Topic 1.

Theoretical and Methodological Fundamentals of Career

Management
1.1. The nature and content of career management.
1.2. Career management responsibilities.
1.3. The importance of career management.
1.4 Methods of Career Management.
1.5 Conceptual views on career management theory.

1.1. The nature and content of career management.

A career is a subjectively thought-provoking personal reasoning about the
future of an employee's work, and the expected ways to express and be satisfied
with work. It is an advance action on the service ladder, a change in the habits,
skills, qualifications and reward sizes associated with the employee's activities. It
is a forward-track action that one day has been chosen, such as the acquisition of
great powers, higher status, influence, power, material being. Career is not just an
advance in service. Out-of-work life also has a significant impact on an employee's
career as part of a career.
However, careers are not necessarily and regular in the framework of the
organization's hierarchy.
In other words, a career is a thoughtful position and behavior that
involves business experience and activity throughout a person's life.
They distinguish between two types of careers: professional and
organizational internal.
A professional career is characterized by a variety of developmental stages:
education, employment, professionalism, individual professionalism, and finally
retirement. Each worker can go through these stages regularly in different
organizations. In addition to a professional career, you can also show an
organizational career. It encompasses the continuous replacement of the worker's
developmental stages within an organization.
Organizational careers are being implemented in three directions:
 1. That's where they start the concept of a vertical career because that's
where the progression of careers is made clearer. It is understood that under the
vertical direction of a career, it is literally elevated to the highest stages of
structural career;
2. Horizontal is either moving its work to another functional area or
performing a certain service role at a stage where the organization is not strictly
formalized. Horizontal careers, as well as expanding or complicating tasks within
the framework of captured stages (usually with an adequate change of reward);
3. the center is known as this direction, but in many cases it is pleasant
for workers. A career that promotes the center is understood to be a movement
toward the nucleus and the organization's leadership. For example, the employee's
invitation to meetings, consultants, informal information sources, trusted
communication, and leadership are important suggestions.
Management of human resources encompasses all aspects of the
organizational environment and requires self-determination. Because as some
representatives of classical economic theory think, the most important factors in
the world's rise in global competition are highly skilled and motivated human
resources, not land, capital and natural resources. Economic and other
opportunities in the country (such as institutions, management, and organizations)
depend on the quality and nature of those resources.
The main objective of human resources management is to make the most of
their potential and creativity. However, in a broad sense, human resource
management covers the following complex issues:
- Identifying the need for a workforce (in general and categories) that meet a
specific strategy for businesses, firms, and companies;
- evaluation of the labour market and education of the occupational factor;
- planning the careers of partners, their progress;
- preparation of a system for motivation of activity;
- management of labor productivity;
- regulating labor income, enterprise internal labor and consumption;
 - the conduct of internal active social policies;
- stimulating creative work, including technical creativity;
- the application of advanced labor methods;
- professional preparation of the team;
- softening and managing conflicts;
- creating a normal social-psychological environment.
It is noteworthy that in developed industrialized nations, especially in the
United States and Japan, the above - mentioned curriculum focuses on the
preparation of managers. In these countries, for example, social groups are studied
as psychology, organizational theory, human behavior, personality psychology,
motivation, leadership style, situations, motivation, and so on.
The importance of human resources is once again reflected in the importance
of Japanese managers. This can also be seen in the results of a survey in Japan. The
managers covered by the survey gave the following answers to the question about
their main responsibilities (asking %):
- Human resources development - 85.3
- sales market growth - 72.8
- the creation of new products and services - 63.8
- strengthening the financial structure - 59.0
- don't try to produce new products - 45.0
- new technology- 44.4
- Scientific research - 43.1
- Stabilizing labor relations - 36.2
- don't protect other close companies - 32.3
- simplifying the organizational structure - 29.7
- foreign market exit - 19.4

Human resources management links management expertise to business

strategy. Therefore, innovation is characterized by innovation and is aimed at
improving the economic outcomes of the country (including institutions,
administrations, organizations, companies, and so on) and meeting the needs of the
population. Therefore, when a matter of governance is resolved, the human aspect
— the opportunity and the staff — should be affected.

1.2. Career management responsibilities.

The main function of career planning and rehabilitation is to ensure the
interaction of professional and organizational careers. This interaction requires
solutions to several issues:
1. the interaction of the objectives of the organization and half-staff;
2. to ensure the direction of career planning for that employee,
taking into account the specific requirements and circumstances of the
employee;
3. the foundation of the career management process;
4. removing "career deniers" who pose practical obstacles to
employee development;

5. improving the quality of career planning;

6. studying the career potential of workers, etc.

1.3. The importance of career management.

Professional or business career planning and supervision involves planning
for a vertical and horizontal advancement of an employee's tenure system or
workplace from the moment of recruitment to resignation. A worker should only
know his or her pesrpecies for the short term and long term, or even what
indicators should be obtained to make progress at work. At different stages of a
career, a person meets certain demands.
The first phase involves attending school, secondary and tertiary education
and driving until the age of 25. During this time, a person can modify several
different jobs in the selection of the type of activity that meets his or her
requirements and meets his or her capabilities. If he soon finds this type of activity,
he begins a process of self-confirmation as a person, thinking about the security of
his existence.
Then came the ceremony, which covers between the ages of 25 and 30.
Meanwhile, a worker adopts a chosen profession, gains essential habits, develops
his professionalism, develops self-confidence, and demands for independence.
The progress phase covers between the ages of 30 and 45. During this time,
there is a rise in the degree to which the worker is elevated, and the worker is
elevated to the service ladder. New habits reach high levels of practical experience,
self-expression demand grows, demand for higher status and greater independence
increases, and the worker's expression as a person begins.
The storage phase is characterized by strengthening achievements and
covering tattoos from 45 to 60 years of age, with the peak of improvement and its
rise as a result of active activity and special education, and the worker is trying to
give his knowledge to young people. This process is characterized by self - este,
which enables him to be promoted to new positions of service. Man reaches the
final peak of independence and self-estee. Self - respect is given, and honor is
given to those who have achieved a righteous work. Although many requirements
are met at this stage, people are interested in other sources of income (such as
participation in profits, errors, receipts, and so on).
The completion phase is running from 60 to 65 years old, with the worker
preparing to go to retirement. At this stage, the search for a worthy replacement
and the preparation of a candidate to replace the vacant position begins. Although
this phase is characterized by a career crisis (the worker is less satisfied with work,
experiencing psychological and physiological fatigue), he has the greatest respect
throughout his career. Labour is trying to keep its wage levels on hold and even to
increase their income sources.
Later, a career in the organization (in the form of an activity) ends. Other
forms of activity provide opportunities for self-defense (such as manuscripts,
gardening, and social organizations). Self - respect stabilizes. But the financial
situation and the state of health are contributing to thinking about other sources of
income and health.
 Professional or business career management. Each person plans their own
future, given the socioeconomic conditions that are shaped by their needs. There is
nothing surprising here that everyone wants to have detailed information about the
prospects for ministerial upgrades, the opportunities for upgrades in the given
organization, and the circumstances that can accomplish these tasks. Otherwise,
the motivation for behavior is weak, not looking at it as a workplace that allows a
person to move to a more promising job in the future with full power. When a
person starts a job, he sets goals for himself, and the employer sets the same goals
for the organization. So, a recruit should be able to realistically assess his or her
own work qualities. A worker must align his or her demands with those set before
him by the organization’s workplace. It is from which the entire career of the
employee depends. When hiring, a person should know the labor market. Without
knowing the labor market, he can make a mistake when choosing a job. This will
then begin the search for a new job.
Suppose a worker knows the labour market well, looks for perspective areas
for the application of his or her power, and knows that it's hard to find a job for his
knowledge and skills, as there are a lot of people who want to work in it, resulting
in strong competition here. By having the ability to evaluate itself and know the
labor market, he can find an area and a region where he can work and live. A
proper assessment of his habits and business qualities involves an understanding of
himself and a knowledge of his strengths, weaknesses and shortcomings. Only then
can the right goals of a career be put forward. You can see what is recorded in the
chart below.

1.4. Methods of career management.

It is wrong to understand the purpose of a career as a place in the field of
activity, certain workplaces, positions and services. It has a wider range of content.
Career goals are exposed for reasons, for which a person wants to do a specific job,
to take a certain step up the hierarchical ladder.
In short, let's show a number of career goals:
1. to engage in or to engage in activities that are consistent with self-esteem,
because it gives moral pleasure;
2. to hold a job or position in a place where the natural environment there has
a good effect on health and allows you to organize good rest;
3. to engage in a job or position that strengthens and develops your
opportunities; to work or work with a creative character;
4. to work in a job or position that allows for independence;
5. to work or hold positions in a job that is well paid or at the same time
provides more additional income;
6. to work or in a position that allows you to continue active education;
7. a job or a position that allows children to be raised or housed.
Age changes career goals, and elevation of our own degree also changes
career goals. The development of career goals is a permanent process.
Career management needs to start from the moment you get into work.
When you are hired, you are asked questions about the organization's
requirements. At the same time, you need to ask questions that are consistent with
the objectives of shaping your requirements.
Let's give examples of questions that can be asked to a recruiter when he's
hired:
1. What is the philosophy of the organization in relation to young
professionals?
2. What are the chances of buying an apartment? How many days a year is
spent (also abroad)?
3. What are the organization's growth prospects?
4. Are compromises made when buying from goods released by the
organization?
5. Is there overtime in the organization?
6. What wage system is used in the organization?
7. Who is the opponent of the organization?
8. Does the organization have its own kindergarten, health-care facilities?
 9. What are the opportunities for a higher position?
10. Are there conditions for education, qualifications, or rehabilitation?
11. Is it possible to be a skilled worker, if so, what should it have to do with it?
12. Can I rely on the organization's help in finding other jobs during my
career?
13. What are the principles of forming a pension fund, and what are the
possible measurements of pensions?
Strategies for managing human resources: Establish strategies and manage human
resources in the light of these strategies to determine which direction to operate for
long-term development. 2. Organization: Reviewing the organization's structure
and re-analyzing some of the work (such as the development of the system). 3.
Cultural environmental management: Shaping the positive impact on people's
behavior with strategies such as development, rewards, and evaluation of abilities.
To accomplish, understand, and accept the planned mission. 4. Reconciliation with
changes: Institutions and initiatives must also change to operate within a
technologically and economically rapidly changing society. Factors that contribute
to the reconciliation of human resources, the use of knowledge and skills, and the
design and application of programs and methods that match changes are among the
key tasks of managing human resources. 5. Working as a group: Achieving and
enabling people to work together. 6. Directing quality improvement: -
Implementing management in the direction of improving the quality of human
resources. 7. Providing human resources: Achieving the need for human resources
in experts. 8. Development of human resources: Developing a human base that
belongs to an institution or organization by applying educational and development
programs for all people, focusing on the needs of individuals and organizations in
the work of programs. 9. Reward: To properly evaluate people's work and to
reward those who work properly and wisely in their work. 21 10. Development of
inter-human relationships: Achieving human resources to cooperate
interconnectedly. Human resources management activities have changed in
accordance with the innovations that have emerged in some areas in the past. In a
more efficient way, the management of those working in institutions, the
increasingly changing competitive costs, the rise in people's education and learning
levels, and, in parallel, changes in desires and needs have resulted in changes in
governance. How can human resources be managed under the same conditions?
Work analysis is important for the proper and proper direction of all activities in
the management of human resources. The information covered in this brochures
may not apply more than one day or the gram is available in a number of ways. 22
Leaders of the Department of Human Resources Management are heating up
information about jobs during the implementation of programs designed to ensure
that people are working at high productivity within the facility.

1.5 Conceptual views on career management theory.

When managing a career in the business process , you need to remember the
following rules: unprocessed, unpredictable, time-consuming, self-motivated,
operational leadership; expand your knowledge, develop good habits, prepare
yourself for a position that can be a vacancy, identify and evaluate other people
who can help your career; plan for each day and every week, set aside space for
any activity here; remember, everything changes in life; - You, your knowledge
and habits are the marketplace, the organization, the environment , the ability to
appreciate these changes — the practical desire and reality of your career
decisions, the compromise between your interests and the interests of the
organization; Never live alone with the past; Never allow your career to grow
faster than others, resign as soon as you think it's necessary, think about the
organization as you think about the labor market, don't forget about the marginal
labor market, don't object to the organization's help in getting a job, but first try to
find a free job yourself.
The common presence of all organizations is human. In addition to being the most
valuable asset of human organizations, it is an element that unites other physical
creatures and productive forces in a way that is effective and efficient.
Management of human resources, responding to the needs of the institution,
finding, developing, and providing education; is made up of key functions, such as
evaluation, wages, and rewards. This section is needed within institutions and
organizations to address various problems related to the workforce. In general, to
achieve the goals of institutions and organizations, you need to keep properly
planned, selected and specialized people in the institution and direct them with
purpose. These activities are among the most important conditions for managing
human resources. 8 The history of human resource management has evolved in
parallel with the day mankind was created. The human resource management fund
is based on the relationship between individuals: The factors that affect these
relationships are changing. The source of these factors is the social, political,
technological, and cultural environment. This science, formerly known as the
Management of the Workforce, is now being described as the Management of
Human Resources. During World War II, the administration of the workforce
began to be used as a science. But the importance of workers-related problems, and
the explanation of interpersonal work relationships, developed in the late 13th
century after the industrial era. Before the time of the industry, all the work was
done with the help of human labor because of the insignificance of automobiles.
People engaged in small volumes of production in homes and hotels and carried
out sales activities in the markets in a narrow framework. After the industrial era,
automobiles and other technologies began to replace human labor, and the growth
in manufacturing in factories and factories increased the demand for workers.
Experts have grown steadily, investments have been accumulated in certain hands,
and the organization of the workforce has been demonstrated. At that time, people
were forced to work in difficult working conditions with a small amount of wages.
Many of the problems associated with wage levels, working periods and working
conditions have arisen during industrial times and have led to scientific opposition.
The characteristics of the Senior Age are briefly listed below: They have been
replaced by manufacturing, factories, and factories in homes. - Machines have
replaced human labor. 9 - Increased efficiency and quality have improved. -
Scientific and technological advances have taken place and have begun to be
applied in the industry. - The number of investors who built factories and factories
has increased. - Factories and factories have begun to apply the principles of
employment, specialization, and scientific management. This revolution in the
document contributed to the development of military technology during World
War I. The selection of people who fit the work and the advancement of education
began to matter. Recognizing the importance of the workforce, he began to create
some departments, such as the Department of Personnel. The direction of the
industry from small hotels to large-scale factories has resulted in the work of
dozens of workers creating some institutions that protect and protect the rights of
workers similar to those of today's Partnership. These institutions were primarily
aimed at increasing wages, reducing working hours, and easing working
conditions. Wars also play a major role in the development of the workforce.
During the war, high-level military personnel were needed, and military leaders
began to recognize the importance of finding and developing skilled military
personnel. After World War II, there was also a rapid revolution in governance,
and middle and upper classes of rulers became more important. In view of the
social and psychological aspects of the workforce, some new techniques have been
developed, and as a result, subjects such as "motivation," ethics, and rewards have
begun to develop.

https://www.verywellmind.com/what-is-maslows-hierarchy-of-needs-4136760

M.S. Gregor's scientific work, such as "X and Y Theory," maslov's "Pyramid
of Needs," has innovated people's thinking on governance. 10 On the other hand,
many topics—such as employment security, employment, and employment
conditions—have been legally recognized. In the 1960's and 1970's, people
acquired a large portion of their rights. These historical processes have highlighted
the importance of the workforce.
Beginning in the 1990's, the value of human factors increased, and human
labor, a key to productive work, was shaped by a higher value of "human capital."
In the last 20-30 years, there have been rapid changes in Human Resources, some
of the qualities sought in those who perform the job have changed and the
characteristics of the workforce that will be implemented have also been changed.
During these changes, it has laid the groundwork for the development of an area of
human resource management that will grow steadily. The factors affecting human
resource management are shown below. 1. Increasingly, experts and organizations
have grown: Mechanical engineering and automation have resulted in large-scale
enterprises being developed from a single center. 2. Increased global competition:
Trade and manufacturing activities have crossed the borders of countries, entering
international circles, strengthening manufacturing factors, technological advances,
and inter-enterprise competition. As a result of the growing competition,
institutions and organizations have recognized the importance of Human
Resources to protect and develop their existence. 3. Development of technology:
The use of a computer-supported manufacturing system in experts and
organizations, and the changes in the manufacturing processes of new technology,
are among 11 factors that increase the importance of Human Resources.
Developing employees who will keep pace with changes in the technology and
processes used is one of the key tasks of institutions and organizations today. 4.
Changes in the structure of the workforce: The demographic characteristics of the
workforce are changing day by day. Therefore, the person or individuals
responsible for managing human resources should be able to follow these changes
and implement the necessary measures in a timely manner. For example, the rise of
female workers is some of these changes in the flow of some of the workforce into
the industrial sector. 5. Improving people's educational levels: The revolution in
the document has led to an increase in people's reading and writing skills and
educational levels. In this regard, people's scientific knowledge has increased and
their needs have changed. Technological advances have contributed to the
development and development of education. The people who have already formed
the workforce want to make independent decisions, develop their skills and
abilities and demonstrate all their knowledge in the manufacturing process. 6.
Quality of life and legal norms: Countries regulate relationships between workers
in accordance with constitutions and legal norms. Workers have been able to
obtain numerous rights to work or work conditions over the past period. Experts
have developed some policy and governance concepts, considering the social and
human aspects of their work life. Many decisions have been made to legal entities,
security measures, employment conditions, development, and career creation, and
the implementation of these activities within the facility has been entrusted to 12
sections of human resources management. They have been supported in the
workplace to show people their physical and mental knowledge and abilities. The
main objective of the Human Resources Management Division is to improve
human productivity. Cadre policies that emerge in this direction will also affect
specific characteristics, such as employee behavior, creativity, employment, and so
on.