To Find a Job-- Start a New Career: The Career and Job Change ToolboxAndrews McMeel Publishing, 2003 - 274 من الصفحات Certain large industries have contributed more than their share of layoffs and downsizing, and our slow economy has more than a few employees scared and uncertain of their futures. As many as 20 million people are dissatisfied in their current occupations. Some of those are unhappy workers afraid to start a new career or reevaluate their current occupation or field.People today change jobs more than ever. Its rare for an employee to stay at one company for a lifetime and retire there. The best strategy for those laid-off or dissatisfied with their work is to consider new careers in industries and fields where people are needed and wanted, now and in the future.In To Find a Job . . . Start a New Career, Dr. Marvin Rafal explains to the job seeker or worker rethinking his or her career what an organization looks for and how management evaluates employees for raises, bonuses, and promotions.After all, why do we work? We work for more than financial reasons. Our occupation has psychological benefits. Socialization, creativity, and power can each play into our job choices.An unhappy job situation can create physical problemsheadaches, lack of sleep, constant worry, high blood pressure, and even a weakened immune system. The stress can also have mental ramifications: depression, low self-esteem, and irritability.Rafal helps readers evaluate their personality and career choices no matter their age or socioeconomic situation. To Find a Job . . . Start a New Career offers years of experience on becoming more fulfilled and finding a challenging profession. |
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الصفحة
... Abilities 195 PART VI Finding a Job That Fits 19 Preparing to Get Fired 201 20 Where to Look for Openings 209 21 The Hiring Process : First Steps 217 22 The Depth Interview : Do's and Don'ts and Body Language 231 23 The Depth Interview ...
... Abilities 195 PART VI Finding a Job That Fits 19 Preparing to Get Fired 201 20 Where to Look for Openings 209 21 The Hiring Process : First Steps 217 22 The Depth Interview : Do's and Don'ts and Body Language 231 23 The Depth Interview ...
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الصفحة 16
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الصفحة 25
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الصفحة 27
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المحتوى
The First Step | 5 |
Evaluating Job Satisfaction Using the Inventory | 21 |
Assessing Your Performance the Way the Boss Does | 33 |
PART II | 45 |
What About the Future? | 51 |
Realizing Your Potential | 63 |
The Stages in a Persons Life | 71 |
The Causes of Job Success and Failure | 77 |
Finding a Match | 129 |
Being Your Own Boss | 171 |
PART V | 181 |
Validating Your Goals | 191 |
PART VI | 199 |
Where to Look for Openings | 209 |
First Steps | 217 |
Dos and Donts | 231 |
The Importance of SelfAssessment | 83 |
Measure Your Values | 89 |
Measure Your Interests | 103 |
Measure Your Personality | 111 |
Measure Your Job Preferences | 123 |
Content and Evaluation | 243 |
Final Steps | 259 |
Epilogue | 273 |
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عبارات ومصطلحات مألوفة
AARP ability accounting analyst achievement challenge Close applicant body language boss Close contact challenge Close contact clear-cut Line responsibilities Close supervision leads competencies contact with boss Data decision-making responsibility Considerable decision-making responsibility Little decisions employees evaluate events Financial rewards feedback Work requires Flexible working hours goals high achievement challenge high pressure/intensity higher management High hours Little teamwork Ideas important Each project includes unexpected events infrequent Little opportunity innovation interviewer Intuitors involvement with detail Job Enrichment Line responsibilities Flexible little writing required Low technical orientation management Low risk nonverbal communication older workers orientation High involvement person Preference Chart programs Rarely requires presentations requires organization skills requires presentations Lots responsibility Considerable interaction responsibility Little interaction résumé Richard Armour rules clear-cut Line Satchel Paige setting Little travel skills Many projects skills not important Supervision not close surprises Financial rewards team Work clearly unexpected events Financial values visible to higher writing Work requires