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1 – 10 of over 52000Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…
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Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.
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Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the…
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Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the present time, library organizations use leadership and management workshops, seminars, and institutes to assist with managers’ organizational learning processes. Current literature indicates that additional strategies such as career planning, mentoring, networking, acquiring adequate qualifications and experience, professional involvement, and continuing education are used not only to facilitate middle-level managers’ career development, but also to help organizations fill the leadership gaps within their ranks.
Business faces formidable challenges in the 1990s. Increasingcompetition, technology, changing market structures, and fluctuatingeconomic cycles are making it increasingly…
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Business faces formidable challenges in the 1990s. Increasing competition, technology, changing market structures, and fluctuating economic cycles are making it increasingly difficult for executives to gain long‐term security within their organizations. To be competitive in the dynamic workforce, executives must strategically know and exploit key opportunities based on their unique strengths, limitations, and business orientation. Without the ability to target key opportunities, executives are destined to fall short of their most important objective: executive and personal success. Explores some of the most common career development myths and offers suggestions for advancing the frontiers of one′s career and personal success.
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Jay J. Zajas and Jann R. Mitchener Zajas
Accelerating technology and market changes are creating many newemployment opportunities and career challenges. With such changes,viable career development strategies are needed…
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Accelerating technology and market changes are creating many new employment opportunities and career challenges. With such changes, viable career development strategies are needed. Through a review of the goal setting and need assessment process, and numerous executive development practices, presents a model for management and career development known as the Total Career and Life Portfolio (TCLP). Developed by the authors for use in career counselling, managerial consulting, training and development, and strategic planning, the TCLP has been found to be a helpful planning process for executives.
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Jay J. Zajas and Jann R. Mitchener Zajas
Accelerating technology and market changes are creating many newemployment opportunities and career challenges. With such changes,viable career development strategies are needed…
Abstract
Accelerating technology and market changes are creating many new employment opportunities and career challenges. With such changes, viable career development strategies are needed. Through a review of the goal setting and need assessment process, and numerous executive development practices, presents a model for management and career development known as the total career and life portfolio (TCLP). Developed by the authors for use in career counselling, managerial consulting, training and development, and strategic planning, the TCLP has been found to be a helpful planning process for executives.
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Charles Margerison and Barry Smith
Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive…
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Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on…
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A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.
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Jane Farmer, Grainne Ward and Lawraine Wood
Middle‐level professionals working in one‐person library or information units, usually women, frequently experience obstacles to career progression, which are seen as…
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Middle‐level professionals working in one‐person library or information units, usually women, frequently experience obstacles to career progression, which are seen as insurmountable. Examines some of these obstacles, and suggests a possible approach to career planning incorporating a number of different strategies for change.
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The penultimate chapter pulls together pieces of the previous eight chapters to support you in building a career-level impact plan. While the other chapters are a mix of…
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The penultimate chapter pulls together pieces of the previous eight chapters to support you in building a career-level impact plan. While the other chapters are a mix of foundational knowledge and practical approaches, this chapter is more philosophical in nature and intended to motivate the reader to bring their impact journey to life. You are encouraged to reflect on your own journey and consider what steps you might take to achieve a career that is consistent with your values and own belief in the importance of the work you do. Contributions from impactful researchers from the University of Auckland help to illustrate how diverse career pathways can be, emphasising there is no one-size-fits-all approach and that career-level impact plans need to consider personal motives and values, intersectionality, as well as disciplinary, institutional, national and international contexts. Plans need to focus on identifying opportunities to hone impact skills, finding people who can be part of your broader impact support team and working out how to strategically balance the teaching, research and service expectations placed on you as an academic. Throughout this chapter, questions prompt you to start building your own understanding of impact in the context of your career or to strategically reflect on your impact journey up to now.
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