Post on 27-Nov-2014
Chapter 7
Personal Growth and Work Stress
Describe the characteristics of adult development
Explain Levinson’s concept of life structures Recognize career anchors and their significance Describe the functions that mentors perform Identify trends in career management and
planning Explain the transactional model of career stress Assess your current life-career situation and
develop a plan for the future
Objectives
7-1Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
“A plan is nothing; planning is everything.”
Eisenhower
People who set clearly stated career goals are more likely to
achieve them
7-2Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Levinson’s Adult Development Model
Leaving the family (16-23 yrs.)Getting into the adult world (26-33) Settling down and becoming one’s own
person (38-50)Restabilization and entering middle age
(55-60)
7-3Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
… Levinson’s Adult Development Model
Task is to establish a life structure – “the pattern or design of a person’s life” – appropriate for each stage of life
Life structures remain stable for about 7 years and are reevaluated during transitional periods
Transitions occur around 30, 40, and 50 years of age
If very turbulent, they are called crises – “the midlife crisis”
7-4Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
The New “Protean” Career Contract
Career managed by person, not organization
Career as lifelong series of experiences, skills, learning, transitions, and identity changes
Development is continuous learning, self-directed, relational, and found in work challenges
7-5Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Career Anchors - Defined
Motivational, attitudinal, and value syndromes formed early in life that
function to guide and constrain people’s careers
7-6Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Schein’s Career Anchors
Technical/Functional/Managerial Competence
Security and StabilityCreativityEntrepreneurship
7-7Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
…Schein’s Career Anchors
Autonomy and IndependenceServicePure ChallengeLifestyle
7-8Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Four Patterns of CareersLinear – progress through series of jobs
that increase in authority and responsibilitySteady-state/expert – committed to a field
or specialty; field-related expertiseSpiral – move across disciplines from one
field to a related one; builds on old skills but also requires new skills
Transitory – frequent unrelated job changes
7-9Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
How to Balance Dual Careers Limiting the impact of family on work (delay,
subcontract) Taking turns (trade off career and child care) Participating in joint ventures (same career or
same organization) Choosing independent careers (commute) Subordinating one career to the other (one
partner takes a less demanding job or stays at home so the other can optimize career opportunities)
7-10Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Mentor - Defined
A senior person within the organization who assumes
responsibility for a junior person
7-11Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Benefits of Extensive Mentoring
More promotionsMore highly paidHigh job satisfaction
*Especially helpful for
minorities and women
7-12Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Career Functions of Mentors
SponsorshipExposure and VisibilityCoachingProtectionChallenging Assignment
7-13Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Psychosocial Functions of Mentors
Role modelingAcceptance and confirmationCounselingFriendship
7-14Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Stress - Defined
The nonspecific response of an organism to demands that tax or exceed its resources
Three stages in the stress response:AlarmResistanceExhaustion
7-15Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Is Stress Good or Bad?
Positive
When it motivates us to work harder
Negative
When it exceeds our coping abilities and interferes with our ability to perform
When it results in illness
7-16Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Major Causes of Work Stress
Change
Lack of control
High workload
7-17Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Costs of Work Stress
Decreased job satisfactionDecreased job performanceIncreased absenteeismIncreased alcohol and drug abuseIllness
7-18Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Transactional Model of Career Stress
7-19Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Coping Strategies
Direct action – remove the stressor by changing the situation
Cognitive reappraisal – change the way we think about the stressor or situation
Symptom management – treat
the stress reaction via
exercise or meditation
7-20Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Balancing Work and Nonwork
Design the organization and jobs to support employee growth and achievement
Develop policies that support both work and personal life interests
Recognize that the nature of work and careers have changed
7-21Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
The Future
The Past The Present
Tripod of Life Plan Perspectives
LifePlan
7-22Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner