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    Tuhin Khan
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    about the o Strategically targeted training critical skills and knowledge bases adds to employee marketability and employability security that is critical in the current environment of rapidly developing technology and changing jobs and work processes. o Organizations can benefit from training, beyond bottom line and general efficiency and profitability measures, when they create more flexible workers who can assume varied responsibilities and have a more holistic understanding of what the organization does and the role they play in the organization’s success. o Providing employees with broader knowledge and skills and emphasizing and supporting ongoing employee development also help organizations reduce layers of management and make employees more accountable for results. o Everyone (employees, employers and customers) benefits from effective training and development programs.

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    about the o Strategically targeted training critical skills and knowledge bases adds to employee marketability and employability security that is critical in the current environment of rapidly developing technology and changing jobs and work processes. o Organizations can benefit from training, beyond bottom line and general efficiency and profitability measures, when they create more flexible workers who can assume varied responsibilities and have a more holistic understanding of what the organization does and the role they play in the organization’s success. o Providing employees with broader knowledge and skills and emphasizing and supporting ongoing employee development also help organizations reduce layers of management and make employees more accountable for results. o Everyone (employees, employers and customers) benefits from effective training and development programs.

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    10 views2 pages

    Eoc 04

    Uploaded by

    Tuhin Khan
    about the o Strategically targeted training critical skills and knowledge bases adds to employee marketability and employability security that is critical in the current environment of rapidly developing technology and changing jobs and work processes. o Organizations can benefit from training, beyond bottom line and general efficiency and profitability measures, when they create more flexible workers who can assume varied responsibilities and have a more holistic understanding of what the organization does and the role they play in the organization’s success. o Providing employees with broader knowledge and skills and emphasizing and supporting ongoing employee development also help organizations reduce layers of management and make employees more accountable for results. o Everyone (employees, employers and customers) benefits from effective training and development programs.

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    © All Rights Reserved
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    of 2

    Now that you have completed reading Chapter 4, it is time to begin Learning Exercises V

    and VI which can be found at the end of this text and are also included on the Career

    Management Web site.

    Assignment

    Think about whether you have a career goal or goals. If you have a goal, do you think you set it based on self-

    insight, or did you feel pressured into setting a career goal? Why? If you have not set a career goal, do you believe

    it is because you are developmentally or chronically undecided? Why? What steps should you take next and

    why?

    Discussion Questions

    1. Why is it dangerous to focus primarily on the operational and instrumental qualities of a career goal?

    2. Career goal setting as described in this chapter emphasizes rational analysis of conceptual and

    operational goals. Should emotions and gut level feelings also play a role in goal setting? Why

    do you feel that way?

    3. Have your career decisions and aspirations been based primarily on your own needs and values, or have

    you been heavily influenced by other peoples hopes and expectations for you? What can you do

    to ensure that future career decisions are guided by goals that are personally meaningful to you?

    4. Why can career goals easily become rigid and inflexible? Have you ever continued to pursue a goal that

    no longer makes sense? Why? Why are inflexible goals inconsistent with the model of career

    management presented in this book?

    5. Do you think that you are presently experiencing career indecision? If you are, what do you see as the

    primary cause(s)? If you are career decided, do you consider yourself vigilant or hypervigilant?

    Why?

    6. Although some strategies may help you achieve your career goals, they may be unacceptable to you on

    other grounds. What factors should be taken into account when judging the personal acceptability

    of a career strategy? Have you (or someone you know or have read about) pursued, avoided, or

    Copyright 2000 by Harcourt, Inc.


    abandoned a career strategy that was personally unacceptable? What were the consequences of

    this decision?

    Chapter 4: Page 2

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