Section Fourmanagers’ and professionals’ careers. Nonetheless, contrary to
intuition, both younger managers in their thirties and managers
over 50 appear to have stronger interests in serving as mentors
than those in the mid-stages of their careers. An interesting
explanation is that mid-career individuals are not as available
for mentoring roles because they themselves are often
preoccupied with midlife crisis and the accompanying self-
doubts and anxieties about the future. Mentoring can be a
particularly valuable role for a manager who has reached a
relatively high level in the company, but who will not be
promoted further. Likewise, for those in the latter part of their
career cycles, who may have stepped down from the highest
positions, mentoring may be a very important role. Finally, in
contrast to expectations, mentoring activity tends to increase
during times of corporate stress, such as during downsizing.
This is because for the mentor, the activity provides a source of
esteem perhaps not otherwise available because of curtailed
opportunities for advancement, and the like, and the junior
employee may seek out mentors during such times for coaching
and guidance.^66
Computer-based training or instruction involves
computer-generated presentation of material, through video
and audio media, with interaction on the part of the student.
For example, material may be presented in a format that
requires the student to respond. The student’s correct