EXERCISE A (3)

Read the section “Career Development” from Human Resource Management. The Key Concepts (C. Rowley; K.
Jackson 2011: 10-15) and answer the following questions:

1. Enumerate the seven aspects which affect a person’s career.

2. Give the general definition of ‘career’.
3. What is a subjective / an objective career?
4. How may career development be defined?
5. What does career planning involve?
6. What kind of process is career management?
7. Who has the primary responsibility for career development?
8. What do traditional career paths define?
9. Mention some career planning activities that employees, managers and organisations are responsible for
(as suggested by Minor).
10. Mention some career management activities that employees, managers and organisations are responsible
for (as suggested by Minor).
11. Why should career paths become unrestrained across geography, time and organisational boundaries?
12. Which are the features of the ‘boundaryless career’?
13. What can provide constraints and opportunities for career development?
14. What highlights the necessity for organisations to take a global and cross-cultural perspective?
15. Mention and describe the two schools of thought regarding how organisations should manage global
careers.

EXERCISE B (3)
Translate into Romanian the section “Career Development” from Human Resource Management. The Key
Concepts (C. Rowley; K. Jackson 2011: 10-15)

EXERCISE C (3)
Rephrase the sentences given, beginning as indicated, so as the meaning stays the same.

Some organisations institute relatively formal career development programmes, while other organisations do
relatively little.
If …
People manipulate opportunities in order to maximise the success and satisfaction derived from their careers.
In view of …
Studies of promotion have emphasised internal processes, focusing on factors at the organisational level, as
well as at the individual level.
Internal processes ...
Performance evaluation data are reviewed, potential is assessed, developmental plans formulated and career
paths mapped out by management.
Management ...
Many corporations prefer promoting their staff from within to hiring ‘new blood’ from the open job market.
Many corporations would rather …
Nevertheless, career development programmes may or may not generate positive outcomes for organisations
and their employees.
Career development programmes, …
These conditions are less common in today’s world of work.
In today’s world of work, ...
It does not characterise any single career form, but rather a range of possible forms that defy traditional
employment assumptions.
It sooner characterises …
For instance, some contemporary literature perceives the emergence of a new form of ‘Euromanager’.
The emergence …
Nobody can ever possess completely accurate information about themselves or the environment, especially
when people and the world are in a state of rapid change.
One …