1. Chapter 17 Organizational Behavior Nelson & Quick 6th edition
Career Management
Chapter 17 Organizational Behavior Nelson & Quick 6th edition

2. 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
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

3. Career/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

4. Career: Paradigm Shift
Career: Paradigm Shift
New Career Paradigm
Old Career Paradigm
Mutual Loyalty Contract
One-Employer Focus
Top-Down Firm
Corporate Allegiance
Discrete Exchange
Occupational Excellence
Organizational Empowerment
Project Allegiance
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South-Western, a division
of Cengage Learning
All rights reserved

5. Occupational Excellence Organizational Empowerment
The New Career
Discrete Exchange
An organization gains productivity while a person gains work experience
Skills are continually honed that can be marketed across organizations
Occupational Excellence
Power flows down to business units and in turn to the employees
Organizational Empowerment
Both individuals and
organizations are committed
to successful project completion
Project Allegiance
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South-Western, a division
of Cengage Learning
All rights reserved

6. Why New Managers Fail
They fail to build good relationships with peers and subordinates
They are uncertain or confused about what their bosses expect
They lack internal political skills
They are unable to achieve the two or three most important objectives of the new job
All these failures are due to a lack of human skills

7. Qualities that Mark a Star Performer – Emotional Intelligence
Self-awareness
Self-control
Trustworthiness
Confidence
Empathy
Emotional competencies are twice as important to people’s success as
raw intelligence or technical know-how (Goleman)

8. Personalities and Choices
The Realistic Person is
stable, persistent, materialistic
mechanic
restaurant server
mechanical engineer
Personalities and Choices
The Investigative Person is
curious, analytical, independent
physicist
surgeon
economist
The Artistic Person is
imaginative, emotional, impulsive
architect
voice coach
interior designer
Copyright ©2009
South-Western, a division
of Cengage Learning
All rights reserved
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

9. Personalities and Choices
The Enterprising Person is
Ambitious, energetic, adventurous
real estate agent
human resource
manager
lawyer
The Social Person is
Generous, cooperative, sociable
counselor
social worker
clergyman
Personalities and Choices
The Conventional Person is
Efficient, practical, obedient
word processor
accountant
data entry operator
Copyright ©2009
South-Western, a division
of Cengage Learning
All rights reserved
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

10. Conflicts During Organizational Entry
The individual’s attempt
to attract the organization
Organizational efforts to
attract individuals 2 1 4 3
The individual’s choice
of an organization
Organizational selection
of individuals
Figure in L.W. Porter, E.E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York:
McGraw-Hill, Inc Page 134. Reproduced with permission of the McGraw-Hill Companies.
Copyright ©2009
South-Western, a division
of Cengage Learning
All rights reserved

11. Realistic Job Preview (RJP)
Realistic Job Preview - 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
RJP’s help promote the image of the
organization as operating consistently
and honestly

12. The Career Stage Model Withdrawal Maintenance Advancement
Withdrawal
Maintenance
Career
stage
Advancement
Establishment
Early adulthood Middle adulthood Late adulthood
(17-40) (40-60) (60+)
Life stage (age)

13. Career Stages
Withdrawal – individual contemplates retirement or possible career changes
Maintenance – individual tries to maintain productivity while evaluating progress toward career goals
Advancement – people focus
on increasing their competence
Establishment – the person
learns the job and begins to fit
into the organization and occupation
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

14. Establishment: tasks of the newcomer
Establishment: tasks of the newcomer
Negotiate an effective psychological contract - an implicit agreement between an individual and an organization that specifies what each is expected to give and receive in the relationship
Manage the stress of socialization
Make the transition from organizational outsider to organizational insider

15. Establishment: Newcomer-Insider Psychological
Contracts for Social Support
Function of
Supportive
Attachments
Examples of
Insider
Response
Type of
Support
Newcomer
Concern
Protection
from stressors
Direct
assistance
What are the
risks?
Supervisor
cues newcomer
Informational
Provision of
information
What must
l know?
Mentor gives
advice
Evaluative
Feedback
How am I
doing?
Supervisor
offers feedback
Modeling
Evidence of
standards
Who do I
follow?
Newcomer is
apprenticed
Emotional
Empathy,
esteem, love
Do I matter?
Others (new)
empathize
Copyright ©2009
South-Western, a division
of Cengage Learning
All rights reserved
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

16. Advancement: strive for achievement
Advancement: strive for achievement
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

17. Advancement: mentoring
Advancement: mentoring
Mentor - an individual who provides guidance, coaching, counseling, and friendship to a protégé
Career functions provided by a mentor
Sponsorship
Facilitating exposure and
visibility
Coaching
Protection
0 and identify resources that would be valuable in the search for a mentor.
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

18. Advancement: mentoring
Advancement: mentoring
Psychosocial functions provided by a mentor
Role modeling
Acceptance and confirmation
Counseling
Friendship
Characteristics of good mentoring relationships
Regular contact
Consistency with corporate culture
Training in managing the relationship
Accountability
Prestige for mentor

19. Advancement: phases of mentoring
Advancement: phases of mentoring
Initiation - relationship begins
Cultivation - relationship gains meaning
Separation - protégé asserts independence
Redefinition - relationship has new identity

20. Advancement: why mentors are important
Advancement: why mentors are important
Mentored individuals earn higher salaries
Mentored individuals have higher promotion rates
Mentored individuals are better decision makers
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

21. Advancement: dual-career partnerships
Advancement: dual-career partnerships
Dual-Career Partnership - a relationship in which both people have important career roles
Pressures of such partnerships
Time pressure
Jealousy
Precedence (which career)

22. Advancement: work-home conflicts
Advancement: work-home conflicts
Work-home conflicts more likely affect women
Organizations’ attempts to help
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

23. Maintenance: time of crisis or contentment
Maintenance: time of crisis or contentment
Midlife crisis
Slowed or stalled career growth
Burnout
Contentment
Sense of achievement
No need to strive for continued upward mobility

24. Maintenance: issues of this stage
Maintenance: issues of this stage
Career Plateau - a point in an individual’s career in which the probability of moving further up the hierarchy is low
Firms respond with
Lateral moves
Project teams
Affirmation

25. Maintenance: sharing the knowledge through mentoring
Maintenance: sharing the knowledge through mentoring
Successful formal mentoring programs require:
Voluntary participation
Support from top executives
Training for the mentors
Graceful exit opportunities

26. Withdrawal: the older worker
Withdrawal: 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

27. Withdrawal: retirement
Withdrawal: retirement
Phased retirement - an arrangement that allows employees to reduce their hours and/or responsibilities in order to ease into retirement
Bridge employment - employment that takes place after a person retires from a full-time position but before the person’s permanent withdrawal from the workforce

28. Withdrawal: retirement factors
Withdrawal: retirement factors
Family
Issues
Company
Policy
Income
Health
Opportunity
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

29. Technical/Functional
A network of self-perceived
talents, motives, and values
that guide an individual’s
career decisions
Career Anchors
Technical/Functional
Competence
Managerial
Competence
Autonomy &
Independence
Creativity
Security/Stability
Photos courtesy of Clips Online, © 2008 Microsoft Corporation

30. Managing Your Career: Key Questions
Managing Your Career: Key Questions
Am I plugged into what’s happening around me?
Am I trying new ideas, new techniques, new technologies?
Am I adding real value?
Photos courtesy of Clips Online, © 2008 Microsoft Corporation 30

31. Chapter 17: Reflect & Discuss
The Secret of My Success Video Clip
What to Watch for and Ask Yourself
What do these scenes suggest about the job seeking process?
Does Brantley behave ethically during his job interviews?
What do these scenes suggest about career management?
The Secret of My Success
College graduate Brantley Foster (Michael J. Fox) leaves his Kansas home and goes to New York to look for a job. He is continually frustrated in his quest but eventually lands a mailroom job. An entertaining look at corporate life, this film features power, negotiation, and sexual shenanigans.
The scene from The Secret of My Success appears early in the film following Brantley’s layoff from a job he never started. He looks up at a building while saying, “OK New York. If that’s the way you want it. OK.” They end after Ms. Miller (Judith Malina) says to Brantley, “Can you be a minority woman?” The film continues with Brantley talking to his mother on a public telephone.
What to Watch for and Ask Yourself
What do these scenes suggest about the job seeking process?
Does Brantley behave ethically during his job interviews?
What do these scenes suggest about career management? 31