1. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 17 Organizational Behavior: Foundations, Realities, & Challenges Nelson & Quick, 5 th edition Career Management

2. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Why Understand Careers If we know what to look forward to,... As managers, we need to understand... Career management is good business. Why?

3. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Career/Career Management Career – Career Management –

4. Career: Paradigm Shift New Career ParadigmOld Career Paradigm Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

5. The New Career Discrete Exchange Occupational Excellence Organizational Empowerment Project Allegiance Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

6. Personalities and Choices The Realistic Person is mechanic restaurant server mechanical engineer The Investigative Person is physicist surgeon economist The Artistic Person is architect voice coach interior designer Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

7. Personalities and Choices The Enterprising Person is The Social Person is The Conventional Person is real estate agent human resource manager lawyer counselor social worker clergyman word processor accountant data entry operator Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

8. 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 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. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

9. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Realistic Job Preview (RJP) Realistic Job Preview – RJP’s help promote the image of the organization as operating consistently and honestly

10. The Career Stage Model Career stage Life stage (age) (17-40) (40-60) (60+) Establishment Advancement Maintenance Withdrawal Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

11. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Career Stages Establishment – Advancement – Maintenance – Withdrawal –

12. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Negotiate an effective psychological contract – Manage the stress of socialization Make the transition from organizational outsider to organizational insider Establishment: tasks of the newcomer

13. Protection from stressors Direct assistance What are the risks? Informational What must l know? Mentor gives advice EvaluativeFeedback Supervisor offers feedback Evidence of standards Who do I follow? Newcomer is apprenticed Emotional Empathy, esteem, love Others (new) empathize Type of Support Function of Supportive Attachments Newcomer Concern Examples of Insider Response Establishment: Newcomer-Insider Psychological Contracts for Social Support Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

14. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: strive for achievement Career Path – Career Ladder –

15. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: mentoring Mentor – Career functions provided by a mentor –

16. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: mentoring Psychosocial functions provided by a mentor –. Characteristics of good mentoring relationships –.

17. Initiation - Advancement: phases of mentoring Cultivation - Separation - Redefinition - Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved

18. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: why mentors are important Mentored individuals...

19. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: dual-career partnerships Dual-Career Partnership – Pressures of such partnerships –.

20. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Advancement: work–home conflicts Work-home conflicts more likely affect women Organizations’ attempts to help –Flexible Work Schedule – –Eldercare –

21. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Maintenance: time of crisis or contentment Midlife crisis –. Contentment –.

22. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Maintenance: issues of this stage Career Plateau – Firms respond with 1. 2. 3.

23. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Maintenance: sharing the knowledge through mentoring Successful formal mentoring programs require: 1. 2. 3. 4.

24. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Withdrawal: the older worker Stereotypically undervalued. In reality.

25. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Withdrawal: retirement Phased retirement – Bridge employment –

26. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Withdrawal: retirement factors

27. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Career Anchors A network of self-perceived talents, motives, and values that guide an individual’s career decisions

28. Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Managing Your Career: Key Questions 1. 2. 3.