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Offering a useful combination of both individual and organizational actions relevant in career management, the authors introduce students to basic concepts underlying theory and then illustrate their practical applications, either with regard to an individual's career or within firms. Now in a two—color design, the Fourth Edition retains the authors' well-established career management model, providing a helpful framework for establishing career goals and for making appropriate career choices.

This thoroughly revised edition provides new ways of conceptualizing careers along with an understanding of modern trends in the business world and the broader environment that influence career decision making. These scenarios highlight core chapter material and are accompanied by critical thinking questions, making them useful for guiding classroom discussion.

Applied examples throughout the text illustrate key ideas, bringing them to life. Jeffrey H. Greenhaus is Professor and William A. Friedman of Work and Family—Allies or Enemies?

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Callanan and Veronica. Gerard A. He received a Ph. During his twenty-two years at the Federal Reserve, Gerry held a number of senior posts, including responsibility for such areas as strategic planning, credit and risk management, and national currency management. In , Gerry co-authored with Jeffrey H. Glenview, Ill. Mudrack, P. Burke ed,. Research companion to working time and work addiction.

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Munck, B. Harvard Business Review, November, Parasuraman, S. Quinn, R. Rice, R. Journal of Organizational Behavior, 13, Schabracq, M. L The handbook of work and health psychology. Sonnentag, S.

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Journal of Occupational Health Psychology. Spence, J. Journal of Personality Assessment. Steers, R.

Integrating Work And Family Challenges And Choices For A Changing World 1997

Cook, et. Experience of work: A compendium and review of measures and their use. New York: Academic Press. Westman, M. Jones, R. Westman eds.

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Work-life balance: A psychological perspective. Human Relations, 54, Overall, they view it as a good servant but a bad master. Their advice in this area is quite consistent: Make yourself available but not too available to your team; be honest with yourself about how much you can multitask; build relationships and trust through face time; and keep your in-box under control.

Across the board, senior executives insisted that managing family and professional life requires a strong network of behind-the-scenes supporters. Absent a primary caregiver who stays at home, they see paid help or assistance from extended family as a necessity.

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The women in our sample are adamant about this. Emotional support is equally essential. Support at work matters too. Trusted colleagues serve as valuable sounding boards. The unexpected can waylay even the most carefully planned career.

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One talked about a psychotic reaction to medication. In those situations, mentors and team members helped leaders weather difficult times and eventually return to business as usual. What about mixing personal and professional networks, since executives must draw on both anyway? The men we surveyed tend to prefer separate networks, and the women are pretty evenly split.

Those who separate their work lives from their private lives have many reasons for doing so. Some seek novelty and a counterbalance to work. Others want to protect their personal relationships from the churn of the workplace. Many women keep their networks separate for fear of harming their image.

When leaders decide whether to travel or relocate internationally or domestically , their home lives play a huge part. Several executives told stories about getting sidetracked or derailed in their careers because a partner or spouse needed to relocate. Of course, travel becomes even trickier with children.

Many women reported cutting back on business trips after having children, and several executives of both sexes said they had refused to relocate when their children were adolescents. Female executives are less likely than men to be offered or accept international assignments, in part because of family responsibilities but also because of the restrictive gender roles in certain cultures or perceptions that they are unwilling to relocate. Another woman said that in the Middle East she has had to bring male colleagues to meetings to prove her credibility.

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Though women in particular have such difficulties, international assignments are not easy for anyone, and they may simply not be worth it for many executives. Members of both sexes have built gratifying careers while grounding themselves in a particular country or even city. However, if travel is undesirable, ambitious young executives should decide so early on. Several executives noted that international experience is often viewed as a sign of those personal attributes.

Both allow you to understand that not everybody thinks as you do. Leaders with strong family lives spoke again and again of needing a shared vision of success for everyone at home—not just for themselves. Most of the executives in our sample have partners or spouses, and common goals hold those couples together. Their relationships offer both partners opportunities—for uninterrupted or less interrupted work, for adventurous travel, for intensive parenting, for political or community impact—that they might not otherwise have had.

The goal? This project has been a true partnership between the students and the executives. Everyone involved wanted to deeply explore what it means for leaders to manage their human capital in the 21st century—and more specifically, in the wake of the recent global recession. The interviews were semistructured: As long as students related their questions to topics covered in Managing Human Capital, they were allowed considerable leeway in what to ask and how far to go in following up on responses.

That way they could dig into the issues they found most compelling. To supplement the interviews, we surveyed 82 senior executives who were attending a leadership course at HBS. We asked them about their experiences managing their careers and families. Statistics in the article come from the survey data, and quotations come from the field data.