Chapter 17 Managing Your Career

1. Chapter 17Managing Your Career Explain occupational and organizational choice decisions. Identify foundations for a successful career. Explain the career model. Explain the major tasks facing individuals in the establishment stage of the career model. Identify the issues confronting individuals in the advancement stage of the career model. Describe how individuals can navigate the challenges of the maintenance stage of the career model. Explain how individuals withdraw from the workforce. Explain how career anchors help form a career identity. Learning Outcomes © 2011 Cengage Learning. All rights reserved.

2. 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.

3. 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.

4. Learning Outcome 1 Explain occupational and organizational choice decisions. © 2011 Cengage Learning. All rights reserved.

5. New Career Paradigm Old Career Paradigm Discrete Exchange Mutual Loyalty Contract Occupational Excellence One-Employer Focus Organizational Empowerment Top-Down Firm Project Allegiance Corporate Allegiance Career: Paradigm Shift © 2011 Cengage Learning. All rights reserved.

6. The New Career © 2011 Cengage Learning. All rights reserved.

7. The New Career © 2011 Cengage Learning. All rights reserved.

8. Beyond the Book:Generations © 2011 Cengage Learning. All rights reserved.

9. Personalities and Choices The Realistic Person is stable, persistent, materialistic mechanic restaurant server mechanical engineer The Investigative Person is curious, analytical, independent physicist surgeon economist The Artistic Person is imaginative, emotional, impulsive architect voice coach interior designer © 2010 Cengage Learning. All rights reserved.

10. The Enterprising Person is ambitious, energetic, adventurous Personalities and Choices real estate agent human resource manager lawyer The Social Person is generous, cooperative, sociable counselor social worker clergy The Conventional Person is efficient, practical, obedient word processor accountant data entry operator © 2010 Cengage Learning. All rights reserved.

11. Conflicts During Organizational Entry Organizational efforts to attract individuals The individual’s attempt to attract the organization 2 1 4 3 The individual’s choice of an organization Organizational selection of individuals 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.

12. 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.

13. Learning Outcome 2 Identify foundations for a successful career. © 2011 Cengage Learning. All rights reserved.

14. Become Your Own Career Coach Stay flexible, team oriented, energized by change, and tolerant of ambiguity © 2011 Cengage Learning. All rights reserved.

15. [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.

16. Learning Outcome 3 Explain the career model. © 2011 Cengage Learning. All rights reserved.

17. The Career Stage Model © 2011 Cengage Learning. All rights reserved.

18. Career Stages Establishment –the person learns the job and begins to fit into the organization and occupation Maintenance –individual tries to maintain productivity while evaluating progress toward career goals Advancement –person focuses on increasing own competence Withdrawal –individual contemplates retirement or possible career changes © 2011 Cengage Learning. All rights reserved.

19. Learning Outcome 4 Explain the major tasks facing individuals in the establishment stage of the career model. © 2011 Cengage Learning. All rights reserved.

20. Tasks of the Newcomer • Negotiate an effective psychological contract • \Manage the stress of socialization • Make the transition from organizational outsider to organizational insider © 2011 Cengage Learning. All rights reserved.

21. 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.

22. Newcomer-Insider Psychological Contracts for Social Support

23. Beyond the Book:The Stress of Socialization The three phases of socializing newcomers to an organization each bring their own stresses to the experience: • Anticipatory Socialization- primary stressor is ambiguity; important to communicate information clearly and keep promises of performance • Encounter Phase- “reality shock” from unrealistic expectations formed in first phase; a measure of reality shock is inevitable • 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.

24. Learning Outcome 5 Identify the issues confronting individuals in the advancement stage of the career model. © 2011 Cengage Learning. All rights reserved.

25. Advancement A period when many strive for achievement models – career path, career ladder © 2011 Cengage Learning. All rights reserved.

26. 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.

27. MENTORING Career functions provided by a mentor • Sponsorship • Facilitating exposure and visibility • Coaching • Protection © 2011 Cengage Learning. All rights reserved.

28. MENTORING Psychosocial functions provided by a mentor • Role modeling • Acceptance and confirmation • Counseling • Friendship © 2011 Cengage Learning. All rights reserved.

29. Advancement: Mentoring Regular contact Consistency with corporate culture Training in managing the relationship Accountability Prestige for mentor Psychosocial functions provided by a mentor Characteristics of good mentoring relationships © 2011 Cengage Learning. All rights reserved.

30. Cultivation - relationship gains meaning Separation - protégé asserts independence Redefinition - relationship has new identity Phases of Mentoring Initiation - relationship begins © 2010 Cengage Learning. All rights reserved.

31. [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.

32. 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.

33. Learning Outcome 6 Describe how individuals can navigate the challenges of the maintenance stage of the career model. © 2011 Cengage Learning. All rights reserved.

34. Maintenance Stage Crisis • Slowed or stalled career growth • Burnout Contentment • Sense of achievement • No need to strive for continued upward mobility OR © 2011 Cengage Learning. All rights reserved.

35. Responses to Career Plateaus • Firms respond with • Lateral moves • Project teams • Affirmation © 2011 Cengage Learning. All rights reserved.

36. Learning Outcome 7 Explain how individuals withdraw from the workforce. © 2011 Cengage Learning. All rights reserved.

37. The Older Worker Stereotypically 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.

38. Family Issues Company Policy Health Income Opportunity Retirement factors © 2011 Cengage Learning. All rights reserved.

39. Learning Outcome 8 Explain how career anchors help form a career identity. © 2011 Cengage Learning. All rights reserved.

40. Career Anchor a network of self-perceived talents, motives, and values that guide an individual’s career decisions © 2011 Cengage Learning. All rights reserved.

41. Career Anchors Managerial Competence Technical/Functional Competence Autonomy and Independence Security/Stability Creativity © 2011 Cengage Learning. All rights reserved.

42. 1. What level of emotional intelligence does Carl exhibit? Assess him on self-awareness, empathy, and self-control. 2. What level of emotional intelligence does Angie show? Assess her self-awareness, empathy, and self-control. 3. What level of emotional intelligence does Kate exhibit? Assess her on self-awareness, empathy, and self-control. Baby Mama