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Definition
| pattern of work-related experiences that spans the course of a person's life |
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objective: observable, concrete environment
subjective: your perception of the situation |
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Definition
lifelong process of learning about self, jobs, and organizations, setting personal career goals, developing strategies for achieving the goals, and revising the goals based on work and life experience
*Responsibility is with individuals AND organizations to form partnerships with individuals in managing their careers |
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Term
| 3 Reasons why it is important to understand careers: |
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Definition
1. if we know what to look forward to over the course of our careers, we can take a proactive approach to planning and managing them
2. we need to understand the experiences of our employees and colleagues as they pass through the various stages of careers over their life spans
3. Career mgmt is good business. It makes good financial sense to have highly trained employees keep up with their fields so that organizations can protect valuable investments in human resources |
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| New career paradigm contains: |
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Definition
-discrete exchange
-occupational excellence
-organizational empowerment
-project allegiance |
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Definition
| when an organization gains productivity while a person gains work experience |
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| continually honing skills that can be marketed across organizations (individual identifies more with occupation than the organization) |
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| Organizational Empowerment |
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Definition
| power flows down to business units and in turn to employees (employees expected to remain competitive by being innovative and creative |
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Definition
| both individuals and organizations are committed to the successful completion of a product (firm gains outcome and individual gains experience and success) |
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-mutual loyalty contract (employee loyalty exchanged for job security)
-one-employer focus (training company specific rather than preparing individual for future positions)
-top-down firm: control/strategizing only down by top managers, individual initiative view as disloyal/disrespect
-corporate allegiance: projects overshadowed by corporate policies and procedures |
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Term
| Occupational Choice vs. Organizational Choice |
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Definition
Occupational: accessing your needs, values, abilities, and preferences and attempt to match them with an occupation (personality plays a role)
Organizational: can use expectational theory, which says that individuals choose organizations that maximize positive outcomes and avoid negative incomes....
-OR other theory says people select first organization that meets one or two important criteria and then justify choice by distorting their perceptions |
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Term
| Holland's 6 Types of Personalities ( part of occupational choice) |
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Definition
-Realistic: stable, persistent, materialistic
-Artistic: imaginative, emotional, impulsive
-Investigative: curious, analytical, independent
-enterprising: ambitious, energetic, adventurous
-social: generous, cooperative, sociable
-Conventional: efficient, practical, obedient |
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| Types of jobs for Holland's 6 personalities |
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Definition
1. realistic: mechanic, server, mechanical engineer
2. artistic: architect, voice coach, interior designer
3. investigative: physicist, surgeon, economist
4. enterprising: real estate agent, human resource manager, lawyer
5. social: counselor, social worker, member of clergy
6. conventional: work processor, accountant, data entry |
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Term
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Definition
when job candidates are given both positive and negative information, they can make more effective job choices.
Traditional recruiting = more unrealistically high expectations, produces low job satisfaction |
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Definition
| more effective matches, lower turnover, and higher organizational commitment and job satisfaction |
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| The people who will be most successful in the new career paradigm are: |
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Definition
-flexible
-team oriented
-energized by change
-tolerant of ambiguity |
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Term
| Why do newly hired managers fail? |
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Definition
-fail to build good relationships with peers and subordinates (82%)
-confused or uncertain about what their bosses expect
-lack internal political skills
-unable to achieve the two or three most important objectives of the job |
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Term
| Four stages of the career stage model |
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Definition
1. establishment (centers around learning the job and fitting into organization/occupation
2. advancement (high achievement stage where people focus on increasing competence)
3. maintenance (maintain productivity while evaluating progress towards career goals)
4. withdrawal (contemplation of retirement or possible career change) |
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| 3 major tasks that face the newcomer to the job |
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Definition
| negotiating effective psychological contracts, managing the stress of socialization, and making a transition from organizational outsider to organizational insider |
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Definition
| an implicit agreement between the individual and the organization that specifies what each is expected to give and receive in the relationship |
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Definition
| path along which employees move during their careeers |
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| Main reasons for entrepreneurship |
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Definition
-seek additional challenge/self-fulfillment
-have more self-determination and freedom |
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Definition
| a structured series of job positions through which an individual progresses in an organization |
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Definition
| an approach to building competencies by moving laterally through different departments in the organization or by moving through different projects |
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| Career functions provided by a mentor |
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Definition
-sponsorship: helping individual get experience and promotion
-facilitating exposure: providing opportunity for individual to develop relationships with important people
-coaching: career/job performance advice
-protection: protect from damaging experiences |
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Definition
| an avenue for mentoring, help members identify with those few others who are like them within an organization, build relatioships with them, and build social support |
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Term
| barriers to finding a mentor |
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Definition
-lack of access
-fear of initiating relationship
-fear supervisors might not approve
-fear of being miscontrued as a sexual advance |
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Term
| stages of a mentoring relationship |
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Definition
-initiation
-cultivation
-separation
-redefinition |
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Definition
both people have important career roles, can be beneficial, can be stressful
*a stressor is time pressure |
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| Two issues of maintenance stage |
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Definition
| sustaining performance and becoming a mentor |
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Term
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Definition
| point where the probability of moving further up the hierarchy is low |
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Definition
| allows employees to reduce their hours/responsibilities in order to ease into retirement |
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Definition
| employment that takes place after a person retires from a full-time position but before the person's permanent withdrawal from the workforce |
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Definition
self-perceived talents, motives, and values that guide an individual's career decisions
developed by edgar schein |
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Term
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Definition
1. technical/functional competence: want to specialize in given functional area
2. managerial competence: want general management
3. autonomy and independence: want freedom, more individual career
4. creativity: strong need to create, often entrepreneurs
5. security/stability: long term stability; gov't jobs
developed by edgar schein |
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Term
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Definition
| developing a vision for the firm, designing strategic actions to achieve this vision, and empowering others to carry out those strategic action |
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Definition
-hold upper level organizational positions
-practice strategic leadership
-involve people throughout organization as well as governance participants |
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Term
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Definition
-hold upper level organizational positions
-practice strategic leadership
-involve people throughout organization as well as governance participants |
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Term
| strategic leadership actions (5) |
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Definition
-establish the vision and mission
-develop the management team and succession
-managing the resource portfolio
-building an entrepreneurial culture
-promoting integrity and ethical behavior
-using effective controls |
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Definition
| the group of managers charged with the responsibility to develop and implement the firm's strategies. composed of officers of the company with the title of VP and higher |
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Definition
| the basis for a firm's competitive advantages and strategies |
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Term
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Definition
-human capital
-social capital
-organizational capital
-financial capital |
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Definition
| all internal/external relationships that help the firm provide value to customers and ultimately to its other stakeholders |
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Definition
| encourages employees to identify and exploit new opportunities, encourage creativity and risk taking but also tolerates failure |
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Term
| related party transactions |
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Definition
| paying a person who has a relationship with the firm extra money for reasons other than his or her normal activities on the firm's behalf |
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Definition
focus on shorter-term financial outcomes
help firm stay on the right path in terms of generating sales revenue, maintaining expenses within reason, and remaining financially solvent |
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Definition
focus on the content of strategic actions rather than on outcomes
best employed under conditions of uncertainty |
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Definition
desired balance in control systems (financial vs. strategic)
focuses on 4 areas:
-financial
-customers
-internal business processes
-learning and growth |
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