Career Path Development
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ASSIGNMENT INSTRUCTIONS:
Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.
Applies relevant professional, personal, or other real-world experiences to extend the dialogue.
Use your Blanchard and Thacker text, Effective Training, to complete the following:
Read Chapter 11, “Employee and Management Development,” pages 399–434.
This chapter discusses the value of employee development and some techniques used to develop employees. It also presents management development techniques including job rotation, coaching, and mentoring; and discusses the role of managers.
References:
Blanchard, N. P., & Thacker, J. (2013). Effective training (5th ed.). Upper Saddle River, NJ: Prentice Hall
ASSIGNMENT – Address the following:
1. Have you worked in a job where you had a formal career path?
If so, briefly describe that career path.
2. How effective was it in helping you develop as an employee?
3. If you have never had a formal career path (which is pretty common), address this question based upon your current career plans.
Describe the formal career path you would like to have. (PLEASE, NOTHING TO DO WITH SPORTS)!
How could it help you develop as an employee?
Use any outside sources you need to help you in this essay.
SAMPLE ANSWER
Career Path Development
At my former place of work, there exists a formal career path. Most of the time, my job has been concentrated on the functions of an assistant department manager. The department manager usually acted as a mentor as well as coach. In addition, the organization I had worked for provided mechanisms of self-learning to boost our adaptive strategies (Gowan, 2014, p.259). Job rotation was encouraged in my organization whereby I could switch places with other assistant department managers in the organization to eliminate monotony. On-job training was encouraged to ensure that employees circulated information among themselves at the place of work. Off-job training was experienced, for instance, before I first took the position of the assistant department manager, and I was introduced to training by the head of the departments outside the place of work. The managers had critical roles in ensuring that the employees were motivated. They were on the first line to address conflicts through excellent conflict resolution skills such as compromising and absorption (Gowan, 2014, p.302). Furthermore, the managers encouraged volunteering whereby we were able to build new expertise and practice existing skills in a different background from our daily jobs.
The career path was pertinent in developing me as an employee by instilling me with the needed skills and expertise to handle work challenges. Furthermore, the career path enabled me to realize the importance of sharing ideas among employees for effective career planning. The career path also allowed me to form better correlations with my colleagues and leaders in the organization that enabled me to seek assistance whenever I was faced with a difficult situation. The career path that I wish to have is a management career path that not to work longer as an assistant department manager, but as a department manager himself until I become the CEO in a Bakery industry (Blanchard & Thacker, 2013). This will help me as an employee to add more knowledge about dispensing orders rather than receiving orders as an assistant department manager. In addition, the path will assist me in getting self-esteem in making the industry achieve its objectives under my management as well as fulfilling my personal job satisfaction.
References
Blanchard, N. P., & Thacker, J. (2013). Effective training (5th ed.). Upper Saddle River, NJ: Prentice Hall. 399–434.
Gowan, M. (2014). Moving from jobs loss to career management: the past, present, and the future of involuntary job loss research. Human Resource Management Review, 24(3), 258-314.http://isiarticles.com/bundles/Article/pre/pdf/41049.pdf
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