Career Management

PART I: The Career Management Process: Theory and ApplicationChapter 1: Introduction to the Study of Careers The Changing Landscape of Work Definition of Career Concepts What is a Career? Career Management Career Development The Need to Understand Career Management The Individual Perspective The Organizational Perspective Summary of the Contemporary Workplace Chapter 1 Case: Richard the Information Systems ExecutiveChapter 2: Career Contexts and Stages The Traditional Perspectives on Careers Contemporary Perspectives on Careers: The Boundaryless and Protean Themes Social Influences on Careers The Differing Meanings of Career Success The Developmental or Stage-Based Perspective on Careers Erikson's Approach to Life Development Levinson's Approach to Adult Life Development Stages of Career Development Chapter 2 Case: Kevin at the CrossroadsChapter 3: A Model of Career Management An Overview of the Career Management Model Theory and Research on the Career Management Process Career Management as on Ongoing Process Indicators of Effective Career Management Chapter 3 Case: Michele Terry, the Aspiring Banking ExecutiveChapter 4: Applications of a Career Management Model: A Guide to Career Exploration Types of Career Exploration Self-Exploration Consideration of Needs Outside of Work Techniques for Self-Exploration Theme Identification Environmental Exploration Techniques for Effective Work Exploration Understanding One's Preferred Work Environment Overcoming Obstacles to Career Exploration: A Set of Guidelines Self and Environmental Exploration: A Reciprocal Relationship Chapter 4 Case: Joe Francis the Sales Executive Appendix for Chapter 4: Learning Exercises #1 through #4Chapter 5: Applications of the Career Management Model: Goals, Strategies, and Appraisal Career Goal Setting Components of Career Goals Development of Long-Term and Short-Term Conceptual Goals Development of Long-Term and Short-Term Operational Goals Are Long-Term Career Goals Necessary? Overcoming Obstacles to Goal Setting: A Set of Guidelines Inability to Set Career Goals: Career Indecision Implications of Goal Setting for Organizations and their Employees Developing Career Strategies Types of Career Strategies Guidelines for the Development of Career Strategies Career Appraisal Types and Sources of Information Derived from Career Appraisal Guidelines for Effective Career Appraisal Career Management: A Blend of Formal and Informal Activities Chapter 5 Case: Kimberly the Graduating College Student Appendix for Chapter 5: Learning Exercises #5 and #6PART II: The Stages of Career DevelopmentChapter 6: Occupational and Organizational Choice Occupational Choice Theories of Occupational Choice Guidelines for Effective Occupational Decision Making Organizational Choice-The Process of Entering an Organization Theories of Organizational Choice Organizational Choice and Entry in Later Adulthood Organizational Actions During the Entry Process Assessment and Selection Individual Actions During the Entry Process Chapter 6 Case: Natalie the Retail Manager (Part A) Appendix for Chapter 6: Learning Exercises #7 and #8Chapter 7: The Early Career Stage: Establishment and Achievement The Establishment Phase Organizational Actions During Establishment Individual Actions During Establishment The Achievement Period Organizational Actions During Achievement Individual Actions During Achievement The Early Career: A Question of Timing Chapter 7 Case #1: Natalie the Retail Manager (Part B) Chapter 7 Case #2: Claudia the Star PerformerChapter 8: The Middle and Late Career Stages: Career Challenges for Seasoned Employees The Middle Career Years Organizational Actions During Midcareer The Late Career Remaining Productive Preparation for Retirement Organizational Actions During Late Career Individual Actions During Later Career Chapter 8 Case: George the BankerPART III: Contemporary Issues in Career ManagementChapter 9: Job Stress and Careers Job Stress: An Overview Sources and Consequences of Stress Coping, Social Support, and Stress Organizational Actions Chapter 9 Case: Sally the Stressed SaleswomanChapter 10: The Intersection of Work and Family Roles: Implications for Career Management Work-Family Conflict: When Work and Family are "Enemies" Work-Family Enrichment: When Work and Family are "Allies" The Two-Career Family Sources of Stress in the Two-Career Relationship Quality of Life In Two-Career Families Organizational Responses to Work-Family Issues Career Management and Quality of Life Chapter 10 Case: The Prized PromotionChapter 11: Managing Diversity Fairness in Organizations A Model of Organizational Fairness Is Diversity Inherently Valuable? Organizational Actions Characteristics of the Multicultural Organization Organizational Approaches to the Challenges of Diversity Organizational Programs and Policies Managing Diversity: Opportunities and Competence Individual Actions Chapter 11 Case: Dave the Aspiring Executive (Part A)Chapter 12: Entrepreneurial Careers Entrepreneurship: An Overview Choosing an Entrepreneurial Career Other Factors that Encourage Entrepreneurial Careers Entrepreneurial Bridge Careers Support for the Entrepreneurial Career Characteristics and Experiences of Female and Minority Entrepreneurs Selecting and Managing the Entrepreneurial Career Chapter 12 Case: Dave the Aspiring Executive (Part B)PART IV: Career Management in Work OrganizationsChapter 13: The Role of Strategic Human Resource Management Systems in Career Management Integration of Career Management within Strategic HRM Systems Strategic Human Resource Processes Chapter 13 Case: The Corporate Policy ChangeChapter 14: Closing Thoughts on Career Management Looking to the Future Effective Career Management

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