Pub Date : 1991-06-01DOI: 10.1108/09556219110004043
J. Kable
The job preferences of successful consultants are focused on and conclusions are drawn on the link between preferences and skills. Research carried out in a major international consultancy organisation over nine months provides the basis for the study, which highlighted those preferences required to be an effective consultant: social, selling, creative and outdoor.
{"title":"LINKING CONSULTANCY SKILLS AND PREFERENCES: A CASE STUDY","authors":"J. Kable","doi":"10.1108/09556219110004043","DOIUrl":"https://doi.org/10.1108/09556219110004043","url":null,"abstract":"The job preferences of successful consultants are focused on and conclusions are drawn on the link between preferences and skills. Research carried out in a major international consultancy organisation over nine months provides the basis for the study, which highlighted those preferences required to be an effective consultant: social, selling, creative and outdoor.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130511762","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 : 1991-06-01DOI: 10.1108/09556219110004377
G. M. Khan
The interest in entrepreneurship and smallscale enterprise development has become international. Many support institutions and programmes now exist in different parts of the world. A recently launched programme to encourage entrepreneurship in Bahrain, a small country in the Persian Gulf, is presented. It shows how the association between a government ministry and a local university is established in fostering entrepreneurship in the country.
{"title":"ENTREPRENEURSHIP DEVELOPMENT IN BAHRAIN","authors":"G. M. Khan","doi":"10.1108/09556219110004377","DOIUrl":"https://doi.org/10.1108/09556219110004377","url":null,"abstract":"The interest in entrepreneurship and smallscale enterprise development has become international. Many support institutions and programmes now exist in different parts of the world. A recently launched programme to encourage entrepreneurship in Bahrain, a small country in the Persian Gulf, is presented. It shows how the association between a government ministry and a local university is established in fostering entrepreneurship in the country.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122677848","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 : 1991-06-01DOI: 10.1108/09556219110142897
G. G. Alpander
The career paths which the 1988 Business Week 1000 chief executive officers (CEOs) followed on the way to the top are explored. No one organisational function or background dominates the CEO profile and no one career path can be said to breed CEOs. Almost 76 per cent of today′s CEOs worked their way up the corporate ladder after they joined their current company. The average CEO has been with his/her present company for nearly 24 years, and nine of these years as CEO. Only 19.5 per cent of the CEOs were hired directly from another company.
{"title":"CAREER PATHS TO CORPORATE LEADERSHIP IN AMERICA","authors":"G. G. Alpander","doi":"10.1108/09556219110142897","DOIUrl":"https://doi.org/10.1108/09556219110142897","url":null,"abstract":"The career paths which the 1988 Business Week 1000 chief executive officers (CEOs) followed on the way to the top are explored. No one organisational function or background dominates the CEO profile and no one career path can be said to breed CEOs. Almost 76 per cent of today′s CEOs worked their way up the corporate ladder after they joined their current company. The average CEO has been with his/her present company for nearly 24 years, and nine of these years as CEO. Only 19.5 per cent of the CEOs were hired directly from another company.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"351 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132933614","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 : 1991-06-01DOI: 10.1108/09556219110144822
W. Hirsh
A study of succession‐planning practice in 12 large UK employing organisations, selected for their considerable experience of producing and using succession plans, is summarised. Succession planning is taken to cover the identification of successors for posts and of posts for people (career planning). The major purpose is to show how organisations have recognised the inherent difficulties of succession planning and adapted it to be of practical value. The trends noted include: changes in scope and objectives, changes in the planning process itself and changes in information support. The pay‐offs and spin‐offs are summarised. Future issues are raised, particularly decentralisation, pressures to adapt fast tracks and succession planning in self‐development cultures.
{"title":"SUCCESSION PLANNING: CURRENT PRACTICE AND FUTURE ISSUES","authors":"W. Hirsh","doi":"10.1108/09556219110144822","DOIUrl":"https://doi.org/10.1108/09556219110144822","url":null,"abstract":"A study of succession‐planning practice in 12 large UK employing organisations, selected for their considerable experience of producing and using succession plans, is summarised. Succession planning is taken to cover the identification of successors for posts and of posts for people (career planning). The major purpose is to show how organisations have recognised the inherent difficulties of succession planning and adapted it to be of practical value. The trends noted include: changes in scope and objectives, changes in the planning process itself and changes in information support. The pay‐offs and spin‐offs are summarised. Future issues are raised, particularly decentralisation, pressures to adapt fast tracks and succession planning in self‐development cultures.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122073820","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 : 1991-03-01DOI: 10.1108/09556219110137145
A. Evans
Management development needs to be aligned to the career stage reached by each individual, and to make the best use of individual talents regardless of promotion prospects. The concept of critical career crossroads, involving a major redefinition of the work to be performed, is used to identify career points, and five main types of manager found between the crossroads are described, together with their needs and expectations and those of their organisations. A mix of development strategies – mentoring, exposure to external influences, formal development programmes and skill training – is proposed for each career turn, forming the basis of a learning contract between each manager and immediate superior.
{"title":"TURNING POINTS: MATCHING MANAGER DEVELOPMENT TO CAREER CROSSROADS","authors":"A. Evans","doi":"10.1108/09556219110137145","DOIUrl":"https://doi.org/10.1108/09556219110137145","url":null,"abstract":"Management development needs to be aligned to the career stage reached by each individual, and to make the best use of individual talents regardless of promotion prospects. The concept of critical career crossroads, involving a major redefinition of the work to be performed, is used to identify career points, and five main types of manager found between the crossroads are described, together with their needs and expectations and those of their organisations. A mix of development strategies – mentoring, exposure to external influences, formal development programmes and skill training – is proposed for each career turn, forming the basis of a learning contract between each manager and immediate superior.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130368619","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 : 1991-03-01DOI: 10.1108/09556219110139152
M. Guterman
As the psychological contract between workers and workplaces undergoes profound change, it is apparent that current models and practices of career development are rapidly becoming obsolete. This article describes a new model/process, Career Growth, which integrates planning, development, and change into a comprehensive model that offers clients effective ways of managing the confusion, anxiety, and relentless change which are so much a part of their lives. After briefly describing the model′s competences and attributes, three specific methods grown from the model are presented, along with several examples of their application. The article concludes with some observations about how clients make change, and why these new ways of thinking about and doing career development work are so vital.
{"title":"CAREER GROWTH: A MODEL AND METHODS FOR CHANGING TIMES","authors":"M. Guterman","doi":"10.1108/09556219110139152","DOIUrl":"https://doi.org/10.1108/09556219110139152","url":null,"abstract":"As the psychological contract between workers and workplaces undergoes profound change, it is apparent that current models and practices of career development are rapidly becoming obsolete. This article describes a new model/process, Career Growth, which integrates planning, development, and change into a comprehensive model that offers clients effective ways of managing the confusion, anxiety, and relentless change which are so much a part of their lives. After briefly describing the model′s competences and attributes, three specific methods grown from the model are presented, along with several examples of their application. The article concludes with some observations about how clients make change, and why these new ways of thinking about and doing career development work are so vital.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115382110","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 : 1991-03-01DOI: 10.1108/09556219110001028
E. Lemmer
The increasing number of women re‐entering the labour market, after an interruption in employment primarily for the purpose of family formation, suggests a need for a career theory and counselling practice which accommodates female career behaviour. Unstructured interviews with eight re‐entry women revealed that their career development did not conform to the orthodox male model. Career development was irregular and largely contingent on familial circumstances. Middle adulthood ushered in a dynamic period of self‐development. In the light of the findings, the importance of career counsellors understanding the unique nature of female career development, and consequently attending to the needs of re‐entry women, is stressed.
{"title":"UNTIDY CAREERS: OCCUPATIONAL PROFILES OF RE‐ENTRY WOMEN","authors":"E. Lemmer","doi":"10.1108/09556219110001028","DOIUrl":"https://doi.org/10.1108/09556219110001028","url":null,"abstract":"The increasing number of women re‐entering the labour market, after an interruption in employment primarily for the purpose of family formation, suggests a need for a career theory and counselling practice which accommodates female career behaviour. Unstructured interviews with eight re‐entry women revealed that their career development did not conform to the orthodox male model. Career development was irregular and largely contingent on familial circumstances. Middle adulthood ushered in a dynamic period of self‐development. In the light of the findings, the importance of career counsellors understanding the unique nature of female career development, and consequently attending to the needs of re‐entry women, is stressed.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122105860","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 : 1991-03-01DOI: 10.1108/EUM0000000003854
B. Stening, Kalaya Stening
Those who manage the largest corporations in free market economies are among the most powerful elite groups in those societies, influential in almost all areas of economic, political and social life. Yet, while considerable research has been conducted on the corporate elite of various countries, relatively little work has been done in Australia. The article seeks to go some way to filling that void by providing a profile of the chief executive officers of large Australian corporations. Based on a questionnaire survey of Australia′s largest 199 corporations, 76 CEOs provided detailed information on their personal and professional background. The article profiles them in terms of their occupational and educational origins, career paths and the like.
{"title":"A PROFILE OF THE AUSTRALIAN CORPORATE ELITE","authors":"B. Stening, Kalaya Stening","doi":"10.1108/EUM0000000003854","DOIUrl":"https://doi.org/10.1108/EUM0000000003854","url":null,"abstract":"Those who manage the largest corporations in free market economies are among the most powerful elite groups in those societies, influential in almost all areas of economic, political and social life. Yet, while considerable research has been conducted on the corporate elite of various countries, relatively little work has been done in Australia. The article seeks to go some way to filling that void by providing a profile of the chief executive officers of large Australian corporations. Based on a questionnaire survey of Australia′s largest 199 corporations, 76 CEOs provided detailed information on their personal and professional background. The article profiles them in terms of their occupational and educational origins, career paths and the like.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"112 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1991-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117284242","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 : 1990-12-01DOI: 10.1108/EUM0000000003853
C. Coulson-Thomas
Why are some people more successful at obtaining and retaining boardroom appointments than others? What are the career paths that will lead today′s managers into the boardrooms of the 21st century? These and other questions have been tackled in a series of organisational and competency surveys which Adaptation Ltd., has undertaken. In the surveys over 500 individuals, holding the job titles of either chairman, director or chief executive, were asked to give their views on such issues as the future development of their organisations, the qualities that distinguish direction from management, qualities sought in directors, and criteria used when selecting board members. From the survey results, a number of lessons can be drawn for the aspiring director. For instance, aspiring directors should think through the distinction between direction and management, and must not confuse steps up the management ′grades′ with the acquisition of directorial skills and competences.
{"title":"CAREER PATHS TO THE BOARDROOM","authors":"C. Coulson-Thomas","doi":"10.1108/EUM0000000003853","DOIUrl":"https://doi.org/10.1108/EUM0000000003853","url":null,"abstract":"Why are some people more successful at obtaining and retaining boardroom appointments than others? What are the career paths that will lead today′s managers into the boardrooms of the 21st century? These and other questions have been tackled in a series of organisational and competency surveys which Adaptation Ltd., has undertaken. In the surveys over 500 individuals, holding the job titles of either chairman, director or chief executive, were asked to give their views on such issues as the future development of their organisations, the qualities that distinguish direction from management, qualities sought in directors, and criteria used when selecting board members. From the survey results, a number of lessons can be drawn for the aspiring director. For instance, aspiring directors should think through the distinction between direction and management, and must not confuse steps up the management ′grades′ with the acquisition of directorial skills and competences.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"31 11","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114123264","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 : 1990-12-01DOI: 10.1108/EUM0000000003852
R. Bourgeois, T. Wils, L. Plouffe
Based on a sample of 65 workers having undergone major reorientation of their careers, this study indicates that Driver′s spiral category is far from being a homogeneous one. Thus, individuals pursuing this type of career path can be broken down into three distinct subgroups both with respect to their interests as well as to their personality dynamics. The first subgroup contains the social‐artistic (e.g. author, housekeeper); the second, the conventional‐enterprising (e.g. accountant, banker); the third, the artistic‐investigative (e.g. psychologist, sculptor). All three sub‐types conform to Holland′s theory and are characterised by different personality variables.
{"title":"MAJOR CAREER CHANGES: INTEREST/PERSONALITY RELATIONSHIP IN SPIRAL TYPE INDIVIDUALS","authors":"R. Bourgeois, T. Wils, L. Plouffe","doi":"10.1108/EUM0000000003852","DOIUrl":"https://doi.org/10.1108/EUM0000000003852","url":null,"abstract":"Based on a sample of 65 workers having undergone major reorientation of their careers, this study indicates that Driver′s spiral category is far from being a homogeneous one. Thus, individuals pursuing this type of career path can be broken down into three distinct subgroups both with respect to their interests as well as to their personality dynamics. The first subgroup contains the social‐artistic (e.g. author, housekeeper); the second, the conventional‐enterprising (e.g. accountant, banker); the third, the artistic‐investigative (e.g. psychologist, sculptor). All three sub‐types conform to Holland′s theory and are characterised by different personality variables.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132969336","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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