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

MultiMedia by Stephen M. Peters © 2001 South-Western

Succeeding in Your Organization


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.


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


Successful Career Elements

ObjectivesObjectives

TimetablesTimetables

Skills improvement

Skills improvement

StressStress

Organizational politics

Organizational politics

Career stagesCareer stages

PowerPower

ValuesValues


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.


Career Planning Process

Performing a self-

assessment

Matching skills to

career-related activities

Developing objectives and

timetables

Identifying opportunities

Evaluating progress


Four Stages of Career DevelopmentC

aree

r G

row

th

Approximate Age15 25 30 35 40 45 50 55 60 65 7520

Exploration and Trial

Mid-CareerEstablishment and

Advancement

Late Career

Decline?

Growth?

Leveling?


Characteristics of the Four Stages of Career Development


Steps in Career PlanningStep 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.


Attributes Lookedfor in Management Application


Steps in Career PlanningStep 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?


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?


Steps in Career PlanningStep 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.


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?


Steps in Career PlanningStep 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.


Steps in Career PlanningStep 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.


Schein’s Model of the Phases of Organizational Socialization

• Occupational choice

• Occupational image

• Anticipatory socialization to occupation

• Entry into labor market

PHASE I

Entry



• 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



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


Actions Likely to be Valued and Rewarded in Today’s Organization

Risk taking Team player

Makes contributions

Hard work


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


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?


Politics is Life and Involves

Investing in a relationshipInvesting in a relationship

Investing in time, energy, and emotionsInvesting in time, energy, and emotions


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?


Acquiring PowerFour Ways

Developing expertise in areas critical to the company

Developing a network of contacts

Acquiring line responsibility

Solving others’ problems

Developing expertise in areas critical to the company

Developing a network of contacts

Acquiring line responsibility

Solving others’ problems


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


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

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

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