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Career development in the plateaued organization

Steven H. Appelbaum (Professor of Management, Faculty of Commerce and Administration, Concordia University, Montreal, Quebec, Canada)
Victor Santiago (Canadian National Rail, Montreal, Quebec, Canada)

Career Development International

ISSN: 1362-0436

Article publication date: 1 February 1997

3983

Abstract

Examines how the hierarchical organization is withering away, and with it the function of a sizeable chunk of the workforce ‐ the middle manager. Given the current demographic situation and recent organizational restructuring, the shrinking of middle management positions, and the linear focus of promotional programmes is increasingly at odds with reality. The stark reality of limited promotional opportunities is now forcing individuals in the workplace to rethink their career plans and strategy. Some forecasts suggest there will be one job for every 20 qualified executives by the year 2000. Most middle managers will have reached their last plateau in the corporate hierarchy. Examines why the hierarchical organization is out and why the horizontal organization is in vogue and the impact on career plateauing and career development strategy of the horizontal organization. By understanding the phenomenon of career plateauing as influenced by flattened organizations, an individual can begin to look at career strategies to improve his/her career opportunities within or outside the organization. Offers insights to determine if one’s career has reached a “dead‐end” and what course(s) of action can be taken, by both the individual and the organization.

Keywords

Citation

Appelbaum, S.H. and Santiago, V. (1997), "Career development in the plateaued organization", Career Development International, Vol. 2 No. 1, pp. 11-20. https://doi.org/10.1108/13620439710157434

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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