Whose career is it anyway? Options for career management in flatter organisation structures

Much of the literature on career management in the 1990s has been based on the assumption that a significant consequence of company restructuring has been the diminution of management career opportunities. Many human resource commentators are suggesting that the responsibility for managing and developing careers has become much more a personal quest and much less of an organisational one. This article examines the issues involved in managing careers from both perspectives and it uses primary research to illustrate and evaluate the range of activities currently being undertaken.