Mgmt 335 Test 3 Chp. 9

Front 1

career development

Back 1

an ongoing and formalized effort that focuses on developing enriched and more capable workers

Front 2

Challeneges in career development: Who will be responisible?

Back 2

moderno roganizations hae concluded that employees must take an active role in planning and implementing their own personal devlopment plants

Front 3

Challeneges in career development: How much emphasis is important?

Back 3

CD programs cna have bad side effects including job dissatisfaction, poor performance if it fosters unrealistic expectations for performance

Front 4

Challeneges in career development: How will the needs of a diverse workforce be met?

Back 4

glass ceiling exists
women motivated to start own business
pro active programs to counsel dual-career couples/joint career plan

worklife programs- ease the stress of dual-career couples

Front 5

Challeneges in career development: Assessment Phases

Back 5

goal of assesment is to identify employees' strenghts and weaknesses

Helps employee choose a career that is realistically obtainable and a good fit
Determine the weaknesses tehy need to overcome to achieve their career goals

Front 6

Career workbooks

Back 6

also includes information about career paths within a company

Front 7

Skills assesment exercises

Back 7

designed to identify an employee's skills

Front 8

Interest inventory

Back 8

measure of a person's occupational interests

Front 9

Values clarification

Back 9

prioritizing personal values

Front 10

Organizational assesment

Back 10

assesment centers, performance appraisal, promotability forecasts

Front 11

assessment centers

Back 11

situational exercises used to select managerial talent

Front 12

promotability forecasts

Back 12

decisions made by managers regarding the advancement potential of their subordinates

Front 13

succession planning

Back 13

preparing people to fill executive positions

Front 14

The Direction Phase

Back 14

determining the types of careers that employees want and the steps they must take to realize their career goals

Front 15

Individual Career counseling

Back 15

one-on-one sessions with the goal of helping employees examine their career aspirations

Front 16

Advantages of managers conducting career counseling sessions with their employees

Back 16

managers are more aware of empolyees strenghts and weaknesses

managers understand their employees career development concerns can foster an environment of trust and commitment

Front 17

Job posting systems

Back 17

system in which an organization announces job openings to all employees on a bulletin board

Front 18

Careers paths

Back 18

chart showing the possible directions and career opportunites available in an organization; steps and timetable given

Front 19

Mentoring

Back 19

developmentally oriented relationship between senior and junior colleagues or peers

involve advising, role modeling, sharing contacts, and giving general support

Supervisor most effective mentors, but difference between supervisor and managers

informa programs with smaller companies

Front 20

Coaching

Back 20

ongoing, sometimes spontaneous, meetings between managers and their employees to discuss their employees career goals and development

Front 21

Coachable moments

Back 21

Employee demonstrates a new skill or interst

Employee seeks feedback

Employee expresses an interst in a change in organization

Employee is exercising a poor job fit

Employee mentions a desire for developmental opportunites

Front 22

Development Suggestions

Back 22

Create your own personal mission statement

Take responsibility for your own direction and growth

Make enhancement, rather than advancement, your priority

Talk to people in positions to which you aspire to get their suggestions on how to propel

Set reasonable goals

Make investment in yourself a priority

Interpersonal is important

Set the right values and priorities

Be a team player

Be customer oriented

Act as if what you are doing makes a difference