career dynamics chapter 7. © copyright 2003, prentice hall 2 learning objectives 1. define career...
Post on 04-Jan-2016
218 Views
Preview:
TRANSCRIPT
Career DynamicsCareer Dynamics
Chapter 7Chapter 7
2 © Copyright 2003, Prentice Hall
Learning ObjectivesLearning Objectives
1. Define career and distinguish among the various types of careers that exist.
2. Describe the three major considerations in making career choices.
3. Describe the process of organizational socialization, including the stages by which it occurs.
4. Define mentoring and describe the processes through which mentorship develops.
5. Identify and describe the special challenges likely to be confronted in established careers.
6. Explain various personal challenges and strategies for managing your own career.
© Copyright 2003, Prentice Hall 3
Career ConceptsCareer Concepts
Career DynamicsCareer Dynamics: The wide variety of factors that influence the nature of people’s career choices, the directions their careers take, and their ultimate success and satisfaction over the course of their working lives.CareerCareer: The evolving sequences of work experience over time.JobJob: A predetermined set of activities a worker is expected to perform.OccupationOccupation: A coherent set of jobs.
© Copyright 2003, Prentice Hall 4
Career ConceptsCareer Concepts
© Copyright 2003, Prentice Hall 5
Characteristics of Modern Characteristics of Modern CareersCareers Lifetime employment is
a thing of the past. Careers are
boundaryless. Career success is
defined in many different ways.
Where, when, and for whom you work are not necessarily fixed.
© Copyright 2003, Prentice Hall 6
Lifetime EmploymentLifetime Employment
Reasons for the shift away from lifetime employment:– Technological advancesTechnological advances are causing new jobs to
come into existence and old ones to be phased out all the time.
– Economic shiftsEconomic shifts reduce job security due to mergers and acquisitions, restructurings, and firm closures.
– Social normsSocial norms have changed such that company loyalty is no longer as highly valued as it once was.
© Copyright 2003, Prentice Hall 7
Boundaryless CareersBoundaryless Careers
The tendency for people to have careers that cut across various companies and industries.
Reasons:– Downsizing eliminates employment
options.– Careers progress more quickly outside
the organization.– Changing careers is more socially
acceptable than ever.
© Copyright 2003, Prentice Hall 8
Types of CareersTypes of Careers
Steady-StateLinearSpiralTransitory
© Copyright 2003, Prentice Hall 9
Steady-State CareerSteady-State Career
The type of career characterized by a lifetime of employment in a single job.
© Copyright 2003, Prentice Hall 10
Linear CareerLinear Career
The type of career in which someone stays in a certain field and works his or her way up the occupational ladder from low-level jobs to high-level jobs.
© Copyright 2003, Prentice Hall 11
Spiral CareerSpiral Career
The type of career in which people evolve through a series of occupations, each of which requires new skills and builds on existing knowledge and skills.
© Copyright 2003, Prentice Hall 12
Transitory CareerTransitory Career
The type of career in which someone moves between many different unrelated positions, spending about one to four years in each.
© Copyright 2003, Prentice Hall 13
Career StagesCareer Stages
1.1. Preparation for WorkPreparation for Work: Acquiring various skills, learning about various career options, and determining what career you want to pursue.
2.2. Organizational EntryOrganizational Entry: Finding out about specific jobs and getting your foot in the door.
3.3. Early CareerEarly Career: Establishing yourself in a specific job and then achieving success at it.
4.4. Middle CareerMiddle Career: Figuring out how to continue to be productive after you’ve been working for over 20 years.
5.5. Late CareerLate Career: Keeping from becoming obsolete and planning for retirement.
© Copyright 2003, Prentice Hall 14
Career StagesCareer Stages
© Copyright 2003, Prentice Hall 15
Holland’s Theory of Vocational Holland’s Theory of Vocational ChoiceChoice
A theory that claims that people will perform best at occupations that match their traits and personalities.
Holland’s HexagonHolland’s Hexagon: A conceptualization specifying the occupations for which people are best suited based on which of six personality types most closely describes them.
© Copyright 2003, Prentice Hall 16
Holland’s TheoryHolland’s Theory
© Copyright 2003, Prentice Hall 17
Holland’s HexagonHolland’s Hexagon
© Copyright 2003, Prentice Hall 18
Career AnchorsCareer Anchors
A person’s occupational self-concept that is based on his or her self-perceived talents, abilities, values, needs, and motives.
Five major anchors:– Technical or FunctionalTechnical or Functional– Managerial CompetenceManagerial Competence– Security and StabilitySecurity and Stability– Creativity or EntrepreneurshipCreativity or Entrepreneurship– Autonomy and IndependenceAutonomy and Independence
© Copyright 2003, Prentice Hall 19
Technical or Functional Technical or Functional AnchorAnchor
Concentration on jobs focusing on specific content areas (e.g., auto mechanics, graphic arts).
© Copyright 2003, Prentice Hall 20
Managerial Competence Managerial Competence AnchorAnchor
Focus on jobs that allow for analyzing business problems and dealing with people.
© Copyright 2003, Prentice Hall 21
Security and Stability Security and Stability AnchorAnchor
Attraction to jobs that are likely to continue into the future (e.g., the military).
© Copyright 2003, Prentice Hall 22
Creativity or Entrepreneurship Creativity or Entrepreneurship AnchorAnchor
Primary interest in starting new companies from visions of unique products or services but not necessarily running them.
© Copyright 2003, Prentice Hall 23
Autonomy and Independence Autonomy and Independence AnchorAnchor
Attraction to jobs that allow for freedom from constraints and to work at one’s own pace (e.g., novelists and creative artists).
© Copyright 2003, Prentice Hall 24
Occupational OutlookOccupational Outlook
© Copyright 2003, Prentice Hall 25
Growth of High-Tech JobsGrowth of High-Tech Jobs
© Copyright 2003, Prentice Hall 26
Organizational Organizational SocializationSocialization
The process through which people move from outsiders to effective, participating members of their organizations.
Stages:– Anticipatory Socialization– Encounter– Metamorphosis
© Copyright 2003, Prentice Hall 27
Socialization StagesSocialization Stages
Anticipatory SocializationAnticipatory Socialization: The first stage of socialization, concerned with learning about an organization before working there.
EncounterEncounter: The second stage of organizational socialization, faced as newcomers to an organization learn their new duties and the organization’s ways of operating.
MetamorphosisMetamorphosis: The third stage of organizational socialization, in which a person becomes a full-fledged member of the organization (e.g., after completing a training program for new recruits).
© Copyright 2003, Prentice Hall 28
Stages of SocializationStages of Socialization
© Copyright 2003, Prentice Hall 29
Entry ShockEntry Shock
The disillusionment, disappointment, and confusion that result when new employees’ job expectations are unmet.Realistic Job PreviewRealistic Job Preview: The practice of giving prospective employees both positive and negative information about the jobs they are considering and the organizations they will enter.
© Copyright 2003, Prentice Hall 30
Realistic Job PreviewsRealistic Job Previews
© Copyright 2003, Prentice Hall 31
MentoringMentoring
The process by which a more experienced employee advises, counsels, and otherwise enhances the professional development of a new employee.MentorMentor: A more experienced employee who guides a newer employee in learning about the job and organization.ProtégéProtégé: An inexperienced employee who receives assistance from a more experienced employee in learning about a new job and/or organization.
© Copyright 2003, Prentice Hall 32
Mentoring StagesMentoring Stages
© Copyright 2003, Prentice Hall 33
Benefits of MentoringBenefits of Mentoring
For the protégé: Mentors– Provide much needed emotional support and
confidence– Help pave the way for job success– Suggest useful strategies for achieving work
objectives– Help bring the protégé to the attention of top
management– Protect protégés from making errors and help
them avoid risky situations
© Copyright 2003, Prentice Hall 34
Benefits of MentoringBenefits of Mentoring
For the mentor:– May reap psychological benefits from feeling
needed and a sense of accomplishment in helping the younger generation
– Can expect protégés to work hard at assigned tasks
– Can expect protégés to be loyal supporters– May gain recognition from others for their
work in helping nurture young talent– Can feel proud of their protégés’ successes
© Copyright 2003, Prentice Hall 35
Risks of MentoringRisks of Mentoring
Protégés may find that their own success hinges on the success of their mentor.
Any failures on the part of the protégé may harm the mentor’s reputation.
The mentor’s advice may not be as good as it should be.
Protégés may become so highly dependent on their mentors that they will be slow to develop as self-reliant individuals.
Mentors may grow overly reliant on their protégés, delegating too many responsibilities that they should be discharging themselves.
© Copyright 2003, Prentice Hall 36
Successful MentoringSuccessful Mentoring
© Copyright 2003, Prentice Hall 37
Mentoring Diverse GroupsMentoring Diverse Groups
© Copyright 2003, Prentice Hall 38
Challenges in Established Challenges in Established CareersCareers
Confronting the career plateau
Making career changes
Planning for succession and retirement
© Copyright 2003, Prentice Hall 39
Career PlateausCareer Plateaus
Career PlateauCareer Plateau: The point at which one’s career has peaked and is unlikely to develop further.
Career Development InterventionCareer Development Intervention: Systematic efforts to help manage people’s careers while simultaneously helping the organizations in which they work.
Outplacement ProgramsOutplacement Programs: Systematic efforts to find new jobs for employees who are laid off.
© Copyright 2003, Prentice Hall 40
Career Development Career Development InterventionsInterventions
© Copyright 2003, Prentice Hall 41
Career ChangesCareer Changes
© Copyright 2003, Prentice Hall 42
RetirementRetirement
© Copyright 2003, Prentice Hall 43
Personal Challenges and Personal Challenges and StrategiesStrategies
Job Rotation Entrepreneurship Home-Based
Business The Glass Ceiling Dealing with the
Dual Career Hiring a Career
Coach
© Copyright 2003, Prentice Hall 44
Job RotationJob Rotation
The practice of transferring employees laterally between different jobs in an organization.
© Copyright 2003, Prentice Hall 45
EntrepreneurshipEntrepreneurship
© Copyright 2003, Prentice Hall 46
Home-Based BusinessesHome-Based Businesses
The average American home-based worker earns only 70 percent as much as he or she would make outside the home.
Many people decide to work at home so that they can have a better balance between work and family; however, one or the other often gets shortchanged.
In most cases, there are limits to how large a home-based business can become.
© Copyright 2003, Prentice Hall 47
The Glass CeilingThe Glass Ceiling
The artificial barrier that prevents qualified individuals from advancing in their organizations.
© Copyright 2003, Prentice Hall 48
Dealing with the Dual Dealing with the Dual CareerCareer
Dual-Career CouplesDual-Career Couples: Married couples in which both partners are employed.Dual-Career ConflictDual-Career Conflict: A situation in which the career demands on one member of a couple are incompatible with the career demands on the other member of a couple.Career BreakCareer Break: The practice in which an employee leaves and then subsequently reenters a job following an agreed-upon period of absence.Dropping OutDropping Out: The practice of resigning from a job for a long period of time and then taking another job at another time.
top related