Career Problems of Young Managers

Webber, Ross A.

doi:10.2307/41164665

Cited by 29 publications

(9 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In addition, Webber (1976) suggested that new graduates often lack interpersonal skills, including the ability to empathize or cope with the emotional reactions of others that naturally occur on the job, thus limiting their own ability to learn and grow (Paul, 1967).…”

Section: Literature Reviewmentioning

confidence: 99%

A Managerial Perspective: Oral Communi cation Competency Is Most Important for Business Students in the Workplace Jeanne D. Maes

Weldy

Icenogle

1997

Journal of Business Communication

139

View full text Add to dashboard Cite

Results of two studies show that oral communication is the most important competency for college graduates entering the workforce, and that the oral skills most important for entry level graduates are: following instructions, listening, conversing, and giving feedback. In the first study, 354 managers identified and ranked the competencies and characteristics they consider when hiring college graduates for entry-level positions. Findings reveal that the top three competencies are oral communications, problem-solving, and self-motivation. No significant differences were found among industries, number of employees, or management level of the responding manager.Based on the first study, Study 2 identified the most important skills associated with oral communication competency. From a list of 13 oral communication skills, managers rated each skill according to importance to entry-level jobs occupied by college graduates, and how frequently entry-level graduates use each skill. No significant differences were found in the ratings on importance of oral communication skills. However, graduates in companies with less than 200 employees reportedly handle customer complaints more frequently than graduates in larger companies, and graduates in companies with more than 200 employees use meeting skills more frequently than graduates in smaller companies.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

A Managerial Perspective: Oral Communi cation Competency Is Most Important for Business Students in the Workplace Jeanne D. Maes

Weldy

Icenogle

1997

Journal of Business Communication

139

View full text Add to dashboard Cite

show abstract

“…Researchers have largely honed in on the unmet expectations that younger workers experience when they first enter the labor market (Webber, 1976). In the 1980s and 1990s, in particular, researchers were especially attuned to ways in which fewer guarantees of lifetime job security, greater feelings of entitlement among new graduates, and greater awareness of ''boundaryless careers'' led to widespread the mean of the entire working population would be considered ''older workers'' if the conventional age-40 cutoff were used.…”

Section: Introductionmentioning

confidence: 99%

Age, work experience, and the psychological contract

Feldman

2009

J Organ Behavior

130

View full text Add to dashboard Cite

SummaryThe purpose of the current paper is to examine the ways in which age and work experience shape how individuals experience psychological contract breaches. We first introduce the concepts of contract malleability (the degree to which individuals can tolerate deviations from contract expectations) and contract replicability (the degree to which individuals believe that their psychological contracts can be replicated elsewhere). Next, we discuss the variety of reasons why contract malleability and replicability become greater with age and work experience and how contract malleability and replicability may temper negative reactions to psychological contract breaches. We also address the different ways contract malleability and replicability mediate the relationships between age and work experience, on one hand, and exit, voice, loyalty, and neglect behaviors on the other. We consider the moderating effects of age similarity and dissimilarity here as well. The paper concludes with a discussion of the implications for future research designs and for managing older and more experienced workers.

show abstract

“…The data was collected through a well structured questionnaire which has been developed by adopting items from scales used in different studies (Chaudhary, 1993;Cheit, 1985;Dougherty et al, 1993;GMAC, 2009;Krishna, 1998;McCormick, 1984;Mintzberg, 2004;Pasquale and Lange, 1971;Seigel, 1973;Shipper, 1999;Webber, 1976;Wellman, 2007). The managerial skills and attitudes of the MBA employees were assessed through 11 attributes (six items representing managerial skills and five representing attitudes) and were compared with non-MBAs.…”

Section: Data Base and Research Methodologymentioning

confidence: 99%

Managerial Skills and Attitude of MBA and Non-MBA Employees

Kang

Sharma

2012

Management and Labour Studies

View full text Add to dashboard Cite

The present study is an attempt to assess the perceptions of the hiring managers about the managerial skills and attitude of the MBA employees in comparison to the non-MBA employees. A sample of 100 hiring managers, who have been involved in the placement of MBAs, was taken for the purpose of the study. The hiring managers have been found agreeing that employees with MBA degree are better in 'communication skills', 'decision making', 'leadership qualities', 'handle job related tasks and responsibilities', 'learning' and 'adapting to changing situations' than non-MBA employees. The hiring managers have also been found agreeing that MBA employees 'demand higher pay', 'change jobs more frequently', 'are more authoritarian', 'have unrealistic expectations', 'are more loyal to their careers than to their jobs and organizations' than non-MBA employees. The discriminant analytical approach has been applied to examine the impact of the 'profile' and 'attributes' examined in the study which clearly differentiate hiring managers who agree with the good managerial skills of MBAs and negative attitude of MBAs from those who disagree with these. In case of 'profile' the managers with MBA qualification and regarding the various attributes of MBAs considered in the present study; 'MBAs are more adaptive to changing situations' and 'MBAs change jobs more frequently than non-MBA employees' have been found evoking significant differences among hiring managers. The findings of the present study can be useful for various stakeholders like, monitoring agencies and education policy makers, faculty and governing bodies of various management institutes for developing required management skills and attitudes among the students.

show abstract

Career Problems of Young Managers

Cited by 29 publications

References 9 publications

A Managerial Perspective: Oral Communi cation Competency Is Most Important for Business Students in the Workplace Jeanne D. Maes

A Managerial Perspective: Oral Communi cation Competency Is Most Important for Business Students in the Workplace Jeanne D. Maes

Age, work experience, and the psychological contract

Managerial Skills and Attitude of MBA and Non-MBA Employees

Contact Info

Product

Resources

About