1. © 2011 Cengage Learning. All rights reserved. Chapter 17 Managing 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. Learning Outcomes

2. © 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

3. © 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

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

5. 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.

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

7. The New Career

8. © 2011 Cengage Learning. All rights reserved. Beyond the Book: Generations Gen YGen XBaby Boomers CommunicationTexts, mobile phones, instant messaging Email, IM, mobile phones E-mail, mobile phones, face- to-face Problem solvingBrainstorming & internet research Individual thought and meeting to discuss Replicate a successful solution from the past WorriesWhat they’re woried about Work/life balance Stability, retirement

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

11. Conflicts During Organizational Entry The individual’s attempt to attract the organization Organizational efforts to attract individuals The individual’s choice of an organization Organizational selection of individuals 4 21 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.

12. © 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

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

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

15. © 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

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

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

18. © 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

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

20. © 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

21. © 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

22. Newcomer-Insider Psychological Contracts for Social Support

23. © 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

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

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

26. © 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

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

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

29. © 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

30. 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.

31. © 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

32. © 2011 Cengage Learning. All rights reserved. WORK | HOME CONFLICTS 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

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

34. © 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

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

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

37. © 2011 Cengage Learning. All rights reserved. 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

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

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

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

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

42. © 2011 Cengage Learning. All rights reserved. Baby Mama 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.