Career Dynamics

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Career Dynamics

Chapter 7


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Copyright 2003, Prentice Hall 2

Learning 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.


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Career Concepts

Career Dynam ics: The wide variety offactors that influence the nature of peoplescareer choices, the directions their careerstake, and their ultimate success andsatisfaction over the course of their workinglives.

Career: The evolving sequences of work

experience over time.Job: A predetermined set of activities aworker is expected to perform.

Occupat ion: A coherent set of jobs.


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Career Concepts


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Characteristics of Modern Careers

Lifetime employment isa thing of the past.

Careers areboundaryless.

Career success isdefined in many

different ways. Where, when, and for

whom you work arenot necessarily fixed.


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Lifetime Employment

Reasons for the shift away from lifetimeemployment:

Techno log ical advancesare causing new jobs tocome into existence and old ones to be phasedout all the time.

Econom ic shi f tsreduce job security due tomergers and acquisitions, restructurings, and

firm closures.

Social normshave changed such that companyloyalty is no longer as highly valued as it oncewas.


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Boundaryless Careers

The tendency for people to havecareers that cut across various

companies and industries.Reasons:

Downsizing eliminates employmentoptions.

Careers progress more quickly outsidethe organization.

Changing careers is more socially

acceptable than ever.



Types of Careers

Steady-StateLinear

Spiral

Transitory



Steady-State Career

The type of career character ized by a

l i fet ime of employment in a single job .



Linear Career

The type of career

in which someone

stays in a certainfield and works his

or her way up the

occupational

ladder from low-

level jobs to high-

level jobs.



Spiral Career

The type of careerin which people

evolve through aseries ofoccupations, eachof which requires

new skills andbuilds on existingknowledge andskills.



Transitory Career

The type of career in which someone moves

between many d i f ferent un related posi t ions ,

spend ing abou t one to four years in each .



Career Stages

1. Preparat ion for Wo rk: Acquiring various skills,learning about various career options, anddetermining what career you want to pursue.

2. Organizat ional Entry: Finding out aboutspecific jobs and getting your foot in the door.

3. Early Career: Establishing yourself in a specificjob and then achieving success at it.

4. Midd le Career: Figuring out how to continue tobe productive after youve been working forover 20 years.

5. Late Career: Keeping from becoming obsoleteand planning for retirement.



Career Stages



Hollands Theory of Vocational Choice

A theory that claims that people willperform best at occupations that

match their traits and personalities.Hollands Hexagon: Aconceptualization specifying the

occupations for which people arebest suited based on which of sixpersonality types most closelydescribes them.



Hollands Theory



Hollands Hexagon



Career Anchors

A persons occupational self-concept thatis based on his or her self-perceived

talents, abilities, values, needs, andmotives.

Five major anchors: Technical or Function al

Managerial Competence Secu ri ty and Stabi l i ty

Creativ i ty or Entrepreneurship

Autonomy and Independence



Technical or Functional Anchor

Concentration

on jobs focusingon specific

content areas

(e.g., auto

mechanics,

graphic arts).



Managerial Competence Anchor

Focus on jobs

that allow foranalyzing

business

problems and

dealing with

people.


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Security and Stability Anchor

Attraction to

jobs that arelikely to

continue into the

future (e.g., themilitary).


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Creativity or Entrepreneurship Anchor

Primary interest

in starting new

companies from

visions of

unique products

or services butnot necessarily

running them.


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Autonomy and Independence Anchor

Attraction to

jobs that allow

for freedom from

constraints and

to work at ones

own pace (e.g.,novelists and

creative artists).


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Occupational Outlook


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Growth of High-Tech Jobs


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Organizational Socialization

The process through which people

move from outsiders to effective,

participating members of theirorganizations.

Stages:

Anticipatory Socialization

Encounter

Metamorphosis


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Socialization Stages

An tic ipatory Soc ial izat ion: The first stage of

socialization, concerned with learning about an

organization before working there.

Encounter: The second stage of organizational

socialization, faced as newcomers to an

organization learn their new duties and the

organizations ways of operating.

Metamorphosis: The third stage of organizationalsocialization, in which a person becomes a full-

fledged member of the organization (e.g., after

completing a training program for new recruits).


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Stages of Socialization


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Entry Shock

The disillusionment, disappointment,and confusion that result when new

employees job expectations areunmet.

Realist ic Job Preview: The practiceof giving prospective employees

both positive and negativeinformation about the jobs they areconsidering and the organizations

they will enter.


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Realistic Job Previews


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Mentoring

The process by which a more experiencedemployee advises, counsels, andotherwise enhances the professional

development of a new employee.

Mentor: A more experienced employeewho guides a newer employee in learningabout the job and organization.

Protg: An inexperienced employee whoreceives assistance from a moreexperienced employee in learning about anew job and/or organization.


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Mentoring Stages


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Benefits of Mentoring

For the protg: 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 protg to the attention of topmanagement

Protect protgs from making errors and help

them avoid risky situations


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Benefits of Mentoring

For the mentor:

May reap psychological benefits from feeling

needed and a sense of accomplishment in

helping the younger generation

Can expect protgs to work hard at assigned

tasks

Can expect protgs to be loyal supporters

May gain recognition from others for their

work in helping nurture young talent

Can feel proud of their protgs successes


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Risks of Mentoring

Protgs may find that their own success hingeson the success of their mentor.

Any failures on the part of the protg may harm

the mentors reputation. The mentors advice may not be as good as it

should be.

Protgs may become so highly dependent ontheir mentors that they will be slow to develop asself-reliant individuals.

Mentors may grow overly reliant on theirprotgs, delegating too many responsibilitiesthat they should be discharging themselves.


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Successful Mentoring


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Mentoring Diverse Groups


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Challenges in Established Careers

Confronting the

career plateau

Making career

changes

Planning for

succession and

retirement


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Career Plateaus

Career Plateau: The point at which onescareer has peaked and is unlikely todevelop further.

Career Development Intervention:Systematic efforts to help managepeoples careers while simultaneouslyhelping the organizations in which they

work.

Outplacement Programs: Systematicefforts to find new jobs for employees whoare laid off.


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Career Development Interventions


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Career Changes


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Retirement


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Personal Challenges and Strategies

Job Rotation

Entrepreneurship

Home-BasedBusiness

The Glass Ceiling

Dealing with theDual Career

Hiring a CareerCoach


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Entrepreneurship


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Home-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.


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The Glass Ceiling

The art i f ic ial barr ier th at prevents quali f ied

indiv iduals from advancing in their organizations.


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Dealing with the Dual Career

Dual-Career Coup les: Married couples in whichboth partners are employed.

Dual-Career Con fl ict: A situation in which the

career demands on one member of a couple areincompatible with the career demands on theother member of a couple.

Career Break: The practice in which an employeeleaves and then subsequently reenters a job

following an agreed-upon period of absence.Dropp ing Out: The practice of resigning from ajob for a long period of time and then takinganother job at another time.

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Career Dynamics