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Fostering a career development culture: reflections on the roles of managers, employees and supervisors

Conger, Stuart - In: Career Development International 7 (2002) 6, pp. 371-375

The culture of an organization can be positive and supportive, or threatening and destructive. A career development culture helps address productivity, competitiveness, affirmative action, and succession planning. It helps people redefine their talents to realize the full potential of their...

Persistent link: https://www.econbiz.de/10014693304

Towards a team‐based approach

Rowe, Richard G. - In: Career Development International 1 (1996) 2, pp. 19-24

Many organizations in Australia, in both public and private sectors, are introducing organization structures and cultures which consolidate the major technological and structural reforms of the 1980s and early 1990s and provide a platform for ongoing micro‐reform. Outlines the processes and...

Persistent link: https://www.econbiz.de/10014693695

Telling stories to find the future

Gold, Jeff - In: Career Development International 1 (1996) 4, pp. 33-37

Examines how story‐telling was used at the open space conference to explore how current troubling situations faced by management developers could be used to provide lessons for their future. Looks at some of the concerns of management developers and then moves to explain why story‐telling...

Persistent link: https://www.econbiz.de/10014693713

Empowering the workplace: a commitment cohesion exercise

King, Albert S. - In: Career Development International 1 (1996) 7, pp. 5-11

Describes the commitment cohesion exercise, which is an instrument that increases the understanding of employees’ attraction to “the ideal” or empowered organization. Suggests that managers and supervisors will find the exercise instrumental in surveying quality of work‐life problems...

Persistent link: https://www.econbiz.de/10014693736

Managing to relate: organizing as a social process

Hosking, Dian‐Marie; Haslam, Phil - In: Career Development International 2 (1997) 2, pp. 85-89

Achieving collaboration within and between organizations is seen commonly as being problematic. Looks behind some of the current management thinking to find the “taken‐for‐granteds” implicit in that thinking and practice, which constitute an “entitative perspective”. Viewing managing...

Persistent link: https://www.econbiz.de/10014693750

Cultural assumptions in career management: practice implications from Germany

Hansen, Carol D.; Kay Willcox, Mary - In: Career Development International 2 (1997) 4, pp. 195-202

Examines the influence of culture in shaping career models. The research follows the belief that career goals and work strategies are framed by certain presupposed expectations. These ideals are subject to cross‐cultural differences because they are, in part, shaped by nationally grounded...

Persistent link: https://www.econbiz.de/10014693761

Change before you have to: for CEOs who recognize the need, the tools exist now for organizational change

Guinn, Stephen L. - In: Career Development International 2 (1997) 5, pp. 225-228

Examines the steps necessary to change an organization to make it more efficient and competitive including changing the corporate culture by identifying company values and overcoming barriers to change. Competence modelling clarifies the leadership expectations of the organization for its...

Persistent link: https://www.econbiz.de/10014693764

Intercultural communication: a key element in global strategies

Spinks, Nelda; Wells, Barron - In: Career Development International 2 (1997) 6, pp. 287-292

Notes that today, most large‐ and medium‐size businesses conduct operations globally. Communication crossing national … boundaries ‐ international communication ‐ is not necessarily different from any other communication activity. However …, intercultural communication, that is, communication activities among people of different cultures, is different. Discusses many …

Persistent link: https://www.econbiz.de/10014693773

Careers, development and the future of the organisation

Coulson‐Thomas, Colin J. - In: Career Development International 3 (1998) 1, pp. 13-17

An international investigation of corporate approaches to learning, renewal and transformation reveals that the emergence of network and virtual models of organisation has profound implications for career development, and for the approaches to corporate learning, and to change, relationship and...

Persistent link: https://www.econbiz.de/10014693783

Corporate residency policy: to have or not to have a residency requirement

Kotorov, Rado P. - In: Corporate Governance: The international journal of … 1 (2001) 2, pp. 13-15

Corporations are trying to increase employee satisfaction to reduce the negative impact of the ongoing war for talent. Providing employees with internal job opportunities is a means of demonstrating that they can realize their career goals inside rather than outside of the company. This requires...

Persistent link: https://www.econbiz.de/10014694765