career

Topics: Higher education, Career, Management Pages: 5 (1535 words) Published: January 13, 2014
Career describes an individuals' journey through learning, work and other aspects of life. There are a number of ways to define a careeCareer is defined by the Oxford English Dictionary as a person's "course or progress through life (or a distinct portion of life)". In this definition career is understood to relate to a range of aspects of an individual's life, learning and work. Career is also frequently understood to relate only to the working aspects of an individuals life e.g. as in career woman. A third way in which the term career is used to describe an occupation or a profession that usually involves special training or formal education,[1] and is considered to be a person’s lifework.[2] In this case "a career" is seen as a sequence of related jobs usually pursued within a single industry or sector e.g. "a career in law" or "a career in the building trade". The etymology of the term comes from the m. French word carriere (16 c.) ("road, racecourse") which, in turn, comes from the Latin word "(via) cararia" (track for wheeled vehicles) which originated from the Latin word carrus" which means "wagon".[citation needed] Historic changes in careers[edit]

For a pre-modernist notion of "career", compare cursus honorum. By the late 20th century, a wide range of choices (especially in the range of potential professions) and more widespread education had allowed it to become possible to plan (or design) a career: in this respect the careers of the career counselor and of the career advisor have grown up. It is also not uncommon for adults in the late 20th/early 21st centuries to have dual or multiple careers, either sequentially or concurrently. Thus, professional identities have become hyphenated or hybridized to reflect this shift in work ethic. Economist Richard Florida notes this trend generally and more specifically among the "creative class". Career management[edit]

Career management describes the active and purposeful management of a career by an individual. Ideas of what comprise "career management skills" are describe by the Blueprint model (in the United States, Canada, Australia, Scotland, and England[3])[4] and the Seven C's of Digital Career Literacy (specifically relating to the Internet skills).[5] Key skills include the ability to reflect on one's current career, research the labour market, determine whether education is necessary, find openings, and make career changes. Career choice[edit]

According to Behling and others, an individual's decision to join a firm may depend on any of the three factors viz. objective factor, subjective factor and critical contact.[6] Objective factor theory assumes that the applicants are rational. The choice, therefore, is exercised after an objective assessment of the tangible benefits of the job. Factors may include the salary, other benefits, location, opportunities for career advancement, etc. Subjective factor theory suggests that decision making is dominated by social and psychological factors. The status of the job, reputation of the organization and other similar factors plays an important role. Critical contact theory advances the idea that a candidate's observations while interacting with the organization plays a vital role in decision making. For example, how the recruiter keeps in touch with the candidate, the promptness of response and similar factors are important. This theory is more valid with experienced professionals. These theories assume that candidates have a free choice of employers and careers. In reality the scarcity of jobs and strong competition for desirable jobs severely skews the decision making process. In many markets employees work particular careers simply because they were forced to accept whatever work was available to them. Career (occupation) changing[edit]

Changing occupation is an important aspect of career and career management. Over a lifetime, both the individual and the labour market will change; it is to be expected that many...
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