Career Management

Examples of Career Management in the following topics:

• Employee Career-Path Management

  • Career-path management requires human resource management to actively manage employee skills in pursuit of successful professional careers.
  • Career-path management refers to the structured planning and active management of an employee's professional career.
  • Through employing these practices, human resource managers can significantly improve the potential of each employee, opening new career-path venues by expanding upon an employee's skill set.
  • The first step of career management is setting goals.
  • Managing "boundless" careers refers to skills needed by workers whose employment is beyond the boundaries of a single organization, a work style common among, for example, artists and designers.

• Financial Rewards for Managers

  • Career success and fulfillment hinge on effective human-resource management and empowering employees with the necessary tools and skills.
  • When assigning tasks, managers must keep career success and development in mind.
  • Promoting career success for employees and managers involves the creation of developmental goals that build stronger skills and aim toward fulfillment.
  • Following are a few tools managers may use to optimize returns on career development:
  • Mentoring – Mentoring is an excellent approach to enhance career success in which a manager matches two employees of different experience levels to learn from one another.

• Careers in Marketing

  • The marketing field provides a wide range of careers for professionals in brand management, PR, and communications.
  • The marketing field provides a wide range of careers for aspiring professionals in areas such as brand management, public relations, and communications.
  • University students major in disciplines like business management, mass communications, and international marketing to prepare for entry- and mid-level careers at corporations, organizations or government institutions.
  • Field marketing managers conduct promotions in the field.
  • Give examples of careers in marketing and what they do for the organization

• Aligning employee career development with organizational growth

  • "Successful talent management inside an organization sets in motion a virtuous cycle.
  • Baruch examines transforming models of career management, arguing that there is a general shift in career trajectories from linear to multidirectional trajectories (Transforming Careers from Linear to Multidirectional Career Paths, 2004).
  • Hymowitz says that managers are not spending adequate time in understanding their team members and providing them with opportunities to learn and grow on the job (When Managers Neglect to Coach Their Talent, 2007).
  • The people manager should develop relationships and an environment that is conducive to development.
  • First, continuous learning through technology: TCS has launched iCALMS, an integrated competency and learning management system.

• Economic Importance of Small Businesses

  • Managers can help guide diversity and inclusion in organizations, from hiring practices to communication and career development practices.
  • Global businesses demand management that can work in a diverse environment.
  • This includes not only hiring practices but also communication and career development practices over the course of an employee's career with a firm.
  • Diversity training is another way that managers and other employees can manage diversity in the workplace.
  • Global business demands management that can work in a diverse environment.

• Modern Management

  • Railroads gave rise to the development of modern management techniques, such as the use of clear chains of command, statistical reporting, and complex bureaucratic systems.
  • Railroad companies systematized the roles of middle managers and set up explicit career tracks.
  • Career tracks were offered to skilled blue-collar workers and white-collar managers, starting in railroads and expanding into finance, manufacturing, and trade.
  • Frederick Winslow Taylor, a mechanical engineer by training, is often credited with inventing scientific management and improving industrial efficiency.

• Frontline Management

  • Most organizations have three management levels: first-level, middle-level, and top-level managers.
  • Frontline managers belong to the first level of management.
  • Frontline managers are managers who are responsible for a work group to a higher level of management.
  • Frontline managers also serve as role models for employees in providing basic supervision, motivation, career planning, and performance feedback.
  • Another example of a frontline manager might be a grocery store manager.

• Management Levels: A Hierarchical View

  • Examples of top-level managers include a company's board of directors, president, vice-president and CEO; examples of middle-level managers include general managers, branch managers, and department managers; examples of low-level managers include supervisors, section leads, and foremen.
  • General managers, branch managers, and department managers are all examples of middle-level managers.
  • Middle-level managers devote more time to organizational and directional functions than top-level managers.
  • Also referred to as first-level managers, low-level managers are role models for employees.
  • These managers provide:

• Employee Development

  • A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
  • Human resource development consists of training, organization, and career-development efforts to improve individual, group, and organizational effectiveness.
  • The sponsors of employee development are senior managers.
  • Talent development refers to an organization's ability to align strategic training and career opportunities for employees.
  • Describe the basic premises behind the development process, as conducted by human resource management professionals

• Development of Human Resources

  • Human resource development combines training and career development to improve the effectiveness of the individual, group, and organization.
  • An example of an informal activity is a manager coaching his or her employee.
  • Human resource development is the integrated use of training, organization, and career development efforts to improve individual, group, and organizational effectiveness.
  • Groups within organizations use HRD to initiate and manage change.
  • Human resource development combines training and career development to improve the effectiveness of the individual, group, and organization.