© 2011 cengage learning. all rights reserved. chapter 17 managing your career 1.explain...
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© 2011 Cengage Learning. All rights reserved.
Chapter 17Managing Your Career
1. Explain occupational and organizational choice decisions.
2. Identify foundations for a successful career.
3. Explain the career model.
4. Explain the major tasks facing individuals in the establishment stage of the career model.
5. Identify the issues confronting individuals in the advancement stage of the career model.
6. Describe how individuals can navigate the challenges of the maintenance stage of the career model.
7. Explain how individuals withdraw from the workforce.
8. Explain how career anchors help form a career identity.
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© 2011 Cengage Learning. All rights reserved.
Career vs. Career Management
CAREER - the pattern of work-related experiences that span
the course of a person’s life
CAREER MANAGEMENT - a lifelong process of learning
about self, jobs, and organizations; setting personal career
goals; developing strategies for achieving the goals, and
revising the goals based on work and life experiences
© 2011 Cengage Learning. All rights reserved.
Why Understand Careers• If we know what to look
forward to, we can be proactive in planning
• As managers, we need to understand the experiences of our employees and colleagues
• Career management is good business—it makes financial sense
© 2011 Cengage Learning. All rights reserved.
Learning Outcome
Explain occupational and organizational choice decisions.
1
Career: Paradigm Shift
New Career Paradigm
Discrete Exchange
Occupational Excellence
Organizational Empowerment
Project Allegiance
Old Career Paradigm
Mutual Loyalty Contract
One-Employer Focus
Top-Down Firm
Corporate Allegiance
© 2011 Cengage Learning. All rights reserved.
© 2011 Cengage Learning. All rights reserved.
Beyond the Book:Generations
Gen Y Gen X Baby Boomers
Communication Texts, mobile phones, instant messaging
Email, IM, mobile phones
E-mail, mobile phones, face-to-face
Problem solving Brainstorming & internet research
Individual thought and meeting to discuss
Replicate a successful solution from the past
Worries What they’re woried about
Work/life balance
Stability, retirement
Personalities and Choices
The Realistic Person isstable, persistent, materialistic
mechanicrestaurant servermechanical engineer
The Investigative Person iscurious, analytical, independent
physicistsurgeoneconomist
The Artistic Person isimaginative, emotional, impulsive
architectvoice coachinterior designer © 2010 Cengage Learning.
All rights reserved.
Personalities and Choices
The Enterprising Person isambitious, energetic, adventurous
The Social Person isgenerous, cooperative, sociable
The Conventional Person isefficient, practical, obedient
real estate agenthuman resource managerlawyer counselor
social workerclergy
word processoraccountantdata entry operator
© 2010 Cengage Learning. All rights reserved.
Conflicts During Organizational Entry
The individual’s attemptto attract the organization
Organizational efforts toattract individuals
The individual’s choiceof an organization
Organizational selectionof individuals
42 1
3
SOURCE: Figure in L.W. Porter, E.E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York: McGraw-Hill, Inc. 1975. Page 134. Reproduced with permission of the McGraw-Hill Companies.
© 2010 Cengage Learning. All rights reserved.
© 2011 Cengage Learning. All rights reserved.
Realistic Job Preview (RJP)
both positive and negative information
given to potential employees about the
job they are applying for, thereby giving
them a realistic picture of the job
© 2011 Cengage Learning. All rights reserved.
Learning Outcome
Identify foundations for a successful career.
2
© 2011 Cengage Learning. All rights reserved.
Become Your Own Career Coach
Stay flexible, team oriented, energized by change, and tolerant of ambiguity
© 2011 Cengage Learning. All rights reserved.
[Emotional Intelligence]
• 40% of new managers fail within the first 18 months on the job because they fail to build good relationships with peers and subordinates.
• Men & women with high EI are seen as particularly gifted and may be promoted more rapidly
© 2011 Cengage Learning. All rights reserved.
Career Stages
Establishment – the person learns the job and begins to fit into the organization and occupation
Advancement – person focuses on increasing own competence
Maintenance – individual tries to maintain productivity while evaluating progress toward career goals
Withdrawal – individual contemplates retirement or possible career changes
© 2011 Cengage Learning. All rights reserved.
Learning Outcome
Explain the major tasks facing individuals in the establishment stage of the career model.
4
© 2011 Cengage Learning. All rights reserved.
• Negotiate an effective psychological
contract
• \Manage the stress of socialization
• Make the transition from organizational
outsider to organizational insider
Tasks of the Newcomer
© 2011 Cengage Learning. All rights reserved.
Realistic Job Preview (RJP)
an implicit agreement between an
individual and an organization that
specifies what each is expected to give
and receive in the relationship
© 2011 Cengage Learning. All rights reserved.
Beyond the Book:The Stress of Socialization
The three phases of socializing newcomers to an organization each bring their own stresses to the experience:
1. Anticipatory Socialization- primary stressor is ambiguity; important to communicate information clearly and keep promises of performance
2. Encounter Phase- “reality shock” from unrealistic expectations formed in first phase; a measure of reality shock is inevitable
3. Change/Acquisition- stress of adapting and forming new expectations, further possible stress if difficulty in adapting prompts negative feedback
© 2011 Cengage Learning. All rights reserved.
Learning Outcome
Identify the issues confronting individuals in the advancement stage of the career model.
5
© 2011 Cengage Learning. All rights reserved.
Advancement
A period when many strive for achievement
models – career path, career ladder
© 2011 Cengage Learning. All rights reserved.
Career Path and Ladder
Career Path – a sequence of job experiences that an employee moves along during his or
her career
Career Ladder – a structured series
of job positions through which an
individual progresses in an
organization
© 2011 Cengage Learning. All rights reserved.
MENTORING
Career functions provided by a mentor
– Sponsorship– Facilitating exposure
and visibility
– Coaching– Protection
© 2011 Cengage Learning. All rights reserved.
MENTORING
Psychosocial functions provided by a mentor
– Role modeling– Acceptance and confirmation– Counseling– Friendship
© 2011 Cengage Learning. All rights reserved.
Advancement: Mentoring
– Regular contact– Consistency with
corporate culture– Training in managing
the relationship– Accountability– Prestige for mentor
Characteristics of good mentoring
relationships
Psychosocial functions provided by a mentor
Initiation - relationship begins
Phases of Mentoring
Cultivation - relationship gains meaning
Separation - protégé asserts independence
Redefinition - relationship has new identity
© 2010 Cengage Learning. All rights reserved.
© 2011 Cengage Learning. All rights reserved.
[Dual-Career Partnerships]
[Dual-Career Partnership] – a relationship in which both people have important career roles
Pressures of such partnerships– Time pressure– Jealousy– Precedence
© 2011 Cengage Learning. All rights reserved.
WORK | HOMECONFLICTS
• Flexible Work Schedule – a work schedule that allows employees discretion in order to accommodate personal concerns
• Eldercare – assistance in caring for elderly parents and/or other elderly relatives
© 2011 Cengage Learning. All rights reserved.
Learning Outcome
Describe how individuals can navigate the challenges of the maintenance stage of the career model.
6
© 2011 Cengage Learning. All rights reserved.
Maintenance Stage
Crisis
– Slowed or stalled career growth
– Burnout
Contentment
– Sense of achievement
– No need to strive for continued upward mobility
OR
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Responses to Career Plateaus
• Firms respond with– Lateral moves – Project teams – Affirmation
© 2011 Cengage Learning. All rights reserved.
Learning Outcome
Explain how individuals withdraw from the workforce.
7
© 2011 Cengage Learning. All rights reserved.
The Older WorkerStereotypically undervalued• Less productive• More resistant to change• Less motivated
In reality• Offer continuity in the midst
of change• Act as role models• Provide experience• Demonstrate a strong work
ethic• Exemplify loyalty
© 2011 Cengage Learning. All rights reserved.
Retirement factors
FamilyIssues
Health
CompanyPolicy Income
Opportunity
© 2011 Cengage Learning. All rights reserved.
Learning Outcome
Explain how career anchors help form a career identity.
8
© 2011 Cengage Learning. All rights reserved.
Career Anchor
a network of self-perceived talents,
motives, and values that guide an
individual’s career decisions
© 2011 Cengage Learning. All rights reserved.
Career Anchors
Technical/FunctionalCompetence
ManagerialCompetence
Autonomy andIndependence
CreativitySecurity/Stability
© 2011 Cengage Learning. All rights reserved.
Baby Mama
1. What level of emotional intelligence does Carl exhibit? Assess himon self-awareness, empathy, and self-control.
2. What level of emotional intelligence does Angie show? Assess herself-awareness, empathy, and self-control.
3. What level of emotional intelligence does Kate exhibit? Assess heron self-awareness, empathy, and self-control.
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