1. MultiMedia by Stephen M. Peters© 2001 South-Western Succeeding in Your Organization

2. MultiMedia by Stephen M. Peters© 2001 South-Western A Career Perspective A proactive strategy. Requires a person to adopt a broad vision that includes all the elements involved in a successful career. Involves a global view of career progress or growth.

3. MultiMedia by Stephen M. Peters© 2001 South-Western Taking A Career Perspective Career Planning Career Development Stages Career Planning Steps Career Management Analyzing and Understanding the Organization Aligning with the Organization Strategies for Career Advancement

4. MultiMedia by Stephen M. Peters© 2001 South-Western Successful Career Elements Objectives Timetables Skills improvement Stress Organizational politics Career stages Power Values

5. MultiMedia by Stephen M. Peters© 2001 South-Western Kotter Seven Rules for Career Success  Do not rely on convention.  Keep your eyes on globalization and its consequences.  Move toward the small and entrepreneurial organization and away from the big and bureaucratic.  Do not just manage; now you must also lead.  Never stop trying to grow; lifelong learning is increasingly necessary for success.  Increase your competitive drive.  Wheel and deal if you can; take chances and seek opportunities.

6. MultiMedia by Stephen M. Peters© 2001 South-Western Career Planning Process Performing a self- assessment Matching skills to career-related activities Developing objectives and timetables Identifying opportunities Evaluatin g progress

7. MultiMedia by Stephen M. Peters© 2001 South-Western Four Stages of Career Development Career Growth Approximate Age 152530354045505560657520 Exploration and Trial Mid-CareerEstablishment and Advancement Late Career Decline? Growth? Leveling?

8. MultiMedia by Stephen M. Peters© 2001 South-Western Characteristics of the Four Stages of Career Development

9. MultiMedia by Stephen M. Peters© 2001 South-Western Steps in Career Planning Step 1: Self-Assessment  A data-gathering process that includes evaluating your values, interest, skills, abilities, experience, and likes and dislikes.  Requires a clear and objective view.

10. MultiMedia by Stephen M. Peters© 2001 South-Western Attributes Looked for in Management Application

11. MultiMedia by Stephen M. Peters© 2001 South-Western Steps in Career Planning Step 2: Exploring Opportunities and Options Requires examining the opportunities that exist in the industry and within a company. –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?

12. MultiMedia by Stephen M. Peters© 2001 South-Western Career Planning Warning Signs  Are you learning?  If your job was open, would you get it? Benchmark your skills regularly.  What would you do if your job disappeared tomorrow?

13. MultiMedia by Stephen M. Peters© 2001 South-Western Steps in Career Planning Step 3: Establishing Objectives 1.Make short- and long-term decisions. 2.Make the long-term decisions first and then derive the short-term decisions from them.

14. MultiMedia by Stephen M. Peters© 2001 South-Western Once Long-Term Objectives are Established, Other Decisions Follow  Which functional or specialty area of the organization needs to be learned about?  What jobs and experiences will lead to the ultimate objective?  What skills are needed to attain the objective?  What people and other resources are necessary to achieve the objectives?  What work assignments will be valuable?  Which functional or specialty area of the organization needs to be learned about?  What jobs and experiences will lead to the ultimate objective?  What skills are needed to attain the objective?  What people and other resources are necessary to achieve the objectives?  What work assignments will be valuable?

15. MultiMedia by Stephen M. Peters© 2001 South-Western Steps in Career Planning Step 4: Developing a Plan of Action  Establishing specific timetables for completing training.  Gaining new exposure in a company.  Identifying potential barriers and resources to work around the barriers.  Establishing specific timetables for completing training.  Gaining new exposure in a company.  Identifying potential barriers and resources to work around the barriers.

16. MultiMedia by Stephen M. Peters© 2001 South-Western Steps in Career Planning Step 5: Executing and Evaluating the Plan  Take charge of career.  Follow up and evaluate progress on the plan.  Consider individual growth, career progress, and new assignments.

17. MultiMedia by Stephen M. Peters© 2001 South-Western Schein’s Model of the Phases of Organizational Socialization Occupational choice Occupational image Anticipatory socialization to occupation Entry into labor market PHASE I Entry

18. MultiMedia by Stephen M. Peters© 2001 South-Western Schein’s Model of the Phases of Organizational Socialization 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 identity PHASE II Socialization

19. MultiMedia by Stephen M. Peters© 2001 South-Western Schein’s Model of the Phases of Organizational Socialization Organizational Acceptance Positive performance appraisal Pay increase New job Sharing organizational secrets Initiation rites Promotion PHASE III Mutual Acceptance: The Psychological Contract Individual Acceptance Continued participation in organization Acceptable job performance High job satisfaction

20. MultiMedia by Stephen M. Peters© 2001 South-Western Actions Likely to be Valued and Rewarded in Today’s Organization Risk takingTeam player Makes contributions Hard work

21. MultiMedia by Stephen M. Peters© 2001 South-Western Strategies for Career Advancement Career Advancement Creating Visibility Developing Mentor Relationships Understanding Power and Politics Working with the Boss Developing Networks Managing Stress Committing to Lifelong Learning

22. MultiMedia by Stephen M. Peters© 2001 South-Western Considerations for Volunteering 1.What new experience or knowledge can be gained? 2.What will be the impact on your immediate boss and the boss’s success? 3.What will be the impact on the organziation? 4.What will be the exposure to multilevel management?

23. MultiMedia by Stephen M. Peters© 2001 South-Western Politics is Life and Involves Investing in a relationship Investing in time, energy, and emotions

24. MultiMedia by Stephen M. Peters© 2001 South-Western Identifying the Power Structure  Who are the people on whom the leaders of the organizations 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?

25. MultiMedia by Stephen M. Peters© 2001 South-Western Acquiring Power Four Ways  Developing expertise in areas critical to the company  Developing a network of contacts  Acquiring line responsibility  Solving others’ problems

26. MultiMedia by Stephen M. Peters© 2001 South-Western Causes of Negative Stress for Managers Downsizing or other threats to security Limited opportunities for advancement Limited decision-making responsibility Incompatibility with immediate supervisor’s leadership style Incongruence of values between the manager and the company 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

27. MultiMedia by Stephen M. Peters© 2001 South-Western Critical Causes of Negative Stress  Incongruence of values between the manager and the company  Downsizing or layoffs that threaten security or long- range plans  Limited opportunities for advancement  Role ambiguity  Incompatibility with the immediate supervisor’s leadership style