Mentoring at work: Developmental relationships in organizational life. Kram, K. E. University Press of America, Lanham, MD, England, 1988. Pages: xiii, 252abstract bibtex "Mentoring at Work" is about relationships in organizations that enhance individuals' development in the early, middle, and later career years. What began as a study of mentor relationships between junior and senior managers in one corporate setting evolved into a program of research designed to clarify the nature of a variety of relationships between junior and senior colleagues, or between peers, who provide mentoring functions. The primary purpose is to present an intricate and realistic view of mentoring, to delineate its potential benefits and limitations, and to illustrate the various forms of developmental relationships that can exist in work settings. I have brought an open systems perspective to this project. This means that I assume that relationships are significantly affected by the context in which they evolve and by the expectations, needs, and skills that individuals bring to them. Thus, I set out to understand how individuals' career histories and current situations, as well as the surrounding organizational circumstances, have jointly shaped the essential characteristics and evolution of their relationships with mentors, proteges, and peers. Throughout this book I address three distinct audiences. First, for individuals at every career stage, I discuss a perspective on mentoring that I hope will discourage the "search for the right mentor" and encourage systematic self-diagnosis of relationship needs as well as strategies for building relationships that provide relevant developmental functions. Second, for practicing managers, I outline the major forces that must be taken into account when creating a context that stimulates an effective mentoring process. Finally, for human resource specialists and organizational researchers, I consolidate the available research to date and outline strategies for intervention and further research that will help improve the quality of worklife and organizational effectiveness. (PsycINFO Database Record (c) 2016 APA, all rights reserved)
@book{kram_mentoring_1988,
address = {Lanham, MD, England},
series = {Mentoring at work: {Developmental} relationships in organizational life},
title = {Mentoring at work: {Developmental} relationships in organizational life},
isbn = {978-0-8191-6755-2},
shorttitle = {Mentoring at work},
abstract = {"Mentoring at Work" is about relationships in organizations that enhance individuals' development in the early, middle, and later career years. What began as a study of mentor relationships between junior and senior managers in one corporate setting evolved into a program of research designed to clarify the nature of a variety of relationships between junior and senior colleagues, or between peers, who provide mentoring functions. The primary purpose is to present an intricate and realistic view of mentoring, to delineate its potential benefits and limitations, and to illustrate the various forms of developmental relationships that can exist in work settings. I have brought an open systems perspective to this project. This means that I assume that relationships are significantly affected by the context in which they evolve and by the expectations, needs, and skills that individuals bring to them. Thus, I set out to understand how individuals' career histories and current situations, as well as the surrounding organizational circumstances, have jointly shaped the essential characteristics and evolution of their relationships with mentors, proteges, and peers. Throughout this book I address three distinct audiences. First, for individuals at every career stage, I discuss a perspective on mentoring that I hope will discourage the "search for the right mentor" and encourage systematic self-diagnosis of relationship needs as well as strategies for building relationships that provide relevant developmental functions. Second, for practicing managers, I outline the major forces that must be taken into account when creating a context that stimulates an effective mentoring process. Finally, for human resource specialists and organizational researchers, I consolidate the available research to date and outline strategies for intervention and further research that will help improve the quality of worklife and organizational effectiveness. (PsycINFO Database Record (c) 2016 APA, all rights reserved)},
publisher = {University Press of America},
author = {Kram, Kathy E.},
year = {1988},
note = {Pages: xiii, 252},
keywords = {Industrial and Organizational Psychology, Mentor, Occupational Guidance, Professional Development},
}
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The primary purpose is to present an intricate and realistic view of mentoring, to delineate its potential benefits and limitations, and to illustrate the various forms of developmental relationships that can exist in work settings. I have brought an open systems perspective to this project. This means that I assume that relationships are significantly affected by the context in which they evolve and by the expectations, needs, and skills that individuals bring to them. Thus, I set out to understand how individuals' career histories and current situations, as well as the surrounding organizational circumstances, have jointly shaped the essential characteristics and evolution of their relationships with mentors, proteges, and peers. Throughout this book I address three distinct audiences. First, for individuals at every career stage, I discuss a perspective on mentoring that I hope will discourage the \"search for the right mentor\" and encourage systematic self-diagnosis of relationship needs as well as strategies for building relationships that provide relevant developmental functions. Second, for practicing managers, I outline the major forces that must be taken into account when creating a context that stimulates an effective mentoring process. Finally, for human resource specialists and organizational researchers, I consolidate the available research to date and outline strategies for intervention and further research that will help improve the quality of worklife and organizational effectiveness. 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