participated in one of them. Since almost all of them were from the same organization, there were several men who spoke for everyone, who took on the role of leaders. The situations that became the material for the construction of cultural assimilators turned out to be connected not so much with the stories of the participants, but with their lack of understanding of the issues themselves, which seemed to them, most likely, far-fetched and of little interest.

of your career. After graduation, you will enter the labor market and may experience “early career reality shock”. This is the “emotional blow” that a young professional can receive when their initial hopes and goals do not match the real life of the organization. At the first place of work, a successful university graduate waiting to be noticed. He/she thinks that interesting tasks await him/her, that he/ she will be able to use the knowledge and skills gained during education, to show his/her abilities. Of course, the graduate is counting on rapid promotion.

A horizontal career is a change in the functions performed by an employee within an organi­zation, as well as a transition from one industry to another in order to increase employment, sala­ry, versatile experience, etc. For example, the head of the production department moves to the posi­tion of head of the quality management service. An employee from the marketing department moves to the finance department. However, more often there is a change of position within the same de­partment. For example, a specialist who has worked for one or two years in the recruitment group is transferred to the personnel training group. After some time, a transfer to the personnel department is possible. Such movements solve several problems. Firstly, the employee masters related specialties and improves his/her qualifications. This is the basis for increasing the amount of his/her remunera­tion. Secondly, the work of the department does not stop if one of the employees leaves. For the dura­tion of the open vacancy, the rest of the team members do his/her work. Thirdly, the risk of employ­ee burnout is reduced.

A vertical career is a movement through positions, an increase in the rank in the qualif ication lad­der. The vertical career is built as follows. First, a person works as a laborer. Then he/she starts to per­form specific functions. Then he/she becomes a foreman. And so on up the career ladder. A vertical career is accompanied by an increase in status, an increase in the level of material rewards.

A step career combines both vertical and horizontal. It can be intra-organizational and inter-organ­izational. A step career within an organization are common in Japan. The Japanese are convinced that every manager should go through all the stages of career growth. At each job level, he/she should be able to work not for any specific function, but in all areas of the company. In the process of climbing the cor­porate ladder, a person should have the opportunity to look at the organization from different angles. At the same time, he/she should not stay in one position for a period longer than three years.

The movement to the core is expressed in the approach of the employee to the organization’s man­agement. He/she is invited to meetings and meetings that are inaccessible to others, provide access to informal sources of information. Such an employee may hold an ordinary position in the organ­ization. But he/she receives some important assignments from the management. The level of remu­neration of his/her work, as a rule, exceeds the established remuneration for work in his/her position.

To build a centripetal career, you need to have useful business connections outside the organiza­tion; it is necessary to have leadership qualities, purposefulness; you need to be able to earn the trust of your superiors.