Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 1 Succeeding in Your Organization MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 2 learning objectives 1. Discuss the nature of careers 2. Describe what is meant by having a career perspective 3. Describe the changes that have occurred in the career environment 4. Identify and describe the four stages of career development 5. Identify and discuss the five steps for career planning

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 3 learning objectives (continued) 6. Discuss how a manager can understand his or her organization and why it is important to do so 7. Identify and describe the abilities and actions that organizations value in managers 8. Discuss the strategies associated with career advancement 9. Discuss the organizational dilemmas experienced when personal and organizational interests are in conflict

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 4 Nature of Careers Job A specific position a person holds in an organization 1 1 Career The series of jobs a person holds over a lifetime and the person’s attitude toward the involvement in those job experiences

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 5 Nature of Careers 1 1. Long-term perspective. Sequence of positions. Psychological involvement in work

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 6 Career Perspective 2 2 Career Management Career Planning Career Development Stages Career Planning Steps Analyzing and Understanding the Organization Aligning with the Organization Strategies for Career Advancement

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 7 Elements for Career Success 2 2 ObjectivesObjectives TimetablesTimetables Skills Improvement PowerPower Organizational Politics Career Stages StressStress ValuesValues

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 8 Kotter’s Rules for Career Success 1. Do not rely on convention 2. Keep your eyes on globalization and its consequences 3. Move toward the small and entrepreneurial organization and away from the big and bureaucratic 4. Do not just manage; now you must also lead 5. Never stop trying to grow; lifelong learning is increasingly necessary for success 6. Increase your competitive drive 7. Wheel and deal if you can; take chances and seek opportunities 3 3

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter 21 9 Career Planning Process 4 4 Perform a self-assessment Identify opportunities Match skills to career-related activities Develop objectives and timetables Evaluate progress

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Stages of Career Development 4 4 Career Growth Approximate Age Exploration and Trial Mid-CareerEstablishment and Advancement Late Career Decline? Growth? Leveling?

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Stages of Career Development 4 4

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Steps in Career Planning 5 5 Step 2 Explore Opportunities and Options Step 2 Explore Opportunities and Options Step 3 Establish Objectives Step 3 Establish Objectives Step 4 Develop a Plan of Action Step 4 Develop a Plan of Action Step 5 Execute and Evaluate the Plan Step 5 Execute and Evaluate the Plan Step 1 Self- Assessment Step 1 Self- Assessment

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Attributes for Management Positions Oral communication skills 2. Oral presentation skills 3. Written communication skills 4. Job motivation 5. Initiative 6. Leadership 7. Planning and organization 8. Analysis 9. Judgment 10. Management control

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Exploring Opportunities and Options 5 5. What are the future prospects for the industry?. What career opportunities exist in the industry?. What jobs are available?. What jobs relate to a career path?. What are the future prospects for the company?. What positions will open up in the company?. What skills does the company value?. What training and development are available?. Who is being promoted?. When are they being promoted?. What is the job market?

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Career Warning Signs 5 5. Are you learning?. If your job was open, would you get it?. What would you do if your job disappeared tomorrow?

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Establishing Objectives 5 5. Make long-term decisions first and derive the short-term decisions from them –Which functional area needs to be learned? –What jobs and experiences will lead to the ultimate objective? –What skills are needed to attain the objective? –What people/resources are necessary to achieve the objective? –What work assignments will be valuable?

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Developing a Plan of Action 5 5 Gaining Exposure Gaining Exposure Identifying Barriers Identifying Barriers Training New Job Level

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Executing and Evaluating 5 5. Take charge of career. Follow up and evaluate progress on the plan. Consider individual growth, career progress, and new assignments. Take charge of career. Follow up and evaluate progress on the plan. Consider individual growth, career progress, and new assignments

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Career Management 6 6 Understanding the organization Aligning yourself with the organization Implementing career-enhancing strategies

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Phase I ENTRYENTRY Schein’s Model of Organizational Socialization 6 6. Occupational choice. Occupational image. Anticipatory socialization to occupation. Entry into labor market Source: Edgar H. Schein, Career Dynamics, © 1978 by Addison-Wesley Publishing Company, Inc. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Phase II SOCIALIZATIONSOCIALIZATION Schein’s Model of Organizational Socialization 6 6. Accepting the reality of the human organization. Dealing with resistance to change. Learning how to work: coping with too much or too little organization and too much or too little job definition. Dealing with the boss and deciphering the reward system—learning how to get ahead. Locating one’s place in the organization and developing an identity Source: Edgar H. Schein, Career Dynamics, © 1978 by Addison-Wesley Publishing Company, Inc. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Phase III MUTUAL ACCEPTANCE: THE PSYCHOLOGICAL CONTRACT Schein’s Model of Organizational Socialization 6 6 Organizational acceptance. Positive performance appraisal. Pay increase. New job. Sharing organizational secrets. Initiation rites. Promotion Individual acceptance. Continued participation in organization. Acceptable job performance. High job satisfaction Source: Edgar H. Schein, Career Dynamics, © 1978 by Addison-Wesley Publishing Company, Inc. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Valued Abilities for Career Success 7 7 Communication skills Interpersonal skills Competence Conceptual skills Decision skills Flexibility

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Valued Actions for Career Success 7 7 Hard Work Risk Taking Making Contributions Being a Team Player Being a Team Player

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Assessment and Alignment 7 7 Assessment of Abilities. How do my skills match those of the organizational values?. Am I capable of the actions necessary?. What other preparation—education or training— do I need?

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Strategies for Career Advancement 8 8 Creating Visibility CareerAdvancementCareerAdvancement Understanding Power and Politics Understanding Power and Politics Committing to Lifelong Learning Working with the Boss Working with the Boss Developing Networks Managing Stress Managing Stress Developing Mentor Relationships Developing Mentor Relationships

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Creating Visibility 8 8 Document Contributions Volunteer Find a Sponsor Find a Sponsor

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Developing Mentor Relationships 8 8 If no formal mentoring program exists…. Find a leader in your company. Discover multiple mentors. Look online for mentors. Ask at your college alumni office, women’s group, or minority organization

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Developing Networks 8 8QualitiesQualities. Diversity. Candor. Clout. Confidentiality

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Identifying the Power Structure 8 8 Examine the formal and informal structures. Who are the people on whom the leaders rely?. What skills and knowledge do these people provide?. Are you able to supply the same skills and knowledge?. Could these people help you as sponsors or mentors?

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Acquiring Power Developing expertise in areas critical to the company 2. Developing a network of contacts 4. Solving others’ problems 3. Acquiring line responsibility

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Supporting the Boss 8 8 Subordinate Approaches. Provide solutions rather than register complaints. Practice constructive disagreement rather than rebellion. Support the decision

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Nature of Stress 8 8

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Causes of Negative Stress 8 8. Downsizing or other threats to security*. Limited opportunities for advancement*. Role ambiguity*. Incompatibility with immediate supervisor’s leadership style*. Incongruence of values between the manager and the company*. Limited decision-making responsibility. Boredom or underutilization. Take-home work and erratic work schedule. Constant change. Task or work overload. Unrealistic deadlines. Sexual harassment. Physical environment: noise, lighting, privacy, climate

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Causes of Negative Stress 8 8 Managers are the source of stress when employees develop these perceptions…. Uncertainty about specific responsibilities of the job. Inability to make decisions or have decisions made when needed. Unrealistic deadlines. Lack of control over work environment. Work overload

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Symptoms of Stress 8 8 Anxiety Increased blood pressure Headache Backache Fatigue Insomnia Depression Irritability Muscular tightness Inattention

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Strategies for Managing Stress 8 8 Develop a balanced approach to life. Rest. Good eating habits. Exercise. Anticipate personal stressors

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Strategies for Managing Stress 8 8 Identify personal stressors. Develop preventive maintenance. Learn to delegate. Learn to disagree constructively. Limit the hours of work. Say no to unrealistic workloads

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Strategies for Managing Stress 8 8 Institute formalized stress management programs. Exercise programs. Smoking cessation. Hypertension screening and control. Nutrition counseling. Quiet rooms for meditation and reading. Psychologists and counselors. Stress reduction techniques

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Organizational Dilemmas 9 9 Value conflicts Loyalty demands Concerns for independence Decisions on advancement

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Personal vs. Organizational Values 9 9 Source: “Meeting the Challenges of Tomorrow’s Workplace,” August/September 2002,

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved Chapter Advancement Decisions 9 9CategoriesCategories 1. Whether to take a position when it is offered 2. What to do when advancement does not occur