment and aggressive selfish behaviour. Demonstrates that such flaws can bring about disaster for the manager and for the organization.
{"title":"Success and Failure among Senior Public Administrators – The Key Role of Personality","authors":"J. Lawson","doi":"10.1108/09556219410066655","DOIUrl":"https://doi.org/10.1108/09556219410066655","url":null,"abstract":"Although the nature of work undertaken by managers of organizations has been widely studied, the influence of personalities of managers, particularly in the public sector, appears not to have been examined in detail. The personality characteristics of 50 senior Australian public sector managers are compared with their achievements in terms of the known objectives of their organizations. Describes the outcome of this study. Identifies flaws including lack of trust in subordinates, lack of inspiring trust from subordinates, lack of commitment and aggressive selfish behaviour. Demonstrates that such flaws can bring about disaster for the manager and for the organization.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"230 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116493543","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-01DOI: 10.1108/09556219410066664
J. Sarros, Joseph C. Santora
Describes a study of 104 CEOs in Australia′s top 500 companies. Identifies their reasons for success in times of economic downturn. These reasons and attributes contained both “hard” and “soft” management skills, such as strategic management and interpersonal relationships respectively. Compares major management challenges facing these executives with findings in the USA. These challenges included global competition, personnel matters, and continuous change. Ends with strategies for business success based on the findings, with the emphasis on international competitiveness, workplace rationalizations, and leadership paramount.
{"title":"Successful CEOs in Tough Economic Times","authors":"J. Sarros, Joseph C. Santora","doi":"10.1108/09556219410066664","DOIUrl":"https://doi.org/10.1108/09556219410066664","url":null,"abstract":"Describes a study of 104 CEOs in Australia′s top 500 companies.\u0000Identifies their reasons for success in times of economic downturn.\u0000These reasons and attributes contained both “hard” and “soft” management\u0000skills, such as strategic management and interpersonal relationships\u0000respectively. Compares major management challenges facing these\u0000executives with findings in the USA. These challenges included global\u0000competition, personnel matters, and continuous change. Ends with\u0000strategies for business success based on the findings, with the emphasis\u0000on international competitiveness, workplace rationalizations, and\u0000leadership paramount.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"55 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130973133","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-01DOI: 10.1108/09556219410066673
R. Burke, C. McKeen
Describes a study which examined the relationship of employment gaps to measures of work outcomes and emotion wellbeing. Data were collected from a diverse sample of 792 managerial and professional women using questionnaires completed anonymously. Managerial women with more employment gaps were older, more likely married, had more children if married, earned less income and worked fewer hours and extra‐hours per week. Women with more employment gaps also reported less career satisfaction, less job involvement and less optimistic career prospects. Employment gaps were not, however, related to psychological wellbeing. Women reporting more employment gaps earned less income though having more work experience and similar educational qualifications and credentials.
{"title":"Effects of Employment Gaps on Satisfactions and Career Prospects of Managerial and Professional Women","authors":"R. Burke, C. McKeen","doi":"10.1108/09556219410066673","DOIUrl":"https://doi.org/10.1108/09556219410066673","url":null,"abstract":"Describes a study which examined the relationship of employment gaps to measures of work outcomes and emotion wellbeing. Data were collected from a diverse sample of 792 managerial and professional women using questionnaires completed anonymously. Managerial women with more employment gaps were older, more likely married, had more children if married, earned less income and worked fewer hours and extra‐hours per week. Women with more employment gaps also reported less career satisfaction, less job involvement and less optimistic career prospects. Employment gaps were not, however, related to psychological wellbeing. Women reporting more employment gaps earned less income though having more work experience and similar educational qualifications and credentials.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128644856","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-10-01DOI: 10.1108/09556219410066646
I. Chow
Describes the attitude of Chinese managers towards their work. Compares predictors of organizational commitment between Chinese managers in Hong Kong and Taiwan. Explores relationships between the perceived career prospects and organizational commitment. Considers the implications for career and management development.
{"title":"Organizational Commitment and Career Development of Chinese Managers in Hong Kong and Taiwan","authors":"I. Chow","doi":"10.1108/09556219410066646","DOIUrl":"https://doi.org/10.1108/09556219410066646","url":null,"abstract":"Describes the attitude of Chinese managers towards their work. Compares predictors of organizational commitment between Chinese managers in Hong Kong and Taiwan. Explores relationships between the perceived career prospects and organizational commitment. Considers the implications for career and management development.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129114387","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-08-01DOI: 10.1108/09556219410062631
R. Burke, I. Todorova, T. Kotzeva, C. McKeen
This research examined correlates of three career priority patterns – career‐primary, modified career‐family, and career‐family – among 218 managerial and professional women in Bulgaria. Data were collected using questionnaires completed anonymously. It attempted to replicate similar research conducted in Canada. Although career‐family women worked fewer hours per week, and were less involved with their jobs than were career‐primary women, many of the differences observed in the Canadian sample were absent in the Bulgarian sample. Offers possible explanations for the differences in the two studies.
{"title":"Career Priority Patterns: Managerial and Professional Women in Bulgaria","authors":"R. Burke, I. Todorova, T. Kotzeva, C. McKeen","doi":"10.1108/09556219410062631","DOIUrl":"https://doi.org/10.1108/09556219410062631","url":null,"abstract":"This research examined correlates of three career priority patterns – career‐primary, modified career‐family, and career‐family – among 218 managerial and professional women in Bulgaria. Data were collected using questionnaires completed anonymously. It attempted to replicate similar research conducted in Canada. Although career‐family women worked fewer hours per week, and were less involved with their jobs than were career‐primary women, many of the differences observed in the Canadian sample were absent in the Bulgarian sample. Offers possible explanations for the differences in the two studies.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122246358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-08-01DOI: 10.1108/09556219410062604
L. V. Wees, P. Jansen
The system of two career ladders, one for managers, the other for (top‐level) specialists or professionals, has worked satisfactorily up to a certain level. There are, however, indications that there will be a change in the “natural” career progression in the near future. Responsible for this are rising educational level of the workforce, onset of lean, knowledge‐driven companies which are competence‐based, and doubts about the effectiveness of the classical manager. Studies the concept of a “career”, and current changes in career motivations and opportunities of managers and professionals. To illustrate, describes how three large Dutch companies recruit their future top‐level managers and professionals. In particular, the career aspirations and opportunities of an important group of professionals, viz. engineers will be investigated. Finally, suggests how to align career path and motives with organizational requirements, both for managers and for professionals. Compares HRM policy with the way in which J...
{"title":"Dual Ladder “in Balance”","authors":"L. V. Wees, P. Jansen","doi":"10.1108/09556219410062604","DOIUrl":"https://doi.org/10.1108/09556219410062604","url":null,"abstract":"The system of two career ladders, one for managers, the other for (top‐level) specialists or professionals, has worked satisfactorily up to a certain level. There are, however, indications that there will be a change in the “natural” career progression in the near future. Responsible for this are rising educational level of the workforce, onset of lean, knowledge‐driven companies which are competence‐based, and doubts about the effectiveness of the classical manager. Studies the concept of a “career”, and current changes in career motivations and opportunities of managers and professionals. To illustrate, describes how three large Dutch companies recruit their future top‐level managers and professionals. In particular, the career aspirations and opportunities of an important group of professionals, viz. engineers will be investigated. Finally, suggests how to align career path and motives with organizational requirements, both for managers and for professionals. Compares HRM policy with the way in which J...","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129805224","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-08-01DOI: 10.1108/09556219410062613
Hee Ang Teo, James Poon
Small and medium‐sized enterprises (SMEs) are generally perceived as more nimble because of their small size compared with multinational corporations (MNCs). They are corporations therefore seen as more entrepreneurial. Thus for a country to succeed, SMEs should be encouraged. In order for SMEs to thrive, among other things, they should be perceived by prospective job seekers as presenting attractive career opportunities. Presents the views of a particularly important group of job seekers, namely university undergraduates, relating to their career intentions, including working for SMEs as against MNCs. The survey of 270 first‐year accountancy and business undergraduates found that SMEs are less favourably perceived than MNCs when it comes to employment. In this light, SMEs need to reassess their recruitment and human resource strategies, as well as to project a new image to match the changing demands of the business world. Also suggests implications for policy makers.
{"title":"Career Choice of Undergraduates and SMEs in Singapore","authors":"Hee Ang Teo, James Poon","doi":"10.1108/09556219410062613","DOIUrl":"https://doi.org/10.1108/09556219410062613","url":null,"abstract":"Small and medium‐sized enterprises (SMEs) are generally perceived as\u0000more nimble because of their small size compared with multinational\u0000corporations (MNCs). They are corporations therefore seen as more\u0000entrepreneurial. Thus for a country to succeed, SMEs should be\u0000encouraged. In order for SMEs to thrive, among other things, they should\u0000be perceived by prospective job seekers as presenting attractive career\u0000opportunities. Presents the views of a particularly important group of\u0000job seekers, namely university undergraduates, relating to their career\u0000intentions, including working for SMEs as against MNCs. The survey of\u0000270 first‐year accountancy and business undergraduates found that SMEs\u0000are less favourably perceived than MNCs when it comes to employment. In\u0000this light, SMEs need to reassess their recruitment and human resource\u0000strategies, as well as to project a new image to match the changing\u0000demands of the business world. Also suggests implications for policy\u0000makers.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130775287","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-05-01DOI: 10.1108/09556219410055530
Mohammad Ahmadi, M. Helms
Addresses the issue of cultural literacy and compares the cultural learning of women and men, and of minorities and non‐minorities. Discusses the possible effect of cultural literacy on career planning and training. A cultural literacy test was developed and administered to a group of undergaduate business students at a metropolitan university. It was found that male respondents generally performed better on tests of cultural literacy than did their female counterparts, and minorities scored lower than non‐minority groups. Concludes that these general knowledge differences may have significant effect on employment and career planning. Suggests procedures for corporations to use correct possible biased hiring practices.
{"title":"Cultural Literacy and Business Career Planning","authors":"Mohammad Ahmadi, M. Helms","doi":"10.1108/09556219410055530","DOIUrl":"https://doi.org/10.1108/09556219410055530","url":null,"abstract":"Addresses the issue of cultural literacy and compares the cultural learning of women and men, and of minorities and non‐minorities. Discusses the possible effect of cultural literacy on career planning and training. A cultural literacy test was developed and administered to a group of undergaduate business students at a metropolitan university. It was found that male respondents generally performed better on tests of cultural literacy than did their female counterparts, and minorities scored lower than non‐minority groups. Concludes that these general knowledge differences may have significant effect on employment and career planning. Suggests procedures for corporations to use correct possible biased hiring practices.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114616475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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