FORCE DEVELOPMENT INCLUDES CIVILIANS
Tags: CAREER development; PROFESSIONAL standards; LEADERSHIP; PROFESSIONAL education; UPWARD mobility (Social sciences); OCCUPATIONS
Related Articles
- EARLY INTRAORGANIZATIONAL MOBILITY: PATTERNS AND INFLUENCES. Forbes, J. Benjamin // Academy of Management Journal;Mar1987, Vol. 30 Issue 1, p110
This study examined patterns of early upward mobility for a cohort of 180 employees of an oil company over an 11-year period. The results were not consistent with a strict tournament model of mobility. Later positions were more predictive of career attainment than were early promotions. In...
- MILITARY AND FIELD EXPERIENCE AS ENHANCERS OF MANAGERIAL PROMOTIONS IN A GOVERNMENTAL AGENCY: IMPLICATIONS FOR SECOND CAREERS. Vardi, Yoav // Academy of Management Best Papers Proceedings;1991, p62
Upward mobility paths of 94 managers in a special agency were analyzed. Two factors in their career emerged as important informal enhancers: An entry field job (assessment position), and a previous military career (assessment career). Practice and research implications for adjustment to second...
- Applause for Opportunity (and Challenge)! McConnell, Pete // Interface (Wisconsin Technology Education Organization);2010, Vol. 50 Issue 1, p3
The article offers the author's insights regarding his annual visit to the Wisconsin Skills State Conference in the Dells and how he had become so proud of the quality and high standards depicted by the students and advisors. He mentions the opportunities and grants that these students and...
- The Optimum Level of Argumentativeness for Employed Women. Schullery, Nancy M. // Journal of Business Communication;Jul98, Vol. 35 Issue 3, p346
Assertiveness is generally regarded as an acceptable, even mandatory, behavior for both men and women. Argumentativeness, a type of assertiveness, has been conceptualized as both desirable and constructive and linked with group leadership, better decision making, and enhanced credibility....
- Managing the Career Plateau. Ference, Thomas P.; Stoner, James A. F.; Warren, E. Kirby // Academy of Management Review;Oct77, Vol. 2 Issue 4, p602
Managerial careers are characterized by early rapid upward mobility followed by inevitable leveling-off or plateauing. Based on interviews with managers in nine major organizations, a general dynamic model of managerial careers is presented. Some key issues associated with the career plateau are...
- Horizontal and Vertical Mobility in Organizations. DiPrete, Thomas A. // Administrative Science Quarterly;Sep87, Vol. 32 Issue 3, p422
While idealized conceptions of internal labor markets suggest that career movement in bureaucratized organizations invariably occurs along formally defined job ladders, scholars of the subject generally recognize that actual career trajectories are only imperfectly constrained by formal job...
- SOCIAL CAPITAL RESOURCES AND SOCIAL PROGRAMS: ADVANCEMENT MECHANISMS FOR DISADVANTAGED GROUPS. Parks-Yancy, Rochelle; DiTomaso, Nancy; Post, Corinne // Michigan Sociological Review;Fall2005, Vol. 19, p115
This paper explores how access to social capital resources contributes to the career mobility of a small sample of middle and working class blacks. We found that the respondents had limited access to social capital resources to enhance their careers. In fact, most also received help from social...
- DIFFERENTIAL EFFECTS OF NETWORKING ON CAREER MOBILITY. WOLFF, HANS-GEORG; MOSER, KLAUS // Academy of Management Annual Meeting Proceedings;2009, p1
The article presents two hypotheses concerning the differential effects of social networking on career mobility. The first hypothesis is that people who use of internal networking are more likely to be promoted within the organization. The second is that the use of external networking can...
- Capturing Rater Policies in Evaluating Candidates for Promotion. Stumpf, Stephen A.; London, Manuel // Academy of Management Journal;Dec1981, Vol. 24 Issue 4, p752
Five criteria for evaluating candidates for promotion were investigated in a policy capturing study using manager and student samples. Six clusters of rater policies were observed which indicated the use of a single criterion, multiple criteria, and/or configural relationships. The value of a...


