Model of Career

Management
Chapter 2

Objectives
Experiences
Outstanding Performance in
High School Mathematics and
Science (Age 14-17)
Graduates from Engineering
College and accepts Job as
Mechanical Engineer (Age 22)
Receives several Promotions to
supervisory positions (Age 2228)
Returns
to university for PhD
to Supervisory Positions (Age
28)
Receives
PhD and accepts
position in R&D function in
Pharmaceutical Company. (Age
32)
Gets Fired in Economy Move
(Age 35)
Accepts position as Assistant
Professor ( Age 35)
Obtains Government Grant
(Age 36)
Moves to another university
(Age 39)

Subjective
Experiences
Perceives Aptitude and
Interest in technical
subjects
Enjoys Challenge of
solving Technical
Problems
Bored; Needs more
stimulation and control
over time
Enjoys
Academic
Studies; Performs
well.
Enjoys Work; Looks
forward to Exciting
Future
Wants more security and
Professional Growth;
Becomes interested in
University
Turned onTeaching
to theoretical
Research
Sees
more opportunity for
research support.
Feels it was the correct
move.

Tenured and Promoted to

Associate professor (Age
41)
Completes first book (Age
44)
Promoted to Professor
(Age 45)
Becomes Active Consultant.
(Age 48)
Accepts position of
Department Chair (Age 52)
Returns to Full time Teaching
(Age 60)
Completes Second Book (Age
64)
Retires From University (Age
70)

Feels need to Make His

Mark; Has something to
say.

Gets bored with theory;

Wants his work to have
practical effect
Finds that administrative
duties cut into Time for
First Love.

Career Exploration

Career
Exploration
A

Awareness of
Self and
Environment
B

Types of Career
Exploration
Self Exploration
Environmental
Exploration
Interests
Talents
Strengths
Weakness

Work Values
Job Challenge
Job Autonomy
Security
Work / Life Balance
Money
Working Conditions
Helping Others
Power or Influence

Types of Occupations
Types of Industries
Necessary Job Skills
Job Alternatives
Company Alternatives
Impact of Family on career
decisions

Effect of Career Exploration on

Career Management
Awareness
B

Goal Setting
C

Career
Strategy
Development
C

Career Goal
Goal Setting
C

Career
Strategy
Development
D

Career Strategy

Career
Strategy
Developmen
t
D

Career
Strategy
Implementat
ion
E

Progress
Towards
Goal
F

Career Strategy
Several research studies suggest seven broad types of
career strategies:
Competence in the present job
Extended work Involvement (Working long & Hard)
Development of skills (Through training and job
experiences)
Opportunity development (Through self nomination,
visible assignment and networking)
Development of supportive relationship(Mentors,
sponsors, peers)
Image Building ( To convey an appearance of success )

Career Appraisal Process

Strategy
Implementati
on
E

Progress
Towards
Goal
F
Feedback
from
work /Non
Work
G

Career
Appraisal
H

Career
Exploratio
n
A

Career Management as
an ongoing Process
Because work is such a central part of life, a
satisfying career can promote feeling of fulfillment
and vise versa.
Changing environments demand ongoing career
management.
People change as well, goals were so important
during one time of life may required re-examination
in later stages.
New talents and values can emerge with age,
maturity and experience.
Changing family situations can provide constraints
and opportunities to careers.

Indicators of effective
career management
Following are four Indicators:
It requires a deep knowledge of oneself and an accurate
picture of the environment, because it enables a person
to take an active role in making a appropriate decision.
It require the development of realistic goals that are
compatible with one values, interests, abilities and desire
life style. They should be a fit between goal and
accomplishment with personal needs and values.
It require the development and implementation of an
appropriate career strategy.
It is another attempt to accomplish the goal according to
plan.
It requires a continual feedback process that permits
adaptation in the face of changing circumstances.