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Career Strategy 1
Heading: Career Strategy
Your name:
Course name:
Professors’ name:
Date
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Career Strategy 2
Career goals and strategy
I would like to recognized as an individual that has made positive changes in people’s lives and
in institutions in which I will work (Inkson 2004, pp.11-17). I am certain that I need to put forth
a lot of effort in order to succeed in the achievement of this recognition. I also intend to handle
everything with the right attitude, enthusiasm and desire to make a change. I am also certain that
the experience acquired in the institutions will enable prepare well for these goals.
Having majored in MBA in Global Business, finance option, I believe that that the skills acquired is
going to help me achieve my career objectives (Briscoe 2009, pp. 14-18). In my career strategy, my
intention was to get a job that could facilitate my learning in the corporate world. Additionally, I wanted
to get exposed to a wide variety of business areas. In my present career phase, I aim at building a strong
experience and knowledge. Moreover, I also intend to attain a specialized financial knowledge, but I am
careful not to get too specialized to become flexible (Clarke 2007, pp. 12-18). The achievement of my
short-term objectives is instrumental in the preparation for my long-term career objectives. In fact, my
short-term objectives do not have salary or geographic limitations. This implies that I relocate to any
place in the world to exercise my skills.
In my medium term goals, I would like to get a secure, but challenging job after my graduation up to two
years. By then, I expect to learn more particulars about my career path. Hopefully due to the achievement
of my short-term objectives, I will get an inspiring combination of skills, knowledge, and experience to
forge ahead (Schultz 2009, pp. 23-27). In a situation whereby my knowledge and skills are insufficient
to get the kind of job I need, I can consider getting a Certified Financial Analyst (CFA) designation in
addition to the my MBA degree.
In terms of my long-term objectives, I would like to get to the highest corporate ladder. This is
done by going up straight to one ladder; however, I will need to hop laterally from one ladder to
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Career Strategy 3
another to progress my assent (Ryans 2000, pp. 12-18). Ideally, I will want to end my career as a
CEO of big, well-known corporation. This will be fulfilling to know that I make an effect on
everyone’s life in my company (Schultz 2009, pp. 23-27). If I can get all my goals to their
fullest degree I ought to accumulate a large amount of wealth by time before I retire. I also
expect that a comfortable and long life in retirement, giving back to the society and providing
financial support to my community by making a long-term impression.
There are various advantages that an individual gets by developing a career strategy. To begin
with, Bambacas & Bordia (2009, pp. 13-18) say that career strategy is influential in forcing one
to think clearly about career objective and consider the field in which to work, the target position
and the skills to be achieved and the work to be planned (Briscoe 2009, pp. 14-18). Additionally,
the detailed thought process, one can identify in advance that a certain career path is unsuitable
for him or her. This is also beneficial in the reinforcement of the one’s decision followed in the
career path. As a result, the individual may end up in the appropriate career.
The third benefit of a career strategy is that a career strategy provides a structure on which his
career development will be pinned. Ryans (2000, pp. 12-18) one can develop a career plan that is
based on these goals, and closely watch its progress as well as carrying out regular reviews about
career development. In addition, Kuo (2003, pp. 8-16) argues that a career plan demonstrates
that an individual is serious about his career path and his objectives. Moreover, it allows one to
follow his career progress, and please potential and employers.
Additionally, Schultz (2009, pp. 23-27) career objectives are significant in that they enable an
individual to differentiate when he is making adequate progress, and helps him pinpoint why it is
like that. Further, career strategy is instrumental in making decisions that a particular career is
unsuitable for an individual. This can be evident in the setting of reasonable objectives that are
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Career Strategy 4
unsuccessful. Consequently, an individual is able to switch form one career to another sooner
that a person that has no career strategy.
Industry analysis
In my career strategy, the industry of focus is a banking sector. This is because I am have an
MBA, and majoring in the financial sector; hence, banking becomes the main focus of my career
strategy. In the Standard Chartered Bank, there are various challenges that are experienced by the
employees and the clients. Firstly, Standard Chartered Bank is seeking to obtain leverage of its
information technology resources for it across Asia Pacific region (Smith & Sheridan 2006, pp.
13-17). In addition, there a need to enhance the resilience of the services can be support future
development plans (Ryans 2000, pp. 12-18). Another challenge in the Standard Chartered Bank
is that it has few self-motivated and hard-working members of staff. What is more, Bambacas &
Bordia (2009, pp. 13-18) assert that the company is affected by employees who are not flexible
in terms of salary and location. Therefore, I fit the company because I am self-motivated and
hardworking (Avery, Zhu & Cai 2009, pp. 45-56). Moreover, I am appropriate to work in the
organization because I have an ability to work in any environment as my career strategy is not
based on location and salaries.
Role analysis
As a marketing and business development executive, I focus on selling the bank to a large
population in order to gain a bigger market share than its competitors (Dütschke & Boerner
2009, 10-15). This implies that I intend to make the organization widely known and highly
preferred banking institution in the region. In addition, my role in the company is to develop the
business through effective brand positioning consistency of the company (Smith & Sheridan
2006, pp. 13-17). What is more, the position will enable me supervise business marketing and
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Career Strategy 5
development functions in combination with other sectors. In addition, the position requires
ensures that projects in the business financially, socially viable and fruitfully executed.
Moreover, I will be charged with a responsibility of supervising the performance of various
services and products as well as advising the management accordingly. I am also obligated to
prepare marketing budgets, and ensure their compliance (Bambacas & Bordia 2009, pp. 13-18).
In addition, I will be supervising, appraising, and identification as well as training employers’
needs in the department (Stumpf 2007, pp. 12-17). The challenge involved in this role includes
too much work, incompetent staff, and poorly prepared marketing budgets. These challenges are
significant in that they can have detrimental effects on the performance of the bank. Therefore, I
appropriate for the position because I am well-trained to handle the issues in the company.
Critical evaluation of strengths and development needs
I have a great experience in global bank; Standard Chartered, as well as marketing experience.
Moreover, I hold an MBA and other courses that include marketing in which I got an A, and
merit in finance, confidence, networking, interpersonal, communication, team working, and
interpersonal skills (Avery, Zhu & Cai 2009, pp. 45-56). My present strengths and development
areas are my qualifications in MBA and financial management. Those strengths that need to
develop for career search include presentation skills, positive mindset and confidence. Moreover,
I have an ability to fit to any kind of environment because I am not motivated by salaries.
The current skills and talents I have are relevant to the needs of organization (Stumpf 2007, pp.
12-17). Therefore, they make me the most qualified candidate for the position in the company. I
obtained the information from the internet and company profile. In conclusion, my career goals
and strategy make me a suitable candidate for the position in the organization.
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Career Strategy 6
References
Avery, M, Zhu, M & Cai, J 2009, China's emerging financial markets: challenges and global
impact, John Wiley & Sons, Singapore Hoboken, NJ. pp. 45-56.
Bambacas, M & Bordia, P 2009, Predicting Different Commitment Components: the Relative
Effects of How Career Development Hrm Practices Are Perceived
Journal of Management and Organization, vol. 15, no.7, pp. 13-18.
http://www.questia.com/PM.qst?a=o&d=5037767932
Briscoe, D 2009, International human resource management: policies and practices for
multinational enterprises, Routledge, London New York. pp. 14-18.
Clarke, M 2007, Where to from Here? Evaluating Employability during Career Transition’,
Journal of Management and Organization, vol. 13, no.1, pp. 12-18.
http://www.questia.com/PM.qst?a=o&d=5037759301
Dütschke, E & Boerner, S 2009, Flexible Employment as a Unidirectional Career? Results from
Field Experiments’, Management Revue, vol. 20, no.5, pp. 10-15.
http://www.questia.com/PM.qst?a=o&d=5045037744
Inkson, K 2004, Careers and Organisations: a Figure-ground Problem’, Journal of the
Australian and New Zealand Academy of Management, vol. 10, no.3, pp. 11-17.
http://www.questia.com/PM.qst?a=o&d=5037772520
Kuo, Y 2003, ‘Relationship between the Adoption of Different Career Strategies and Employee
Background: an Empirical Study in the Information Services Industry’,
International Journal of Management, vol. 20, no.4, pp. 8-16.
http://www.questia.com/PM.qst?a=o&d=5035482161
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Career Strategy 7
Ryans AB 2000, Winning market leadership: strategic market planning for technology-driven
businesses, Wiley Canada, Toronto Chichester. pp. 13-20.
Schultz, M 2009, Professional services marketing: how the best firms build premier brands,
thriving lead generation engines, and cultures of business development success, John
Wiley & Sons, Hoboken, N.J. pp. 23-29.
Stumpf, SA 2007, Development of the Relationship Management Survey: a Tool for Assessing
Performance and Career Success of Professional Service Professionals
Journal of Organizational Culture, Communication and Conflict, vol. 11, no.4, pp. 12-
17. http://www.questia.com/PM.qst?a=o&d=5045019594
Smith, T & Sheridan, A 2006, ‘Organizational Careers versus Boundaryless Careers: Insights
from the Accounting Profession’, Journal of Management and Organization, vol. 12,
no.4, pp. 13-17. http://www.questia.com/PM.qst?a=o&d=5037756080

Unformatted Attachment Preview

Career Strategy 1 Heading: Career Strategy Your name: Course name: Professors’ name: Date Career Strategy 2 Career goals and strategy I would like to recognized as an individual that has made positive changes in people’s lives and in institutions in which I will work (Inkson 2004, pp.11-17). I am certain that I need to put forth a lot of effort in order to succeed in the achievement of this recognition. I also intend to handle everything with the right attitude, enthusiasm and desire to make a change. I am also certain that the experience acquired in the institutions will enable prepare well for these goals. Having majored in MBA in Global Business, finance option, I believe that that the skills acquired is going to help me achieve my career objectives (Briscoe 2009, pp. 14-18). In my career strategy, my intention was to get a job that could facilitate my learning in the corporate world. Additionally, I wanted to get exposed to a wide variety of business areas. In my present career phase, I aim at building a strong experience and knowledge. Moreover, I also intend to attain a specialized financial knowledge, but I am careful not to get too specialized to become flexible (Clarke 2007, pp. 12-18). The achievement of my short-term objectives is instrumental in the preparation for my long-term career objectives. In fact, my short-term objectives do not have salary or geographic limitations. This implies that I relocate to any place in the world to exercise my skills. In my medium term goals, I would like to get a secure, but challenging job after my graduation up to two years. By then, I expect to learn more particulars about my career path. Hopefully due to the achievement of my short-term objectives, I will get an inspiring combination of skills, knowledge, and experience to forge ahead (Schultz 2009, pp. 23-27). In a situation whereby my knowledge and skills are insufficient to get the kind of job I need, I can consider getting a Certified Financial Analyst (CFA) designation in addition to the my MBA degree. In terms of my long-term objectives, I would like to get to the highest corporate ladder. This is done by going up straight to one ladder; however, I will need to hop laterally from one ladder to Career Strategy 3 another to progress my assent (Ryans 2000, pp. 12-18). Ideally, I will want to end my career as a CEO of big, well-known corporation. This will be fulfilling to know that I make an effect on everyone’s life in my company (Schultz 2009, pp. 23-27). If I can get all my goals to their fullest degree I ought to accumulate a large amount of wealth by time before I retire. I also expect that a comfortable and long life in retirement, giving back to the society and providing financial support to my community by making a long-term impression. There are various advantages that an individual gets by developing a career strategy. To begin with, Bambacas & Bordia (2009, pp. 13-18) say that career strategy is influential in forcing one to think clearly about career objective and consider the field in which to work, the target position and the skills to be achieved and the work to be planned (Briscoe 2009, pp. 14-18). Additionally, the detailed thought process, one can identify in advance that a certain career path is unsuitable for him or her. This is also beneficial in the reinforcement of the one’s decision followed in the career path. As a result, the individual may end up in the appropriate career. The third benefit of a career strategy is that a career strategy provides a structure on which his career development will be pinned. Ryans (2000, pp. 12-18) one can develop a career plan that is based on these goals, and closely watch its progress as well as carrying out regular reviews about career development. In addition, Kuo (2003, pp. 8-16) argues that a career plan demonstrates that an individual is serious about his career path and his objectives. Moreover, it allows one to follow his career progress, and please potential and employers. Additionally, Schultz (2009, pp. 23-27) career objectives are significant in that they enable an individual to differentiate when he is making adequate progress, and helps him pinpoint why it is like that. Further, career strategy is instrumental in making decisions that a particular career is unsuitable for an individual. This can be evident in the setting of reasonable objectives that are Career Strategy 4 unsuccessful. Consequently, an individual is able to switch form one career to another sooner that a person that has no career strategy. Industry analysis In my career strategy, the industry of focus is a banking sector. This is because I am have an MBA, and majoring in the financial sector; hence, banking becomes the main focus of my career strategy. In the Standard Chartered Bank, there are various challenges that are experienced by the employees and the clients. Firstly, Standard Chartered Bank is seeking to obtain leverage of its information technology resources for it across Asia Pacific region (Smith & Sheridan 2006, pp. 13-17). In addition, there a need to enhance the resilience of the services can be support future development plans (Ryans 2000, pp. 12-18). Another challenge in the Standard Chartered Bank is that it has few self-motivated and hard-working members of staff. What is more, Bambacas & Bordia (2009, pp. 13-18) assert that the company is affected by employees who are not flexible in terms of salary and location. Therefore, I fit the company because I am self-motivated and hardworking (Avery, Zhu & Cai 2009, pp. 45-56). Moreover, I am appropriate to work in the organization because I have an ability to work in any environment as my career strategy is not based on location and salaries. Role analysis As a marketing and business development executive, I focus on selling the bank to a large population in order to gain a bigger market share than its competitors (Dütschke & Boerner 2009, 10-15). This implies that I intend to make the organization widely known and highly preferred banking institution in the region. In addition, my role in the company is to develop the business through effective brand positioning consistency of the company (Smith & Sheridan 2006, pp. 13-17). What is more, the position will enable me supervise business marketing and Career Strategy 5 development functions in combination with other sectors. In addition, the position requires ensures that projects in the business financially, socially viable and fruitfully executed. Moreover, I will be charged with a responsibility of supervising the performance of various services and products as well as advising the management accordingly. I am also obligated to prepare marketing budgets, and ensure their compliance (Bambacas & Bordia 2009, pp. 13-18). In addition, I will be supervising, appraising, and identification as well as training employers’ needs in the department (Stumpf 2007, pp. 12-17). The challenge involved in this role includes too much work, incompetent staff, and poorly prepared marketing budgets. These challenges are significant in that they can have detrimental effects on the performance of the bank. Therefore, I appropriate for the position because I am well-trained to handle the issues in the company. Critical evaluation of strengths and development needs I have a great experience in global bank; Standard Chartered, as well as marketing experience. Moreover, I hold an MBA and other courses that include marketing in which I got an A, and merit in finance, confidence, networking, interpersonal, communication, team working, and interpersonal skills (Avery, Zhu & Cai 2009, pp. 45-56). My present strengths and development areas are my qualifications in MBA and financial management. Those strengths that need to develop for career search include presentation skills, positive mindset and confidence. Moreover, I have an ability to fit to any kind of environment because I am not motivated by salaries. The current skills and talents I have are relevant to the needs of organization (Stumpf 2007, pp. 12-17). Therefore, they make me the most qualified candidate for the position in the company. I obtained the information from the internet and company profile. In conclusion, my career goals and strategy make me a suitable candidate for the position in the organization. Career Strategy 6 References Avery, M, Zhu, M & Cai, J 2009, China's emerging financial markets: challenges and global impact, John Wiley & Sons, Singapore Hoboken, NJ. pp. 45-56. Bambacas, M & Bordia, P 2009, Predicting Different Commitment Components: the Relative Effects of How Career Development Hrm Practices Are Perceived Journal of Management and Organization, vol. 15, no.7, pp. 13-18. http://www.questia.com/PM.qst?a=o&d=5037767932 Briscoe, D 2009, International human resource management: policies and practices for multinational enterprises, Routledge, London New York. pp. 14-18. Clarke, M 2007, ‘Where to from Here? Evaluating Employability during Career Transition’, Journal of Management and Organization, vol. 13, no.1, pp. 12-18. http://www.questia.com/PM.qst?a=o&d=5037759301 Dütschke, E & Boerner, S 2009, Flexible Employment as a Unidirectional Career? Results from Field Experiments’, Management Revue, vol. 20, no.5, pp. 10-15. http://www.questia.com/PM.qst?a=o&d=5045037744 Inkson, K 2004, ‘Careers and Organisations: a Figure-ground Problem’, Journal of the Australian and New Zealand Academy of Management, vol. 10, no.3, pp. 11-17. http://www.questia.com/PM.qst?a=o&d=5037772520 Kuo, Y 2003, ‘Relationship between the Adoption of Different Career Strategies and Employee Background: an Empirical Study in the Information Services Industry’, International Journal of Management, vol. 20, no.4, pp. 8-16. http://www.questia.com/PM.qst?a=o&d=5035482161 Career Strategy Ryans AB 2000, Winning market leadership: strategic market planning for technology-driven businesses, Wiley Canada, Toronto Chichester. pp. 13-20. Schultz, M 2009, Professional services marketing: how the best firms build premier brands, thriving lead generation engines, and cultures of business development success, John Wiley & Sons, Hoboken, N.J. pp. 23-29. Stumpf, SA 2007, Development of the Relationship Management Survey: a Tool for Assessing Performance and Career Success of Professional Service Professionals Journal of Organizational Culture, Communication and Conflict, vol. 11, no.4, pp. 1217. http://www.questia.com/PM.qst?a=o&d=5045019594 Smith, T & Sheridan, A 2006, ‘Organizational Careers versus Boundaryless Careers: Insights from the Accounting Profession’, Journal of Management and Organization, vol. 12, no.4, pp. 13-17. http://www.questia.com/PM.qst?a=o&d=5037756080 7 Name: Description: ...
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