Page 690 - Business Principles and Management

Chapter 25 • Developing an Effective Organization

FIGURE 25-2 Examples of Management and Nonmanagement
Career Paths

Regional Manager Strategic Planning Specialist

Store Manager Strategic Planning Assistant

Merchandise Manager Research Design Specialist

Department Manager Statistician

Assistant Department Manager Data Analyst

Sales Associate Focus Group Leader

Stocker Telephone Interviewer

Clerk Office Assistant

A MANAGEMENT A NON MANAGEMENT
CAREER PATH IN RETAILING CAREER PATH IN RESEARCH

along the career path, and a tentative schedule for the plan’s activities. The plan
is jointly developed by the employee, a human resources specialist, and possibly
the employee’s manager.
Some companies have career centers, facilities where human resources employ-
ees manage career development activities. Employees visit the center to obtain
career information (computer programs, Internet sites, books, pamphlets, DVDs,
and so on), consult career counselors, and schedule career-planning workshops
or testing.

TRAINING AND DEVELOPMENT The final part of a career development program is
helping employees obtain the training and education they need for changing job
requirements and new jobs. With careful planning, companies can develop train-
ing programs and other educational opportunities to prepare employees for new
job requirements before the need arises. In that way, the business can be assured
that it will have well-trained employees to fill job needs and employees will be
trained for job changes.

CHECKPOINT
What is an individual career plan and how is it developed?

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