Business and Management Journal Essay

Pages: 8 (2206 words)  |  Style: Harvard  |  Bibliography Sources: 10

SAMPLE EXCERPT:

[. . .] Although it would be difficult to determine whether or not job experience can actually be of use in any situation (given that education also plays an important role in some cases), it would be safe to say that work is one of the best experiences a person could have. In many situations experience can take on the role of a professor and can enable the individual to have a complex understanding of his or her job. In spite of the fact that there are a series of formal training programs for every business and every department within it, the reality is that in numerous cases work experience can actually be much more beneficial for an individual. Many persons believe that there are more people who became managers as a consequence of their on-the-job experiences than individuals who came to occupy such positions as a result of attending classes specifically made to train leaders. "Training is an important part of the mix, but too many managers still see sending people to programs as the panacea for development." (Axelrod & Coyle 20) Studies regarding this topic provide conflicting results and it would thus be ignorant to claim that either on-the-job experience or training are better than one-another because of the benefits they provide.

According to Kevin Oakes & Pat Galagan, 70% of a manager's experience is likely to be a result of tasks he or she had come across while doing their job, 20% is owed to experience he or she accumulated from interacting with others, and 10% results from the actual training that the person has been provided with. When considering a company and the attitudes it usually takes with regard to its employees, many companies believe that by having talented workers perform a series of tasks in several departments and by adding to responsibilities they already have, they are probable to enable these people to learn much more about the institutions they work in and they are eventually going to have the ability to play an active role in helping any of the departments they have collaborated with.

Conclusion

DJE is in many cases the key to helping both the employee and the company he or she works in. By being provided with the opportunity to have more responsibilities and by being encouraged to get involved in a series of domains even with the fact that his or her education has nothing to do with it, a person can significantly improve their experience and can eventually accumulate an amount of knowledge that they would not have had access to otherwise. Studies related to experience-based learning have yielded results that are especially complex and that cannot be addressed by trying to focus on a limited number of individuals. Emotional intelligence plays an essential role in DJE, as some people might benefit from the process while others can feel pressured.

Works cited:

Axelrod, W., & Coyle, J. "Make Talent Your Business: How Exceptional Managers Develop People While Getting Results," (Berrett-Koehler Publishers, 6 Jun 2011)

Bilimoria, D. "Handbook on Women in Business and Management," (Edward Elgar Publishing, 2007)

Dong, Y, Seo, M., & Bartol, K.M., "NO PAIN, NO GAIN: AN AFFECT-BASED MODEL OF DEVELOPMENTAL JOB EXPERIENCE AND THE BUFFERING EFFECTS OF Emotional intelligence," Academy of Management Journal 2014, Vol. 57, No. 4, 1056 -- 1077. http://dx.doi.org/10.5465/amj.2011.0687

Jex, S.M., & Britt, T.W., "Organizational Psychology: A Scientist-Practitioner Approach," (John Wiley & Sons, 2 Jun 2008)

McCauley, C.D., & Brutus, S., "Management Development Through Job Experiences," Retrieved October 28, 2014, from http://www.ccl.org/leadership/pdf/research/MgmtDevelopmentBib.pdf

McCauley, C.D., Derue, D.S., Yost, P.R., & Taylor, S. "Experience-Driven Leader Development: Models, Tools, Best Practices, and Advice for On-the-Job Development," (John Wiley & Sons, 22 Nov 2013)

Oakes, K., & Galagan, P. "The Executive Guide to Integrated Talent Management," (American Society for Training and Development, 2011)

Ohlott, P.J., Ruderman, M.N., & McCauley, C.D., "Gender Differences in Managers' Developmental Job Experiences," The Academy of Management Journal Vol. 37, No. 1 (Feb., 1994), pp. 46-67

Velsor, E., McCauley, C.D., & Ruderman, M.N. "The Center for Creative Leadership Handbook… [END OF PREVIEW]

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