Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

“To Be or Not to Be?”: Making a Professional Career Choice

“To Be or Not to Be?”: Making a Professional Career Choice Proposes that there are fundamental differences between the roles of professionals and managers which affect career choices in complex organizations. Career choice difficulties are compounded by the reality that only a very small percentage of individuals actually consciously plan their careers, the remainder often expecting organizations to manage their careers for them. Contends that most career programmes use only static processes and diagnostics, rather than a more dynamic action learning process. Reports the successful use of an action learning career programme with professionals. Contends that the power of the programme derived from the synergistic combination of traditional diagnostic approaches with an action learning phase, with the traditional inputs providing information which was synthesized and made relevant to career direction during the action learning phase. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Career Management Emerald Publishing

“To Be or Not to Be?”: Making a Professional Career Choice

Download PDF
5 pages

Loading next page...
 
/lp/emerald-publishing/to-be-or-not-to-be-making-a-professional-career-choice-cO408jBYgr

References (6)

Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0955-6214
DOI
10.1108/09556219410051057
Publisher site
See Article on Publisher Site

Abstract

Proposes that there are fundamental differences between the roles of professionals and managers which affect career choices in complex organizations. Career choice difficulties are compounded by the reality that only a very small percentage of individuals actually consciously plan their careers, the remainder often expecting organizations to manage their careers for them. Contends that most career programmes use only static processes and diagnostics, rather than a more dynamic action learning process. Reports the successful use of an action learning career programme with professionals. Contends that the power of the programme derived from the synergistic combination of traditional diagnostic approaches with an action learning phase, with the traditional inputs providing information which was synthesized and made relevant to career direction during the action learning phase.

Journal

International Journal of Career Management – Emerald Publishing

Published: Mar 1, 1994

Keywords: Action learning; Career planning; Decision making; Management; Managers; Professionals; Training; Values

There are no references for this article.